May 24, 2022 City Council Meeting

[CALL TO ORDER]

[00:00:06]

TONIGHT'S MEETING TO ORDER MAY 24TH OR REGULAR COUNCIL MEETING.

WITH THAT, COULD THE CLERK PLEASE TAKE ROLL?

[ANNOUNCEMENT OF CONCURRENT MEETINGS]

THE CITY COUNCIL IS ALSO SERVING AS THE CARLSBAD MUNICIPAL WATER DISTRICT BOARD OF DIRECTORS AND PUBLIC FINANCING AUTHORITY COMMUNITY DEVELOPMENT COMMISSION AND THE SUCCESSOR FOR THE REDEVELOPMENT AGENCY FOR DEPARTMENTAL AND CITY MANAGER REPORT.

ITEM NUMBER EIGHT.

WITH THAT, IF WE COULD ALL PLEASE RISE AND MR. BLACKBURN TO LEAD US IN THE PLEDGE.

PLEASE JOIN ME IN THE PLEDGE TO OUR FLAG.

OKAY.

[APPROVAL OF MINUTES]

MINUTES OF A SPECIAL MEETING HELD APRIL 26TH AT 12:00 PM.

MINUTES OF A JOINT SPECIAL MEETING HELD APRIL 26TH AT 2:00 PM AND MINUTES OF A SPECIAL MEETING HELD MAY 3RD.

MOVE APPROVAL OF THE MINUTES RECITED BY THE MAYOR.

SECOND.

MAYOR, I JUST WANT TO CHECK WITH A CLERK ON MY RECORD.

I KNOW I MISSED ONE MEETING.

I THINK IT WAS AROUND THAT TIME FRAME AND I CERTAINLY WANT TO ABSTAIN FROM MINUTES FOR THAT MEETING.

SO I HOPE I ALREADY I HOPE I ALREADY HAVEN'T APPROVED THEM IN THE PAST COUNCIL MEETING.

SO WE'LL MAKE SURE TO INCLUDE.

OKAY, GREAT. THANK YOU. WITH THAT, IF WE COULD PLEASE VOTE.

LET THE RECORD SHOW THE MINUTES PASSED UNANIMOUSLY UNDERSTANDING MR. NOBLE'S COMMENTS.

[PRESENTATIONS]

AND I'M GOING TO ASK COUNCIL MEMBER DR.

BHAT-PATEL TO GIVE THIS PROCLAMATION.

SURE. THANK YOU. AND I'M GOING TO INVITE MISS NIKKI FADDICK TO THE PLATFORM.

AND SHE'S REPRESENTING MOMS DEMAND ACTION FOR GUN SENSE IN AMERICA.

AND BEFORE I START MY REMARKS FOR THIS PROCLAMATION, I'M SURE MANY OF YOU HAVE NOTICED THAT THE FLAGS ARE AT HALF STAFF.

THIS WAS DUE TO THE TRAGIC INCIDENT THAT JUST TOOK PLACE TODAY IN TEXAS A FEW HOURS AGO.

AND WITH THAT, I WANT TO TAKE A MOMENT OF SILENCE FOR US TO HONOR THE LIVES OF THE 14 CHILDREN AND ONE ADULT WHO WAS KILLED AND MANY OTHERS THAT WERE INJURED TODAY DUE TO THE GUN VIOLENCE AT ROBB ELEMENTARY IN UVALDE, TEXAS.

THANK YOU. GUN VIOLENCE HAS AFFECTED THOUSANDS OF FAMILIES ACROSS THE COUNTRY, INCLUDING FAMILIES HERE IN CARLSBAD AND THROUGHOUT THE STATE OF CALIFORNIA.

AND WE HAVE SEEN NUMEROUS ACTS OF GUN VIOLENCE OVER AND OVER AGAIN.

AND UNTIL WE ACTUALLY WORK TOGETHER TO ADDRESS THIS ISSUE, IT WILL BE A CHALLENGE.

AND I WANT TO RECOGNIZE THE FAMILIES AND STUDENTS WHO ARE ACTIVE ALL ACROSS THE UNITED STATES AND ESPECIALLY HERE LOCALLY IN CARLSBAD AND NORTH COUNTY, THAT CONTINUE TO RAISE AWARENESS ON GUN VIOLENCE AND WHAT WE CAN DO TO PREVENT IT.

WITH THAT, I WOULD LIKE TO READ THE PROCLAMATION AND THEN I'LL INVITE MISS NIKKI FOSDICK TO SAY A FEW WORDS.

SO. WHEREAS THE FIRST FRIDAY IN JUNE IS RECOGNIZED AS NATIONAL GUN VIOLENCE AWARENESS DAY IN THE CITY OF CARLSBAD.

TO HONOR AND REMEMBER ALL VICTIMS AND SURVIVORS OF GUN VIOLENCE AND TO DECLARE THAT WE AS A COUNTRY MUST DO MORE TO REDUCE GUN VIOLENCE.

AND. WHEREAS, IN JANUARY 2013, HADIYA PENDLETON, A TEENAGER WHO MARCHED IN PRESIDENT OBAMA'S SECOND INAUGURAL PARADE AND WAS TRAGICALLY SHOT AND KILLED JUST WEEKS LATER SHOULD NOW BE CELEBRATING HER 25TH BIRTHDAY.

AND. WHEREAS, TO HELP HONOR HADIYA AND ALL THE OTHER AMERICANS WHOSE LIVES ARE CUT SHORT AND THE COUNTLESS SURVIVORS WHO ARE INJURED BY SHOOTINGS EVERY DAY, A NATIONAL COALITION OF ORGANIZATIONS HAS DESIGNATED THE FIRST FRIDAY IN JUNE TO BE NATIONAL GUN VIOLENCE AWARENESS DAY.

AND. WHEREAS, EVERY DAY, MORE THAN 100 AMERICANS ARE KILLED BY GUN VIOLENCE AND AN AVERAGE.

THERE ARE MORE THAN 13,000 GUN HOMICIDES EVERY YEAR.

AND. WHEREAS, BY WEARING ORANGE ON JUNE 3RD, 2022 RESIDENTS WILL RAISE GUN VIOLENCE AWARENESS TO HONOR THE LIVES AND VICTIMS HONOR THE LIVES OF THE VICTIMS AND SURVIVORS.

THEREFORE, COUNCILMEMBER PRIYA BHAT-PATEL, ON BEHALF OF THE MAYOR AND CITY COUNCIL, PROCLAIMS THE FIRST FRIDAY IN JUNE 2022 AS NATIONAL GUN VIOLENCE AWARENESS DAY, AND WITH THAT, MS.. NIKKI FADDICK.

IF THE THREE MINUTE TIMER APPLIES.

I WASN'T GIVEN A TIME LIMIT, SO THANK YOU.

THANK YOU, DR. BHAT-PATEL.

MY NAME IS NIKKI FADDICK AS SHE SAID, I AM A CARLSBAD RESIDENT, A MOM, A PROUD MEMBER OF MOMS DEMAND ACTION FOR GUN SENSE IN AMERICA.

[00:05:07]

I HAD BEEN PREPARED TO COME HERE TONIGHT TO THANK YOU FOR RECOGNIZING NATIONAL GUN VIOLENCE AWARENESS DAY ON JUNE 3RD.

I HAD REMARKS ALL TYPED UP ABOUT HOW WEAR ORANGE STARTED EIGHT YEARS AGO TO DECRY THE RECENT RACIALLY MOTIVATED MASS SHOOTINGS THAT WE SAW RECENTLY IN LAGUNA WOODS AND IN A GRIEVING BLACK COMMUNITY IN BUFFALO, NEW YORK.

INSTEAD, AT THE LAST MINUTE, I HAD TO SCRAP ALL OF THAT BECAUSE WE LEARNED TODAY THAT 13 YOUNG SCHOOL CHILDREN AND ONE EDUCATOR WILL ONCE AGAIN IN THIS COUNTRY NOT BE GOING HOME TO THEIR FAMILIES TONIGHT BECAUSE THEY HAVE BEEN MURDERED IN A SENSELESS ACT OF GUN VIOLENCE AT THEIR ELEMENTARY SCHOOL.

I AM HEARTBROKEN AND DISGUSTED AND DEFLATED.

CHILDREN'S LIVES CUT SHORT.

FAMILIES HAVE HAD THEIR LOVED ONES TAKEN.

SURVIVORS WILL DEAL WITH THE PHYSICAL INJURIES AND THE PSYCHOLOGICAL SCARS FROM THIS ATTACK FOR THE REST OF THEIR LIVES.

BUT ONE OF THE THINGS I HAD ORIGINALLY PLANNED TO TELL YOU WAS THAT THIS TOLL OF DEATH AND INJURY AND TRAUMA, IT GETS A LOT OF ATTENTION WHEN HORRIFIC MASS SHOOTINGS TAKE PLACE, AS IT SHOULD. BUT APPROXIMATELY 110 AMERICANS DIE EVERY DAY IN THIS COUNTRY BECAUSE OF A GUN AND TWICE THAT MANY ARE SHOT AND INJURED.

I AM ASKING MY COMMUNITY TONIGHT TO JOIN ME IN RECOGNIZING THE IMPOSSIBLE TOLL THAT GUN VIOLENCE IS EXACTING EVERY DAY IN THIS COUNTRY.

IN RECOGNIZING THAT GUN VIOLENCE IS THE NUMBER ONE KILLER OF OUR CHILDREN AND PLEDGING TO BE ON THE SIDE OF DOING SOMETHING ABOUT IT.

SPEAKING HERE. IN PREVIOUS YEARS, I HAVE RECEIVED THE RESPONSE THAT GUN SAFETY IS A MATTER OF PERSONAL RESPONSIBILITY.

I COULDN'T AGREE MORE.

WE ALL HAVE A PERSONAL RESPONSIBILITY.

RESPONSIBLE GUN OWNERS SHOULD SECURELY STORE THEIR GUNS LOCKED, UNLOADED AWAY FROM AMMUNITION.

BUT OUR PERSONAL RESPONSIBILITY IS ALSO TO OUR COMMUNITY AT LARGE, TO OUR CHILDREN, TO THOSE AMONG US ON WHOM GUN VIOLENCE TAKES A DISPROPORTIONATE TOLL.

BLACK AND BROWN FAMILIES, RELIGIOUS MINORITIES, THE LGBTQ COMMUNITY, VETERANS IN OUR COUNTRY WHO ARE MORE LIKELY TO DIE BY GUN SUICIDE.

OUR PERSONAL RESPONSIBILITY IN THIS MOMENT IS TO PLEDGE TO DO SOMETHING OTHER THAN TO CALL FOR THE PROLIFERATION OF GUNS AND PEOPLE WITH THEM.

OUR RESPONSIBILITY IS TO DO SOMETHING OTHER THAN TO OPPOSE SENDING SECURE STORAGE INFORMATION TO AREA FAMILIES, SOMETHING OTHER THAN ALIGNING OURSELVES WITH GROUPS WHO OPPOSE AGE MINIMUMS TO BUY HIGH POWERED RIFLES IN THIS STATE.

WE HAVE A RESPONSIBILITY TO DO SOMETHING OTHER THAN OPPOSE EFFORTS TO CURB THE GROWING MENACE OF GHOST GUNS.

WE HAVE A RESPONSIBILITY.

WE HAVE LONG HAD THIS RESPONSIBILITY AND THE DATA IS CLEAR.

MORE GUNS EQUAL MORE GUN DEATHS.

IT'S JUST A FACT.

STATES THAT HAVE STRONGER GUN LAWS HAVE FEWER GUN DEATHS PER CAPITA.

OUR RESPONSIBILITY TO OURSELVES, INTO OUR FAMILIES IS TO ASK, IS THE THING THAT I'M SUPPORTING, HELPING OR HURTING THIS CAUSE IS THE THING THAT I'M SUPPORTING, VALUING A GUN OVER A HUMAN LIFE, OVER THE LIFE OF A CHILD.

IF THE ANSWER IS YES, IT'S THE WRONG THING.

I DO THANK YOU FOR RECOGNIZING NATIONAL GUN VIOLENCE AWARENESS DAY.

I THANK YOU. BUT I ALSO SUBMIT THAT IT'S NOT ENOUGH.

AS WE MOURN YET AGAIN IN THIS COUNTRY, CHILDREN THAT WERE SLAUGHTERED IN THEIR SCHOOL.

PLEASE, LET'S ALL THINK ABOUT OUR PERSONAL RESPONSIBILITY IN A NEW LIGHT AND TAKE ACTION TO END THIS SENSELESS VIOLENCE.

THANK YOU. THANK YOU.

NEXT IS A RECOGNITION OF DONATION FROM THE CARLSBAD LIBRARY AND ARTS FOUNDATION.

I'M GOING TO ASK SUZANNE SMITH IN OUR LIBRARY AND CULTURAL ARTS DIRECTOR TO COME UP.

AND I THINK FOR THOSE OF YOU WHO LOOKED AT THE AGENDA TONIGHT, GEETA NAZARI WAS SUPPOSED TO BE HERE ALSO, BUT AT THE LAST MINUTE, SHE COULDN'T MAKE IT.

SO IT'S UP TO YOU, SUZANNE.

THANK YOU. THANK YOU, MAYOR HALL.

THANK YOU, MAYOR PRO TEM AND COUNCIL MEMBERS.

IN A FEW MINUTES, YOU WILL SEE ON YOUR CONSENT AGENDA THE ACCEPTANCE OF A DONATION FROM THE CARLSBAD LIBRARY AND ARTS FOUNDATION.

IT'S THEIR ANNUAL DONATION IN THE AMOUNT OF $188,000.

SORRY, I NEGLECTED TO INTRODUCE MYSELF.

I'M SUZANNE SMITHSON, THE LIBRARY AND CULTURAL ARTS DIRECTOR.

THIS DONATION OF $188,000 IS PROBABLY ONE OF THE EASIER DECISIONS YOU'LL MAKE TONIGHT.

[00:10:08]

WE I'M SURE I SPEAK FOR THE WHOLE COMMUNITY IN OUR GRATITUDE TO THE FOUNDATION AND ESPECIALLY TO THE FAMILIES AND COMMUNITY MEMBERS WHO CREATED THE ENDOWMENTS THAT ARE MAKING THIS DONATION POSSIBLE.

THEY'RE CONTINUING TO BENEFIT THE COMMUNITY.

SINCE OUR REPRESENTATIVE FROM THE CARLSBAD LIBRARY ARTS FOUNDATION WAS UNABLE TO BE HERE TONIGHT.

I'M SPEAKING ON HER BEHALF.

THEY'RE HAPPY TO SUPPORT THE LIBRARY, ARTS AND CULTURE IN THE COMMUNITY AND THE PROGRAMS FROM THESE THREE ENDOWMENTS.

THEY'RE ESPECIALLY GRATEFUL TO BE ABLE TO USE FUNDS FROM THE BENSON FAMILY ENDOWMENT TO SUPPORT THE COLLECTION OF LIBRARY MATERIALS, BOTH PRINT AND DIGITAL, THIS YEAR TO SUPPLEMENT THE GENERAL FUND.

THE THREE ENDOWMENTS THAT ARE HERE THAT THIS 188,000 COMES FROM THE CANNON FAMILY ENDOWMENT, WHICH SUPPORTS THE EVENTS IN THE ART GALLERY, THE GARDNER ENDOWMENT, WHICH SUPPORTS PROGRAMS IN THE SHERMAN AUDITORIUM, AND THE BENSON FAMILY ENDOWMENT, WHICH SUPPORTS THE COLLECTION FOR ALL OF THE LIBRARIES AND ESPECIALLY THE PROGRAMS AND SERVICES AT THE LEARNING CENTER.

SO WE APPRECIATE YOUR ACCEPTANCE OF THIS DONATION AND YOUR SUPPORT OF THE CARLSBAD LIBRARY AND ARTS FOUNDATION.

THANK YOU. AGAIN, THANK YOU VERY MUCH.

AND THANK YOU FOR THOSE WHO ARE SO GENEROUS TO GIVE TO OUR COMMUNITY.

SO JOB VERY WELL DONE.

THANK YOU. THANK YOU.

LUKE PUBLIC COMMENT.

[PUBLIC COMMENT]

PLEASE TREAT OTHERS WITH COURTESY, CIVILITY AND RESPECT.

MEMBERS OF THE PUBLIC MAY PARTICIPATE IN THE MEETING BY PROVIDING COMMENTS AS PROVIDED ON THE FRONT PAGE OF THIS AGENDA.

THE CITY COUNCIL RECEIVED COMMENTS AS REQUESTED UP TO A TOTAL OF 15 MINUTES IN THE BEGINNING OF THE MEETING.

ALL OTHER NON AGENDA PUBLIC COMMENTS WILL BE HEARD AT THE END OF THE MEETING IN CONFORMANCE WITH THE BROWN ACT.

NO ACTION CAN OCCUR ON THESE ITEMS. WITH THAT SPEAKERS? YES, MAYOR. THE FIRST SPEAKER IS PIERRE [INAUDIBLE] WINANT, FOLLOWED BY TIM MORGAN.

DEAR COUNCIL MEMBERS.

ON MAY 17TH, SOME PEOPLE CAME HERE TO ASK YOU TO INTERVENE IN OUR ELECTION PROCESS SUPPORTING THE EXTREME VIEW.

UNFORTUNATELY, A STAPLE IN THE REPUBLICAN PARTY THAT THE 2020 ELECTIONS WERE FRAUDULENT, WIDESPREAD ELECTION FRAUD, AS THEY SAY, AND THAT OUR GOVERNMENT IS NOT LEGITIMATE.

I QUOTE THEM, WE ARE AT WAR BETWEEN THE FREE PEOPLE AND OPPRESSIVE GOVERNMENT.

THE COUNCIL ARE PARTNER AND BENEFACTOR OF THE CRIME.

THE WAR MUST BE FOUGHT WITH PEN, VOICE AND LAWSUITS, OR ELSE SUFFER WITH BULLETS AND BLOODSHED, END QUOTE, THEY SAID IT. THIS KIND OF PROPAGANDA AND THREATS ARE DOWNRIGHT SCARY.

AND THE SCARY THING IS THAT THE MAJORITY OF THE REPUBLICAN PARTY NOW EMBRACES THIS LIE AND THAT IF THESE PEOPLE PREVAIL, WE MAY END UP THIS WAY.

MAY I REMIND YOU THAT TRUMP AND MANY OTHERS IN OUR REAL WORLD DEVISED A COUP AND ALMOST SUCCEEDED IN OVERTHROWING OUR LEGITIMATE ELECTED PRESIDENT.

A VIOLENT MOB WAS SENT BY TRUMP TO ATTACK AND DEFILE OUR CAPITAL FOR THE PURPOSE OF REMAINING IN POWER AGAINST THE WILL OF THE PEOPLE.

SO I AGREE WITH ONE THING THOSE PEOPLE SAID HERE.

THE AMERICAN LIBERTY IS AT STAKE.

WE ALMOST LOST IT IF THERE WEREN'T A FEW PEOPLE WITH INTEGRITY AMONG REPUBLICANS TO OPPOSE THIS COUP ATTEMPT.

IT MUST IT MAY NOT BE SO THE NEXT TIME.

AND TRUMP ALLIES ARE NOW WORKING HARD AT IT.

AND ONCE WE HAVE A DICTATORSHIP, IT'S VERY DIFFICULT, IF NOT IMPOSSIBLE, TO TURN THE CLOCK BACK.

THIS SHOULD BE INDEED THE TOP PRIORITY FOR EVERY ELECTOR.

KEEPING THE USA A FREE COUNTRY FOR THIS.

THERE IS NO FREEDOM WITHOUT DEMOCRACY.

AND ABOUT THIS GUN ISSUE.

THESE ARE SELF-INFLICTED WOUNDS.

I KNOW OTHER COUNTRIES.

[00:15:02]

AND WE HAVE THE SOLUTIONS.

WE KNOW IT, BUT WE CHOOSE NOT TO.

SO I HADN'T THOUGHT THERE WOULD BE ANOTHER MASS SHOOTING.

AND THERE WE ARE. OKAY.

THANK YOU VERY MUCH.

THE NEXT SPEAKER IS TIM MORGAN, FOLLOWED BY JIM YOUNG.

GOOD EVENING. MY NAME IS TIM MORGAN.

THANK YOU, MAYOR. THANK YOU.

CITY COUNCIL MEMBERS.

LAST WEEK I WAS HERE TO PRESENT HOW UNSAFE THE TRAFFIC POLL SIGNAL THAT'S GOING UP ON VALLEY AND TAMARACK AND THE CONCERNS THAT THE NEIGHBORS HAD FOR THE DRIVERS, BIKERS AND PEDESTRIANS.

LAST WEEK I PRESENTED A PRESENTATION HOW UNSAFE IT IS DOCUMENTED BY PITCHERS.

WE SEE IT EVERY DAY.

BUT BEFORE I GO INTO WHAT I'VE DISCOVERED THIS WEEK, WE WE JUST WANTED TO THANK PAZ GOMEZ, TOM FRANK, JOHN KIM AND BACH.

WE JUST HAD A MEETING AT THE SITE, 330 TO 430.

AND AND THE COMMUNITY WENT OVER THE CONCERNS.

WE HAD I PRESENTED A PETITION LAST WEEK, AND THE PETITION IS GROWING.

WE HAVE 100% CONSENSUS ALL AROUND THE COMMUNITY ON VALLEY AND TAMARACK.

IN ADDITION, RECEIVED VERBAL SUPPORT.

HOW DANGEROUS THIS POLL, THIS TRAFFIC POLL IS GOING TO BE.

VERBAL SUPPORT FROM THE PRINCIPAL AT VALLEY, THE PRINCIPAL AT MAGNOLIA SCHOOL, THE PRINCIPAL AT ST PAT'S, WHICH IS ALL THE LOCAL SCHOOLS AROUND TAMARACK AND VALLEY.

ANOTHER CONCERN THAT CAME UP DURING THE WEEK ALSO WAS THE COMMUNITY OUTREACH.

ALL THE NEIGHBORS, WHEN ASKED, DID YOU RECEIVE A FLIER? WAS THERE ANY DOOR TO DOOR? WAS THERE ANY COMMUNICATION? AND IT WAS AN OVERWHELMING NO, WE JUST AND THAT CONCERNED US BECAUSE ALL OF A SUDDEN THIS THIS BIG NOT IN THE CHARACTERISTIC OF OLD CARLSBAD TRAFFIC SIGNAL POLL COMES UP IN OUR NEIGHBORHOOD.

SO HERE'S MY ASK, I ASK I ASK FOR TOM FRANK AND HIS TEAM TO LOOK AT ALTERNATIVES.

TO LOOK AT ALTERNATIVES TO TAKE DOWN THAT TRAFFIC SIGNAL POLE AND REPLACE IT WITH A SAFER MECHANISM, A SAFER OPTION.

IT CAN BE DONE RIGHT.

THE MAJORITY OF THE COST IS ALREADY THERE IN THE CURB WORK IN THE FRAMEWORK.

IT'S JUST THE POLE SPEED BUMPS ALL THE WAY STOPS.

THERE'S PLENTY OF ALTERNATIVES THAT ARE IN THE MANUAL THAT COULD BE THAT COULD BE RECOMMENDED.

SO THAT'S MY ASK.

AND I THANK YOU FOR YOUR TIME.

THE NEXT SPEAKER IS JIM YOUNG.

MAYOR, COUNCIL MEMBERS.

GOOD TO BE HERE. IT'S BEEN ABOUT 25 YEARS SINCE I'VE BEEN AT THIS CHAMBER TO PARTICIPATE IN COMMUNITY ACTIVISM.

IT'S GOOD TO SEE THAT IT'S STILL GOING.

I WAS WALKING TONIGHT THE LAST COUPLE OF NIGHTS AND RAN INTO TIM AND THESE FOLKS ON TAMARACK AND I LIVE IN THAT NEIGHBORHOOD AND WHAT WE ARE SEEING HAPPEN IN OUR NEIGHBORHOOD WITHOUT ANY NOTICE, WITHOUT ANY COMMUNICATIONS, IT'S PRETTY ASTOUNDING.

I WOULD SUSPECT THAT THE PROBLEM WE'RE HAVING ON TAMARACK IS A DIRECT RESULT OF MAYBE SOME MISCALCULATIONS OF THE GROWTH MANAGEMENT PLAN AS IT RELATES TO DEVELOPMENT ON THE EAST SIDE OF EL CAMINO.

I THINK THE ASSUMPTION WAS PROBABLY WE'RE GOING TO COME DOWN EL CAMINO AND WE'RE GOING TO GO TO THE 78 TO GET TO THE FIVE.

WELL, THAT IS NOT THE CASE.

PEOPLE ARE USING TAMARACK AS A FREEWAY.

WE WERE SITTING THERE TONIGHT.

THERE WAS ALMOST THREE ACCIDENTS AND A WOMAN GAVE SOMEBODY A FINGER BECAUSE SOMEBODY WAS TRYING TO WALK ACROSS THE CROSSWALK AND SHE DIDN'T WANT TO STOP.

AND ALL I WOULD DO IS ENCOURAGE YOU TO JUST GO OUT AND SPEND 15 MINUTES ON THAT CORNER TO SEE WHAT WE'RE TALKING ABOUT.

SECOND POINT WOULD BE THE VOLUME OF TRAFFIC ON TAMARACK IS JUST NOT SUSTAINABLE.

THERE'S TOO MANY CARS AND I DON'T KNOW WHAT YOU DO IN THAT CASE.

CAN YOU DIVERT THEM? BUT AGAIN, I THINK IT'S A DIRECT RESULT OF ALL THOSE PEOPLE COMING FROM THOSE MAJOR PROJECTS ON THE EAST SIDE OF EL CAMINO REAL.

THIRD POINT IS THE SPEED.

WE'VE HAD NUMEROUS DIFFERENT TECHNOLOGIES TO TRY TO SLOW THOSE PEOPLE DOWN.

THEY GO AROUND THE CURVE.

THE MINUTE THEY GET THAT CURVE, THEY HEAD UP THE UP THE HILL, 40 TO 50 MILES AN HOUR COMING DOWN FROM TAMARACK, FROM HIGHLAND.

SAME THING, 35, 40 MILES AN HOUR.

AND THEN LAST MOMENT, THEY'LL SEE THAT CROSSWALK AND 50% OF THE TIME THEY WON'T STOP.

SO WE'VE GOT TRAFFIC ISSUES.

WE'VE GOT SAFETY ISSUES.

BUT IN ADDITION TO THAT, WE'VE ALSO GOT VISION OR ESTHETICS ISSUES.

ALL YOU NEED TO DO IS GO LOOK AT THE POLE THAT HAS BEEN CONFIGURED.

THE TWO POLES HAVE BEEN CONFIGURED THERE, THE SIZE OF SOMETHING YOU'D SEE ON A FREEWAY, NOT ON A RESIDENTIAL NEIGHBORHOOD.

I IMAGINE THERE'S PROBABLY SIX INCH, 12 INCH 18 INCH 24.

THIS IS A FREEWAY SIZED POLE, AND I'M ONLY IMAGINING WHAT THE LIGHTS ARE GOING TO BE WHEN THEY PUT THEM UP WITH A FULL TRAFFIC STOP.

[00:20:07]

COME OUT TO THAT CORNER AND LOOK FOR YOURSELF.

WHAT WE'RE ASKING OR WHAT I'M ASKING, I'M NOT REPRESENTING THE GROUP I'M GOING TO PROBABLY BE PART OF THE GROUP IS TO HIT THE PAUSE BUTTON.

I KNOW THE PROJECT ISN'T DONE, BUT I WOULD SUSPECT THAT THE PEOPLE WHO ARE DISSATISFIED WITH THIS ARE GOING TO CONTINUE TO GROW.

AND IF YOU COMPLETE THE PROJECT, IT'S JUST GOING TO BE SPENT POSSIBLY COSTING THE CITY MORE TIME AND MONEY TO UNDO SOMETHING THAT WAS IMPROPERLY DESIGNED TO BEGIN WITH. SO MY ASK, GO SIT ON THAT CORNER FOR 15 MINUTES AND YOU'LL BE HEARING FROM US MORE IN THE FUTURE.

THANK YOU. THANK YOU.

THAT CONCLUDES ALL OF OUR SPEAKERS.

OK. THANK YOU TO THE SPEAKERS.

AND WITH THAT, LET'S MOVE ON WITH CONSENT CALENDARS.

[CONSENT CALENDAR]

DOES ANYONE WISH TO PULL AN ITEM? MR. BLACKBURN. I THINK IT WAS NUMBER FOUR.

LET ME JUST LOOK. YEAH, IT WAS NUMBER FOUR, PLEASE.

YOU WANT TO GO AHEAD AND DO THE OTHERS? ONE THRU THREE AND FIVE AND SIX.

WE HAVE APPROVAL OF CONSENT CALENDAR ITEMS ONE THROUGH SIX, WITH THE EXCEPTION OF FOUR.

I'M SORRY, MAYOR. WE DO HAVE A SPEAKER FOR ITEM NUMBER ONE.

OKAY. CAN WE PLEASE HAVE THE SPEAKER, JULIE EDGEDOOR? HI. ITEM NUMBER ONE THAT I BELIEVE I'M ADDRESSING AND CORRECT ME IF I'M WRONG, IS ABOUT ASSESSING BUNDLING, LIGHTING AND LANDSCAPING TOGETHER IN DISTRICT ONE.

AM I CORRECT ON THAT? OKAY. BUNDLING, LIGHTING AND LANDSCAPING TOGETHER IN FUTURE DISCUSSION NEEDS TO BE NIPPED IN THE BUD.

MY BAD PUN IS INTENDED, BUT IN ALL SERIOUSNESS, SEPARATE THEM HERE AND NOW.

LIGHTING IS A SAFETY MEASURE.

LANDSCAPING, ESPECIALLY MERIDIAN'S, ESPECIALLY IN A DROUGHT, IS BASICALLY ICING ON SOMEONE'S CUPCAKE.

DOES THE RAIL TRAIL REALLY NEED TO BE THAT WELL MANICURED? LEAKING LIGHTING AND LANDSCAPING BUDGETS IS KIND OF LIKE LINKING THE POLICE BUDGET TO GRASS ON THE GOLF COURSE.

COUNCIL NEEDS TO UNDERSTAND THE DIFFERENCE BETWEEN WANTS AND NEEDS.

DECENT GARBAGE SERVICE IS A NEED TO ANTICIPATE ALL OF US FOCUSING ON.

IN JULY, FOR EXAMPLE, I PARTICIPATED IN YEARS OF BARRIO MEETINGS IN WHICH RESIDENTS WERE ACTIVELY DISCOURAGED FROM SEPARATING NECESSITIES AND WISHES BY A SERIES OF PAID CONSULTANTS, INCLUDING MR. NORBY. YET NO ONE PUSHED FOR TRAFFIC CIRCLES, WHICH YOU PROBABLY REMEMBER BECAUSE YOU WERE THERE.

BUT THAT WAS BUNDLED IN WITH THE SAFETY LIGHTING THAT MIKE LEVIN GOT US $5 MILLION FOR.

NO ONE PUSHED FOR THE TRAFFIC CIRCLES.

YET THE CITY IS ALREADY BOO-HOOING THAT THE $5 MILLION ISN'T ENOUGH FOR A FEW BLOCKS.

HMM. I ALSO PARTICIPATED IN A SURREALISTIC COMMUNITY MEETING AT THE BARRIO MUSEUM WITH MAYOR HALL, AND I'M GOING TO LET THAT BE FOR NOW.

BUT I'M SURE YOU DO REMEMBER THAT.

I DON'T THINK YOU ENJOYED IT.

NONE OF US DID. AND OTHER PEOPLE WILL BE HAPPY TO COME BACK IN JULY AND ADDRESS CONCERNS FROM THAT MEETING.

WHO COULD NOT BE HERE TODAY? IT WOULD BE WISE IN MANY WAYS TO TABLE THE DISCUSSION WITH DISTRICT UNTIL DISTRICT ONE HAS ELECTED REPRESENTATIVES AND ALSO UNTIL THE DROUGHT IS IN A DIFFERENT CYCLE.

LIGHTING AND LANDSCAPING OUGHT NOT BE ASSESSED TOGETHER AT THIS POINT.

LET'S TEND OUR OWN GARDENS.

AND I REALLY DO THINK, UNFORTUNATELY IN JULY, WE'RE ALL GOING TO HAVE A LOT OF TRASH TO DEAL WITH BESIDES THIS AND IF IT'S TABLED FOR A LITTLE BIT.

UNTIL THE DROUGHT IS OVER AND LANDSCAPING CAN BE ASSESSED DIFFERENTLY, IT MIGHT BE WISE FOR ALL.

THANK YOU. THAT CONCLUDES ALL OF THE SPEAKERS.

MA'AM, IF WE'D LIKE YOU TO GO AHEAD AND TALK TO LIKELY WHERE ROXANNE.

SHE'S HOLDING HER HAND RIGHT NOW.

SHE CAN TALK A LITTLE MORE ABOUT WHY IT'S BUNDLED AS A LANDSCAPE AND LIGHTING DISTRICT.

SO THEY'RE INTERTWINED.

IT'S AN ASSESSMENT THAT'S BEEN CREATED, HAS EXISTED FOR A NUMBER OF YEARS.

BUT ROXANNE CAN EXPLAIN A LITTLE MORE ABOUT IT.

JUST TRYING TO GET YOU SOME OF THE DETAILS AS TO HOW AND WHY IT'S IT'S THAT WAY.

SO. OK, THANK YOU FOR YOUR COMMENTS.

[00:25:06]

PLEASE VOTE. THIS IS ITEMS ONE THROUGH SIX WITH THE EXCEPTION OF FOUR.

THAT PASSES UNANIMOUSLY, GOING ON TO ITEM FOUR ON THE CONSENT CALENDAR OR AGREEMENT WITH CATHOLIC CHARITIES DIOCESE OF SAN DIEGO TO PROVIDE

[4. AGREEMENT WITH CATHOLIC CHARITIES DIOCESE OF SAN DIEGO TO PROVIDE CLINICIAN SERVICES AT LA POSADA DE GUADALUPE SHELTER]

MR. BLACKBURN.

I JUST WANTED TO ASK A COUPLE OF QUESTIONS ABOUT THE SERVICES THAT THEY PROVIDE.

SPECIFICALLY, WHAT'S THEIR GENERAL OCCUPANCY? HOW MANY BEDS ARE FULL? AND HOW MANY PEOPLE DO THEY HAVE TO TURN AWAY BECAUSE THEIR BEDS ARE FULL? SURE. THANK YOU. MY NAME IS MANDY MILLS.

I'M THE HOUSING AND HOMELESS SERVICES DIRECTOR FOR THE CITY OF CARLSBAD.

AND WE'RE HERE TO TALK ABOUT CATHOLIC CHARITIES.

AND THE EXISTING CAPACITY RIGHT NOW IS UP TO 120 IN THE WINTER MONTHS.

AND THEY HAVE TWO SIDES OF THE SHELTER OPERATION.

THEY HAVE AN EMERGENCY SHELTER SIDE, WHICH IS NORMALLY 50 TO 60 BEDS.

AND THEN THEY ALSO HAVE THE TRANSITIONAL HOUSING SIDE, WHICH ARE FOR FARMWORKERS.

SO IT'S KIND OF TWO DIFFERENT OPERATIONS ON ONE SITE.

AND SO FOR THE EMERGENCY SHELTER, THOSE ARE INDIVIDUALS THAT ARE REFERRED TO USUALLY THROUGH EITHER THE HOT TEAM OR ANOTHER SOCIAL SERVICE AGENCY.

AND THEY DO AN INTAKE PROCESS AND THEY'RE WELCOME TO STAY THERE AS GUESTS.

AND THEN THE ON THE FARMWORKER SIDE THERE FOR A MUCH LONGER PERIOD OF TIME.

AND HOW MANY? WHAT'S THEIR OCCUPANCY? WHEN I SAY OCCUPANCY, HOW MANY PEOPLE ARE ACTUALLY FILLING THOSE THOSE BEDS AND DO THEY HAVE TO TURN PEOPLE AWAY? SO IT'S ON ANY GIVEN NIGHT, IT CAN BE DIFFERENT.

WE ALSO DO HAVE A REPRESENTATIVE HERE FROM CATHOLIC CHARITIES TONIGHT, IF YOU'D LIKE TO HEAR FROM THEM AS WELL.

BUT I WOULD SAY IN GENERAL, LIKE WE HAVE SEEN THEIR OCCUPANCY ON THEIR EMERGENCY SHELTER SIDE RANGE BETWEEN 80% AND 100%. SO IT KIND OF DEPENDS ON WHAT'S HAPPENING.

IF A BED BECOMES AVAILABLE, SOMETIMES IT'S TOO LATE IN THE DAY TO KIND OF DO AN INTAKE.

SO SOMETIMES THE BED GOES FREE.

I'M STILL LIVING IN THE OLD DAYS WHERE WHEN IT WAS FIRST DEVELOPED, IT WAS DESIGNED FOR MEN WHO ARE WORKING BUT NO PLACE TO LIVE.

AND ONE OF THE REQUIREMENTS IS THAT THEY HAD TO BE WORKING.

SO DO I UNDERSTAND THAT THAT'S CHANGED NOW? WE HAVE A SECTION OF IT WHERE IT'S FARM WORKERS OR MEN WHO ARE ARE WORKING BUT HAVE TO LIVE THERE.

AND THEN ANOTHER SECTION, IT'S JUST SIMPLY A SHELTER FOR PEOPLE TO SHOW UP AND AND STAY THERE.

THAT'S ESSENTIALLY CORRECT.

YEAH. AN EMERGENCY SHELTER SIDE AND THEN THE TRANSITIONAL SIDE FOR FARM WORKERS.

AND WHEN WE ORIGINALLY APPROVED THIS AND I DON'T KNOW THE EXACT TERMS, BUT THERE WAS RULES.

PEOPLE COULDN'T SHOW UP INTOXICATED.

THEY COULDN'T SHOW UP IF THEY WERE ON DRUGS.

THEY COULDN'T BE DISRUPTIVE.

IT'S MY UNDERSTANDING THAT THAT HAS NOW CHANGED TO WHAT'S CALLED A LOWER.

A LOW BARRIER. THE LOW BARRIER, THANK YOU.

EXPLAIN THE DIFFERENCE FROM WHAT IT WAS WHEN WE ORIGINALLY TALKED ABOUT IT YEARS AGO AND WHAT THAT DIFFERENCE IS THAT IT'S CHANGED TO A LOW BARRIER.

SURE, THE SHELTER SERVICES IN GENERAL AND ACROSS THE NATION HAVE CHANGED OVER THE LAST TEN, 5 TO 10 YEARS.

AND SO REALLY LOW BARRIERS INTENDED TO REDUCE THE BARRIERS TO HAVING PEOPLE ACCEPT THE RESOURCES AND COME.

SO IT'S NOT AN INVITATION, YOU KNOW, TO ENCOURAGE PEOPLE TO DRINK.

HOWEVER, IF SOMEBODY WERE, YOU KNOW, HAD ALCOHOL IN THEIR BREATH OR THEY HAD BEEN USING, THEY CAN STILL STAY.

THEY CANNOT BE DISRUPTIVE OR DANGEROUS TO THE OTHER GUESTS AT THE FACILITY, THOUGH.

SO THAT DOES NOT MEAN THAT THEY CAN BE PUT ANYONE ELSE IN HARM'S WAY.

SO YEARS AGO, THE WAY IT WAS ORIGINALLY DESIGNED WAS IF SOMEBODY SHOWED UP INTOXICATED OR.

UNDER THE INFLUENCE OF DRUGS, THEY WERE NOT ALLOWED TO GO IN.

IS THAT RIGHT? YEAH. AND I MIGHT ASK ANTOINETTE PHELAN TO COME UP AND MAYBE SPEAK TO THAT.

BUT IN 2019, THEY DID CHANGE THEIR OPERATIONS TO KIND OF REDUCE THESE BARRIERS TO INTAKE.

SO, ANTOINETTE, IF YOU DON'T MIND COMING TO THE PODIUM.

SO THEY HAVE BEEN KIND OF REDUCING THESE BARRIERS FOR THE LAST THREE YEARS.

GOOD EVENING. MY NAME IS ANTOINETTE.

I'M THE DIRECTOR OF HOMELESS SERVICES WITH CATHOLIC CHARITIES.

AND YES, THAT'S CORRECT.

WHEN BACK IN JULY OF 2019, I BECAME RESPONSIBLE FOR LA POSADA AND LOOKED AT SOME OF OUR PAST PRACTICES AND KIND OF BEST PRACTICE ACROSS THE NATION IS TO OPERATE AS A LOW BARRIER SHELTER.

IT'S BEEN A TRANSITION FOR OUR STAFF TEAM, HONESTLY, NOT ALWAYS AN EASY OR COMFORTABLE ONE, BUT WE DON'T WANT TO HAVE SO MANY BARRIERS THAT THE PEOPLE WHO ARE MOST IN NEED OF OUR SERVICES ARE UNABLE TO ACCESS THEM AND THEN END UP REMAINING ON THE STREET.

[00:30:05]

WE'RE VERY COMMITTED TO TRAUMA INFORMED CARE AND BEING SAFETY FOCUSED.

SO ALTHOUGH WE'RE A LOW BARRIER, PEOPLE ARE NOT PERMITTED TO BRING ALCOHOL OR DRUGS OR THEIR DRUG PARAPHERNALIA ON SITE.

THEY'RE NOT PERMITTED TO USE ON SITE, THEY'RE NOT PERMITTED TO ENGAGE IN ANY KIND OF VIOLENT, AGGRESSIVE OR THREATENING BEHAVIOR ON SITE.

SO IT'S ALL VERY SAFETY FOCUSED.

IT'S JUST A KIND OF A LITTLE BIT OF SEMANTICS.

WE'RE NOT GOING TO KICK YOU OUT AND SAY YOU HAVE TO LEAVE.

I'M MORE ABOUT GIVING PEOPLE CHOICES.

YOUR CHOICE IS TO NOT COME BACK DISRUPTIVE OR YOUR CHOICE IS TO CALMLY, QUIETLY GO TO BED AND WE'LL TALK ABOUT IT IN THE MORNING.

OR YOU CAN LEAVE AND WE CAN TALK ABOUT IT TOMORROW.

STAYING HERE, BEING VIOLENT, AGGRESSIVE, NOT ONE OF THE AVAILABLE OPTIONS.

I DON'T KNOW IF THAT HELPS.

THANK YOU FOR THAT EXPLANATION.

I APPRECIATE YOU. WELCOME. MY CONCERN IS WHEN WE TALK ABOUT BARRIERS, IF YOU ARE SAYING IF SOMEBODY COMES IN AND WHATEVER, THE BARRIER COULD BE A MENTAL DISABILITY, PHYSICAL DISABILITY, SOMETHING LIKE THAT THAT THEY HAVE NO CONTROL OVER, I WOULD BE UNDERSTANDING OF THAT.

BUT WHEN WE SAY WE'RE LOWERING THE BARRIERS FOR SOMEBODY WHO HAS A CHOICE OF NOT TO DRINK BEFORE THEY SHOW UP OR NOT TO USE METH BEFORE THEY SHOW UP, THAT'S A PERSONAL CHOICE THEY'VE MADE.

I DON'T VIEW THAT AS A BARRIER.

I VIEW THAT A LITTLE BIT AS SOMEBODY HAS MADE A BAD DECISION, A BAD CHOICE, AND THERE'S CONSEQUENCES FOR BAD CHOICES AND THAT THEY'RE DENIED ENTRY TO A FREE HOUSING FACILITY WHERE YOU SUPPLY THEM WITH FOOD AND AND I'M GUESSING ALL KINDS OF OTHER SERVICES AS WELL.

SO I'M STRUGGLING WITH THIS WHEN WE HAVE A PROBLEM OF HOMELESSNESS WITHIN OUR COMMUNITY.

AND I AND I DON'T WANT TO SAY I DON'T WANT TO SOUND MEAN OR UNCARING, BUT WE HAVE AND I'VE BROKEN IT UP INTO TWO LEVELS OF HOMELESSNESS.

SOME PEOPLE WHO ARE HOMELESS BECAUSE OF ABSOLUTELY NO CHOICE OF THEIRS, BAD SITUATION IS THEY WANT HELP AND I WANT TO GIVE THEM EVERY SINGLE BIT OF HELP THAT THEY NEED.

THERE'S ALSO HOMELESSNESS BECAUSE WE AS A SOCIETY HAVE ALLOWED PEOPLE WHO DON'T HAVE THE MENTAL OR PHYSICAL CAPABILITY TO CARE FOR THEMSELVES, AND WE'VE LET THEM LIVE ON THE STREET. AND I DON'T AGREE WITH THAT EITHER.

I THINK THAT WE SHOULD BE THROWING AS MUCH RESOURCES AS THAT AS WE CAN TO THAT AS WE CAN.

BUT THE NEXT TWO LEVELS OF HOMELESSNESS ARE PEOPLE WHO HAVE MADE A DECISION THAT ALCOHOL OR DRUGS IS MORE IMPORTANT TO THEM THAN HOUSING.

AND THEN THERE'S ALSO ANOTHER GROUP OF PEOPLE WHO HAVE DECIDED THAT HOMELESSNESS IS JUST RIGHT FOR THEM.

AND I'VE HAD THEM TELL ME FACE TO FACE, SAY, WHY? WHY DO YOU THINK YOUR LIFESTYLE IS BETTER THAN MINE? I SIT IN A PARK AND DRINK WITH MY FRIENDS ALL DAY.

YOU HAVE TO GET UP TO AN ALARM CLOCK.

YOU HAVE A BOSS TO A WHO'S GOING TO TELL YOU WHAT TO DO? YOU HAVE HOUSE PAYMENTS, CAR PAYMENTS, A WIFE WHO'S GOING TO TELL YOU TO TAKE OUT THE TRASH.

AND WE GET TO SIT AT THE THE PARK AND DRINK ALL DAY.

WHY DO YOU THINK YOUR LIFESTYLE IS BETTER? WHEN YOU GET TO THE PEOPLE WHO MAKE THE CHOICE TO USE DRUGS OR ALCOHOL INSTEAD OF GETTING SERVICES OR MAKE THE CHOICE JUST TO LIVE THAT LIFE, I HAVE A HARD TIME WITH US AS A CITY GIVING MONEY TO A FACILITY WHO'S GOING TO THEN PANDER'S A BAD WORD, WHO'S GOING TO CODDLE THESE PEOPLE AND MAKE IT EASIER FOR THEM TO DRINK AND THEN USE OUR SERVICES OR USE DRUGS AND USE OUR SERVICES? SO I IN THIS PARTICULAR CASE, I'M GOING TO TAKE A STAND AND I'M GOING TO VOTE NO BECAUSE OF THIS LOWER BARRIER.

I THINK WHAT CATHOLIC CHARITIES AND LA POSADA HAS DONE HAS BEEN WONDERFUL, AND I'VE SAID YES TO EVERYTHING THROUGHOUT THE YEARS.

BUT ONCE I LEARNED WE'RE DROPPING OUR BARRIERS AND MAKING IT EASIER FOR PEOPLE TO CHOOSE TO DRINK AND USE DRUGS AND STILL GET OUR SERVICES.

I'M SO SORRY. I JUST CAN'T GET PAST THAT.

SO TONIGHT I'M GOING TO VOTE NO ON THIS PARTICULAR ONE, AND THANK YOU FOR LISTENING TO MY EXPLANATION.

I DIDN'T WANT TO JUST SAY NO.

I WANTED TO GIVE AN EXPLANATION.

SO I'M REALLY GLAD YOU PULLED THIS BECAUSE THIS IS A CONVERSATION I THINK WE SHOULD ALL ENTER INTO.

I ALSO THINK IT'S A CONVERSATION WHERE WE'RE SPEAKING DIRECTLY TO CATHOLIC CHARITIES.

BUT LIKE MANY CONVERSATIONS, YOU HAVE TO LOOK AT IT FROM VARYING PERSPECTIVES.

AND I THINK WE SHOULD.

LET'S TALK THIS THROUGH A LITTLE BIT, BECAUSE I DO THINK IT'S VERY IMPORTANT AND I WANT TO ALIGN MYSELF WITH YOU.

BUT THERE'S PROBABLY A HALF A DOZEN PEOPLE IN THIS ROOM THAT I'D ALSO LIKE TO ALIGN MYSELF WITH.

IF WE DON'T CHOOSE TO HOUSE THEM, WHAT IS THAT OUTCOME? SO, MR. NORBY, YOU WERE WAVING AT ME, SO I JUST LET YOU GO.

THANK YOU, MR. BLACKBURN, FOR YOUR QUESTIONING.

I THINK YOU MENTIONED THE DECISION WAS 2019.

WAS THAT WHEN THE DECISION? CORRECT, JULY OF 2019.

OKAY, GREAT. AND THAT DECISION WAS DONE WITHIN YOUR CATHOLIC CHARITIES FRAMEWORK AND BOARD OF DIRECTORS.

[00:35:06]

WE HEAR LIKE HOUSING FIRST MODEL OR HOME FIRST MODEL.

SO WHAT WAS THE NATURE OF THE CHANGE AND WAS IT KIND OF FORCED UPON YOU OR DID YOUR ORGANIZATION DECIDE TO DO THAT? AND WOULD YOU, I GUESS, HELP ME OUT? WE HAVE KIND OF LIKE MAYBE A PRIVATE SECTOR WAY THAT WE WOULD WANT TO DO TO MAKE SURE WE'RE HELPING THE PEOPLE WHO REALLY NEED HELP, NOT THAT THEY ALL DON'T NEED HELP, BUT ARE ARE WILLING TO CHOOSE TO HELP.

AND THEN WE HAVE MAYBE A FEDERAL MODEL.

IT'S JUST EVERYBODY.

AND THEN THIS KIND OF LOW BARRIER, YOU ARE YOU KIND OF IN THE MIDDLE OR ARE YOU MORE CLOSER TO THIS OR CLOSER TO THIS? I AM. I'M NOT KNOWLEDGEABLE IN THIS AREA, SO I APPRECIATE.

YEAH, THAT'S OKAY. THAT'S ACTUALLY A GREAT QUESTION BECAUSE I DON'T KNOW THAT I HAVE.

ONE OF THE THINGS I WILL OFTEN SAY, AND I THINK MY ORGANIZATION SHARES THIS VIEW IS I FEEL LIKE THE WORK WE DO IS ALL ABOUT NAVIGATING THE GRAY ZONE.

SO WE'RE NOT ON ONE EXTREME END OF A CONTINUUM OR THE OTHER.

IN TERMS OF YOUR YOUR SPECIFIC QUESTION, THIS WAS IF THIS WAS DECISION WAS MADE AT A BOARD LEVEL THAT'S ABOVE MY PAY GRADE, OUR BOARD DOESN'T USUALLY GET INVOLVED IN KIND OF THAT LEVEL OF SERVICE DELIVERY.

WE HAVE A CEO, OUR CEO AND I ARE IN ALIGNMENT THAT WE WANT TO WHEN WE LOOK AT OUR MISSION, OUR MISSION IS TO SERVE PEOPLE WHO ARE DISENFRANCHISED, WHO ARE REALLY MEETING PEOPLE WHERE THEY ARE AND SERVING THOSE WHO ARE REALLY STRUGGLING IN OUR COMMUNITIES.

SO A LOW BARRIER MODEL IS CONSISTENT WITH OUR MISSION IN TERMS OF WHERE WE FALL.

I THINK IT REALLY FOR ME, I ALWAYS FALL INTO THE ZONE OF WHAT IS SAFE, WHAT IS SAFE FOR THE INDIVIDUAL, WHAT IS SAFE FOR OUR STAFF TEAM, WHAT IS SAFE FOR THE COMMUNITY.

I SEE A DIFFERENCE BETWEEN SOMEONE WHO IS STRUGGLING WITH AN ALCOHOL ADDICTION AND SOMEONE WHO'S ACTIVELY USING METH, SOMEONE WHO'S ACTIVELY HIGH ON METH, PROBABLY NOT A SAFE PERSON TO HAVE IN A COMMUNAL SETTING.

SO I THINK THERE'S A DIFFERENCE THERE.

THIS WAS NOT A DECISION THAT WAS FORCED UPON US.

WE WERE REALLY LOOKING AT WHAT ARE THE NEEDS OF THE PEOPLE WE SERVE.

I CAN JUST SHARE A LITTLE BIT OF I'VE BEEN WITH CATHOLIC CHARITIES FOR 13 YEARS.

I WAS ORIGINALLY HIRED AT A WOMEN'S PROGRAM IN DOWNTOWN SAN DIEGO.

THAT PROGRAM HAS ALWAYS BEEN A RECOVERY ORIENTED SETTING FOR WOMEN EXPERIENCING HOMELESSNESS.

WE IT'S A RECOVERY ORIENTED.

WE DON'T REQUIRE SOBRIETY AS A CONDITION OF RECEIVING SERVICES.

IF SOMEONE IS STRUGGLING WITH THEIR SOBRIETY, WE WILL SERVE THEM AS LONG AS THEY'RE SAFE.

IF THEY'RE INTOXICATED, THEY GET TO COME BACK, TRY AGAIN THE NEXT DAY.

WE HAVE SOMEONE WHO'S BEEN IN THAT SHELTER COUNTLESS TIMES.

EVERY TIME SHE WANTS TO WORK ON HER SOBRIETY, WE TAKE HER BACK IN.

WHEN SHE RELAPSES AND HER BEHAVIOR BECOMES UNSAFE FOR THE COMMUNITY.

WE ASK HER TO LEAVE, BUT SHE KNOWS SHE CAN COME BACK.

I THINK THAT'S KIND OF THE SAME WAY THAT WE'RE CALIBRATING THINGS AT LA POSADA.

IT'S ABOUT WHAT'S SAFE TODAY.

MOST OF THE PEOPLE WE SERVE ARE NOT LIVING WITH EITHER MENTAL HEALTH ISSUES OR SUBSTANCE USE DISORDERS.

IT'S CO-OCCURRING SO OFTEN THAT SUBSTANCE USE IS A WAY OF ADAPTING TO THE MENTAL HEALTH NEEDS THAT THEY HAVE.

AND THAT'S WHY PERSONALLY, I THINK ADDING BEHAVIORAL HEALTH CAPACITY AT LA POSADA WOULD REALLY HELP PREPARE OUR STAFF TEAM TO BETTER RESPOND.

USING THAT. I'M NOT A CARPENTER.

BUT THAT WHOLE ANALOGY OF IF ALL YOU HAVE IS A HAMMER, EVERYTHING LOOKS LIKE A NAIL.

AND I THINK THAT'S REALLY WHY IF OUR STAFF TEAM DOES NOT HAVE THE BEHAVIORAL HEALTH EXPERTISE, THEY DON'T ALWAYS KNOW WHAT THEY'RE SEEING. AND SO I THINK FOR ME, THAT'S WHY THIS WOULD BE REALLY HELPFUL.

I DON'T KNOW IF THAT ANSWERED YOUR QUESTION.

AND JUST TO GET A LITTLE CLARIFICATION, I THINK WHAT I'M REALLY SEARCHING FOR IS IF THE DECISION MAKING PROCESS WAS A RESULT OF CATHOLIC CHARITIES, THEIR ADMINISTRATORS OR STAFF WITH THE KNOWLEDGE OF THE BOARD OF DIRECTORS, MAYBE NOT A VOTE OF THE BOARD OF DIRECTORS VERSUS AN EXTERNAL REQUIREMENT OF LAW.

YOU KNOW, NO AND THE REALITY IS ALSO TO BE COMPETITIVE FOR FUNDING.

IT IS SOMETHING WE HAVE TO DO.

BUT I KNOW THAT THERE ARE ALSO TIMES WHEN THERE MAY BE FUNDING REQUIREMENTS THAT WE SAY THIS IS NOT ALIGNED WITH OUR MISSION AND WE'RE NOT WE'RE NOT GOING THERE.

I THINK FOR US, IT'S REALLY ABOUT WHAT'S IN THE BEST INTEREST OF THE PEOPLE WE SERVE.

APPRECIATE THE ANSWER.

COUNCIL MEMBER ACOSTA, YOUR COMMENTS.

YES, THANK YOU. I KNOW SOME OF THE HISTORY OF LA POSADA AND I VISITED AND MADE DONATIONS THERE AND ATTENDED SOME

[00:40:05]

HE'S HE'S TALKED ABOUT THE HISTORY, HAVING BEEN PART OF THAT SETTING UP LA POSADA IN CARLSBAD.

AND I WAS WONDERING HOW LONG HAVE WE HAD A PARTNERSHIP WITH LA POSADA? ACTUALLY, IT MAY BE FOR STAFF AND NOT FOR OUR SPEAKER IF STAFF WANTS TO ANSWER.

SURE. SO ACTUALLY IT WAS REALLY THE COMMUNITY THAT DROVE THE INCEPTION OF LA POSADA.

AND SO WHEN CATHOLIC CHARITIES HELP, THEY CAME TO THE CITY AND DID ASK FOR SOME FINANCIAL SUPPORT FOR THAT INITIAL SHELTER.

AND THEN WHEN IT CAME TO THE PERMANENT FACILITY FOR THE CONSTRUCTION OF THAT, THE CITY ALSO STEPPED IN AND PROVIDED FINANCIAL ASSISTANCE AT THAT TIME.

SO WE HAVE BEEN A PARTNER SINCE THE INCEPTION OF THE PROGRAM AND ARE PROUD TO CONTINUE WITH THE OPERATIONAL SUPPORT ON AN ANNUAL BASIS.

REALLY, IT WAS COMMUNITY DRIVEN AND CATHOLIC CHARITIES HAS DONE A FINE JOB OUT THERE.

THAT THAT WAS MY UNDERSTANDING AND IS IS SORT OF THE ONLY PHYSICAL SHELTER IN CARLSBAD.

IT IS THE ONLY SHELTER.

AND THAT THAT WAS MY UNDERSTANDING, TOO.

AND THAT'S WHAT I'M LOOKING AT.

ATTACHMENT A IN THE STAFF REPORT, THAT'S PAGE 127.

AND THAT'S THE GOAL THAT THIS COUNCIL CAME UP WITH WHEN WE WERE SETTING.

WE WERE DOING OUR GOAL SETTING WORKSHOP AND WE WERE TALKING ABOUT THE BIG ISSUES THAT WERE RISING TO OUR TOP PRIORITY LIST.

AND WE TALKED ABOUT ADDRESSING HOMELESSNESS AS A CITY AND AS A COUNCIL.

AND WE CAME UP WITH A GOAL AND WE CAME UP WITH SOME WAYS TO HELP HELP MEET OUR GOAL, WHICH AT THE TIME WAS TO REDUCE THE HOMELESS UNSHELTERED POPULATION AMONG THOSE WHO WANT HELP BY 50% WITHIN FIVE YEARS AND WITH QUARTERLY REPORTS UNTIL WE DECREASE THE UNSHELTERED HOMELESS POPULATION OR FOR FIVE YEARS.

SO THIS IS SOMETHING THAT THIS COUNCIL CAME UP WITH.

AND I KNOW WE'VE HAD TO TWEAK IT A BIT, BUT IN THE WAYS THAT WE DECIDED TO MEET THAT GOAL, WE LITERALLY CAME UP WITH A VARIETY OF THINGS.

WE ADDED SOME MEMBERS TO OUR HOT TEAM.

WE DECIDED TO ADD AN EMPLOYMENT AND BENEFITS SPECIALISTS, RESOURCE NAVIGATOR, REALLY SOMEBODY TO CONNECT PEOPLE EXPERIENCING HOMELESSNESS WITH THE SERVICES THAT CAN HELP GET THEM CONNECTED TO JOBS AND AND OTHER RESOURCES, INCLUDING CAL FRESH, FOOD AND JOB OPPORTUNITIES.

BUT THIS WAS ONE OF THEM AND IT'S VERY CLEAR AND I REMEMBER IT, ENHANCING CLINICAL SERVICES AT LA POSADA, THE EMERGENCY EMERGENCY SHELTER THAT WAS NUMBER THREE.

AND THE TASKS WERE TO DEVELOP A SCOPE OF WORK FOR EXPANDED CONSULTANT SERVICES AND HAVE TWO LICENSED CLINICIANS AND ADDITIONAL TRAINING FOR STAFF AND HAVE A THREE YEAR CONTRACT. THAT WAS THE CONCEPT THAT THIS COUNCIL AGREED ON.

WE ALL AGREED THAT THAT WAS THAT WAS WHAT WE WANTED.

WE ALSO LOOKED INTO A VOUCHER, A HOTEL VOUCHER PILOT PROGRAM, AND THAT THAT CHANGED AND UNDERWENT SOME MODIFICATIONS.

AND IN THE END, WE DID EMERGENCY ONE NIGHT HOTEL MOTEL VOUCHERS.

SO THE PROGRAM'S CHANGED A LITTLE BIT.

BUT THE GOAL WAS REALLY TO HELP GET PEOPLE WHO ARE UNSHELTERED INTO SHELTER AND HELP CONNECT THEM TO RESOURCES.

AND WE KNEW THAT WE AS A CITY COULDN'T DO IT ALL.

WE COULD HIRE SOME OFFICERS AND WE COULD HIRE RESOURCE NAVIGATOR, BUT WE NEEDED TO PARTNER WITH COMMUNITY BASED ORGANIZATIONS THAT ARE ALREADY DOING THIS WORK.

THEY'RE SPECIALIZING IN THIS WORK, AND THERE IS ONE SHELTER IN OUR TOWN AND THAT IS LA POSADA.

AND WE THOUGHT TO DEDICATE FUNDS TO HIRING CLINICIANS WOULD BE A WAY THAT WE COULD HELP ADDRESS THIS ISSUE AND WE CAN HELP SOLVE THIS PROBLEM OF LACK OF SHELTER FOR PEOPLE.

SO I AM VERY MUCH COMMITTED TO THIS PART OF OUR GOAL THAT WE ALREADY AGREED TO.

AND I THINK THAT WORKING WITH CATHOLIC CHARITIES HAS BEEN LONG AND PRODUCTIVE RELATIONSHIP FOR MANY YEARS AND THAT WE SHOULD CONTINUE TO DO THAT AND NOT TRY TO TAKE EVERYTHING ON THE CITY TO SOLVE ALL OF OUR PROBLEMS, BUT TO PARTNER WITH NONPROFITS IN THE COMMUNITY THAT ARE ALREADY DOING THIS WORK AND SEE WHAT WE CAN DO TO HELP THEM, TO AID THEM AND TO COLLABORATE WITH THEM.

DR. BHAT-PATEL.

YES, THANK YOU.

SO JUST A QUICK QUESTION WITH REGARDS TO THE CLINICAL SERVICES.

I KNOW THAT WE TEND TO HEAR AND I KNOW WE MENTIONED IT, BEHAVIORAL HEALTH TENDS TO BE SOMETHING THAT WE MIGHT SEE WITH SOME FOLKS THAT MIGHT BE EXPERIENCING HOMELESSNESS.

SO JUST QUICKLY, I'M ASSUMING THAT THIS INDIVIDUAL WOULD BE HELPING IN THAT PARTICULAR CAPACITY, THAT THEY'D BE ABLE TO BE THAT LICENSED CLINICAL PERSON THAT REALLY KNOWS HOW TO DEAL WITH SOMEBODY THAT MIGHT BE GOING THROUGH SOME SOMETHING WITH REGARDS TO THEIR BEHAVIORAL HEALTH.

THAT IS ABSOLUTELY MY EXPECTATION.

[00:45:03]

I DON'T KNOW IF ANY OF YOU'VE TRIED TO HIRE A LICENSED CLINICIAN LATELY, BUT NEED A LOT OF MONEY.

AND SO MY THOUGHT WAS THAT WE COULD HAVE ONE ONE CLINICIAN OR ONE BEHAVIORAL HEALTH SPECIALIST WHO HAS A PRIMARY FOCUS ON MENTAL HEALTH ISSUES AND SOMEONE WHO IS ALSO EXPERIENCED IN SUBSTANCE USE.

BECAUSE I THINK TO BE EFFECTIVE IN THIS KIND OF A SETTING, EVERYONE, EVERY MEMBER OF OUR TEAM, WHETHER IT'S THE BEHAVIORAL HEALTH TEAM, DOWN TO THE OVERNIGHT RESIDENTIAL TECHNICIAN, EVERYONE NEEDS TO UNDERSTAND THAT WE ARE WE'RE SEEING PEOPLE AS A WHOLE AND IT'S NOT ONE OR THE OTHER.

SO I WOULD LIKE TO BUILD THAT CAPACITY IN OUR TEAM FOR THE ENTIRE TEAM.

SO WE HAVE MULTIPLE PERSPECTIVES AND WE MAKE JOINT DECISIONS AND THERE WILL HONESTLY MAYOR PRO TEM BLACKBURN THERE WILL BE TIMES WHEN BECAUSE OF SOMEONE'S BEHAVIOR WE WILL HAVE TO ASK THEM TO LEAVE.

I AM NOT IMPLYING THAT ANYTHING GOES THAT WOULDN'T BE SAFE, IT WOULDN'T BE RESPONSIBLE.

AND SO THAT'S NOT WHAT WE'RE GOING FOR.

IT'S ABOUT GIVING PEOPLE OPPORTUNITIES AND THEN WHAT THEY CHOOSE TO DO WITH THAT OPPORTUNITY IS UP TO THEM.

I KNOW SOME OF THE PEOPLE WHO ARE IN THE PARK AND AND PARTY ALL DAY, THOSE PEOPLE ARE VERY HAPPY TO TELL ME AND TO TELL IN SAN DIEGO WE HAVE AN OUTREACH TEAM.

THEY'RE NOT INTERESTED IN SHELTER.

THOSE ARE PROBABLY NOT THE PEOPLE WHO WILL BE COMING INTO OUR PROGRAM.

IT'S PEOPLE WHO MAYBE ARE NOT QUITE READY, WANT TO TRY TO CHANGE THEIR LIVES.

IT'S A IT'S A CYCLICAL PROCESS.

AND THOSE SERVICES WOULD BE PROVIDED TO SOMEONE THAT MAY, FOR INSTANCE, NOT NECESSARILY BE USING ANY SORT OF SUBSTANCE OR ALCOHOL, FOR INSTANCE.

SO IT COULD BE ANYONE THAT MIGHT BE STRUGGLING WITH ANY SORT OF BEHAVIORAL HEALTH ISSUES.

AND THAT WAY IT ALLOWS FOR THEM TO THEN HOPEFULLY ADDRESS THAT AND THEN MOVE ON TO ADDRESSING OTHER THINGS IN THEIR LIFE.

AND I'M REALLY GLAD YOU BROUGHT THAT UP BECAUSE FOR WHILE NOT EVERYONE WE SERVE IS STRUGGLING WITH MENTAL ILLNESS OR SUBSTANCE USE DISORDER, THE ONE THING THAT IS UNIVERSAL AMONG PEOPLE EXPERIENCING HOMELESSNESS IS A HISTORY OF SOME SORT OF A TRAUMA.

AND I THINK THAT IF WE CAN HAVE THAT BEHAVIORAL HEALTH CAPACITY TO HELP PEOPLE ADDRESS THOSE TRAUMAS AND LOOK AT WHAT WERE THE PRECIPITATING EVENTS AND HOW DO THEY RECONCILE THAT AND TO MOVE FORWARD, I THINK THAT PROMOTES HEALING FOR EVERYONE IN THE COMMUNITY, NOT JUST FOR ONE OR TWO INDIVIDUALS WHO MAY BE STRUGGLING WITH THOSE ISSUES. I THINK I THINK THE TRAUMA PIECES IS UNIVERSAL.

YEAH. AND I CAN SAY WITH EXPERIENCE, BECAUSE I'VE WORKED IN THE DB SPACE THAT TRAUMA INFORMED CARE IS SO IMPORTANT AND I APPRECIATE THAT THAT'S THE LEVEL OF SERVICE THAT YOU ALL ARE PROVIDING. AND ONE LAST QUESTION.

THIS MIGHT BE MORE FOR OUR STAFF, JUST BRIEFLY, IF SOMEONE IS, FOR INSTANCE, USING A SUBSTANCE OR IS POTENTIALLY INTOXICATED, IS THERE ANYWHERE FOR THEM TO GO BESIDES A SHELTER? BECAUSE I KNOW FOLKS WILL SAY, HEY, WHY CAN'T THEY BE SENT TO JAIL, FOR INSTANCE? AND SO I'M JUST CURIOUS IF YOU CAN ANSWER THAT QUESTION, BECAUSE I GET THAT QUESTION QUITE A BIT FROM THE COMMUNITY.

SO JUST WANTING TO MAKE SURE THAT WE ANSWER THAT QUESTION FOR FOLKS, YEAH, I THINK IT REALLY COMES A DIFFICULT PART OF THAT QUESTION IS THEIR WILLINGNESS TO WANT SERVICES. SO AS YOU KNOW, SUBSTANCE ABUSE AND ADDICTION ARE REALLY DIFFICULT, COMPLEX SITUATIONS.

AND TRYING TO FORCE SOMEBODY TO INTO SOBRIETY WHEN THEY'RE NOT READY TO ACCEPT THOSE SERVICES IS KIND OF AN INVITATION FOR FAILURE.

IT'S NOT GOING TO HAPPEN THE FIRST TIME.

IT MIGHT TAKE A FEW TIMES.

SO IT'S DETOX BEDS ARE HARD TO COME BY AND IN THE REGION, BUT IN NORTH COUNTY IN PARTICULAR.

SO IF THERE IS A WILLINGNESS AND SOMEBODY WANTS A DETOX BED AND THEY WANT TO ENTER INTO A PROGRAM THAT IS HARD TO COME BY, AND THEY'D ALSO HAVE TO BE WANTING THAT SO WE COULD PROVIDE SOME SHELTER OPPORTUNITIES UNTIL WE COULD GET THEM THAT TYPE OF SERVICE.

SO THAT'S ONE OPPORTUNITY.

BUT THEN KEEPING THEM IN A FACILITY LIKE THAT AGAINST THEIR WILL OBVIOUSLY IS QUITE DIFFICULT.

SO THE OTHER OPTION WOULD BE ARREST.

SO IF SOMEBODY WERE PARTAKING IN ILLEGAL ACTIVITY IN OUR PUBLIC STREETS, OF COURSE THAT IS AN INVITATION FOR ARREST AS WELL.

SO WE ARE NOT INVITING THAT.

WE ARE NOT NECESSARILY TOLERANT OF ILLEGAL, ILLICIT BEHAVIOR.

SO IF SOMEBODY IS UNDER THE INFLUENCE, IT DEPENDS ON KIND OF HOW THAT BEHAVIOR IS.

BUT WE CAN OFFER SOLUTIONS, WE CAN OFFER SERVICES, WE WOULD ENCOURAGE THEM TO PARTAKE AND WE CAN EVEN OFFER A RIDE IF THEY WERE

[00:50:05]

SO OUR HOT TEAM HAS BEEN ABLE TO DO THAT AND OUR INTERFAITH COMMUNITY SERVICES, OUR SOCIAL WORKERS HAVE BEEN ABLE TO DO THAT AS WELL.

GREAT. THANK YOU. THOSE ARE THOSE.

ANSWER ALL MY QUESTIONS.

AND I JUST HAVE COMMENTS AFTER THAT.

AND.

GO AHEAD. THANK YOU FOR WHAT YOU DO AND I APPRECIATE IT.

I'M JUST CONCERNED WITH THIS LITTLE BARRIER.

THAT'S MY ONLY CONCERN.

AND WHAT MS. ACOSTA OR COUNCIL MEMBER ACOSTA JUST DESCRIBED.

COMPLETELY ACCURATE.

BUT I DON'T EVER REMEMBER ANYBODY SAYING WE'RE CHANGING THE BARRIER TO A LOW BARRIER.

SO I'LL ASK STAFF.

WHEN WAS THE CITY NOTIFIED THAT LA POSADA WAS CHANGING TO A LOW BARRIER FACILITY? AND I'LL DEFER TO MANDY.

SURE. SO IT WAS A LITTLE BEFORE MY TIME, BUT WHEN I THINK STAFF BROUGHT FORWARD FIRST RECOMMENDATIONS FOR LIKE A MENU OF ITEMS THAT YOU COULD INCLUDE IN A WORKPLAN, I THINK THAT WAS IN MARCH OF 2021.

THERE ARE A VARIETY. IT WAS A LONG WORKSHOP AND YOU DISCUSSED A VARIETY OF OPTIONS THAT YOU COULD INCLUDE.

ONE OF THEM WAS AN EXTENSIVE CONVERSATION ABOUT THE NEED FOR BEHAVIORAL HEALTH SERVICES AT LA PASODA, AND THERE WAS A VERY LONG DESCRIPTION IN THAT STAFF REPORT ABOUT LOW BARRIER AND THAT THEY WERE ALREADY OPERATING AS THAT, THAT JUST THEY NEEDED ADDITIONAL STAFF SUPPORT TO BE ABLE TO PROVIDE THE BEST SERVICES TO THE RESIDENTS AT THE SHELTER.

LAST QUESTION.

IF LA POSADA CHOSE TO CHANGE BACK TO THE LEVEL OF BARRIER IT USED TO BE, THAT'S A DECISION THAT COULD BE MADE AT THE LA POSADA OR CATHOLIC CHARITIES LEVEL.

IS THAT IS THAT WHAT I UNDERSTOOD WHEN YOU ORIGINALLY.

I WOULD WANT TO GO BACK AND HAVE A CONVERSATION WITH OUR CEO ABOUT THAT.

I THINK I'LL BE HONEST, I THINK IT WOULD PRESENT SOME CHALLENGES IN TERMS OF OUR FUNDING.

THAT'S SOMETHING I WOULD HAVE TO LOOK AT BECAUSE LOW BARRIER IS CONSIDERED A BEST PRACTICE.

AND I MEAN, I DON'T HAVE AN EXTENSIVE HISTORY.

I THINK MANY OF YOU HAVE LONGER HISTORY WITH LA POSADA THAN I DO.

I DO KNOW THAT THE PREVIOUS MANAGER OF HOMELESS THE HOMELESS SERVICES DEPARTMENT FOR CATHOLIC FOR THE CITY OF CARLSBAD, SHE AND I HAD CONVERSATIONS AROUND THE FACT THAT AS AN OUTREACH WORKER, THE OUTREACH TEAMS WERE SEEING PEOPLE WHO WERE IN NEED OF SHELTER AND AND WE REALLY NEEDED TO BE ABLE TO BE LOW BARRIER TO MEET THE NEEDS OF PEOPLE WHO ARE UNSHELTERED.

ONE OF YOUR FIRST QUESTIONS WAS ABOUT OUR OCCUPANCY RATE.

IF WE WERE TO GO TO A HIGH BARRIER, TOTAL SOBRIETY SHELTER FOR PEOPLE EXPERIENCING HOMELESSNESS, I CAN TELL YOU OUR VACANCY RATE WOULD BE VERY, VERY HIGH.

MY ESTIMATE WOULD BE WAS THE SAME AS AS MANDY MILLS, 80% TO 100% OCCUPANCY UNDER OUR CURRENT OPERATING MODEL.

THE REALITY IS IF IF WE WERE TOTALLY LOW BARRIER, THE MAJORITY OF PEOPLE WHO ARE UNSHELTERED WOULD NOT EVEN CONSIDER COMING IN.

AND SO IT IS FINDING THAT THAT ZONE WHERE PEOPLE CAN BE SAFE AND IT IS IT'S OUR STAFF TEAM RESPONSIBILITY TO ENSURE THAT STAFF SAFETY.

AND THAT'S WHY I SAID SO MUCH OF THIS IS IN THE GRAY ZONE.

YOU MADE MENTION THAT YOU WENT TO LOWER BARRIER FOR FUNDING.

EXPLAIN WHAT FUNDING IS THAT FEDERAL? IT'S PRETTY MUCH ALL PUBLIC FUNDING.

THE EXPECTATION IS THAT WE WILL BE LOW BARRIER JUST TO MEET THE NEEDS OF THE POPULATION.

IT IS CONSIDERED A BEST PRACTICE.

SO I KNOW THAT THERE ARE OTHER PROGRAMS, MAYBE NOT IN CARLSBAD, BUT THERE ARE PROGRAMS THAT DO NOT ACCEPT PUBLIC FUNDING.

I GUESS FOR ME IT'S NOT JUST ABOUT FOLLOWING THE LAW AND BECAUSE SOMEONE ELSE IS ASKING ME TO DO IT, WE AT CATHOLIC CHARITIES REALLY BELIEVE IT IS THE RIGHT THING TO DO FOR THE PEOPLE WE SERVE.

THANK YOU SO MUCH FOR YOUR INFORMATION.

I APPRECIATE IT. THAT'S OKAY.

AND I'M SORRY. I KNOW IT'S NOT THE ANSWER YOU WANTED.

BOTH STATE AND FEDERAL FUNDING HAS TO BE LOW BARRIER HOUSING FIRST.

SO AS WELL AS THE COUNTY.

YEAH. SO I'M GOING TO PUSH BACK A LITTLE BIT AND I WANT TO TRY AND ALIGN MYSELF WITH MR. BLACKBURN. AND MAYBE IT'S BECAUSE WE COME FROM DIFFERENT TIMES AND A DIFFERENT WALK IN LIFE THAN WHAT LIFE IS TODAY.

BUT THE SIMPLE TRUTH IS THE CITIZENS OF CALIFORNIA WANT HOMELESSNESS.

THEY'RE HAPPY WITH HOMELESSNESS AND THE WAY IT IS TODAY, AND THEY'RE REALLY TRYING TO GROW HOMELESSNESS.

IF NOT, THEY WOULD DEMAND THEIR LEGISLATURE TO DO SOMETHING ABOUT IT BECAUSE THAT'S WHERE IT STARTS.

WE ARE DOING OUR VERY BEST AND PROBABLY THE BEST OF ANYONE IN THIS COUNTY TO TRY AND ADDRESS IT.

[00:55:02]

THAT'S WHERE IT BEGINS AND THAT'S THE CITIZENS OF CALIFORNIA.

SO WHEN I LOOK AT THINGS THAT ARE NOT GOING MY WAY, I EITHER HAVE TO CHANGE THE LAW OR LIVE WITH THE LAW.

AND RIGHT NOW, WE DON'T EVEN WANT TO PUT PUT FELONS IN PRISON AND LET THEM LOOSE AS FAST AS WE CAN.

THAT'S THE CITIZENS OF CALIFORNIA.

THAT'S WHAT THEY'RE DEMANDING.

SO WHEN I THINK ABOUT THIS AND YOU LOOK AT US AS THE YOU KNOW, THE LEADERS OF THIS COMMUNITY, IT'S NOT THE LEADERS HERE THAT, YOU KNOW, WE KIND OF COME FROM A DIFFERENT TIME, DIFFERENT PLACE, BUT THAT'S WHAT THE CITIZENS OF CALIFORNIA WANT.

AND SO THAT GOES TO YOUR SAFETY, THAT GOES TO HOMELESSNESS.

SO REALLY, I THINK THAT'S WHERE IT BEGINS, IS IN THE AUDIENCE, NOT AT THIS DAIS.

AND THE CITIZENS OF CALIFORNIA, IF THEY WANT CHANGE, STAND UP AND MAKE CHANGE.

AND I CAN'T THANK YOU ENOUGH.

WE'VE HAD A PARTNERSHIP FOR WAY TOO LONG.

I REMEMBER WHEN WE WERE OUT THERE IN OUR HANDS AND KNEES BUILDING THAT PLACE MANY, MANY YEARS AGO, AND IT REALLY WAS THE COMMUNITY AND A LOT OF THE BUSINESS COMMUNITY STEPPED UP AND REALLY CREATED THAT.

AND IT'S I HAVE NEVER TO THIS DAY GOT A COMPLAINT ON CATHOLIC CHARITIES, SO I JUST CAN'T THANK YOU ENOUGH FOR WHAT YOU DO.

SO THANK YOU.

THANK YOU. I HONESTLY, I MOVED TO CALIFORNIA RIGHT WHEN THAT THAT PROGRAM WAS STARTING.

I HAD A FRIEND WHO LIVED IN CARLSBAD, AND SHE TOLD ME HOW IT CAME ABOUT WITH THE CARING RESIDENTS OF CARLSBAD.

AND THE STORY REALLY TOUCHED ME.

AND I FEEL LIKE I'M A LITTLE BIT LATE TO THE PARTY, BUT I THERE'S A PART OF MY OLD SEVENTIES ACTIVIST THAT WISHED I HAD BEEN AROUND THEN.

SO I APPRECIATE YOUR SUPPORT.

SO THANK YOU.

SO WITH THAT, LET'S CALL FOR THE QUESTION.

PLEASE VOTE ON ITEM.

WAIT, DO WE HAVE A MOTION? DR. BHAT PATEL, YOU WANT TO MAKE THE MOTION? YES, HAPPY TO.

SO I'M GOING TO GO AHEAD AND MOVE THE STAFF RECOMMENDATION FOR ITEM NUMBER FOUR.

SECOND, PLEASE VOTE.

AGAIN. THANK YOU.

THANK YOU. THANK YOU.

AND I JUST WANT TO JUST LEAVE YOU WITH THE NOTE THAT I AGREE WITH WHAT EVERYBODY SAID YOU GUYS ARE WONDERFUL.

I JUST HAVE A HARD TIME WITH THIS PARTICULAR ISSUE.

AND THE ITEM PASSES FOUR ONE.

THANK YOU AND THANK YOU.

[7. ORDINANCE TO MIRROR THE SAN DIEGO COUNTY WATER AUTHORITY’S 2020 MODEL DROUGHT ORDINANCE BY ESTABLISHING SIX WATER SHORTAGE LEVELS]

AND I WANT TO LOOK AT THE TIME IT IS 6:00 AND WE'VE JUST NOW FINISHED THE CONSENT CALENDAR.

SO I KNOW THIS IS PROBABLY GOING TO BE A NINE OR 10:00 NIGHT UNLESS WE ON THE DAIS PERHAPS ARE A LITTLE SHORT WINDED AT TIMES.

SO JUST JUST A NOTICE.

BUT WITH THAT, I'LL TURN IT OVER.

ORDINANCE FOR INTRODUCTION TO MIRROR THE SAN DIEGO COUNTY WATER AUTHORITY'S 2020 MODEL DROUGHT ORDINANCE BY ESTABLISHING SIX WATER SHORTAGE LEVELS.

SO I KNOW WE AS STAFF OR WE AS COUNSEL HAVE BEEN HIGHLY BRIEFED ON THIS.

I DON'T KNOW HOW DEEP WE WANT TO GO INTO A CONVERSATION.

DO WE HAVE ANY SPEAKERS ON THIS? WE DO NOT HAVE ANY SPEAKERS.

IF YOU COULD JUST GIVE US A VERY QUICK SYNOPSIS AND THEN WE'LL CALL FOR THE MOTION.

NEW 2020 MODEL ORDINANCE AND ACTUALLY ESTABLISH SIX WATER SHORTAGE ACTION LEVELS.

THE BACKGROUND IS IN 2009 CMWD BOARD ADOPTED TWO ORDINANCES, NUMBER 44 AND 46.

THEY INCLUDED FOUR WATER SHORTAGE ACTION LEVELS BASED UPON THE SAN DIEGO COUNTY WATER AUTHORITY'S 2008 MODEL ORDINANCE.

JUST TO BE CLEAR, I JUST WANT TO GO OVER WHAT IS IN WATER SHORTAGE ACTION LEVEL.

IT'S A GROUP OF ACTIONS THAT ARE DESIGNED TO ACHIEVE A CERTAIN LEVEL OF WATER CONSERVATION.

AS THE LEVELS MOVE FROM A LOWER LEVEL, LEVEL ONE TO HIGHER LEVELS, THE ACTIONS ARE MORE RESTRICTIVE AND THEY ARE PUT IN PLACE TO ACHIEVE ESCALATING WATER CONSERVATION GOALS. OUR FOUR LEVELS START AT LEVEL ONE, GO TO LEVEL FOUR.

VERY SIMPLE.

LEVEL ONE IS IS DESIGNED TO DO A 10% DROUGHT REDUCTION.

OUR WATER USE REDUCTION LEVEL FOUR THEN TAKES YOU OVER 40% REDUCTION OF WATER USE.

THERE'S A STAR ON LEVEL ONE BECAUSE THAT'S WHERE WE'VE STAYED SINCE 2017 PERMANENTLY.

THE END OF THE LAST DROUGHT IN THE CITY OF CARLSBAD.

SO SAN DIEGO COUNTY WATER AUTHORITY'S 2020 WATER SHORTAGE CONTINGENCY PLAN INCLUDES A NEW MODEL ORDINANCE THAT NEW MODEL ORDIANCE HAS SIX LEVELS OF ACTIONS THAT WE CAN TAKE THERE.

THEREFORE, OUR ORDINANCE IS NO LONGER THE SAME AS THE WATER AUTHORITY'S.

IN ORDER FOR US, THIS IS THE SIXTH AND IT KIND OF SHOWS YOU THE COMPARISON BETWEEN OUR FOUR AND THEIR SIX.

[01:00:05]

THE REASON THAT WE WANT TO DO WE'RE RECOMMENDING THIS IS BECAUSE WE WANT CLARITY OF IMPLEMENTATION.

WHEN THEY SAY LEVEL THREE, WE WANT TO ALL BE DOING THE SAME THING AS THE WATER AUTHORITY AND WE ALSO WANT THE OTHER DISTRICTS TO BE DOING THE SAME THING SO THE PUBLIC IS NOT CONFUSED. SO WE'RE ASKING THAT YOU AND IN ADDITION, THIS ORDINANCE GIVES THE THE BOARD THE AUTHORITY TO MAKE INDEPENDENT DECISIONS ON LEVELS OF DROUGHT, NOT DO EXACTLY WHAT THE WATER AUTHORITY SAYS NECESSARILY.

AND WE'RE BACK TO OUR RECOMMENDED ACTION.

AND WE'RE HAPPY TO TAKE ANY QUESTIONS.

QUESTIONS? ANY FINAL COMMENTS? JUST ONE QUICK ONE.

IT'S VERY FRUSTRATING TO ME BECAUSE SAN DIEGO COUNTY'S GOT MORE WATER THAN THEY KNOW WHAT TO DO WITH.

AND I MEAN, WE COULD ACTUALLY BE A SELLER OF WATER UNDER THE RIGHT CIRCUMSTANCES, BUT YET WE'VE GOT TO COMPLY WITH STATE LAW AND STATE MANDATES.

SO AND AGAIN, THE CITIZENS OF SAN DIEGO COUNTY HAVE SPENT BILLIONS THAT'S WITH A PLURAL IN ORDER TO BE IN THIS POSITION TO HAVE WATER RELIABILITY, NOT ONLY FOR THIS YEAR, BUT FOR THREE SUCCESSIVE OR TWO SUCCESSIVE YEARS.

SO IT'S SOMETHING THAT HAS BEEN DONE THROUGH VISION GOING BACK TO THE EARLY NINETIES.

AND SO AGAIN, I APPRECIATE THE ORDINANCE, BUT IT'S A LEVEL OF FRUSTRATION.

SO MOTION, PLEASE.

[INAUDIBLE] JUST, JUST QUICKLY, I JUST WANTED TO SAY THANK YOU.

I DON'T KNOW IF ANYONE GOT TO SEE HOW LONG THE STAFF REPORT WAS, BUT IT WAS 666 PAGES.

SO JUST A TESTAMENT TO THE AMOUNT OF WORK THAT YOU ALL PUT INTO THIS.

AND OBVIOUSLY, I KNOW YOU DID IT IN SUCH A SHORT TIME, SO I JUST WANTED TO SAY THANK YOU TO YOU AND YOUR STAFF.

MOTION. MOVE INTRODUCTION TO THE ORDINANCE CONTAINED IN AGENDA ITEM NUMBER SEVEN.

SECOND, WOULD YOU LIKE ME TO TITLE THE ORDINANCE? YES PLEASE TITLE OF THE ORDINANCE? THIS IS AN ORDINANCE OF THE BOARD OF DIRECTORS OF THE CARLSBAD MUNICIPAL WATER DISTRICT, CARLSBAD, CALIFORNIA, MIRRORING THE SAN DIEGO COUNTY WATER AUTHORITY'S 2020 MODEL DROUGHT ORDINANCE AND ESTABLISHING SIX WATER SHORTAGE LEVELS.

OK. PLEASE VOTE.

IT SOMEHOW DIDN'T REGISTER THE YES [INAUDIBLE].

SO I'M GOING TO HAVE TO. AND IT PASSES UNANIMOUSLY.

THANK YOU. APPRECIATE THE REPORT.

AND AGAIN, THERE WAS A LOT OF TIME AND ENERGY WENT INTO THAT.

SO MOVING ON, DEPARTMENTAL AND CITY MANAGER REPORTS ITEM EIGHT FISCAL YEAR 2022-2023 PRELIMINARY OPERATING BUDGET.

[8. FISCAL YEAR 2022-23 PRELIMINARY OPERATING BUDGET]

AND I JUST WANT TO CHECK.

DOES ANYONE NEED A BIO BREAK? BECAUSE THIS IS GOING TO BE ABOUT AN HOUR AND A HALF PRESENTATION.

SO MIGHT I SUGGEST WE JUST TAKE A QUICK FIVE MINUTE BREAK IF IT PLEASES THE CHAIR.

5 MINUTES. THANK YOU.

THANK YOU VERY MUCH, SIR.

AND OBVIOUSLY JOINING US AT THE STAFF TABLE, WE'VE GOT OUR FINANCE DIRECTOR, ZACH KORACH AS WELL AS OUR DEPUTY CITY MANAGER OVER ADMINISTRATIVE SERVICES, LAURA ROCHA.

BUT I'M GOING TO KICK OFF THIS INITIAL PART AND IF YOU'LL ALLOW ME THE OPPORTUNITY, WE'RE GOING AHEAD AND GET TO IT.

SO YOU'VE HEARD ME SAY THIS BEFORE, THAT I BELIEVE THE ANNUAL BUDGET IS THE SINGLE MOST IMPORTANT POLICY DOCUMENT THAT WE PRESENT ALL YEAR.

THAT'S BECAUSE IT SHOWS YOU IT SHOWS OUR CITY COUNCIL AND THE COMMUNITY WHERE FUNDING COMES FROM AND EXACTLY HOW IT'S BEING USED SO THAT WE CAN PROVIDE OUR SERVICES AND PROGRAMS TO MAKE CARLSBAD THE WONDERFUL PLACE THAT IT IS TODAY.

TONIGHT, I AM GOING TO START OFF WITH THIS OVERVIEW, INCLUDING SOME CONTEXT AROUND WHERE WE'VE BEEN, ALONG WITH WHERE WE'RE GOING.

NOW WE'RE GOING TO HEAR DETAILS FROM EACH OF THE BRANCHES, INCLUDING WHAT CORE SERVICES ARE BEING FUNDED IN NEXT YEAR'S BUDGET, ALONG WITH PROPOSED CHANGES.

THEN WE'LL ROLL IT ALL UP INTO THE CITY WIDE OVERVIEW OF REVENUES AND EXPENDITURES.

AND FINALLY, WE'LL GIVE AN UPDATE ON ANY CHANGES TO CITY FEES.

NOW THE STAFF RECOMMENDED ACTION TONIGHT IS TO ACCEPT THE REPORT AND SET THE PUBLIC HEARING FOR ADOPTION FOR THE FISCAL YEAR 22-23 BUDGET ON JUNE 14.

WE WILL BE BACK TO CITY COUNCIL ON JUNE 7TH TO PRESENT THE PROPOSED CAPITAL IMPROVEMENT PROGRAM AS WELL AS OUR STRATEGIC DIGITAL INVESTMENT PROGRAM, BOTH OF WHICH WE'VE DISCUSSED PREVIOUSLY AT CITY COUNCIL AND PREVIOUS CITY COUNCIL MEETINGS WITH ULTIMATELY OUR NEW FISCAL YEAR BEGINNING ON JULY 1ST.

[01:05:01]

WE'RE MAINTAINING ALL CORE CITY SERVICES AND PROGRAMS AT THEIR CURRENT HIGH LEVELS, AS WELL AS MANY NEW PROGRAMS THAT HAVE BEEN ADDED IN RECENT YEARS.

AND WE'RE MAKING SOLID PROGRESS ON THE FIVE YEAR GOAL THEME AREAS FROM YOUR STRATEGIC PLAN.

NOW I DO WANT TO POINT OUT THAT THIS BUDGET THAT'S BEING PRESENTED TONIGHT CONTINUES TO PROJECT A FUNDING GAP WHERE ONGOING REVENUES ARE LESS THAN ONGOING EXPENSES STARTING THREE YEARS FROM NOW, WHICH HAS BEEN PREVIOUSLY DISCUSSED WITH CITY COUNCIL.

WITH THAT SAID, I DO WANT TO REMIND THE PUBLIC AND COUNCIL OF THE SIGNIFICANT STEPS THAT WE'VE TAKEN TO ENSURE A FISCALLY STABLE APPROACH TO OUR BUDGETING PROCESS.

NOW, I DO WANT TO MENTION THAT THIS IS THE FOURTH BUDGET THAT I PARTICIPATED IN AS YOUR CITY MANAGER.

MY FIRST BUDGET IN FISCAL YEAR 1920 REFLECTED THREE NEW KEY FISCAL POLICIES.

STAFF PUT THESE IN PLACE FOR TWO MAIN REASONS ONE, TO ADD NEW RIGOR TO OUR BUDGETING PROCESS, AND TWO, TO INCREASE OUR TRANSPARENCY.

SO REGARDING THE STEPS, THE POLICIES, FIRST, WE ELIMINATED THE PRACTICE OF PROVIDING ACROSS THE BOARD INCREASES TO DEPARTMENT BUDGETS BASED OFF OF INFLATION.

AGAIN, IF CPI WAS AT 4% OR 5% AUTOMATICALLY BUDGETS WOULD GROW BY THAT AMOUNT.

NO JUSTIFICATION, THEY WOULD JUST GROW.

SECOND, WE PUT AN END TO THAT AUTOMATIC ROLLING OVER OF THOSE UNSPENT MONIES IN THE FOLLOWING YEAR'S DEPARTMENT BUDGETS THAT ULTIMATELY WERE CALLED CONTINGENCY FUNDS.

DEPARTMENTS WERE ALLOWED THE OPPORTUNITY TO CARRY UP TO 10%, AND THAT COULD BE A SET ASIDE THAT EFFECTIVELY OPERATED OUTSIDE OF THE PUBLIC'S VIEW.

EVERY DEPARTMENT HAD THIS 10% NUMBER.

IF THEY DID NOT FULLY EXPAND, THAT WAS ABLE TO BE CARRIED OVER.

SO WHAT WE WERE ABLE TO DO IS THEN ULTIMATELY SWEEP THESE AND THOSE FUNDS THEN BECAME BASICALLY NEW OPPORTUNITIES FOR US TO SPEND THE GENERAL FUND.

WELL, THIS YEAR WE ADDED A FOURTH CHANGE, WHICH WAS TO CHALLENGE ALL DEPARTMENTS TO REDUCE THEIR MAINTENANCE AND OPERATIONS BUDGET.

NOW, I'M VERY PROUD TO TELL YOU THAT DURING A YEAR WHEN INFLATION IS OVER 8%, THE BUDGET THAT WE'RE PRESENTING TONIGHT REFLECTS A NEARLY 2% DECREASE IN THE GENERAL FUND MAINTENANCE AND OPERATIONS BUDGET.

IN ADDITION, THE GENERAL FUND RESERVE, WHICH IS MONEY THAT CITY COUNCIL SETS ASIDE IN CASE OF ENERGY OR EMERGENCY OR ECONOMIC UNCERTAINTY IS NOT ONLY HIGHER THAN COUNCIL'S STATED 40% POLICY GOAL, BUT WE'VE INCREASED IT BY 41% SINCE THE BUDGET YEAR 19-20.

AGAIN, I WANT TO MAKE THAT VERY CLEAR.

SINCE 19 AND 20, WE HAVE GROWN OUR GENERAL FUND RESERVE FROM $82.5 MILLION TO $116 MILLION FOR A 41% INCREASE.

AND THIS IS A BIG AND THE GENERAL FUND NUMBERS THAT YOU THAT YOU'RE SEEING ARE AFTER THE CITY COUNCIL WAS ABLE TO MAKE SIGNIFICANT PAYMENTS TO REDUCE CARLSBAD'S PENSION LIABILITY.

WE'RE NOW SECOND ONLY TO THE CITY OF CORONADO WHEN IT COMES TO PENSION FUNDING, AND THE DIFFERENCE REALLY IS JUST A COUPLE OF HUNDREDTHS OF A PERCENT.

BUT THE REASON WHY THIS IS SO IMPORTANT IS BECAUSE IT HELPS ENSURE THE CITY'S LONG TERM FINANCIAL HEALTH AND IT SAVES THE CITY FUTURE FUNDS WHEN WE END UP HAVING TO MAKE OUR PENSION PAYMENTS.

AND THEN THE FINAL CHANGE TO THE BUDGET THAT I'D LIKE TO HIGHLIGHT IS OUR PROPOSED CONTINUED FUNDING OF OVER A DOZEN NEW OR ONGOING PROGRAMS AND SERVICES PREVIOUSLY APPROVED BY CITY COUNCIL.

THIS IS AN ANNUAL EXERCISE THAT WE COME BEFORE YOU, AND ONE THING THAT GOVERNMENT DOES VERY WELL IS, I THINK, FOLLOW THE BOUNCING BALL ON OUR FUNDING SOURCES AND STRATEGIES AND OFFER UP NEW PROGRAMS. BUT SOMETHING THAT GOVERNMENT DOESN'T DO VERY WELL IS CELEBRATE OUR SUCCESSES AND ACTUALLY REMIND FOLKS ABOUT THE BUDGET, THE SERVICES THAT WE'RE CURRENTLY OFFERING.

SO THIS BUDGET ALSO INCLUDES FULL FUNDING TO CONTINUE WITH OUR PARK RANGER PROGRAM.

THIS INCLUDES FULL FUNDING FOR THE BEACH LIFEGUARD PROGRAM THAT'S BEEN ROLLED OUT IN THE LAST FOUR YEARS.

IT INCLUDES FUNDING FOR TWO NEW AMBULANCES TO PUT INTO SERVICE, A NEW HOUSING AND HOMELESS SERVICES DEPARTMENT.

OUR ENVIRONMENTAL SUSTAINABILITY PROGRAMS, OUR COMMUNITY CHOICE ENERGY PROGRAM.

AN EXPANDED ELECTRIC VEHICLE CHARGING INFRASTRUCTURE.

A NEIGHBORHOOD PARK.

A NEW COMMUNITY CENTER.

A COMMUNITY GARDEN.

NEW OUTDOOR FITNESS CIRCUIT.

SIX NEW PICKLEBALL COURTS, THE CITY'S FIRST ARENA SPORTS FIELD.

AN EXPANDED YOUTH BASKETBALL PROGRAM.

[01:10:02]

A CAREER ONLINE HIGH SCHOOL PROGRAM OFFERING ADULTS THE OPPORTUNITY TO EARN A HIGH SCHOOL DIPLOMA.

OUR NEW ARTS AND CULTURE MASTER PLAN.

A CYBERSECURITY PROGRAM TO HELP SMALL BUSINESSES.

A NEW DATA AND ANALYTICS PROGRAM.

A DIVERSITY, EQUITY AND INCLUSION PROGRAM.

EXPANDED COMMUNITY ENGAGEMENT.

LIVE STREAMING AND RECORDING OF ALL OF OUR BOARDS, COMMISSIONS AND COMMITTEE MEETINGS.

AND OF COURSE, A NEW CITY AUDITOR INTERNAL.

NOW, THESE ARE ALL PROGRAMS THAT HAVE MADE US A BETTER CITY AND OUR WORK MUCH MORE TRANSPARENT.

BUT THEY ALSO DIRECTLY SUPPORT THE COMMUNITY'S CORE VALUES.

MAINTAINING THE COMMUNITY TRUST AND CARLSBAD'S EXCELLENT QUALITY OF LIFE ARE BOTH CRITICALLY IMPORTANT FOR THE CITY AT OUR STAGE OF OUR LIFE.

NOW, WHAT I MEAN BY THAT IS, AFTER 35 YEARS OF RAPID GROWTH, WE'RE APPROACHING A TIME THAT NEEDS WHERE THE NEEDS REALLY NEED TO SHIFT TO MAINTAIN WHAT HAS BEEN BUILT AND PROTECTING OUR EXCELLENT QUALITY OF LIFE.

IT ALSO REPRESENTS A SHIFT IN WHERE OUR REVENUE COME FROM, WHICH IS WHY ONE OF COUNCIL'S GOALS WAS TO CREATE A NEW FRAMEWORK FOR MANAGING GROWTH IN A WAY THAT PROTECTS BOTH OUR QUALITY OF LIFE AS WELL AS THE CITY'S FINANCIAL HEALTH.

NOW, IN ADDITION TO THIS FRAMEWORK, CITY COUNCIL IS DEVELOPING A FIVE YEAR STRATEGIC PLAN.

THIS IS GOING TO HELP US BE MORE FOCUSED IN OUR RESOURCES FOR THOSE THINGS THAT ARE MOST IMPORTANT FOR THE COMMUNITY.

NOW, CITY STAFF WILL HIGHLIGHT THE PROPOSED NEW PROGRAMS TO SUPPORT EACH OF THE FIVE AREAS THAT YOU FOCUS IN YOUR STRATEGIC PLAN DURING OUR BRANCH PRESENTATIONS.

AND I KNOW THAT WE ALWAYS LIKE TO FOCUS ON NEW INITIATIVES AND SPECIAL PROJECTS.

BUT IF YOU WERE TO LOOK AT WHERE THE VAST MAJORITY OF MONEY GOES TO EACH YEAR, IT GOES TO THOSE DAY TO DAY SERVICES THAT THOSE CORE SERVICES THAT WE'VE REALLY BEEN KNOWN TO EXPECT AND APPRECIATE HERE IN THE CITY OF CARLSBAD.

I HAVE ASKED STAFF TO HIGHLIGHT SOME OF THOSE IN THEIR PRESENTATIONS, IN ADDITION TO GOING OVER ANY OF THE NEW PROPOSED PROGRAMS AND SERVICES.

THEY'LL ALSO BE SHARING SPECIFIC EXAMPLES FOR HOW DEPARTMENTS HAVE BEEN ABLE TO REDUCE COSTS SO WE CAN BETTER AFFORD THOSE NEW PROGRAMS. AND FINALLY EACH WILL WILL GO INTO BUDGET DETAILS FOR EACH BRANCH.

STARTING OFF WITH OUR POLICE CHIEF, MICKEY WILLIAMS, WHO WILL BE DISCUSSING THE POLICE DEPARTMENT.

CHIEF.

GOOD EVENING, MAYOR, MAYOR, PRO TEM AND COUNCIL MEMBERS.

THANK YOU FOR THIS OPPORTUNITY TO DISCUSS RECOMMENDED ADJUSTMENTS TO THIS YEAR'S POLICE DEPARTMENT'S BUDGET.

BEFORE I GET TO THOSE, THOUGH, I'D LIKE TO FIRST ADDRESS THE CORE SERVICES THAT ARE PROVIDED BY THE POLICE DEPARTMENT ON A REGULAR BASIS.

EVERY YEAR THE POLICE DEPARTMENT HANDLES OVER 100,000 POLICE INCIDENTS.

WHILE DOING THAT, WE MAINTAIN A PRIORITY ONE RESPONSE TIME OF AN AVERAGE OF 5.2 MINUTES, WHICH IS UNDER THE SIX MINUTE AVERAGE NATIONALLY.

WE ALSO MAINTAIN A 24/7 DISPATCH CENTER THAT ANSWERS APPROXIMATELY 36,000 911 CALLS ANNUALLY.

WE PROVIDE A FULL RANGE OF INVESTIGATIVE CAPABILITIES TO INCLUDE PROPERTY CRIMES, FINANCIAL CRIMES, ELDERLY CRIMES, DOMESTIC VIOLENCE, CHILD ABUSE, CRIMES OF VIOLENCE, AND VICE NARCOTICS INVESTIGATIONS.

WE ALSO DEPLOY AN ARRAY OF SPECIALTIES THAT HELP US PROVIDE A HIGH LEVEL OF SERVICE TO THE COMMUNITY TO INCLUDE K-9 UNITS, BICYCLE PATROL, CRISIS NEGOTIATIONS, BILINGUAL SERVICES, SCHOOL RESOURCE OFFICERS, MENTAL HEALTH RESPONSE TEAMS, AND PARTICIPATE IN REGIONAL TASK FORCE THAT FOCUS ON GANG INVESTIGATIONS AND NARCOTICS. WE ALSO PROVIDE A HOMELESS RESPONSE TEAM THAT PROVIDES SEVEN DAY A WEEK COVERAGE, ALONG WITH OUR POLICE RANGERS THAT PATROL THE CITY PARKS AND TRAILS SEVEN DAYS A WEEK. WE ALSO HAVE THE FIELD, THE SCHOOL RESOURCE OFFICERS OUT IN OUR HIGH SCHOOLS AND MIDDLE SCHOOLS.

AND WE'RE FORTUNATE TO HAVE A HAVE SWAT TRAINED PERSONNEL AND EQUIPMENT STAGED AND READY AND WELL POSITIONED TO SAFELY RESOLVE HIGH RISK SITUATIONS. ADDITIONALLY, WE PROVIDE POLICE PROTECTION AT APPROXIMATELY 30 SPECIAL EVENTS ANNUALLY TO MAKE SURE THAT PEOPLE ARE SAFE.

AND LASTLY, WE PROVIDE A HIGH PRIORITY TOWARDS PROVIDING INFORMATION AND EDUCATION AS IT RELATES TO CRIME PREVENTION AND TRAFFIC SAFETY.

NOW I'D LIKE TO ADDRESS SOME OF THE RECOMMENDED ADJUSTMENTS TO THIS YEAR'S POLICE DEPARTMENT'S BUDGET, WHICH ARE IN LINE AND CONSISTENT WITH THE COUNCIL GOAL OF QUALITY OF LIFE AND SAFETY.

FIRST, WE WOULD PROPOSE THE ADDITION OF ONE FULL TIME MANAGEMENT ANALYST POSITION WITHIN THE POLICE DEPARTMENT.

THIS POSITION WOULD FOCUS ON SERVICING THE POLICE DEPARTMENT'S BUDGET NEEDS.

ALSO ADMINISTRATING, ADMINISTERING THE VARIOUS GRANTS, MOUS AND CONTRACTS THAT THE POLICE DEPARTMENT IS A PARTY TO.

[01:15:08]

WE WOULD ALSO LIKE TO AUGMENT OUR ALREADY ROBUST EMPLOYEE WELLNESS PROGRAM WITH ADDITIONAL SCREENINGS, WHICH HAVE PROVEN TO REDUCE THE RISK OF SERIOUS INJURY OR SERIOUS ILLNESS AND ALLOW EMPLOYEES TO QUICKLY GET TREATMENT TO PREVENT ISSUES, OR ALSO TO QUICKLY GET TREATMENT TO GET THEM BACK TO WORK IN A HEALTHY WAY SO THAT THEY'RE ABLE TO GO OUT AND PROVIDE THE HIGH LEVEL OF SERVICE THAT THEY DO.

WE ALSO WOULD LIKE TO RESTORE OUR TRAINING BUDGET TO OUR PRE-COVID TIME.

DURING COVID, WE REDUCED OUR TRAINING BUDGET AS A RESULT OF THE INABILITY OF EMPLOYEES TO GATHER.

AND SO WE REDUCED OUR BUDGET.

NOW WITH THE ABILITY FOR EMPLOYEES TO GATHER AND ATTEND TRAINING, WE WOULD LIKE TO GET BACK TO OUR PRE-COVID BUDGET FOR THAT.

THERE ARE ALSO INCREASED COSTS THAT HAVE AFFECTED THE POLICE DEPARTMENT THAT WE SEEK TO ADD ADDITIONAL FUNDING FOR.

FIRST IS THE COST OF ELECTRICITY AT THE POLICE AND FIRE HEADQUARTERS BUILDING AND THEN ALSO AN INCREASE IN THE SCHOOL CROSSING GUARD CONTRACT DUE TO A $1 AN HOUR WAGE INCREASE FOR THE SCHOOL CROSSING GUARDS.

NOW I'D LIKE TO SHARE THREE SLIDES THAT WERE PREPARED BY SANDAG AND RECENTLY PUBLISHED.

AND THEY TALK ABOUT AND THEY TALKED TO THE ALLOCATION FOR LAW ENFORCEMENT WITHIN THE COUNTY.

WHAT THE SANDAG DID DID IS THEY LOOKED AT THE NINE DIFFERENT MUNICIPALITIES WITHIN THE SAN DIEGO COUNTY REGION THAT HAVE AND MAINTAIN THEIR OWN POLICE DEPARTMENTS.

AND THIS FIRST SLIDE IS SHOWS THE PROPORTION OF GENERAL FUNDS ALLOCATED TOWARDS LAW ENFORCEMENT BY JURISDICTION.

AND AS YOU CAN SEE, THE AVERAGE IS 33% OF THE GENERAL FUND GOES TOWARDS LAW ENFORCEMENT.

YOU CAN SEE THAT WE'RE ON THE FAR LEFT WITH AS THE MOST EFFICIENT AGENCY AT 23% OF OUR GENERAL FUND.

THE NEXT SLIDE SHOWS THAT THE SHOWS THE PER CAPITA SPENDING WITHIN THE REGION FOR THOSE SAME NINE CITIES THAT MAINTAIN THEIR OWN POLICE DEPARTMENT.

HERE YOU CAN SEE THAT PER CAPITA, THE AVERAGE IS $367 SPENT PER RESIDENT WITHIN THE VARIOUS JURISDICTIONS.

AND YOU CAN SEE THAT WE ARE RANKED FOURTH, APPROXIMATELY $42 BELOW THE AVERAGE AT 325 PER CAPITA.

AND THIS LAST SLIDE IS A SLIDE, AND IT'S A MEASUREMENT FOR LAW ENFORCEMENT STAFFING THAT IS UTILIZED ACROSS THE COUNTRY.

AND IT'S THE NUMBER OF SWORN OFFICERS PER 1,000 POPULATION WITHIN A JURISDICTION.

THIS SLIDE SHOWS THE DIFFERENCE BETWEEN THE FISCAL YEAR 2016-17 AND 20-21.

YOU CAN SEE THAT IN THE FISCAL YEAR 16-17, WE WERE AT AN AVERAGE OF ONE SWORN PEACE OFFICER PER 1,000 POPULATION.

WE HAVE INCREASED THAT BETWEEN 16 AND 17 TO 20-21.

WE ARE NOW AT 1.13 SWORN OFFICERS PER 1,000.

BUT AS YOU CAN SEE, REGION WIDE THE AVERAGE IS 1.29.

SO WE ARE BELOW THE REGION WIDE AVERAGE FOR THAT.

AND THIS SLIDE DETAILS THE POLICE DEPARTMENT'S PROPOSED BUDGET, AS YOU CAN SEE ALONG THE TOP LINE OF PERSONNEL WITH THE ADDITION OF THE INCREASE OF 6%, PRIMARILY THE THE RESULT OF THE PROPOSED MANAGEMENT ANALYST POSITION AND ALSO PRIOR NEGOTIATED SALARY INCREASES FOR REPRESENTED PERSONNEL.

ALSO, YOU CAN SEE IN THE MIDDLE LINE THE FULL TIME PERSONNEL COSTS OR PERSONNEL POSITIONS GOING UP BY ONE.

THAT'S ALSO THE MANAGEMENT ANALYST POSITION.

AND THEN THE BOTTOM LINE OR THE SECOND TO THE BOTTOM LINE, THE SPECIAL REVENUE FUND, YOU CAN SEE A REDUCTION OF 45,000 DOLLARS THERE.

THAT'S PRIMARILY THE RESULT OF THE EBB AND FLOW OF GRANT FUNDING.

AND ALSO A TREND THAT WE'VE SEEN OVER TIME IS A REDUCTION IN ASSET FORFEITURE FUNDS THAT THE DEPARTMENT HAS RECEIVED AS A RESULT OF NARCOTICS INVESTIGATIONS.

AND I WILL NOW TURN IT OVER TO ASSISTANT FIRE CHIEF NICK ORDILLE.

AND FOR COUNCIL, WOULD YOU PREFER TO ASK QUESTIONS IN BETWEEN CYCLES, OR AT LEAST AT BRANCHES, OR WAIT TILL THE END? I'D PREFER AT EACH INDIVIDUAL DEPARTMENT SO IT DOESN'T GET FORGOTTEN TOWARD THE END.

PERFECT. IS THAT OKAY? ON THE MANAGEMENT ANALYST YOU ASK FOR.

IT HAS THE WORD MANAGEMENT IN ITS TITLE, AND THAT SEEMS TO GIVE SOME PEOPLE IN THE COMMUNITY SOME HEARTBURN THAT WE'RE TOP HEAVY.

THIS IS NOT A MANAGEMENT POSITION.

IT'S JUST TITLED MANAGEMENT ANALYST.

IS THAT ACCURATE? WITHIN THE CITY CLASSIFICATION PROCEDURE?

[01:20:01]

ADMINISTERING THE CONTRACTS MOU'S.

THE DEPARTMENT IS ASSOCIATED WITH IT.

SO IT'S NOT A POSITION THAT WILL BE MANAGING PERSONNEL.

IT'S A POSITION THAT WILL BE MANAGING PROGRAMS AND BUDGET.

OKAY. AND WHEN WE TALK ABOUT THAT, IT'S THAT'S TO HELP THE POLICE DEPARTMENT BE MORE PROACTIVE.

IS THIS ONE OF THOSE POSITIONS WHERE THEY'RE LOOKING AT CRIME TRENDS AND TRYING TO PREDICT WHERE THE NEXT CRIME IS GOING TO BE AND NOTIFYING THE OFFICERS IN REAL TIME ABOUT A WANTED SUSPECT OR ANYTHING LIKE THAT.

IS THAT AM I RIGHT? THAT'S A GREAT QUESTION.

SO CURRENTLY, OUR MANAGEMENT ANALYST THAT WORKS FOR THE POLICE DEPARTMENT IS SPLIT BETWEEN BOTH JOBS, TRYING TO DO THE CRIME ANALYSIS ASPECT, TRYING TO STAY IN THE MOMENT TO PROVIDE OFFICERS IN THE FIELD UP TO DATE INFORMATION AND TO ASSIST INVESTIGATIONS WHILE AT THE SAME TIME TRYING TO MANAGE THE POLICE DEPARTMENTS BUDGETS, PREPARE CONTRACTS AND ALL OF THAT TYPE OF WORK.

AND THE WORKLOAD HAS BECOME TO THE POINT WHERE WE'VE REQUESTED TO ADD ONE MANAGEMENT ANALYST TO FOCUS SPECIFICALLY ON THE BUDGET, THE CONTRACTS, THE MOU'S, AND ALSO TO MAINTAIN THE DATA STATISTICS FOR OUR POLICE DEPARTMENT TO MAKE SURE THAT WE HAVE TIMELY AND TRUSTWORTHY, ACCURATE DATA FOR OUR POLICE DEPARTMENT SO THAT THE EXISTING MANAGEMENT ANALYSTS CAN SUPERVISE AND CONDUCT THE CRIMINAL ASPECT.

AND IT WAS RECENTLY BROUGHT TO MY ATTENTION THAT WE HAD A GUIDE PROGRAM THAT MAY BE DISCONTINUED.

CAN YOU TELL ME WHAT THE GUIDE PROGRAM IS? YES. SO THE GUIDE PROGRAM IS A PROGRAM THAT THE POLICE DEPARTMENT HAS PROVIDED SINCE APPROXIMATELY 1990.

GUIDE STANDS FOR GREATER UNDERSTANDING THROUGH INTERVENTION, DIVERSION AND EDUCATION.

AND WHAT IT IS, IS IT'S A PROGRAM THAT THE POLICE DEPARTMENT HAS PROVIDED WITHIN THE SCHOOLS, PRIMARILY ELEMENTARY AND MIDDLE SCHOOLS, TO PROVIDE FREE COUNSELING TO CHILDREN THAT ARE AT RISK.

THEY ARE AT RISK OF MAYBE FOR SCHOOL RELATED ISSUES, BEHAVIOR ISSUES OR FAMILY ISSUES OR ANYTHING THAT MAY BE AFFECTING A CHILD THAT'S CAUSING THEM TO NOT DO WELL IN SCHOOL OR TO BE OTHERWISE AT RISK.

THEY ARE REFERRED BY THE SCHOOL TO THE PROGRAM, AND THOSE KIDS RECEIVE FREE COUNSELING.

TYPICALLY A TEN WEEK.

THEY RECEIVE COUNSELING FOR TEN WEEKS, ONE DAY A WEEK, AND THEN THERE'S A REASSESSMENT TO SEE HOW THEY'RE DOING, TO SEE IF FURTHER COUNSELING WOULD BE APPROPRIATE . THIS PROGRAM HAS BEEN ADMINISTERED AND PROVIDED BY THE POLICE DEPARTMENT.

LIKE I SAID, SINCE APPROXIMATELY 1990 THROUGH A CONTRACT SERVICE, WE HAD ONE COUNSELOR WHO RAN THIS PROGRAM SINCE 1990.

AND JUST UNFORTUNATELY, BECAUSE IT'S BEEN SO LONG, SHE'S DECIDED THAT THIS WILL BE HER LAST YEAR AND SHE PLANS TO RETIRE IN AUGUST AT THE END OF THE SCHOOL YEAR.

SO AS IT STANDS AT THIS POINT, THE GUIDE PROGRAM WILL LIKELY NO LONGER EXIST IN AUGUST.

HOW MANY KIDS DOES THE GUIDE PROGRAM PER YEAR? HOW MANY KIDS DOES THAT PROGRAM ADDRESS HELP? I ASKED THAT QUESTION AND IT DOES VARY A BIT, BUT TYPICALLY THE RANGE PER SCHOOL YEAR IS SOMEWHERE BETWEEN 130 TO 180 KIDS RECEIVE FREE COUNSELING, SO APPROXIMATELY AN AVERAGE OF ABOUT 150.

AND DURING MY BRIEFING, I ASKED SOME QUESTIONS ABOUT THIS.

I UNDERSTAND THE CONTRACT WITH THE OLD GUIDE COUNSELOR WAS ABOUT $83,000 A YEAR, AND IF WE WANTED TO CONTINUE THIS PROGRAM, IT MIGHT BE SOMETHING IN THE RANGE OF ABOUT 120 OR 110 A YEAR, SOMETHING IN THAT RANGE, WHICH WOULD BE ABOUT 30 PLUS THOUSAND ADDITIONAL AND IF WE OFFSET IT WITH WHAT WE WERE PAYING THE THE OLD CONTRACT.

IS THAT KIND OF ACCURATE? IT'S CLOSER WE WENT OUT TO RFP FOR JUST TO SEE WHAT OTHER SERVICE PROVIDERS WERE OUT THERE IN 2019. AND WE ONLY RECEIVED THE ONE RESPONSE FROM THE COUNSELOR THAT HAS BEEN PROVIDING THIS SERVICE FOR A LONG TIME.

WE DON'T BELIEVE THERE'S OTHER CONTRACT OPPORTUNITIES OUT TO PROVIDE THIS UNIQUE TYPE OF SERVICE TO OUR SCHOOLS.

SO WE DO THINK THAT IF WE WERE TO PROPOSE CONTINUING THIS PROGRAM, THAT WE WOULD HAVE TO DO SO THROUGH HIRING PART TIME EMPLOYEES AND ADMINISTERING THE PROGRAM THROUGH OUR POLICE DEPARTMENT.

WE DID DO AN ANALYSIS TO SEE WHAT THAT WOULD LOOK LIKE AND WHAT THAT WOULD LIKELY REQUIRE TO MAINTAIN THE SAME OR POTENTIALLY SLIGHTLY HIGHER LEVEL OF SERVICE FOR THE COMMUNITY WOULD BE HIRING THREE PART TIME ASSOCIATE COUNSELORS TO WORK 20 HOURS, PART TIME, 20 HOURS A WEEK FOR THE SCHOOL YEAR, 38 WEEKS A YEAR.

WE WOULD ALSO NEED ONE SUPERVISING COUNSELOR, WHICH WOULD WORK APPROXIMATELY 5 HOURS A WEEK FOR THE SCHOOL YEAR, FOR THE 38

[01:25:06]

IN TOTAL, THE TOTAL COST OF THE PROGRAM, AS I'M PROPOSING, IF WE WERE TO CONTINUE, WOULD BE APPROXIMATELY 137,000 FOR 29. BUT AS SIR, YOU HAD MENTIONED, THE CURRENT CONTRACT COST PER YEAR IS $83,160. SO WE WILL NO LONGER BE PAYING THAT.

SO THE NET ADDITIONAL FUNDING, IN ADDITION TO WHAT WOULD TYPICALLY BE SPENT ON THE CONTRACT IS APPROXIMATELY $54,000, $54,269 TO BE ACCURATE.

AND I KNOW YOU CAN'T TELL ME WHAT THE SUCCESS RATE IS BECAUSE I DON'T KNOW THAT YOU CAN ACTUALLY MEASURE IT.

BUT WITH THAT NUMBER OF 100 PLUS KIDS THAT THIS SERVICE TRIES TO INTERVENE AND GET THEM RESTEER THEM AWAY FROM THE PROBLEM DIRECTION, I GUESS IS THE BEST WAY TO PUT IT.

IS IT WORTH THE EXTRA 50 SOMETHING THOUSAND A YEAR? ARE YOU GETTING THAT MUCH RESULTS OR IS IT NOT REALLY GETTING VERY MUCH RESULTS? I WOULD ANSWER THAT QUESTION BY RELYING ON THE HISTORY OF THE PROGRAM AND THE RESPONSE FROM THOSE THAT REFER PEOPLE TO THE PROGRAM, THE SCHOOL ADMINISTRATORS AND THE PARENTS.

THE REPUTATION OF THE PROGRAM IS SUCH THAT IT'S SEEN AND PERCEIVED TO BE HIGHLY EFFECTIVE WITHIN THE SCHOOLS, AND THAT IS WHY THE SCHOOLS ARE SO WILLING TO REFER THEIR STUDENTS THAT ARE AT RISK TO THE PROGRAM.

IT'S VERY OFTEN THAT THERE'S MORE REFERRALS THAN THERE ARE COUNSELORS AVAILABLE, AND I INTERPRET THAT TO BE AN INDICATION THAT IT IS SUCCESSFUL.

AGAIN, I DON'T HAVE THE DATA FOR EACH STUDENT, BUT I THINK THAT THE FACT THAT OVER THE LAST 30 PLUS YEARS IT'S BUILT THE REPUTATION THAT IT HAS AND THE REFERRALS THAT IT HAS, IT'S INDICATIVE OF A PROGRAM THAT'S PERCEIVED TO BE HIGHLY SUCCESSFUL.

AND I'LL TELL YOU, I DON'T, I HOPE I DON'T GET IN TROUBLE WITH MY DAUGHTER, BUT SHE'S 34 NOW.

BUT WHEN SHE WAS YOUNG AND IN HER VERY BEGINNING TEENS, SHE WAS A LITTLE DIFFICULT TO DEAL WITH.

AND I WANT YOU TO KNOW THAT MY WIFE, HER MOM CONTACTED GUIDE AND GOT SOME HELP ON HOW TO GET HER BACK INTO THE RIGHT DIRECTION.

SO I THINK IT'S A VERY IMPORTANT SERVICE THAT WE PROVIDE TO THE COMMUNITY.

I'D LIKE TO HEAR WHAT THE REST OF THE COUNCIL HAS TO SAY ABOUT ADDING THAT.

LET'S WAIT TILL THE END.

YOU ASKED YOUR QUESTIONS AND ALLOW DISCUSSION AT THE END.

ALL RIGHT. ANY OTHER QUESTIONS? SO MR. CHADWICK SAID THAT WE WERE GOING TO HAVE APPROXIMATELY A 2% SAVINGS.

WHERE DO WE FIND SAVINGS IN YOUR OPERATION? WITHIN THE POLICE DEPARTMENT? YES. WE REALIZED SAVINGS PRIMARILY IN THE TRAINING AREA.

WE HAD RECEIVED REDUCTIONS IN THAT AREA AND THEN ALSO IN SOME OF OUR TRAVEL AND OUR CONFERENCES THAT WE HAVE.

THAT'S IN THIS NEXT YEAR, NOT PAST YEAR.

IN THE PAST YEARS, WE HAVE WE'VE ALSO REDUCED OUR CONFERENCES MOVING FORWARD.

AND YOU'RE GOING TO DO THAT INTO THE FUTURE ALSO? YES. WE WILL RETURN TO SOME OF THE CONFERENCES, BUT SOME HAVE BEEN REDUCED.

OKAY. HOW ABOUT OVERTIME? THE OVERTIME BUDGET WAS NOT REDUCED.

OKAY. WASN'T THE OVERTIME BUDGET RATHER HIGH DURING COVID? THERE WERE ADDITIONAL FUNDS THAT WERE PROVIDED DURING COVID TO DO SPECIFIC ENFORCEMENT TYPE ACTIVITIES.

HOWEVER, THOSE WERE TEMPORARY IN DEPLOYMENT.

SO FOR EXAMPLE, THE MASK DETAILS ALONG THE BOULEVARD WAS A SPECIFIC ALLOTMENT OF MONEY FOR A SPECIFIC PERIOD OF TIME TO CONDUCT THAT TYPE OF WORK.

OKAY. OKAY.

THANK YOU. ALL RIGHT.

GOOD EVENING. MAYOR AND COUNCIL MEMBERS.

FOR THE RECORD, MY NAME IS NICK ORDILLE AND I'M THE ASSISTANT FIRE CHIEF.

TONIGHT, I HAVE THE PLEASURE OF REVIEWING THE FIRE DEPARTMENT'S FISCAL YEAR 23 BUDGET RECOMMENDATIONS IN SUPPORT OF THE COUNCIL GOAL THEME, QUALITY OF LIFE AND SAFETY, AND THE SPECIFIC GOAL OF BRINGING THE FIRE DEPARTMENT INTO CONFORMANCE WITH THE STANDARDS OF COVER.

PRIOR TO REVIEWING THE RECOMMENDATIONS, I'LL BRIEFLY REVIEW THE FIRE DEPARTMENT CORE SERVICES AND GIVE AN OVERVIEW OF THE STANDARDS OF COVER.

WHEN MOST FOLKS THINK OF THE FIRE DEPARTMENT, THEY ENVISION OUR SHINY RED FIRE ENGINES AND AMBULANCES RESPONDING TO FIRES AND MEDICAL CALLS.

AND CALENDAR YEAR 2021.

THE DEPARTMENT RESPONDED TO 13,837 INCIDENTS AND TRANSPORTED NEARLY 6500 PATIENTS TO LOCAL HOSPITALS FOR CARE. WHILE THESE INCIDENTS KEEP US VERY BUSY AND REPRESENT A SIGNIFICANT PORTION OF OUR WORK, THE FIRE DEPARTMENT PROVIDES MANY MORE SERVICES.

[01:30:08]

AMONG THE ESTIMATED THREE QUARTER OF A MILLION VISITORS WHO COME TO THE NORTH BEACH DURING THE PEAK BEACH SEASON.

OUR FIRE PREVENTION BUREAU, WHICH FOCUSES ON LIMITING THE COMMUNITY'S RISK THROUGH PREVENTATIVE ACTIONS ANNUALLY, CONDUCTS OVER 3500 FIRE INSPECTIONS, 760 PLAN REVIEWS AND 480 SMOKE OR CARBON MONOXIDE ALARM INSTALLATIONS WHILE CARRYING OUT THEIR OTHER VARIOUS DUTIES OF PUBLIC EDUCATION AND FIRE INVESTIGATIONS.

LASTLY, IN CALENDAR YEAR 2021, OUR EMERGENCY PREPAREDNESS BUREAU ASSISTED IN THE RESPONSE TO THE COVID PANDEMIC BY ACTIVATING THE EMERGENCY OPERATIONS CENTER FOR OVER 2300 HOURS, SUPPORTING OPERATION COLLABORATION VACCINATION EFFORTS, AS WELL AS OTHER HAZARD ENVIRONMENTAL SITUATIONAL AWARENESS. TURNING TO THE STANDARDS OF COVERAGE, THE SOC IS A DOCUMENT USED BY THE FIRE DEPARTMENT TO ASSESS LOCAL RISKS AND DEMOGRAPHICS TO DETERMINE THE LEVEL OF PROTECTION NEEDED.

THE TECHNICAL ANALYSIS AND FINDINGS INCLUDED SEVERAL RECOMMENDATIONS WHICH WERE PRESENTED TO COUNCIL IN MAY OF 2020, AND A MULTI-YEAR WORK PLAN WAS APPROVED BY THE CITY COUNCIL DURING THE FISCAL YEAR 21-22 BUDGET PROCESS.

TO ADDRESS TWO THINGS AMBULANCE CAPACITY AND RESPONSE TIME DEFICIENCIES WHICH WERE IDENTIFIED IN THAT REPORT.

THE APPROVED MULTI-YEAR WORK PLAN OUTLINED THREE PRIORITY OBJECTIVES AND CRITICAL TASKS ASSOCIATED WITH THOSE OBJECTIVES.

OBJECTIVE ONE WAS TO IMPROVE FIRE STATION SIX AND PROCURE AND STAFF TWO NEW AMBULANCES.

THIS HAS BEEN COMPLETED AND OUR PROJECTIONS ALREADY INDICATE SIGNIFICANT INCREASE IN COST RECOVERY THAT WAS OTHERWISE BEING LOST TO OUTSIDE AGENCIES.

OBJECTIVE TWO IS TO REDUCE RESPONSE TIMES BY CONSTRUCTING AND STAFFING A TEMPORARY FIRE STATION SEVEN, WEST OF THE RAILROAD TRACKS IN THE AREA OF CANON ROAD AND AVENIDA ENCINAS, WITH AN ESTIMATED COMPLETION DATE OF JANUARY 2023.

THE STANDARDS OF COVER RECOMMENDS 90% OF OUR EMERGENCY INCIDENTS RESULT IN A TOTAL RESPONSE TIME OF 7 MINUTES AND 30 SECONDS OR LESS.

THE DEPARTMENT WIDE RESPONSE TIMES CALCULATED IN THE SOC ARE 8 MINUTES AND 51 SECONDS.

LASTLY, OBJECTIVE THREE IS TO ESTABLISH A PERMANENT FIRE STATION SEVEN IN THE SAME AREA WITH AN ESTIMATED COMPLETION DATE BETWEEN 2026 THROUGH 2028. IN TERMS OF PROPOSED CHANGES, MOST OF THESE DIRECTLY ADDRESS OBJECTIVE TWO.

OBJECTIVE TWO IN WORK PLAN 1A OUTLINED A COST EFFECTIVE STRATEGY THAT REPURPOSES SOME OF OUR FIREFIGHTERS FROM THE AMBULANCES TO STAFF FIRE STATION SEVEN AND BACKFILL THOSE FIREFIGHTERS WITH NON SAFETY EMTS WHILE STILL MAINTAINING PARAMEDIC LEVEL ADVANCED LIFE SUPPORT ON ALL OF OUR AMBULANCES.

THE NEXT SEVERAL RECOMMENDATIONS COVER REQUIRED ITEMS WHEN ADDING FIRE STATION SEVEN, INCLUDING THE MAINTENANCE COST TO RETAIN THE OLD LADDER TRUCK AS A RESERVE, WE HAVE RECEIVED OUR NEW LADDER TRUCK.

AS OUR OLD LADDER TRUCK HAS REACHED ITS END OF LIFE FOR A FRONTLINE RESPONSE VEHICLE.

WHEN GOING FROM A SIX STATION DEPARTMENT TO A SEVEN STATION DEPARTMENT, AN ADDITIONAL RESERVE APPARATUS IS REQUIRED.

THE NEXT RECOMMENDATION FOCUSES ON THE OPERATIONAL EXPENSES OF FIRE STATION SEVEN, INCLUDING THE ADDITION OF THE ENGINE ITSELF AND THE DAY TO DAY OPERATING EXPENSES FOR THE FACILITY. LASTLY, A COMPREHENSIVE STUDY TO LOOK AT ALL CURRENT FIRE STATIONS AND PRIORITIZE WHICH STATIONS SHOULD BE REMODELED FIRST IS NEEDED.

WORKPLAN 1A ORIGINALLY INCLUDED APPROXIMATELY $5.1 MILLION DOLLARS FOR A REMODEL OF FIRE STATION 4.

AFTER FIRE STATION 7 WAS APPROVED, WE WERE ASKED TO RETURN TO CITY COUNCIL WITH AN ALTERNATE PLAN.

THE ALTERNATE PLAN REMOVED 5.1 MILLION, REMOVED THE $5.1 MILLION DOLLAR REMODEL AND REPLACED IT WITH THIS COMPREHENSIVE STUDY.

THE INTRODUCTION OF EMTS INTO OUR DEPLOYMENT MODEL HAS ALSO RESULTED IN SIGNIFICANT COST SAVINGS.

HERE YOU CAN SEE THE ADDITIONAL EMT'S ADDED TO OUR BUDGET, WHILE THEY BELONG IN PUBLIC SAFETY, THESE ARE NOT SAFETY EMPLOYEES IN TERMS OF WHERE THEY FALL WITHIN THE PENSION OBLIGATION. THESE ARE ENTRY LEVEL POSITIONS INTO THE FIRE DEPARTMENT AND ARE MISCELLANEOUS EMPLOYEES UNDER CALPERS NOT SAFETY.

THE REST OF THESE NUMBERS PRIMARILY COVER THE MAINTENANCE AND OPERATING COSTS DISCUSSED EARLIER FOR THE ADDITION OF FIRE STATION 7.

[01:35:03]

QUESTIONS? NORBY.

THANK YOU. I HAVE A QUESTION ON THE OLD LADDER TRUCK IN TERMS OF KEEPING IT AND KEEPING IT READY TO GO.

SO I GUESS MY QUESTION IS KIND OF WHAT DOES THAT REALLY MEAN? SO A SCENARIO WHERE WE HAVE A LARGE STRUCTURE FIRE AND WE NEED TO HIT IT FROM BOTH SIDES WITH LADDER TRUCKS.

IS THAT LADDER TRUCK READY TO DEPLOY THE ONE THAT'S IN RESERVE AT A MOMENT'S NOTICE AND CAN RESPOND TO A LARGE STRUCTURE FIRE? OR IS IT SOMETHING THAT WE WOULD NEED, YOU KNOW, WHEN THE NEW LADDER TRUCK NEEDS MAINTENANCE, WE NEED A WEEK OR TWO TO GET IT READY TO GO OR IS IT READY TO GO? IF WE HAVE A LARGE STRUCTURE FIRE, CAN THAT BE DEPLOYED? THAT'S CORRECT. IT CAN BE DEPLOYED.

WE KEEP ALL OF OUR RESERVE APPARATUS MAINTENANCE UP TO DATE AND READY TO GO.

ALL THE EQUIPMENT IS ON THE APPARATUS ITSELF.

SO IF NEED BE, IF OUR FRONT LINE NEEDS MAINTENANCE OR REPAIRS, WE WOULD JUST SIMPLY MOVE INTO THE OTHER APPARATUS AND STAFF IT AND BE ABLE TO RESPOND TO ANY EMERGENCIES. OKAY.

SO I GUESS MY QUESTION WAS A LITTLE BIT DIFFERENT.

SO WE'RE RESPONDING.

WE HAVE A NEW LADDER TRUCK. WE HAVE ALL THAT STAFF AND APPARATUS ON THAT NEW LADDER TRUCK.

BUT THE FIRE IS A LARGE FIRE AND WE NEED BOTH TRUCKS TO RESPOND.

ARE WE ABLE TO RESPOND IN TERMS OF STAFF, APPARATUS, EVERYTHING? I THINK I UNDERSTAND YOUR QUESTION A LITTLE BETTER NOW.

YES, WE WOULD NEED TO CALL FIREFIGHTERS BACK IN IF WE HAD A LARGE INCIDENT TO BE ABLE TO STAFF IT.

BUT WE CERTAINLY COULD STAFF BOTH TRUCKS WITH THE ADDITION OF THOSE FIREFIGHTERS COMING IN TO DO SO.

OKAY. THANK YOU. DR..

YES. THANK YOU. JUST REALLY QUICKLY, WHEN WAS OUR LAST FIRE STATION BUILT? OUR LAST FIRE STATION WAS BUILT IN 1989.

THAT WAS OUR FIRE STATION SIX.

YEAH. AND WE AFTER WE DID THE STANDARDS OF COVER, WE IDENTIFIED THAT WE WOULD LIKELY NEED MORE THAN JUST THE STATION SEVEN, WHICH IS WHY WE'RE PLANNING FOR STATION SEVEN. IS THAT ACCURATE AS WELL? THAT'S ACCURATE. IN THE REPORT ITSELF, IT MENTIONS A STATION 8 AND A STATION 9.

THOSE WOULD BE STATIONS THAT WE WOULD LOOK AT IF THERE'S ANY FUTURE INFILL OR GROWTH.

AND ALSO AFTER WE LOOK AND EVALUATE WHAT THE IMPACTS HAVE ALREADY BEEN OF ADDING THESE ADDITIONAL RESOURCES AND AN ADDITIONAL FIRE STATION.

GREAT. AND THEN I KNOW YOU MENTIONED A LONG TERM STRATEGY.

AND OF COURSE, WE HAD TO TAKE A PAUSE ON STATION FOUR AND JUST WANTED TO ASK.

I KNOW AT THE TIME WE HAD MENTIONED THAT LIKELY IN THE FUTURE WE'D BE UPDATING SOME OF THE OTHER STATIONS AS WELL AND WOULD TAKE A LOOK AT STATION FOUR AT THE SAME TIME.

IS THAT STILL IN THE PIPELINE FURTHER DOWN THE ROAD? THAT IS THAT'S THE PURPOSE OF THE WE'RE CALLING IT A FIRE STATION MASTER PLAN.

SO WHEN WE LOOK AT THAT MASTER PLAN, WE'RE GOING TO LOOK AT ALL THE DIFFERENT VARIOUS NEEDS WITH THROUGHOUT ALL THE FIRE STATIONS THEMSELVES AND SEE IF THERE IS A NEED TO REMODEL.

SOME OF THE FIRE STATIONS WERE NOT BUILT WITH THE ABILITY TO EXPAND OR GROW IN TERMS OF BEDROOMS OR LIVING SPACE OR EVEN SPACE FOR APPARATUS.

SO STATION FOUR IS ONE OF THOSE THAT WOULD BE INCLUDED IN THAT STUDY AND ONE THAT WE WOULD LOOK AT.

GREAT. THANK YOU. ARE YOU SURE ABOUT THE FIRE STATION? WHAT'S THE FIRE STATION ON CANNON? FIRE STATION ON CANNON STATION.

FIRE STATION THREE? YEAH. SO THAT WAS THE NEWEST FIRE STATION BUILT, WAS IT NOT? THAT WAS A REBUILD.

I THINK THE QUESTION WAS, WHEN WAS THE LAST ONE THAT WE ADDED, SIR.

OH WAS IT ADDED.

I THOUGHT YOU SAID LAST ONE BUILT.

OKAY, I STAND CORRECTED.

OKAY. THANK YOU.

GOOD EVENING, MAYOR, MAYOR PRO TEM AND COUNCIL MEMBERS.

MY NAME IS PAZ GOMEZ, DEPUTY CITY MANAGER FOR PUBLIC WORKS.

SO THE PUBLIC WORKS BRANCH COMPRISES FIVE DEPARTMENTS CONSTRUCTION MANAGEMENT AND INSPECTION.

ENVIRONMENTAL MANAGEMENT.

FLEET AND FACILITIES.

TRANSPORTATION AND UTILITIES.

SOME OF THE DAY TO DAY SERVICES PROVIDED BY THIS BRANCH INCLUDE MANAGING PRESERVATION OF 6200 ACRES OF PROTECTED WILDLIFE HABITAT.

OVERSEEING CONTRACTED TRASH AND RECYCLING SERVICES FOR OVER 30,000 HOUSEHOLDS AND OVER 1700 BUSINESSES IN CARLSBAD.

MAINTAINING OUR 456 CITY OWNED FLEET VEHICLES.

REPAIRING OVER 30,000 SQUARE FEET OF SIDEWALK AND ASPHALT ANNUALLY.

REMOVING 1100 TONS OF DEBRIS THAT OTHERWISE WOULD POLLUTE THE CITY STORM DRAIN SYSTEM AND ENSURING STORMWATER COMPLIANCE THROUGH INSPECTIONS OF CONSTRUCTION PROJECTS AND STORM DRAIN SYSTEM.

[01:40:04]

SUPPLYING AND MAINTAINING OUR 4,441 FIRE HYDRANTS CITYWIDE AND MANAGING TO RECYCLE THE WATER SYSTEMS, THREE STORAGE TANKS, FOUR PUMP STATIONS, THREE PRESSURE REDUCING STATIONS, FIVE PRESSURE ZONES, 95 MILES OF PIPELINES, 815 VALVES, 961 METERS, AND A 7 MILLION GALLON PER DAY WATER RECYCLING PLANT AND MANAGING A SEWAGE COLLECTION SYSTEM THAT INCLUDES 11 WASTEWATER LIFT STATIONS AND WET WELLS, 265 MILES OF MAIN LINES AND 6056 ACCESS HOLES.

OUR PROPOSED CHANGES IS IN SUPPORT OF THE COUNCIL GOAL FOR QUALITY OF LIFE AND SAFETY INCLUDES ONE NEW TEMPORARY FOR ONLY FIVE YEARS, A FULL TIME SENIOR ENGINEER POSITION THAT WILL HELP ACCELERATE THE COMPLETION OF OUR FACILITIES PROJECTS IN THE CAPITAL IMPROVEMENT PROGRAM.

WE ALSO PROPOSE TO INCREASE THE NUMBER OF RESIDENTIAL TRAFFIC STUDIES TO ADDRESS SPEEDING AND SAFETY CONCERNS IN OUR NEIGHBORHOODS.

AND WE PROPOSE ADDITIONAL PRESSURE WASHING TO KEEP THE VILLAGE AND UPPER SEAWALL CLEAN AND WELCOMING.

AND WE PROPOSE A NEW SAFE ROUTES TO SCHOOL PROGRAM TO FACILITATE MORE FAMILIES WALKING AND BIKING TO SCHOOL, HELPING FULFILL OUR CLIMATE ACTION PLAN GOALS.

IN SUPPORT OF ENVIRONMENTAL SUSTAINABILITY WE ARE PROPOSING NEW ENVIRONMENTAL INITIATIVES TO REDUCE THE WASTE THAT'S GOING TO OUR LANDFILLS.

AND WE'RE PROPOSING A DEPARTMENT NAME CHANGE FROM ENVIRONMENTAL MANAGEMENT TO ENVIRONMENTAL SUSTAINABILITY IN KEEPING WITH CITY COUNCIL'S GOAL. WE ALSO HAVE INCREASED COSTS THAT WILL BE REALIZED WITH ELECTRICITY COSTS FOR THE CITY'S FARADAY ADMINISTRATION BUILDING, AS WELL AS THE INCREASED COST OF WATER DUE TO THE ONGOING DROUGHT AND COMPETING WATER NEEDS IN THE STATE.

FOR PERSONNEL CHANGES WE ALSO PROPOSE ONE NEW FULL TIME MANAGEMENT ANALYST IN THE UTILITIES DEPARTMENT FOR OPERATIONAL EFFICIENCY AND TO ASSUME ADDITIONAL FINANCIAL MODELING ACTIVITIES AND ONE NEW FULL TIME UTILITY LOCATER POSITION TO PROVIDE UTILITY MARK OUTS MORE EFFICIENTLY AND COST EFFECTIVELY THAN THROUGH A CONTRACTOR, WHICH WOULD COST $311,400 AS COMPARED TO $116,480 FOR A FULLY BURDENED STAFF, WHICH IS $195,000 LESS.

WE ALSO PROPOSE TO RECLASSIFY THREE POSITIONS TO RECOGNIZE THE LEVELS OF RESPONSIBILITY FOR CRITICAL MANAGEMENT OF OUR RESERVOIR LEVELS AND MAINTAINING THE WATER QUALITY AND RELIABILITY, OR AVAILABILITY THAT WILL BE OUR UTILITY SUPERVISOR TO SUPERINTENDENT, A WATER SYSTEMS OPERATOR THREE TO A UTILITIES SUPERVISOR AND A WATER SYSTEMS OPERATOR 2 TO A 3.

SO SOME SAVINGS AND EFFICIENCIES PROPOSED INCLUDE USING OUR COOPERATIVE PURCHASING AGREEMENTS FOR OUR FLEET VEHICLES AND HAVING A ONE PART TIME POSITION TO UTILIZE OUR RETIRED ANNUITANTS AND HER EXPERTISE AND SYSTEM KNOWLEDGE OF THE RECYCLED WATER SYSTEM, WHICH WAS FORMERLY A FULL TIME POSITION AND $195,000 SAVINGS THAT WE DISCUSS WITH A UTILITY LOCATOR.

SO WANTED TO POINT OUT THAT UNDER THE FULL TIME PERSONNEL, THE PROPOSED INCREASE IS A TOTAL OF FIVE FTES AS COMPARED TO THE ADOPTED FY 2021-22 BUDGET.

AND THIS INCLUDES SIX FTES THAT WERE PREVIOUSLY APPROVED BY CITY COUNCIL FOR OUR SUSTAINABLE MATERIALS MANAGEMENT POSITIONS.

SIX PLUS THE THREE THAT WE ARE PROPOSING FOR NEXT FISCAL YEAR THAT I HAD JUST DESCRIBED, AND THEN SUBTRACTING FOUR FTES THAT ARE BEING PROPOSED TO BE REASSIGNED TO OTHER DEPARTMENTS AS PART OF ORGANIZATIONAL RESTRUCTURING.

SO IN TOTAL, THE PUBLIC WORKS BRANCH IS PROPOSING AN INCREASE OF 6% NEXT FISCAL YEAR.

THIS CONCLUDES MY PRESENTATION, AND UNLESS YOU HAVE ANY QUESTIONS, I WILL TURN IT OVER TO GARY BARBERIO, OUR DEPUTY CITY MANAGER.

TELL ME WHAT A DATA ANALYTICS EMPLOYEE DOES.

ISN'T THAT WHAT YOU MENTIONED IN HERE? ADDITION OF.

NO SIR, THE UTILITY LOCATOR PERHAPS.

[01:45:01]

OH, I'M SORRY. THE FULL TIME YEAH, WHAT DOES THAT PERSON DO? SO FOR THE BUDGET THAT WE PREPARE, FOR EXAMPLE, SIMILAR TO, FOR EXAMPLE, WHAT THE POLICE DEPARTMENT HAD MENTIONED EARLIER WITH REGARDS TO THE GRANTS AND THINGS ALONG THOSE LINES FOR UTILITIES, WHAT WE HAVE IS FINANCIAL MODELING THAT IS DONE IN PREPARATION FOR OUR COST OF SERVICES STUDIES.

AND SO IN ADDITION TO WHETHER IT'S FOR GRANTS AND OUR UTILITIES AND IN PREPARATIONS FOR ALL OF OUR UTILITIES THAT WOULD BE INCORPORATED, LOOKING AT THE ANALYTICS, FOR EXAMPLE, THAT'S ASSOCIATED WITH A UTILITIES.

WHO DOES THAT JOB NOW? SO WE HAVE A SENIOR MANAGEMENT ANALYST.

SO ONE PERSON THAT DOES SOME OF THE WORK.

IT USED TO BE THAT SEVERAL YEARS AGO, IT WAS DEFINITELY BEFORE MY TIME.

THE UTILITIES DEPARTMENT DID PREVIOUSLY HAVE BOTH ONE SENIOR MANAGEMENT ANALYST AS WELL AS A MANAGEMENT ANALYST.

THE LEVEL OF EFFORT THAT WAS DONE AS WELL WAS PREVIOUSLY ABSORBED AND ASSISTED THROUGH THE FINANCE DEPARTMENT AS WELL. SO THAT IS NO LONGER BEING DONE AT FINANCE.

IT RIGHTFULLY BELONGS IN THE UTILITIES DEPARTMENT.

THANK YOU. YES, SIR.

MR. NORBY. THANK YOU.

SO FOCUSING ON THE TRANSPORTATION, OUR COUNCIL HAS GONE THROUGH STRATEGIC PLANNING.

WE'RE NOT DONE WITH THAT YET.

IT WILL HAPPEN IN LATER IN JULY OR JUNE.

SO ONE OF THE THINGS THAT HAS HAPPENED IS WE'VE REMOVED A 400 TO 800 MILLION, $600 MILLION DOLLAR PROJECT, WHICH IS A TRENCH PROJECT.

AND THEN THE COUNCIL GOAL IS TO KIND OF FOCUS ON NEXT STEPS AND HOW WE CAN MOVE THIS FORWARD FASTER.

WITH RESPECT TO THE TECHNICAL STUDIES THAT ARE OF SOME COSTS IN TERMS OF ENGINEERING AS WE RAMP UP TO A PROJECT AND BEING IMPACTFUL ON THAT AND USING SOME CITY RESOURCES IN THAT. BUT THIS BUDGET DOESN'T INCLUDE ANY FUNDS FOR DOING THAT, RIGHT? CORRECT. SO THAT'S JUST SOMETHING THAT WE HAVE TO DO LATER IF WE WANT TO DO OR DESCRIBE LATER.

BUT YOUR BUDGET DOESN'T INCLUDE THAT NUMBER.

THAT IS CORRECT SIR. OKAY. THANK YOU.

GOING BACK TO MR. BLACKBURN'S QUESTION, AND IT'S THE ONE THAT'S SLIDE THAT'S UP THERE, THE 311.

YES, SIR. IS THAT A CONTRACTOR.

YES SIR. THAT YOU'RE GOING TO ELIMINATE? NOT ELIMINATE, JUST NOT UTILIZE? I GUESS IS THE DIFFERENCE.

WHAT'S THE DIFFERENCE? SO WHEN WE HAVE SOME CONTRACTS, FOR EXAMPLE, IN THIS PARTICULAR CASE, IT WOULD BE MORE AS WE ISSUE TASK ORDERS TO THAT PARTICULAR CONTRACTOR. SO WE WOULD NOT BE DOING THAT.

SO WE WOULD NOT BE UTILIZING A CONTRACTOR.

OKAY. SO THERE IS A NET SAVINGS THERE.

THERE IS A SAVINGS.

YES, SIR. OKAY.

THANK YOU. YES.

COUNCIL MEMBER ACOSTA, THANK YOU.

THANK YOU FOR ALL OF THIS GREAT INFORMATION JUST ON THIS LAST ONE, THE RECLASSIFYING, THE THREE POSITIONS.

YES. IT KIND OF LOOKS LIKE EVERYONE'S GETTING A PROMOTION BECAUSE THEY'RE DOING SUCH CRITICAL WORK.

WHAT IS THE COST ASSOCIATED WITH THAT? AND IS IS THAT COMPARABLE TO OTHER CITIES IN THE REGION? JUST AS THE POLICE DEPARTMENT, WHEN THEY WERE SHOWING AND THE FIRE DEPARTMENT WHEN THEY WERE SHOWING, WE LOOKED AT WHAT OTHER COMMUNITIES WERE DOING.

AND I JUST KIND OF WONDER HOW THIS COMPARES.

YES, MA'AM. AND THAT IS WHY WE ARE PROPOSING THAT THE EXACT DOLLAR AMOUNT, I THINK, LOOKS LIKE MR. KORACH IS LOOKING IT UP AND.

I CAN PROVIDE THAT INFORMATION IN JUST A MOMENT.

OKAY. THANK YOU.

THAT WAS MY ONLY QUESTION.

SO I'M KIND OF WAITING ON IT.

SORRY. NO PRESSURE.

YEAH.

WELL, ON EXHIBIT NUMBER TWO AND THREE, THERE IS A DETAILED LISTING OF ALL BUDGET REQUESTS WHICH INCLUDE THESE SPECIFIC PERSONNEL REQUESTS.

JUST OFF THE FLY, I'M MISSING ONE, BUT THE WATER SYSTEMS OPERATOR THREE AND TWO, THAT RECLASSIFICATION WOULD BE APPROXIMATELY 32, 33,000. I'M SORRY, EACH, 32? NO, COLLECTIVELY.

OKAY. FOR BOTH OF THOSE.

AND THEN WE'RE JUST MISSING UTILITY SUPERVISOR 2, UTILITIES SUPERINTENDENT.

THE PAY INCREASE THAT GOES WITH THAT PROMOTION, THAT WOULD BE $9,200 DOLLARS ANNUALLY.

[01:50:05]

SO TOTAL WE'RE LOOKING AT $40,000 DOLLARS.

THAT'S CORRECT. FOR THOSE THREE PROMOTIONS.

THANK YOU. WERE THERE ANY OTHER QUESTIONS, SIR? NO. YOU'RE GOOD. THANK YOU.

AND WITH THAT, MR. GARY BARBERIO, DEPUTY CITY MANAGER FOR COMMUNITY SERVICES.

THANK YOU. THANK YOU, PAZ.

MY NAME IS GARY BARBERIO, DEPUTY CITY MANAGER FOR OUR COMMUNITY SERVICES BRANCH.

FOR THE AUDIENCE THE COMMUNITY SERVICES BRANCH CONSISTS OF THE COMMUNITY DEVELOPMENT DEPARTMENT, THE HOUSING AND HOMELESS SERVICES DEPARTMENT, THE LIBRARY AND CULTURAL ARTS DEPARTMENT, THE PARKS AND RECREATION DEPARTMENT, AND WE ALSO HANDLE ALL OF THE CITY'S REAL ESTATE TRANSACTIONS.

SOME OF THE CORE DAY TO DAY WORK DONE OVER THE COURSE OF THE YEAR FOR COMMUNITY SERVICES INCLUDES OPERATING FIVE COMMUNITY CENTERS THROUGHOUT THE COMMUNITY THAT ARE OPEN A TOTAL OF APPROXIMATELY 17,000 HOURS ANNUALLY.

WE MAINTAIN THREE LIBRARY LOCATIONS THAT ARE OPEN A TOTAL OF 7,600 HOURS ANNUALLY.

WE HOSTED 110,000 SESSIONS ON THE PUBLIC COMPUTERS IN OUR THREE LIBRARIES.

WE CIRCULATED OVER 800,000 LIBRARY MATERIALS ON AN ANNUAL BASIS.

WE HOST MORE THAN A DOZEN CITY SPECIAL EVENTS ANNUALLY.

WE MAINTAIN 40 WORKS OF ART LOCATED THROUGHOUT THE CITY.

WE MAINTAIN 3339 ACRES OF PARKS AND 762 ACRES OF CITY OWNED HABITAT PRESERVES, URBAN FORESTS AND UNDEVELOPED LANDS.

WE ADD 500 TREES A YEAR TO THE CITY'S TREE CANOPY.

WE PROVIDE OVER 35,000 MEALS VIA THE SENIOR NUTRITION PROGRAM.

WE ASSIST OVER 500 INDIVIDUALS EXPERIENCING HOMELESSNESS ANNUALLY.

WE MANAGE A RENTAL ASSISTANCE PROGRAM SERVING OVER 550 HOUSEHOLDS.

WE PROCESS AN AVERAGE OF 4500 BUILDING PERMITS AND CONDUCT OVER 18,000 BUILDING INSPECTIONS EACH YEAR.

WE ALSO RESOLVE APPROXIMATELY 1200 CODE ENFORCEMENT CASES ANNUALLY.

OUR ASK IN THE COMING YEARS BUDGET FOR POSITIONS INCLUDES ONE NEW FULL TIME HOUSING ASSISTANT POSITION IN OUR SECTION 8 AFFORDABLE, SECTION 8 RENTAL ASSISTANCE PROGRAM.

THIS POSITION WOULD ALLOW US TO EXPAND OUR SECTION 8 PROGRAM ABOUT 10%.

WE CURRENTLY SERVE ABOUT 550 HOUSEHOLDS.

AND THIS WOULD ALLOW US TO INCREASE UP TO ABOUT 600 HOUSEHOLDS, APPROXIMATELY 60% MINIMUM OF THIS POSITION WOULD BE FUNDED FROM THE FUNDS COMING FROM THE FEDERAL GOVERNMENT FOR SECTION 8 WITH THE REMAINDER BALANCE OF THE FUNDS COMING FROM OUR HOUSING TRUST FUND.

SO THERE IS NO IMPACT ON THE GENERAL FUND WITH THAT POSITION.

WE ARE ASKING FOR FUNDS IN THIS BUDGET TO CONTINUE TO IMPLEMENT THE CITY COUNCIL ADOPTED WORK PLAN FOR YOUR HOMELESSNESS GOAL.

ITEM FOUR EARLIER THIS EVENING WAS ONE OF THOSE WORK PLAN ITEMS. SINCE JULY OF LAST YEAR, WE'VE BEEN KEEPING THE COUNCIL INFORMED OF OUR CHALLENGES WITH HIRING ENOUGH PART TIME LIFEGUARDS TO OPERATE BOTH OF OUR TWO AQUATIC CENTERS.

AND SO IN THIS BUDGET, WE ARE ASKING TO CREATE FOUR NEW SENIOR LIFEGUARD POSITIONS.

THREE OF THOSE POSITIONS WOULD BE CREATED BY CONVERTING 6.6 PART TIME FTES TO THE THREE FULL TIME FTES.

SO THAT IS COST NEUTRAL.

SO THE FULLY LOADED THREE NEW FTES ARE EQUAL TO THE MONEY WE WOULD BE SPENDING ON THOSE 6.6 PART TIME FTES.

AND THEN THE LAST POSITION IS IN OUR PARKS DEPARTMENT.

IT'S A FIVE YEAR TEMPORARY POSITION ASK FOR A PARKS PLANNER, AND THIS POSITION WOULD ALLOW US TO ACCELERATE THE BUILD OUT OF OUR PARK SYSTEM.

PRIMARILY, IT WOULD BE FOCUSED ON THE BUILDING OF VETERANS MEMORIAL AND THE PLANNING AND BUILDING OF ROBERTSON RANCH PARK AND THE BUILD OUT OF THE ZONE 5 PARK, WHICH IS THE PARK ACROSS THE STREET FROM THE FARADAY CENTER.

THOSE LAST TWO PARKS, ROBERTSON RANCH AND ZONE 5 PARK WOULD ALLOW US THE ABILITY TO ADD ADDITIONAL FIELDS.

AND AS COUNCIL'S WHERE WE HAVE A CRITICAL NEED FOR FIELDS FOR ALL OF OUR YOUTH SPORTS PROGRAMS.

[01:55:02]

WE HAVE TAKEN ON SOME NEW PARK FACILITIES OVER THE PAST YEAR, BUENA VISTA RESERVOIR PARK, THE NEW CALAVERA GATEWAY.

AND VERY SHORTLY WE'LL BE OPENING THE NEW DOG PARK AT POINSETTIA PARK.

AND WITH THAT COMES ADDITIONAL MAINTENANCE COSTS, AND THAT'S REFLECTED IN OUR BUDGET ASK.

ANOTHER PROGRAM TO HIGHLIGHT IS A NEW BEACH CLEANUP EVENT PROPOSED BY OUR BEACH PRESERVATION COMMISSION.

THIS IS FOCUSED ON THE NORTH BEACH, THE AREA OF THE BEACH THE CITY MANAGES.

ON THIS NEXT SLIDE, WE ARE ASKING FOR FUNDS TO GROW OUR COMMUNITY ARTS GRANTS PROGRAM BY 10%.

AND THEN OUR BUDGET ASK INCLUDES ADDITIONAL FUNDS DUE TO INCREASES IN OUR MAINTENANCE COSTS NEEDS IN OUR MAINTENANCE CONTRACTS, AS WELL AS THE GENERAL INFLATIONARY INCREASES IN THE COST OF GOODS AND UTILITIES.

IN THE AREA OF SAVINGS AND EFFICIENCIES THIS PAST YEAR, WE STOOD UP THE NEW HOUSING AND HOMELESS SERVICES DEPARTMENT, WHICH IS FOCUSED ON ALL THE CONTINUUM OF HOMELESSNESS TO HOUSING AND THE COUNCIL'S WORK PLAN FOR YOUR HOMELESSNESS GOAL.

WE DID SPLIT OFF AND CREATED A CODE STANDALONE CODE ENFORCEMENT DIVISION THAT WAS CURRENTLY PREVIOUSLY HOUSED WITHIN BUILDING AND CODE ENFORCEMENT.

AND BY SPLITTING IT APART, THEY ARE ABLE TO FOCUS SPECIFICALLY ON RESOLVING ALL THE COMMUNITY CODE ENFORCEMENT COMPLAINTS THAT COME TO US. AND THEN LASTLY, AS I MENTIONED EARLIER, THE ELIMINATION OF THOSE 6.6 PART TIME POSITIONS AND CONVERSION TO THREE FULL TIME IS COST NEUTRAL AND WILL ALLOW US TO MORE EFFECTIVELY STAFF AND OPERATE OUR TWO POOL FACILITIES.

OUR SUMMARY SLIDE.

A COUPLE OF THINGS TO POINT OUT ON THE FULL TIME PERSONNEL LINE.

YOU'LL SEE AN INCREASE OF 3.5 POSITIONS.

THOSE THREE POSITIONS ARE THE HOUSING ASSISTANT, THE ONE FULL TIME LIFEGUARD THAT IS NOT FUNDED THROUGH THE PART TIME TO FULL TIME CONVERSION AND THEN THE TEMPORARY FIVE YEAR PARKS PLANNER.

THE OTHER 0.5 POSITION WAS A MID-YEAR BUDGET ADJUSTMENT DONE FOR LIBRARY, HALF POSITION INCREASE.

AND SO WE'RE CARRYING THAT OVER INTO THE NEXT BUDGET.

AND OVERALL, IN THE BOTTOM LINE THE COMMUNITY SERVICES BUDGET IS INCREASING BY 5%.

IF THERE ARE NO QUESTIONS I WILL PASS THE.

OH COUNCIL MEMBER ACOSTA.

THANK YOU VERY MUCH FOR THE PRESENTATION.

MY FIRST QUESTION IS ABOUT THE LIFEGUARDS, BECAUSE I UNDERSTOOD THAT PART OF THE PROBLEM WAS THE LACK OF PEOPLE WILLING TO BE LIFEGUARDS, THAT THERE'S A SHORTAGE OF LIFEGUARD EMPLOYEES OUT THERE.

SO CONVERTING PART TIME POSITIONS TO FULL TIME ACTUALLY MIGHT EXACERBATE OR WORSEN THE PROBLEM IN THAT HAVING THE PART TIME LIFEGUARDS WE'RE LURING PEOPLE IN WITH THIS PART TIME.

I'M WONDERING WHAT THE SITUATION IS NOW.

ARE THERE ALL OF A SUDDEN A LOT MORE LIFEGUARDS? I KNOW THE CITY FROM LEGISLATIVE SUBCOMMITTEE WERE WORKING ON ACTUALLY ALLOWING CERTIFICATION FOR BEACH LIFEGUARDS TO BE USED FOR POOL LIFEGUARDS FOR CITY POOL LIFEGUARDS.

BUT THAT'S SOMETHING A DIFFERENT THING THAT WE'RE TRYING TO DO BECAUSE LIFEGUARD SHORTAGES ARE ACTUALLY A PROBLEM ALL OVER THE STATE OF CALIFORNIA.

SO I'M JUST WONDERING IF JUST QUESTIONING THE IDEA BEHIND CONVERTING PART TIME INTO FULL TIME POSITIONS FOR THIS.

YES. SO AS I SAID, WE'VE BEEN KEEPING THE COUNCIL INFORMED SINCE LAST JULY ON OUR CHALLENGES WITH HIRING IN THE AREA OF LIFEGUARDS.

AND WE'VE TRIED A NUMBER OF THINGS TO ADDRESS THE PROBLEM, DIFFERENT WAYS OF ADVERTISING, INCREASING THE PART TIME SALARY, STARTING SALARIES FOR LIFEGUARDS.

WE WERE ABLE TO SECURE A TEMPORARY.

THERE'S A DIFFERENCE BETWEEN OPEN BEACH LIFEGUARDS AND THEIR CERTIFICATION AND A POOL LIFEGUARD CERTIFICATION AND YOU WOULD THINK A OCEAN LIFEGUARD WOULD BE ABLE TO HANDLE AND THEY PROBABLY COULD HANDLE LIFEGUARDING A POOL, BUT FROM THE STATE CODE, THEY AREN'T QUALIFIED BECAUSE THEY DON'T HAVE THE RIGHT CERTIFICATIONS. SO WE DID GET SOME INTERIM RELIEF FROM THAT AND WE'RE ALSO PROPOSING LEGISLATION THAT'S WORKING ITS WAY THROUGH.

IN SEPTEMBER, WE INFORMED THE COUNCIL THROUGH A CITY COUNCIL MEMO THAT WE ACTUALLY CREATED FOUR PROVISIONAL SENIOR LIFEGUARD

[02:00:01]

THOSE WERE PROVISIONAL.

WE'RE ASKING TO MAKE THOSE PERMANENT THROUGH THIS BUDGET.

THEY ARE OCCUPIED NOW AS PROVISIONAL.

AND WHAT WE FOUND IS SO YOU CAN ASK A PART TIME EMPLOYEE IF YOU CAN GET THEM TO HIRE ON YOU CAN ASK THEM, ARE YOU WILLING TO WORK? WITH THE FULL TIME EMPLOYEES THEY'RE 40 HOUR A WEEK.

YOU CAN SET THEIR SCHEDULE.

IT'S PART OF THE HIRING PROCESS.

YOU'RE GOING TO BE WORKING THIS SHIFT FROM 6:30 TO X MONDAY THROUGH FRIDAY.

AND SO THAT'S HOW WE WERE ABLE TO NORMALIZE SOME OF THE OPERATING HOURS AT MONROE STREET POOL AND GET MORE MORNING HOURS THERE.

AND GOING FORWARD, WE FEEL WE NEED TO DO THIS ON A PERMANENT BASIS TO GIVE US THE FLEXIBILITY ON A PERMANENT FULL TIME STAFF.

I DON'T THINK WE COULD EVER CONVERT ALL OF OUR PART TIMERS TO FULL TIMERS.

THAT WOULDN'T BE WHAT WE NEED.

WE HAVE PEAKS IN SPRING TIME, WE HAVE PEAKS IN THE SUMMER SEASON.

BUT YEAR ROUND WE DO HAVE A NEED FOR THESE FOUR FULL TIME POSITIONS.

AND AS I MENTIONED, THE CONVERSION IS COST NEUTRAL.

OKAY. THANK YOU SO MUCH.

I DO KNOW TWO PART TIME LIFEGUARDS, THEY ARE BOTH STUDENTS AND NEITHER WOULD BE ABLE THEY'RE BOTH AT ALGA NORTE AND THEY WOULDN'T BE ABLE TO GO TO SENIOR.

SO I'M JUST KIND OF MAKING SURE THAT WE STILL HAVE THE PART TIME OPPORTUNITIES.

OTHERWISE WE'RE NOT GOING TO HAVE STUDENTS BE ABLE TO LIFEGUARD AT OUR POOLS.

WE HAVE A LIFEGUARD POSITION PART TIME.

WE HAVE A SENIOR LIFEGUARD POSITION PART TIME.

AND THEN WITH THIS, THEN WE HAVE FOUR FULL TIME SENIOR LIFEGUARDS.

AND YOU'RE RIGHT, MANY OF OUR PART TIMERS ARE SCHOOL STUDENTS.

THEY CAN'T WORK IN THE MORNING OR THE AFTERNOON WHEN THEY HAVE CLASS.

SO THAT'S WHY THE NEED FOR THE FOUR PERMANENT ONES THAT ARE ON A FULL TIME SCHEDULE AND THEY'RE DEDICATED.

OKAY. I THINK THE LAST THING I WOULD SAY ON THOSE FOUR POSITIONS AND ACTUALLY ALL THE BRANCH ASKS, THEY'RE ALL NON MANAGEMENT POSITIONS.

SO STAFF LEVEL.

GREAT. THANK YOU. AND JUST TO CONFIRM THAT THE I KNOW YOU SAID IT AND IT SAYS IT RIGHT HERE, THOSE 6.6 PART TIME FTES, WELL, PART TIME EMPLOYEES WOULD BE TURNED INTO THREE FULL TIME AND THAT WOULD BE COST NEUTRAL.

YOU'VE SAID IT. AND I JUST WANT TO CONFIRM BECAUSE USUALLY IT'S NOT APPLES TO APPLES PART TIME DOES NOT EQUAL FULL TIME WITH ALL OF THE ADDITIONAL BENEFITS THAT THEY RECEIVE.

SO I JUST WANT TO CONFIRM THAT.

YEAH, DEFINITELY NOT ON A 1 TO 1 RATIO, BUT THIS IS A 2.2 TO 1 RATIO.

AND IT IS WE'RE LOOKING AT THOSE FULL TIME POSITIONS FULLY BURDENED AND THE COST OF THE PART TIMERS AND THEY'VE TOLD US THAT SO FINANCE HAS. IT IS COST NEUTRAL AND IN FACT, THERE'S JUST A SMALL AMOUNT OF SAVINGS ON AN ANNUAL BASIS.

OKAY, GREAT. THANK YOU.

AND THEN JUST A QUICK QUESTION ABOUT THE FIRST ONE, THE NEW FULL TIME HOUSING ASSISTANT POSITION I HEARD IN THE PRESENTATION.

MR. BARBERIO, YOU SAID 10% ADDITIONAL WORK WOULD BE ABLE TO ADDITIONAL SECTION 8 HOUSING PLACEMENTS WOULD BE ACHIEVED BY HAVING THIS NEW PERSON.

YES. AND I WAS JUST WONDERING ABOUT THAT BECAUSE IT SEEMED THAT THE PROBLEM IS THE SUPPLY.

I THOUGHT WE HAD LONG WAITING LISTS FOR SECTION EIGHT HOUSING.

SO IT'S NOT THAT WE HAVE A HARD TIME WITH THE STAFF, IT'S ACTUALLY THAT THERE'S NO SUPPLY, THERE'S NO ROOM FOR PEOPLE TO GET IN.

SO I WAS JUST CURIOUS.

SO THE SECTION 8 PROGRAM IS VERY, LET'S JUST SAY PAPER INTENSIVE AN REPORTING INTENSIVE.

THE CHALLENGE WITH PULLING PEOPLE OFF THE WAITING LISTS IS STAFFING.

SO THIS NEW POSITION WILL ALLOW US TO PULL UP TO 50 ADDITIONAL HOUSEHOLDS OFF THE WAITING LIST AND RAISE OUR SERVICE LEVEL FROM ABOUT 550 TO 600 OR SO.

THE FEDERAL GOVERNMENT WILL GIVE US THAT MONEY.

WE CAN USE A PORTION OF THAT FOR THE ADMINISTRATION OR THE ADMIN COSTS ASSOCIATED WITH THAT POSITION.

AND THE REMAINDER BALANCE WOULD BE COMING FROM THE HOUSING TRUST FUND, WHICH IS CONSISTENT WITH THE HOUSING TRUST FUND POLICY THAT THE COUNCIL HAS.

WONDERFUL. AND JUST TO CONFIRM WHAT YOU JUST SAID AND WHAT YOU SAID EARLIER, THIS POSITION WOULD BE GREATLY REIMBURSED BY THE FEDERAL GOVERNMENT.

RIGHT? YES, WE BELIEVE AT LEAST 60%, IF NOT MORE.

60 PERCENT. THAT'S WONDERFUL NEWS.

THANK YOU. DR.

BHAT-PATEL. YES.

THANK YOU AND THANK YOU FOR THE PRESENTATION.

JUST A REALLY QUICK QUESTION ON THE LAST BULLET POINT HERE IN TERMS OF THE ONE NEW TEMPORARY PARKS PLANNER.

SO JUST WANTED TO ASK WHO CURRENTLY HANDLES PARK PLANNING? WE HAVE A PARKS PLANNING DIVISION.

THERE'S A PARKS PLANNER, PLANNING MANAGER.

AND CURRENTLY WE HAVE TWO PARKS PLANNERS UNDER THAT.

THIS THIRD POSITION WOULD ALLOW US TO BRING ON PARKS SOONER.

[02:05:04]

OKAY. AND I KNOW IT'S MENTIONED THAT IT'S TEMPORARY AND WE'VE DISCUSSED THAT.

WHAT'S THE COST ASSOCIATED WITH IT FOR THIS YEAR AND THEN OVER THE COURSE OF THE FIVE YEARS? I DON'T HAVE THAT NUMBER IN MY HEAD, ZACH.

THANK YOU. I'LL FIND THAT RIGHT NOW.

THANK YOU. ANY OTHER QUESTIONS? ACTUALLY, I HAVE A QUICK QUESTION.

I'M SORRY. RELATED TO WHAT'S BEING RESEARCHED RIGHT NOW.

DO WE CURRENTLY OR HAVE WE HAD A PRACTICE OF HAVING THESE FIVE YEAR TEMPORARY FULL TIME POSITIONS? IT SOUNDS LIKE A GREAT IDEA, BUT I JUST HOPE THAT IT WORKS OUT THAT AT THE END OF THE FIVE YEARS, AS THE POSITION SUNSETS, WE CAN EITHER COME BACK TO COUNCIL AND LOOK AT AN EXTENSION OR CONVERTING THAT POSITION.

BUT THERE'S NOT A PROBLEM WITH IT SUNSETTING AFTER FIVE YEARS, RIGHT? THERE IS NOT. SO WE TREAT IT AS A LIMITED POSITION.

AND SO PARTICULARLY IN THE EVENT THAT COUNCIL AUTHORIZES IT, THERE WOULD BE A SUNSET THAT'S BASICALLY CODED IN WITH THAT POSITION.

SO SO THAT WAY WE KNOW THAT, OKAY, IT'S THREE YEARS NOW IT'S TWO YEARS TELL THE EMPLOYEE HEY, THIS IS THE LAST YEAR THAT THE POSITION IS ALLOWED UNLESS COUNCIL REAUTHORIZES.

BUT YES THAT HAS BEEN DONE IN CARLSBAD FOR A NUMBER OF YEARS.

YEAH. AND SUCCESSFULLY TOO.

ONE OF OUR PARKS PLANNERS WAS HIRED AS A TEMPORARY PARKS PLANNER.

ANOTHER ONE RETIRED AND THEY SLID OVER.

SO WE DIDN'T HAVE THAT EXTRA POSITION ANYMORE, BUT IT WORKED OUT NICELY.

AND THE ANNUAL COST WOULD BE APPROXIMATELY $140,000.

SO OVER A FIVE YEAR PERIOD, ABOUT 700,000.

THANK YOU. THANKS GARY.

ALL RIGHT. WITH THAT, I WILL TURN IT OVER TO ASSISTANT CITY MANAGER JEFF PATNOE.

THANK YOU, GARY. JEFF PATNOE, ASSISTANT CITY MANAGER, LONGTIME LISTENER.

FIRST TIME BUDGET PRESENTER.

IT'S MY PLEASURE TODAY TO REVIEW THE POLICY AND LEADERSHIP GROUP BUDGET.

THE POLICY LEADERSHIP GROUP INCLUDES THE OFFICES OF THE CITY COUNCIL, CITY CLERK, CITY ATTORNEY, CITY MANAGER, PLUS THE COMMUNICATIONS AND ENGAGEMENT AND INTERGOVERNMENTAL AFFAIRS OFFICES.

SOME OF THE CORE SERVICES WE PROVIDE IN A TYPICAL YEAR INCLUDE RESPONDING TO 600 PUBLIC RECORDS ACT REQUESTS.

HANDLING, SCHEDULING, PUBLIC NOTICING AND OTHER SUPPORT FOR OVER 170 PUBLIC MEETINGS.

MAINTAINING THE CITY'S WEBSITE, WHICH INCLUDES OVER 1000 PAGES OF INFORMATION ABOUT CITY PROGRAMS AND SERVICES AND PROGRAMING A 24 SEVEN CITY CABLE CHANNEL. OUR INTERGOVERNMENTAL AFFAIRS DEPARTMENT HELPS ENSURE CARLSBAD'S INTERESTS ARE REPRESENTED WITH OUR STATE AND FEDERAL LAWMAKERS AND OVERSEES REGIONAL COLLABORATION EFFORTS SUCH AS OUR PARTICIPATION IN THE CLEAN ENERGY ALLIANCE.

THE MAIN CHANGE WE'RE PROPOSING FOR NEXT YEAR IS A ONE TIME COST TO THE CITY CLERK'S OFFICE BUDGET TO ADMINISTER THE NOVEMBER ELECTION.

AN EXAMPLE OF HOW WE HAVE WORKED TO MAKE OUR BUDGET DOLLARS GO FURTHER IS OUR NEW GRANT WRITING CONTRACTOR.

AS YOU CAN SEE, THIS INVESTMENT HAS MORE THAN PAID OFF.

WE'VE SPENT JUST OVER $73,000 AND RECEIVED IN EXCESS OF $5.6 MILLION DOLLARS IN GRANT FUNDING.

OUR BUDGET NUMBERS REFLECT ANOTHER CHANGE THAT RESULTED IN AN INCREASED EFFICIENCY AND AN ONGOING COST SAVINGS.

AT THE MID-YEAR BUDGET REVIEW, THE CITY COUNCIL APPROVED THE CONVERSION OF FOUR PART TIME POSITIONS TO TWO FULL TIME IN OUR COMMUNICATION AND ENGAGEMENT DEPARTMENT.

THIS CHANGE ALSO INCLUDED A REDUCTION OF THE OPERATIONS AND MAINTENANCE BUDGET BY $118,000, RESULTING IN ANNUAL SAVINGS OVERALL AND INCREASED SUPPORT FOR OUR COMMUNITY AND ENGAGEMENT PROGRAMS. NOW YOU'LL NOTICE AN INCREASE IN THE SPECIAL REVENUE FUND THAT COMES FROM CABLE FEES.

THIS IS A ONE TIME COST TO EXPAND OUR ABILITY TO LIVE STREAM LARGE COMMITTEE MEETINGS FROM THE FARADAY CENTER.

THE RESULT THEN, IS AN OVERALL 5% INCREASE IN THE BRANCH BUDGET AS A RESULT.

UNLESS THERE ARE ANY QUESTIONS TO THIS PARTICULAR SECTION, I'D LIKE TO TURN IT OVER TO DEPUTY CITY MANAGER FOR ADMINISTRATIVE SERVICES, LAURA ROCHA.

THANK YOU. ALL RIGHT.

WELL THE LAST BRANCH SUMMARY HERE IN OUR PRESENTATION.

SO YES.

GOOD EVENING MAYOR, MAYOR PRO TEM AND CITY COUNCIL MEMBERS FOR THE RECORD AGAIN, MY NAME IS LAURA ROCHA, DEPUTY CITY MANAGER FOR ADMINISTRATIVE SERVICES.

[02:10:09]

WE MANAGE 1,000 COMPUTERS, 300 SERVERS AND OVER 850 MOBILE DEVICES.

WE PREVENT NEARLY A MILLION ATTEMPTED HACKS.

WE PROCESS OVER 11,500 VENDOR PAYMENTS.

WE DELIVER 30 HOURS OF GROUP AND ONE ON ONE DATA ANALYTICS AND VISUALIZATION TRAININGS.

WE WORK ON BETWEEN 35 TO 40 BUSINESS EXPANSION, ATTRACTION AND RETENTION PROJECTS.

OVER THE LAST TWO YEARS THAT TOTALS ABOUT 85 COMPANIES THAT HAVE INVESTED $50 MILLION DOLLARS, SUPPORTED 11,400 JOBS, AND REPRESENT 1.4 BILLION IN ECONOMIC IMPACT.

WE MANAGE THE PROGRAM OF 100 LAMP POST BANNERS TO BEAUTIFY SEVEN RETAIL, COMMERCIAL AND COMMUNITY AREAS IN THE CITY THAT ARE CHANGED OUT THREE TIMES A YEAR TO HELP CREATE A SENSE OF PLACE AND SUPPORT SMALL BUSINESSES.

AND FINALLY, WHEN IT COMES TO A VIBRANT ECONOMY, TALENT MATTERS.

SO THE LIFE IN ACTION CAMPAIGN FEATURES ABOUT 240 LOCAL COMPANIES, GENERATING ABOUT 45,000 VIEWS.

THE RECRUITER PROGRAM DIRECTLY CONNECTS 175 JOB SEEKERS WITH LOCAL CARLSBAD COMPANIES.

THERE ARE TWO MAIN COUNCIL GOALS BEING SUPPORTED BY BUDGET PROPOSALS IN THIS BRANCH.

THE FIRST IS ECONOMIC VITALITY.

WE ARE PROPOSING TO EXPAND THE CITY'S LIGHT POST BANNER PROGRAM USES BY ADDING A TOTAL OF 76 NEW BANNER INSTALLATIONS IN THE NORTH, CENTRAL AND SOUTHERN CARLSBAD LOCATIONS, AGAIN, ENHANCING A SENSE OF PLACE AND PROMOTING CARLSBAD AS A DESTINATION.

WE ARE ALSO PROPOSING TO CONTINUE CONNECTING QUALITY TALENT TO OUR CARLSBAD COMPANIES BY BUILDING ON THE SUCCESSFUL LIFE IN ACTION RECRUITER PILOT PROGRAM. THE GOAL WOULD BE TO DOUBLE THE NUMBER OF JOB SEEKERS USING RECRUITER AND DOUBLE THE NUMBER OF COMPANIES THAT ARE PARTICIPATING IN THIS ONE OF A KIND IN THE REGION PROGRAM THAT CONNECTS QUALIFIED WORKERS DIRECTLY TO OUR CARLSBAD COMPANIES BASED ON SKILL AND JOB FIT.

UNDER THE COUNCIL GOAL OF ORGANIZATIONAL EXCELLENCE AND FISCAL HEALTH, WE WILL BE STANDING UP A NEW FRAUD AND ETHICS HOTLINE TO MODEL BEST PRACTICES FOR FISCAL RESPONSIBILITY AND LAUNCHING A NEW BUSINESS PROCESS IMPROVEMENT PROGRAM TO IDENTIFY OPERATIONAL RESOURCE EFFICIENCY OPPORTUNITIES.

WE ARE RESTORING COVID COSTS TO PROFESSIONAL TRAINING AND INDUSTRY CONFERENCES BECAUSE WE WANT OUR STAFF TO HAVE THE SKILLS AND BEST PRACTICE KNOWLEDGE TO DELIVER EXCELLENT SERVICE AND PROJECTS.

AND INCREASING FOR TECHNICAL SUPPORT, TO DEVELOP MORE DATA AND GEOGRAPHIC INFORMATION SYSTEMS PROJECTS, AND DELIVER THEM MORE QUICKLY TO IMPROVE OPERATIONS AND CREATE A BETTER CUSTOMER EXPERIENCE.

IN TERMS OF PERSONNEL CHANGES WE ARE PROPOSING TO.

WE ARE PROPOSING TO TAKE TWO PART TIME ADMINISTRATIVE POSITIONS AND CONVERT IT INTO ONE TIME POSITION RESPONSIBLE FOR WORKING ACROSS THE ORGANIZATION ON THE IMPLEMENTATION, MONITORING AND METRICS OF THE STRATEGIC PLAN AND OTHER COMPLEX PROJECTS.

THIS POSITION WOULD BE A TECHNICAL POSITION EXPERIENCED IN DATA ARCHITECTURE, USING DATA ANALYTICS TOOLS AND SUPPORTING DATA PROJECT DELIVERY SO THAT THEY CAN SUPPORT THE DEPARTMENTS IN REPORTING ON THE PROCESS AND PROGRESS OF THE STRATEGIC PLAN, GOALS, OBJECTIVES AND TASKS.

CURRENTLY, THAT DRAFT FORM THAT WE HAVE BEEN WORKING ON FOR THE STRAT PLAN, AGAIN WE HAVE THE FIVE GOALS WITH RELATIVELY OVER 30 OBJECTIVES AT THIS TIME AND OVER 90 ACTION PLANS.

SO WE'RE ALSO PROPOSING TO CHANGE A PART TIME TECHNOLOGY ADMINISTRATOR TO A FULL TIME CLIENT SYSTEMS ADMINISTRATOR TO BETTER SERVE THE CITY AND THE EMPLOYEES INFORMATION TECHNOLOGY NEEDS.

SOME OF THE SAVINGS AND EFFICIENCIES THIS PAST YEAR.

WE WERE ABLE TO REALIZE SIGNIFICANT SAVINGS THROUGH THE INNOVATION SPRINTS PROGRAM AND BUILDING IN-HOUSE DIGITAL SOLUTIONS TO REPLACE MANUAL PROCESSES.

AN ANALYSIS OF JUST A FEW OF THESE PROJECTS SHOWED THAT THE CITY GENERATED SAVINGS OF 2,365 STAFF HOURS, REPRESENTING APPROXIMATELY 225,000 INEFFICIENCIES BY HAVING STAFF BUILD SOLUTIONS IN-HOUSE AND AVOIDING THE NEED TO ACQUIRE NEW SOFTWARE

[02:15:07]

FOR EXAMPLE, WE RECENTLY SAVED APPROXIMATELY 140,000 FOR THE CITY'S DOMAIN MIGRATION PROJECT.

WE ARE USING AUTOMATION WHERE FEASIBLE FOR ROUTING REVIEW AND DIGITAL SIGNATURES WITH DIGITAL SOLUTIONS LIKE DOCUSIGN.

ANOTHER SIGNIFICANT AREA OF SAVINGS AND EFFICIENCY IS IN THE USE OF OUR IN-HOUSE TALENT AND HUMAN RESOURCES FOR SEVERAL OF OUR RECRUITMENTS AS SHOWN HERE.

SO THE NEXT SLIDE HERE IS THE ADMINISTRATIVE SERVICES BUDGET SUMMARY.

SEVERAL PERSONNEL REORGANIZATION CHANGES OCCURRED WITHIN THE BRANCH, BOTH DURING FISCAL YEAR 21-22 AND FOR THE PROPOSED FISCAL YEAR 22-23 BUDGET FOR BETTER OPERATIONAL EFFICIENCIES RESULTING IN AN 18% INCREASE.

OTHER CITY PERSONNEL BUDGETS WERE REDUCED ACCORDINGLY.

OVERALL, THE BRANCH INCREASED 11% OVER PRIOR YEAR, MOSTLY ATTRIBUTABLE TO THESE PERSONNEL REORGANIZATIONS AND CITY INTERNAL SERVICE CHARGES FOR INFORMATION TECHNOLOGY, WORKER'S COMP, RISK AND FLEET.

SO NOW I WOULD LIKE TO TURN THE PRESENTATION OVER TO OUR CITY'S FINANCE DIRECTOR, ZACH KORACH.

THANK YOU, LAUREN. OH.

YEAH. OKAY, GREAT.

FOR THE RECORD, ZACH KORACH FINANCE DIRECTOR, AS MENTIONED, I WILL BE COVERING THE CITY'S PROJECTED REVENUES AND PROPOSED EXPENDITURES FOR THE UPCOMING FISCAL YEAR.

SO STARTING WITH THE CITY WIDE REVENUES COMING IN AT JUST UNDER $340 MILLION DOLLARS CONSISTENT WITH PREVIOUS FISCAL YEARS, THE GENERAL FUND IS RESPONSIBLE FOR NEARLY 60% OR JUST UNDER $200 MILLION DOLLARS OF THE CITY'S TOTAL REVENUES.

THAT IS NEXT, FOLLOWED BY THE CITY'S ENTERPRISE FUNDS AT APPROXIMATELY $90 MILLION DOLLARS OR 26%.

HERE'S A LOOK AT THE SAME INFORMATION PRESENTED NUMERICALLY AND IN COMPARISON WITH CURRENT YEAR ESTIMATES.

THE COLUMN ON THE FAR LEFT REPRESENTS WHERE WE ANTICIPATE CITYWIDE REVENUES TO END THE CURRENT FISCAL YEAR.

I WOULD LIKE TO FOCUS ON THE FIRST ROW, THE GENERAL FUND AND PROVIDE A LITTLE BIT OF CONTEXT AND EXPLANATION AS TO WHY STAFF ARE ANTICIPATING A $6.2 MILLION DOLLAR OR 3% REDUCTION IN REVENUES YEAR OVER YEAR.

AND IT'S FOR A COUPLE OF REASONS.

FIRST IS THE AMERICAN RESCUE PLAN ACT OF 2021.

AS YOU'LL RECALL, THE CITY OF CARLSBAD WAS AWARDED AMERICAN RESCUE PLAN FUNDING TOTALING $12.6 MILLION DOLLARS THAT WAS RECEIVED IN TWO ANNUAL PAYMENTS.

THE CITY RECEIVED $6.3 MILLION DOLLARS IN FISCAL YEAR 21 AND IS EXPECTED TO RECEIVE AN ADDITIONAL AND FINAL $6.3 MILLION DOLLARS PAYMENT BEFORE THE END OF THIS FISCAL YEAR. WHAT'S DRIVING THE MAJORITY OF THIS GENERAL FUND REDUCTION YEAR OVER YEAR IS THAT THE AMERICAN RESCUE PLAN FUNDING WILL END AND WE WILL NOT BE RECEIVING ANY ADDITIONAL FUNDING IN FISCAL YEAR 22-23.

ADDITIONALLY, I WOULD LIKE TO HIGHLIGHT THE $204.9 MILLION DOLLARS THAT IS ESTIMATED IN THE GENERAL FUND IS GOING TO BE, IF ESTIMATIONS ARE CORRECT, HISTORIC HIGHS FOR THE CITY OF CARLSBAD AND A LOT OF THAT HAS TO DO WITH AN ACCELERATED RECOVERY IN THE GENERAL FUND, NAMELY OVER SALES TAX AND TRANSIENT OCCUPANCY TAX OR HOTEL TAX.

THIS ACCELERATED RECOVERY WAS DRIVEN BY PENT UP DEMAND, AND PART OF THE ANTICIPATED REDUCTION YEAR OVER YEAR IS THE ANTICIPATION THAT PENT UP DEMAND WILL DIMINISH OVER TIME, AND THESE HISTORIC HIGHS MAY NOT BE SUSTAINABLE FOR THE NEAR TERM.

THIS, COUPLED WITH IMPACTS ON SURROUNDING INFLATION AND IMPACTS TO DISPOSABLE INCOME AND IMPACTS TO TOURISM, ARE REALLY DRIVING CONSERVATIVE ESTIMATES THAT ALSO FACTOR IN TO THIS YEAR OVER YEAR ANTICIPATED REDUCTION.

SWITCHING OVER TO THE CITY WIDE EXPENSES AT $342 MILLION DOLLARS ACROSS ALL CITY FUNDS.

AGAIN, CONSISTENT WITH PREVIOUS FISCAL YEARS, THE GENERAL FUND IS RESPONSIBLE FOR NEARLY 60% OF THE CITY'S TOTAL EXPENSES COMING IN AT JUST OVER $198 MILLION DOLLARS.

AND CONSISTENTLY COMING IN SECOND, SO TO SPEAK, IS THE CITY'S ENTERPRISE FUNDS AT $93 MILLION DOLLARS OR 27%? HERE'S A LOOK AT THE SAME INFORMATION PRESENTED NUMERICALLY AND AGAIN IN COMPARISON WITH NOT ESTIMATIONS, BUT LAST YEAR'S ADOPTED BUDGET FISCAL YEAR 21-22 AND AS I HAD DONE WITH WITH CITYWIDE REVENUES, I WOULD LIKE TO FOCUS ON THE GENERAL FUND AND PROVIDE ADDITIONAL CONTEXT AND EXPLANATION AS TO WHY WE'RE EXPECTING

[02:20:05]

THAT WOULD REPRESENT APPROXIMATELY A 7% INCREASE.

NOW, WE DO HAVE A SLIDE COMING UP THAT WILL DETAIL THE COMPONENTS OR EXPENDITURE TYPES WITHIN THE GENERAL FUND.

AND WE'LL GO THROUGH THAT EXPLANATION IN JUST A MOMENT.

PRIOR TO DOING SO. WE'LL LOOK AT THE GENERAL FUND REVENUE SOURCES AT APPROXIMATELY $198.8 MILLION DOLLARS.

AN IMPORTANT TAKEAWAY HERE IS UNDERSTANDING WHAT WE REFER TO AS THE BIG THREE.

PROPERTY TAX AT 41%, SALES TAX AT 25% AND TRANSIENT OCCUPANCY TAX OR HOTEL TAX AT 14%.

THIS IS CONSISTENT WITH PREVIOUS FISCAL YEARS, AND TOGETHER THESE THREE REVENUE SOURCES COMPRISE OVER 80% OF THE GENERAL FUNDS REVENUES.

HERE'S A LOOK AT THE GENERAL FUND REVENUES PRESENTED NUMERICALLY AND COMPARED WITH CURRENT YEAR ESTIMATIONS.

I WANT TO FOCUS ON JUST A FEW OF THESE CATEGORIES, STARTING WITH SALES TAX AND ALSO COUPLED WITH TRANSIENT OCCUPANCY TAX.

I TALKED ABOUT IMPACTS FROM INFLATION ON DISPOSABLE INCOME AND TOURISM, AND THAT IS REALLY WHAT'S DRIVING SOME OF THESE MORE CONSERVATIVE ESTIMATES.

AND WHEN WE LOOK AT SALES TAX, IN FACT, IT'S DRIVING OR RESULTING IN A DECREASE COMPARED TO WHERE WE'RE ESTIMATING SALES TAX TO END THIS CURRENT FISCAL YEAR.

MOVING DOWN TO THE LAST CATEGORY, ALL OTHER REVENUE, YOU'LL SEE A SUBSTANTIAL DECREASE YEAR OVER YEAR OF $6.7 MILLION DOLLARS.

THAT'S AS I REFER TO EARLIER AS THE AMERICAN RESCUE PLAN ACT, WHERE $6.3 MILLION DOLLARS IS INCLUDED IN CURRENT YEAR ESTIMATIONS, BUT DUE TO THE FUNDING, ENDING IS NOT INCLUDED IN THE UPCOMING BUDGET YEAR.

SO HERE'S A VERY HIGH LEVEL LOOK AT GENERAL FUND SPENDING.

WE WILL GET INTO MORE DETAILS, BUT IT'S NICE TO GET A LITTLE BIT OF CONTEXT BEFORE WE GET INTO THE DETAILS.

AS I MENTIONED PREVIOUSLY, THE GENERAL FUNDS EXPENDITURE BUDGET IS INCREASING 7% OVER THE PREVIOUS FISCAL YEAR.

4% OF THAT IS IT PERTAINS TO NEW SPENDING OR BUDGET REQUESTS, AS I MENTIONED EARLIER, IN RESPONSE TO A PREVIOUS QUESTION EXHIBITS TWO AND THREE DETAIL ALL OF THE FISCAL YEAR 22-23 BUDGET REQUESTS AND COMPRISE THAT 4% IN NEW SPEND.

ANOTHER COMPONENT OR THE REMAINING 3% IS RELATED TO TRANSFERS AND WE REFER TO THIS AS SAVINGS FOR FUTURE COSTS.

AND I WILL EXPLAIN TRANSFERS A BIT MORE IN AN UPCOMING SLIDE.

HERE WE HAVE GENERAL FUND EXPENDITURES BY TYPE.

IN ANY GIVEN FISCAL FISCAL YEAR, THE GENERAL FUNDS PERSONNEL COSTS WILL RANGE BETWEEN 60 AND 65% OF THE TOTAL GENERAL FUNDS EXPENDITURES.

THIS YEAR WE'RE ANTICIPATING 62%.

THAT IS NEXT, FOLLOWED BY MAINTENANCE AND OPERATIONS COSTS COMPRISING 30% OF THE TOTAL GENERAL FUND.

WE HAVE ONE LAST LOOK AT GENERAL FUND EXPENDITURES, THIS TIME BY AREA OR BY BRANCH, AS IS ALWAYS THE CASE EVERY FISCAL YEAR.

PUBLIC SAFETY IS THE LARGEST COST TO THE GENERAL FUND COMING IN AT 44% OR APPROXIMATELY $89 MILLION DOLLARS CONSISTENTLY IT IS NEXT, FOLLOWED BY COMMUNITY SERVICES AT 25% AND THEN PUBLIC WORKS AT 11%.

OKAY. SO HERE IS THE SLIDE THAT I HAVE BEEN WAITING FOR, DETAILING THAT SUBSTANTIAL INCREASE YEAR OVER YEAR.

IF WE SEE THE BOTTOM LINE SUB TOTALS, YEAR OVER YEAR INCREASE OF JUST UNDER $14 MILLION DOLLARS OR SEVEN AND A HALF PERCENT.

AND SO WHAT I'D LIKE TO EXPLAIN IS STARTING FROM TOP TO BOTTOM, ONE THING THAT WE'RE GOING TO SEE THAT IS UNIQUE TO THE BUDGET PROCESS AND THE BUDGET DOCUMENT THIS YEAR IS SOMETHING WE CALL VACANCY SAVINGS.

VACANCY SAVINGS REPRESENTS PERSONAL BUDGET THAT WILL NEVER BE SPENT DURING THE COURSE OF A FISCAL YEAR.

AND THAT'S BECAUSE OVER THE COURSE OF A FISCAL YEAR, THERE'S ALWAYS A CERTAIN LEVEL OF VACANCY SAVINGS THAT'S ACHIEVED THROUGH TURNOVER, THROUGH ATTRITION.

FOR EXAMPLE, IF AN EMPLOYEE OR A POSITION DEPARTS FROM THE CITY AND THAT POSITION IS NOT FILLED FOR THREE MONTHS, WELL, THAT REPRESENTS THREE MONTHS OF SALARY AND BENEFITS SAVINGS. IN PAST YEARS, STAFF HAVE BROUGHT FORWARD RECOMMENDATIONS, USUALLY AT THE MIDPOINT OF THE FISCAL YEAR FOR COUNCIL CONSIDERATION TO REPURPOSE THE ESTIMATED VACANCY SAVINGS.

THIS YEAR STAFF ARE RECOMMENDING TO PROACTIVELY ACCOUNT FOR THIS AT THE BEGINNING OF THE BUDGET PROCESS.

NOW, BY DOING SO, THIS WILL ACHIEVE TWO THINGS.

ONE, IT WILL REDUCE THE TOTAL AMOUNT OF GENERAL FUND BUDGET OR THE AMOUNT OF BUDGET AUTHORITY THAT THE CITY CITY MANAGER HAS.

TWO BUDGETED PERSONNEL COSTS WILL MORE CLOSELY ALIGN WITH ACTUAL PERSONNEL COSTS COME YEAR END.

SO IN TOTAL, WHAT'S REALLY HAPPENING HERE WITH THE ITALICIZED LINES AND THEN THE NET TOTAL FOR PERSONNEL, STARTING WITH GROSS PERSONNEL COSTS OF $126 MILLION DOLLARS, WE FACTOR IN THE -$2 MILLION DOLLARS ACCOUNTED FOR VACANCY SAVINGS, AND WE ARRIVE AT THE NET PERSONNEL AMOUNT FOR THE UPCOMING FISCAL YEAR OF $124 MILLION DOLLARS. AND THAT SAID, IN ANOTHER WAY, THE CITY ONLY HAS BUDGET AUTHORITY UP TO THAT $124 MILLION DOLLARS AMOUNT.

[02:25:08]

NOW, AS PART OF THE BUDGET PROCESS THIS YEAR, OUR CITY MANAGER HAD DIRECTED DEPARTMENTS TO IDENTIFY AREAS FOR BUDGET REDUCTIONS.

AND THIS ACTUALLY RESULTED IN OVER ONE AND A HALF MILLION DOLLARS IN BUDGETARY SAVINGS, WHICH HELPED FUND A GREAT DEAL OF NEW BUDGET REQUESTS IN THIS UPCOMING BUDGET YEAR.

AND IT STILL RESULTED IN A NET DECREASE COMPARED TO LAST YEAR'S ADOPTED BUDGET.

NOW LASTLY, TRANSFERS, I MENTIONED I WAS GOING TO CLARIFY THIS.

TRANSFERS REPRESENT THE MOVEMENT OF CASH OR FUNDS FROM ONE CITY FUND TO ANOTHER.

A GOOD EXAMPLE OF THIS IS AS PART OF THE ANNUAL OPERATING BUDGET, HISTORICALLY, A CERTAIN AMOUNT OF GENERAL FUND DOLLARS ARE RECOMMENDED AND APPROVED BY CITY COUNCIL TO BE TRANSFERRED TO INFRASTRUCTURE REPLACEMENT FUNDS, GENERAL CONSTRUCTION, GENERAL CAPITAL CONSTRUCTION AND AS WELL AS THE STRATEGIC DIGITAL INVESTMENT PROGRAM. AND THIS IS TO SAVE FOR FUTURE CAPITAL SPENDING.

NOW, LAST YEAR, AT THIS SAME POINT IN TIME LAST YEAR, WE WERE IN A BIT MORE OF A DELICATE STATE.

THERE WAS MORE UNCERTAINTY SURROUNDING NOT ONLY THE EXTENT OR MAGNITUDE OF RECOVERY, BUT PROBABLY MORE NOTABLY OR MOST NOTABLY THE TIMING.

WE DIDN'T KNOW WHEN RECOVERY WAS GOING TO BE REALIZED OR ACHIEVED.

THIS YEAR, NOT BEING IN THAT SIMILAR STATE STAFF ARE RECOMMENDING THAT THE ANNUAL AMOUNT OF TRANSFERS OUT FROM THE GENERAL FUND TO SAVE FOR FUTURE CAPITAL PROJECTS BE RESTORED BACK TO HISTORIC LEVELS.

NOW GENERALLY, THE CITY'S PRACTICE HAS BEEN TO RECOMMEND A BUDGETED TRANSFER AMOUNT THAT IS EQUIVALENT TO 6% OF THE GENERAL FUND'S ESTIMATED REVENUES.

SO WE'VE HEARD FROM DURING THE BRANCH SUMMARY PRESENTATIONS A NUMBER OF FULL TIME POSITION REQUESTS AND WE WANTED TO INCLUDE ONE OR TWO BRIEF SLIDES THAT SUMMARIZES ALL OF THESE REQUESTS.

IN TOTAL, 24 NEW FULL TIME POSITIONS ARE BEING REQUESTED FOR THE UPCOMING BUDGET YEAR, TWO OF WHICH ARE TEMPORARY, FULL TIME OR LIMITED TERM.

71% OF THE 24 POSITIONS ARE NEW POLICE, FIRE AND LIFEGUARDS.

AND AS MENTIONED, WE HEARD A LOT ABOUT PART TIME CONVERSIONS.

THE EQUIVALENT OF 5.9 FULL TIME POSITIONS ARE BEING ELIMINATED, WHICH RESULTS IN A NET INCREASE OF 18 POSITIONS.

NOW HERE WE HAVE ANOTHER LOOK AT THE 24 POSITIONS THAT ARE BEING REQUESTED.

BUT I DO WANT TO CALL OUT A FEW THINGS TO NOTE.

OF PUBLIC SAFETY'S 13 REQUESTED POSITIONS, ONE IS THE MANAGEMENT ANALYST THAT THE CHIEF SPOKE ABOUT.

THE OTHER 12 ARE EMTS, AND THESE 12 POSITIONS WERE PREVIOUSLY APPROVED BY CITY COUNCIL AS PART OF THE STANDARDS OF COVER IN ITS PHASED IN APPROACH. THE FOUR LIFEGUARDS, AS WE JUST HEARD FROM DEPUTY CITY MANAGER GARY BARBERIO, ARE FUNDED WITH THE CONVERSION OF PART TIME POSITIONS FOR A COST NEUTRAL IMPACT.

IN FACT, EVEN A SMALL SAVINGS AMOUNT, THE REQUEST IN INFORMATION TECHNOLOGY AS WELL AS INNOVATION, THE IT POSITION AND THE STRATEGIC PLAN ANALYST. THEY'RE ALSO FUNDED BY PART TIME CONVERSIONS.

AND AGAIN, TWO OF THE 24 POSITIONS THAT ARE BEING REQUESTED ARE LIMITED TERM.

I ALSO WANT TO POINT OUT ONE OTHER POINT, AND THAT IS THE FUNDING SOURCE, RIGHT? NOT ALL OF THE 24 POSITIONS WILL BE LIVING IN OR ACCOUNTED FOR IN THE GENERAL FUND.

IN FACT, THE UTILITIES, THE HOUSING AND THE IT POSITIONS ARE NON GENERAL FUND AND NOT ANTICIPATING TO HAVE AN IMPACT TO THE GENERAL FUND.

OKAY. SO HERE WE HAVE A LOOK AT THE GENERAL FUND'S FIVE YEAR FORECAST.

THE BLUE COLUMNS REPRESENTING PROJECTED REVENUES AND THE GREEN LINE AT THE TOP REPRESENTING PROJECTED EXPENDITURES.

NOW WE DO HAVE A CLOSER LOOK OR A MAGNIFIED LOOK AT THE SAME INFORMATION.

AND I WANT TO WANT TO POINT OUT THAT WE HAVE CONDENSED THE Y AXIS HERE FOR THE SOLE PURPOSES OF BEING ABLE TO BETTER IDENTIFY THE RELATIONSHIP BETWEEN THE PROJECTED REVENUES AND PROJECTED SPENDING.

AS WE CAN SEE IN FISCAL YEAR 26, CONSISTENT WITH RECENT PRESENTATIONS THAT CITY STAFF HAVE PROVIDED, THERE IS A CROSSING OF THE LINES OR A FUNDING GAP THAT IS ANTICIPATED OR PROJECTED TO OCCUR.

SO HERE'S ONE LAST LOOK AT THE FIVE YEAR FORECAST.

SAME INFORMATION, BUT PRESENTED A LITTLE BIT DIFFERENTLY.

WHAT WE'RE DOING HERE IS TAKING THE DIFFERENCE BETWEEN FORECASTED REVENUES AND FORECASTED EXPENDITURES.

AND WE'RE PRESENTING WHAT THAT DIFFERENCE IS, WHAT IT EQUATES TO ON AN ANNUAL BASIS.

NOW, IN FISCAL YEAR 23, WE'RE ANTICIPATING AN OPERATING SURPLUS OF $460,000 DOLLARS.

IN FISCAL YEAR 24 THERE'S A SUBSTANTIAL INCREASE.

AND WHY IS THAT? IN FISCAL YEAR 24.

[02:30:03]

THAT MEANS THEY'RE FALLING OFF AFTER THIS UPCOMING FISCAL YEAR, WHICH ULTIMATELY RESULTS IN A REDUCTION IN EXPENDITURES.

BUT BEYOND FISCAL YEAR 24, WE'RE SEEING EXPENDITURES BEGIN TO OUTPACE REVENUES UNTIL, AS I MENTIONED, THE CROSSING OF THE LINES IN FISCAL YEAR 26.

NOW WE ARE AT A PARTICULARLY IMPORTANT JUNCTURE FINANCIALLY AS A CITY.

WE'VE TALKED ABOUT THE ACCELERATED RECOVERY OF SALES TAX AND TRANSIENT OCCUPANCY TAX FROM COVID 19 AND THE ADVERSE IMPACTS.

FISCAL YEAR 21-22 IS PERFORMING VERY STRONGLY.

CITY STAFF HAD PRESENTED LAST WEEK TO CITY COUNCIL THE THIRD QUARTER ECONOMIC AND FINANCIAL UPDATE AND THAT WAS A LARGE PART OF THE STORY IS HOW QUICKLY THE RECOVERY HAS BEEN AND HOW STRONG THE CITY IS FINANCIALLY.

I WOULD ALSO LIKE TO POINT OUT THAT THE GENERAL FUND'S RESERVES REMAIN INTACT AND ARE HEALTHY AT THIS POINT IN TIME.

BUT I DO WANT TO EMPHASIZE THAT IN RECENT MONTHS, A NUMBER OF FACTORS INDICATE REASON FOR CAUTION IN THE FUTURE.

I'VE SPOKEN ABOUT INFLATION AND RISING COSTS HAVING REACHED 40 YEAR HIGHS, THE IMPACTS OF INFLATION AND A LIKELY PROFOUND IMPACT ON FOLKS IS DISPOSABLE INCOME AND TOURISM, WHICH IN TURN WILL TAPER PERFORMANCE ON SALES TAX AND TRANSIENT OCCUPANCY TAX FOR THE CITY.

GEOPOLITICAL CONFLICT HAS ALSO CREATED INSTABILITY IN THE MARKETS, AND ECONOMISTS ARE BEGINNING TO TALK MORE AND MORE ABOUT THE LIKELIHOOD OF A RECESSION OVER THE NEXT 1 TO 2 YEARS. AND THESE FACTORS HAVE REALLY DRIVEN CONSERVATIVE REVENUE ESTIMATES THAT HAVE BEEN INCORPORATED AND FACTORED INTO THE CITY'S FIVE YEAR FORECAST.

AND IT IS A MAIN CONTRIBUTING FACTOR AS TO WHY WE'RE ANTICIPATING THE CROSSING OF THE LINES IN FISCAL YEAR 26.

NOW, THE LAST THING I DO WANT TO MENTION ABOUT THIS IS THAT IT'S IMPORTANT TO KEEP IN MIND WHEN WE'RE LOOKING AT A FORECAST, IT IS NOT A BUDGET, NOR IS IT A PLAN.

IT'S REALLY A TOOL THAT WE USE TO GAIN A BETTER UNDERSTANDING ON WHERE WE ARE TRENDING AS A CITY.

A FORECAST IS REALLY ONLY AS GOOD AS THE ASSUMPTIONS THAT GO INTO IT AT A CERTAIN POINT OF TIME.

AND FOR THAT REASON, FORECASTS NEED TO BE UPDATED CONTINUALLY.

AND STAFF WILL CONTINUE TO MONITOR THE ASSUMPTIONS AND ECONOMIC FACTORS THAT GO INTO THE CITY'S FORECASTS, AND WE'LL REPORT OUT TO CITY COUNCIL AS NECESSARY AND APPROPRIATE OVER THE COURSE OF THE FISCAL YEAR.

AND MOVING OVER TO ENTERPRISE FUNDS.

THE CITY DOES HAVE WATER, SEWER, SOLID WASTE AS WELL AS GOLF COURSE AS ITS ENTERPRISE FUNDS.

REVENUE AND FUNDING SOURCES ARE A BIT DIFFERENT THAN WHEN WE'RE TALKING ABOUT THE GENERAL FUND SALES TAX, TRANSIENT OCCUPANCY TAX.

THOSE DON'T APPLY FOR ENTERPRISE FUNDS.

THEY ARE SUPPORTED PRIMARILY BY USER FEES AND GENERALLY EXPERIENCE LESS VOLATILITY FROM ONE YEAR TO THE NEXT.

NOW, IN ORDER TO BALANCE THE BUDGET FOR AN ENTERPRISE FUND, OFTENTIMES THE USE OF FUND BALANCE OR RESERVE IS RECOMMENDED.

NOW THE INTENT OF GOVERNMENT IS NEVER TO MAKE A PROFIT.

AND WHEN AN ACCUMULATION OF RESOURCES EXISTS, IT'S OKAY TO IDENTIFY AND DETERMINE OR CONSIDER THE USE OF THAT AS A FUNDING SOURCE.

AND WE'LL SEE HOW THAT APPLIES IN THIS UPCOMING FISCAL YEAR, WHERE EXPENDITURES ARE BEING REQUESTED AND RECOMMENDED AT A LEVEL OF $92.9 MILLION DOLLARS OR $3.3 MILLION DOLLARS HIGHER THAN REVENUES.

AND THAT IS POSSIBLE BECAUSE THERE'S $52 MILLION DOLLARS IN AVAILABLE FUND BALANCE OR AN ACCUMULATION OF RESOURCES FROM PREVIOUS FISCAL YEARS TO HELP SUPPORT THE ONGOING OPERATIONS AN THE CAPITAL NEEDS OF EACH OF THE RESPECTIVE ENTERPRISE FUNDS.

SO FEE UPDATES.

EACH YEAR, CITY STAFF EVALUATES AND PROPOSES CHANGES TO FEES AND CHARGES FOR SERVICES.

STAFF CONDUCT AN ANNUAL REVIEW TO ENSURE THAT THE FEES BEING CHARGED DO NOT EXCEED EXCUSE ME, DO NOT EXCEED DIRECT AS WELL AS INDIRECT COSTS OF PROVIDING THE SERVICE. A COMPREHENSIVE COST OF SERVICE STUDY IS PREPARED EVERY 3 TO 5 YEARS, AND THIS IS FOR TWO PURPOSES.

ONE IS TO UPDATE THE CALCULATION OF THE COST AND ALSO TO CONFIRM THAT THE FEES AND CHARGES FOR SERVICES DO NOT EXCEED THAT UPDATED COST.

IN FISCAL YEAR OR FOR FISCAL YEAR 22, 23 IN THE PROPOSED MASTER FEE SCHEDULE THE MAJORITY OF THE CITY'S FEES ARE RECOMMENDED TO BE INCREASED AT A RATE TIED TO CPI, CONSUMER PRICE INDEX OR CCI CONSTRUCTION COST INDEX.

SOME OF THE NOTABLE CHANGES THAT WE'LL SEE IN THE UPDATED OR THE PROPOSED SCHEDULE WOULD INCLUDE THE INCLUSION OF AFFORDABLE HOUSING IN LIEU FEES, WHICH WERE PRESENTED TO CITY COUNCIL AND APPROVED ON MARCH 22ND, 2022, AND THEN ALSO THE ELIMINATION OF LIBRARIES LATE FEES.

AS OF NOW, I BELIEVE THE CITY OF CARLSBAD IS ONE OF TWO MUNICIPALITIES WITHIN THE COUNTY THAT IS CURRENTLY CHARGING LATE FEES ON LIBRARY RENTALS.

THE AMOUNT OF ANNUAL REVENUE THAT IS BROUGHT IN FROM THESE LATE FEES IS RELATIVELY MINIMAL AND WILL HAVE MINIMAL IMPACT TO THE GENERAL FUND MOVING FORWARD

[02:35:05]

SO AT THIS POINT THAT WILL CONCLUDE THE PRELIMINARY BUDGET PRESENTATION FOR FISCAL YEAR 22-23.

AND I WILL AT THIS POINT INVITE QUESTIONS FROM MEMBERS OF THE CITY COUNCIL.

THANK YOU. DO WE HAVE SPEAKERS? YES, MAYOR, WE HAVE ONE.

MARK PACKARD.

GREETINGS. I THINK MY TIMING IS VERY UNFORTUNATE HAVING TO FOLLOW SOME OF THESE DIFFICULT NEWS THAT WE JUST HEARD ABOUT THE FUTURE.

BUT ANYWAY, I HAVE A SPECIFIC PRESENTATION OR A PROPOSAL TO MAKE A REQUEST FROM THE CITY.

LAST WEEK, MY UNCLE RON REVIEWED SOME HISTORY OF THE CITY BEING WISE ENOUGH TO MAKE PRUDENT INVESTMENTS IN INFRASTRUCTURE PROJECTS THAT PAY GREAT DIVIDENDS TO THE CITY OVER MANY YEARS.

AND YOU ARE NOW FACED WITH A VERY SIMILAR OPPORTUNITY, THE RAILROAD TRENCHING PROJECT.

I HAVE BEEN TOLD THAT YOU NEED NO REMINDER OF THE MANY BENEFITS THAT THIS PROJECT HOLDS FOR THE CITY, BOTH INCLUDING SAFETY, FINANCIAL, ENVIRONMENTAL AND SOCIAL BENEFITS.

BUT I WOULD LIKE TO HIGHLIGHT A FEW POINTS TO CORRECT SOME MISREPRESENTATIONS IN THE COMMUNITY AND TO PRESENT A GREAT OPPORTUNITY. FIRST OF ALL, I WANT TO HIGHLIGHT THAT THIS IS NOT A CAPITAL CITY PROJECT.

THE CITY IS NOT GOING TO BE HIT WITH A $500 MILLION DOLLAR PRICE TAG FOR THIS KIND OF PROJECT.

CARLSBAD WILL INVEST ITS MONEY FOR THE STUDIES AND ENGINEERING TO GET THE PROJECT TO THE HEAD OF THE LINE FOR STATE AND FEDERAL FUNDING FOR A TIMELY CONSTRUCTION.

I AND WE ARE STILL WORKING TO GET SANDAG AND NCTD TO FINANCIALLY SUPPORT AND PARTNER WITH US.

AND THEY HAVE GIVEN VERBAL SUPPORT BUT THE BEST ESTIMATE IS SO FAR IS THAT THESE ARE PREPARATORY STEPS STILL THAT THIS WILL, IT IS ESTIMATED THAT THIS WILL COST THE CITY APPROXIMATELY $16 MILLION DOLLARS OF OUR INVESTMENT FUNDS.

NOW FOR SOME FUN NEWS, I'LL START WITH A QUOTE THAT I LIKE.

A WISE MAN SAID, THERE IS NO LIMIT TO THE AMOUNT OF GOOD YOU CAN DO IF YOU DON'T CARE WHO GETS THE CREDIT.

NOW BECAUSE OUR STAFF WE'VE HEARD JUST RECENTLY THAT OUR STAFF ARE ABOUT MAXED OUT ON WHAT THEY CAN DO.

I HAVE TALKED WITH THE CEO OF NCTD, MATT TUCKER, AND THEY HAVE AGREED TO BE IN SOME FORM OF THE LEAD AGENCY SO THAT CARLSBAD DOESN'T HAVE TO DO THIS WORK FROM OUR OWN TEAM.

BUT THEY CAN BE THE LEAD AGENCY TO BRING THIS PROJECT TO COMPLETION.

THERE ARE AND STILL WILL NEED TO BE SOME NEGOTIATIONS ABOUT COST DESIGNS AND BENEFITS, BUT THEY HAVE AGREED IN PRINCIPLE.

I THINK THIS IS A VERY POSITIVE NEWS BECAUSE IT WILL HELP GET THE PROJECT DONE.

AS HAS ANOTHER WISE PERSON SAID, WHAT GETS WORKED ON GETS DONE.

AND IF NOBODY IS WORKING ON THIS, THEN THEN IT WILL NOT HAPPEN.

OH, AND MY TIME IS UP.

HE SAID. THANK YOU VERY MUCH.

WE UNDERSTAND WHAT YOU'RE ASKING FOR.

OKAY BRINGING IT BACK TO COUNCIL.

QUESTIONS? MR. NORBY.

I THINK I'LL PROBABLY JUST APOLOGIZE TO OUR FINANCE DIRECTOR.

I WAS REALLY PUSHING ON THE CONSERVATIVENESS OF YOUR ECONOMIC FORECASTS GOING OUT FIVE YEARS, AND THAT RESULTS IN THE BAR SLIPPING BELOW.

RIGHT. AND THEN HAVING A DEFICIT.

AND THAT IS TRULY VERY CONSERVATIVE IN TERMS OF THE INCOME STREAM.

AND THEN ADAPTING OUR CURRENT BUDGET SCENARIO AND FUTURE BUDGET SCENARIOS IN TERMS OF INCREASES AND COST OF LIVING AND INFLATION.

BUT AS MY WIFE REMINDED ME, I'M PROBABLY NOT A VERY GOOD FINANCE DIRECTOR BECAUSE I REALLY THOUGHT MY INVESTMENT PORTFOLIO WAS GOING TO INCREASE 25% THIS YEAR, AND THAT DIDN'T HAPPEN.

SO I JUST WANT TO THANK YOU FOR YOUR CAUTIOUSNESS, BUT I WANT TO REMIND THE PUBLIC THAT IT'S NOT A PROMISE.

IT'S NOT LIKE WE WILL BE HERE IN THREE YEARS.

WE'LL TAKE A LOOK AT IT NEXT YEAR.

WE'LL TAKE A LOOK AT IT THE YEAR AFTER.

WE'LL SEE WHAT THOSE LINES ARE DOING.

SO I SUPPOSE IT'S NOT A QUESTION, BUT IT'S AN APOLOGY.

[02:40:02]

COUNCIL MEMBER ACOSTA.

THANK YOU. WAS THAT A COMMENT, NORBY OR WAS THAT A QUESTION? I THINK IT WAS AN APOLOGY.

SO COMMENT. OKAY.

IT WAS A COMMENT SLASH APOLOGY.

I HAVE A COUPLE OF QUESTIONS.

THE FIRST ONE RELATES TO THE PUBLIC COMMENT AND THE COMMENT EARLIER FROM COUNCILMEMBER NORBY ABOUT OTHER LEVELS OF GOVERNMENT PAYING FOR THINGS. AND THAT WAS EVEN SOMETHING THAT MR. BARBERIO DISCUSSED WHEN HE TALKED ABOUT HIS HOUSING POSITION.

HOW AS A CITY DO WE GO ABOUT ENSURING THAT WE ARE CAPTURING REIMBURSEMENTS AND GRANTS? AND EVEN WITH OUR ARPA DOLLARS, HOW DO WE MAKE SURE THAT WE ARE MAXIMIZING OPPORTUNITIES TO GET FUNDING FOR SOME OF THESE POSITIONS AND PROJECTS, FUNDING THAT IS OUT THERE? HOW DO WE MAKE SURE THAT WE BRING THOSE DOLLARS TO CARLSBAD? AND COUNCILMEMBER, IF I COULD, ONE OF THE SLIDES THAT WE HAD PROVIDED WAS WHERE THE CITY BACK IN, I BELIEVE IT WAS 18, 19.

THE CITY HIRED A GRANT WRITER.

THE GRANT WRITER IS ACTUALLY RUN OUT OF JASON HABER'S SHOP.

AND SO ANY OPPORTUNITIES THAT WE HAVE FOR GRANTS, WE END UP SUBMITTING TO TRY AND SECURE THOSE.

SO THE COSTS ASSOCIATED AGAIN, IF YOU REMIND ME THE SLIDE, I THINK IT WAS ROUGHLY 76,000.

WE TURNED INTO AN INVESTMENT OF ROUGHLY FIVE AND A HALF MILLION.

SO THAT'S JUST OR A 5 POINT.

6 MILLION. SO THAT WAS ONE OF THE JUST AN EXAMPLE OF US TRYING TO FIGURE OUT AND WE STOOD THIS PROGRAM UP, NOT REALLY KNOWING WHAT WE WERE GOING TO BE ABLE TO GET.

AND QUITE FRANKLY, WE'RE FAIRLY STOKED AT THE RESULTS THUS FAR.

NOW, THAT SAID, WE'RE ALSO LOOKING FOR OTHER OPPORTUNITIES.

ONE OF THE THINGS THAT COUNCIL DID DO WAS STAND UP THE INTERGOVERNMENTAL AFFAIRS POSITION.

SO COUNCIL, I THINK THREE YEARS AGO AUTHORIZED THAT.

WE'RE NOW WE'RE JUST ABLE TO GET THAT STOOD UP WHERE WE CAN START DOING WHERE MR. HABER AND HIS SIGNIFICANT SKILL SET TO CONTINUE TO TRY AND BEAT EVERY AVAILABLE OPTION THAT'S OUT THERE FROM EITHER THE FEDERAL OR THE STATE.

AND NOT TO MENTION COUNCIL'S ALSO INVESTMENT IN THE LEGISLATIVE SUBCOMMITTEE.

SO ANY WE'RE CONSTANTLY LOOKING FOR WAYS THAT WE CAN ACHIEVE ADDITIONAL WHETHER IT'S SAVINGS OR SECURE ADDITIONAL FUNDING COMING INTO THE CITY.

THAT SOUNDS LIKE A WONDERFUL ANSWER, AND THAT WAS WHAT I WAS HOPING TO HEAR.

I DO KNOW ABOUT THE INTERGOVERNMENTAL POSITION AND THE GRANT WRITER, AND I KNOW THAT THIS YEAR AT THE LEGISLATIVE SUBCOMMITTEE WE DID TALK ABOUT ADDITIONAL FEDERAL MONIES THAT ARE OUT THERE AND WAYS THAT WE MIGHT BE ABLE TO CAPTURE THAT.

I HAD HEARD IN THE PAST AT SOME TIME BEFORE ME, THERE WAS A GRANT WRITER SPECIFICALLY OR A LOBBYING FIRM SPECIFICALLY COMMISSIONED TO GO AFTER FEDERAL FUNDS AND TO HELP WITH THE ADVOCACY AND THE GRANT WRITING AND EVERYTHING AROUND CAPTURING AND BRINGING HOME TO CARLSBAD SOME OF THOSE ADDITIONAL FEDERAL FUNDS.

AND THAT ESPECIALLY APPLIES TO INFRASTRUCTURE, BECAUSE WE HAVE A LOT OF INFRASTRUCTURE NEEDS AND ISSUES AND TRANSPORTATION INFRASTRUCTURE, AND THAT MONEY IS OUT THERE.

WE JUST NEED TO CAPTURE IT, GET HOLD OF IT AND BRING IT HOME.

SO JUST MAKING SURE THAT WE'RE STAYING ON TOP OF THAT AND THAT WE'RE NOT BEING INEFFICIENT IN THAT WE'RE SPENDING OUR OWN MONEY WHEN IT'S OUT THERE SOMEWHERE ELSE. SO THANK YOU FOR THE ANSWER.

AND THEN MY SECOND, WAS THERE ANYTHING ELSE TO ADD BEFORE I MOVE ON? OKAY. MY SECOND QUESTION RELATES ALSO TO THAT FIVE YEAR FORECAST RIGHT LOOKS PRETTY GOOD LIKE RIGHT NOW AND MAYBE NEXT YEAR.

BUT FIVE YEARS OUT, [LAUGHTER] IT LOOKS LIKE THERE'S SOME CONCERN.

I KNOW WE TALKED ABOUT THIS.

THANK YOU. THIS IS YEAH, I LIKE THOSE BAR GRAPHS.

I KNOW WE TALKED ABOUT THIS WHEN WE DISCUSSED OUR CAPITAL IMPROVEMENT PROJECT PRIORITIZATION JUST TALKING ABOUT A NEEDS LISTS AND WISH LISTS AND MAKING SURE THAT WE'RE FOCUSING ON DOING WHAT WE CAN, BUT KNOWING THAT WE MIGHT HAVE TO CUT IN A FEW YEARS.

AND I'M WONDERING WHAT ARE THE WAYS THAT WE ARE ENSURING EFFICIENCY WITHIN OUR DEPARTMENTS? I KNOW THROUGH THIS BUDGET PROCESS, EVERYBODY USED A FINE TOOTH COMB, WENT THROUGH THEIR DEPARTMENTS AND THEIR BUDGETS AND BROUGHT TOGETHER THIS CONGLOMERATE, THIS COMPOSITE THAT WE'RE LOOKING AT OF THE SUGGESTED PRELIMINARY BUDGET.

BUT HOW WHAT ARE THE WAYS THAT WE ARE INTERNALLY ENSURING THAT OUR DEPARTMENTS AND OUR STAFF ARE ACCOUNTABLE? AND AS A SECOND PART OF THAT, WHOEVER IS GOING TO ANSWER IT, HOW DO WE AUDIT AND WHO AUDITS AT THE CITY? OKAY. SO I DO WANT TO TALK FIRST A LITTLE BIT ABOUT THE FIVE YEAR FORECAST BECAUSE AGAIN, WE'VE MENTIONED THIS IS REALLY SOMETHING THAT CARLSBAD HAS DONE FOR MANY, MANY YEARS.

[02:45:01]

AS YOU KNOW, WE COME QUARTERLY WITH OUR BUDGET TO ACTUAL ESTIMATES.

AND WHAT WE'RE SEEING OUT THERE IN TERMS OF WHAT'S HAPPENING AROUND US IN THE ECONOMY, AGAIN, THIS IS WHAT WE SEE TODAY, KNOWING WHAT OUR BEST ESTIMATES ARE GIVEN, YOU KNOW, THE FACTS AND STATISTICS OUT THERE.

SO IT'S NOT UNUSUAL FOR US TO BRING A FIVE YEAR FORECAST AT THE TIME OF BUDGET THAT WILL HAVE AN OUTYEAR DEFICIT, BECAUSE, AGAIN, THE ONE TIME COSTS ARE YOU KNOW, WE DON'T KNOW WHAT THOSE ARE GOING TO BE.

WE DON'T KNOW WHAT DEVELOPMENT IS GOING TO BE.

SO WE CAN ONLY BUILD IN THE ASSUMPTIONS THAT WE KNOW.

BUT I DO WANT TO SAY THAT WE CONSTANTLY ARE HAVING THESE CRITICAL CONVERSATIONS.

IF IT'S NOT WHETHER IT'S WITH COUNCIL, IT'S ALSO WITH OUR INDIVIDUAL DEPARTMENTS.

THROUGHOUT THE YEAR, WE DON'T LOOK AT BUDGET AS JUST A ONE TIME ONE AND DONE.

WE MANAGE OUR BUDGETS THROUGHOUT THE YEAR.

WE GO AND WE WORK WITH THE DEPARTMENTS.

THEY HAVE TOOLS IN WHICH THEY CAN SEE THEIR SPENDING RELATIVE TO THEIR BUDGET WHERE THEY MAY POSSIBLY BE GOING OVER BUDGET.

SO THIS HAPPENS DAILY AND AGAIN, IT'S HAVING THE CRITICAL CONVERSATIONS WITH LEADERSHIP THAT ULTIMATELY GOES TO CITY COUNCIL.

AND, YOU KNOW, US TELLING YOU, OKAY WE THINK THAT, YOU KNOW, WE NEED TO BE LOOKING AHEAD OR WE NEED TO CUT BACK.

AND SO I THINK IT'S THERE'S A LOT THAT HAPPENS AROUND THIS ON A DAILY BASIS, MONTHLY BASIS, QUARTERLY AND KEEPING THIS REVENUE FORECAST AND EXPENDITURE FORECAST UP TO DATE AS BEST WE CAN.

GREAT.

MINDING THE STORE, WHAT ARE WE DOING? WHAT PROACTIVE STEPS ARE WE TAKING? AND AS LAURA MENTIONED, OR I'M SORRY, AS OUR DEPUTY CITY MANAGER, MS. ROCHA SUGGESTED, THIS IS ABOUT CONTINUOUS IMPROVEMENT.

SO WE'RE CONSTANTLY LOOKING FOR WAYS.

WE'RE LOOKING AT BEST PRACTICES, WHETHER IT'S CONDUCTED IN THE FINANCIAL ENVIRONMENT OR HOW OTHER ORGANIZATIONS ARE RUNNING THEIR OPERATIONS.

WE'RE CONSTANTLY LOOKING AT THAT AND WE'RE TRULY TRYING TO FIGURE OUT THE BEST WAY THAT WE CAN END UP OPERATING OR RUNNING THE MOST EFFECTIVE OPERATIONS THAT WE CAN.

SOMETIMES IT'S MORE COST SAVINGS.

SOMETIMES WE MAY HAVE TO INVEST IN ORDER TO SAVE MONEY.

I KNOW THAT EACH OF OUR BRANCHES ENDED UP SPECIFICALLY GOING THROUGH AND IDENTIFYING SOME OF THEIR COST SAVING MEASURES.

YOU LOOK AT THE INVESTMENTS THAT WE'VE MADE FROM A SHORT TERM PERSPECTIVE INTO OUR I.T.

SYSTEMS, BUT YET THEY'VE BEEN ABLE TO TURN AND BURN ON A CONSIDERABLE AMOUNT OF SAVINGS, WHETHER IT'S SAVINGS OFF OF AT&T FOR OUR INTERNET USAGE, BECAUSE WE ENDED UP PUTTING CABLE THROUGHOUT THE CITY OR THE STEPS THAT WE'VE TAKEN EITHER FROM BEING ABLE TO CONSOLIDATE OR AGAIN, MAKING THESE MODIFICATIONS.

SO THAT'S NUMBER ONE.

THE SECOND IS YOU'RE ASKING ABOUT HOW DO WE AUDIT, CITY COUNCIL IS RESPONSIBLE FOR APPROVING THE AUDITED WORKPLAN OR THE WORKPLAN WE BRING FORWARD.

CITY COUNCIL APPROVES IT.

AND THAT IS BASICALLY THE KIND OF RUN AND SHOW THAT WE CONDUCT WITH THE INTERNAL AUDITOR.

AGAIN, CITY COUNCIL AUTHORIZES THAT ON AN ANNUAL BASIS AND THAT WORKPLAN IS TACKLED FAIRLY SUCCINCTLY.

AND THAT SAID, ONE OF THE FIRST ONES THAT COUNCIL AUTHORIZED WAS LOOKING AT OUR CREDIT CARD SPENDING.

AND THANKFULLY AGAIN, NO ONE SHOULD EVER FEAR AN AUDITOR BECAUSE AGAIN, THEY PROVIDE SUBSTANTIAL BENEFIT.

IF THERE'S A WEAKNESS IN OUR SYSTEM, THEY SHOULD BE ABLE TO IDENTIFY IT.

AND THEN MANAGEMENT, PROACTIVE MANAGEMENT SHOULD GO AHEAD AND SAY, HEY, GOT IT, UNDERSTAND.

AND THEN PUT SYSTEMS IN PLACE TO MAKE SURE THAT WE DO HAVE TRULY A LEGITIMATE SYSTEM OF CHECKS AND BALANCES.

SO AGAIN, KIND OF JUST A FEW EXAMPLES.

THANK YOU. AND I DO THINK THAT THE QUESTION OF HOW DO WE AUDIT AN WHO AUDITS HAS BEEN SOMETHING THAT HAS COME THROUGH PUBLIC COMMENT AS WELL.

SO I THINK IT'S REALLY IMPORTANT THAT WE CONTINUE TO REMIND THE COMMUNITY HOW WE AUDIT AND WHO'S DOING THE AUDITING SO THAT WE ARE CLEAR ABOUT THAT CONTINUOUS IMPROVEMENT THAT WE WERE JUST TALKING ABOUT.

AND THE IDEA THAT EVERYBODY IS MINDFUL, I LIKE THAT PHRASE MINDING THE STORE.

YOU KNOW, IT'S NOT A PHRASE I'VE HEARD HERE VERY OFTEN, BUT JUST THE IDEA THAT WE ARE MAKING SURE THAT EVERYTHING IS ACCOUNTED FOR.

AND WE ARE BEING AS EFFICIENT AS POSSIBLE.

SO THANK YOU FOR THAT COMPREHENSIVE ANSWER.

DR. BHAT-PATEL.

YES. JUST A COUPLE OF QUESTIONS.

ONE WAS, I KNOW WE MENTIONED THE TWO UTILITIES POSITION, THE ONE HOUSING AND ONE IT ARE NON GENERAL FUND POSITIONS.

[02:50:08]

AS FOR THE IT POSITION THAT WOULD BE IN AN INTERNAL SERVICE FUND.

AND THEN THE HOUSING? HOUSING ASSISTANT WOULD BE A SPECIAL REVENUE FUND.

OKAY, PERFECT. THANK YOU.

AND THEN I KNOW YOU MENTIONED THAT WITH REGARDS TO AND I LOOKED AT THE LIBRARY FEES PAGE THAT WE HAVE IN HERE, WHICH IS IN 193 OF 245.

AND WE HAVE OTHER FEES ASSOCIATED WITH THE LIBRARY THAT WE COLLECT.

I GUESS IN TERMS OF THIS IS MORE IN TERMS OF ACCOUNTABILITY.

YOU KNOW, OBVIOUSLY, IF WE DON'T HAVE LATE FEES, THEN WHAT ARE WE DOING IN TERMS OF MAKING SURE OUR ITEMS GET RETURNED? I KNOW THAT THERE'S THE LOST AND DAMAGED ITEM PROCESSING FEE.

SO OBVIOUSLY, IF SOMEBODY WOULD BE PAYING THAT FEE AND THEN THE LOST AND DAMAGED ITEM, THEY'D BE PAYING WHATEVER THE AMOUNT WOULD BE FOR THAT PARTICULAR BOOK OR ITEM.

SO JUST CURIOUS IN TERMS OF MAKING SURE THAT WE DON'T JUST ENDLESSLY ALLOW FOR FOLKS TO HAVE OUR ITEMS, WHAT DOES THAT LOOK LIKE? SURE. WE'LL GO AHEAD AND HAVE MR. BARBERIO BACK UP. YES, THANK YOU, COUNCIL MEMBER.

FOR THE AUDIENCE, GARY BARBERIO, DEPUTY CITY MANAGER FOR COMMUNITY SERVICES, WHICH DOES INCLUDE OUR LIBRARY AND CULTURAL ARTS DEPARTMENT.

I PROBABLY SHOULD HAVE COVERED THIS A LITTLE BIT MORE IN MY PART OF THE PRESENTATION.

SO THIS ELIMINATING LIBRARY FINES FOR LATE BOOKS AND MATERIALS IS A NATIONWIDE TREND.

DOESN'T MEAN WE FOLLOW A NATIONWIDE TREND.

AS OUR FINANCE DIRECTOR TOLD YOU, WE'RE ONE OF TWO AGENCIES, LIBRARY AGENCIES IN SAN DIEGO COUNTY.

I THINK THERE'S NINE AND I THINK IT'S US AND CORONADO ARE THE ONLY TWO THAT STILL HAVE FINES IN PLACE.

AND WHAT YOU FIND IS WHEN YOU IMPOSE FINES IT HAS A DISPROPORTIONATE IMPACT ON THOSE OF LOW INCOME WHO CAN'T AFFORD THE FINES.

IT ALSO, ODDLY ENOUGH, IF YOU HAVE LATE FINES, YOU'RE LESS LIKELY TO RETURN THE MATERIAL THAN IF THERE ARE NO FINES.

AND SO WHAT HAPPENS IS CIRCULATION OF RETURN OF BOOKS ACTUALLY GOES UP OR I KEEP SAYING BOOKS, BUT IT'S ALL LIBRARY MATERIALS.

AND THEN FINALLY THE TREND IS, YOU KNOW, WE'RE DOWNLOADING MATERIALS ELECTRONICALLY.

YOU CAN'T HAVE A LATE FINE BECAUSE ELECTRONICALLY IT TAKES IT BACK FROM YOU.

RIGHT? SO AS WE HAVE MORE DOWNLOAD OF MATERIAL, YOU HAVE LESS LATE MATERIALS AND THEN THE CHALLENGE OF COLLECTING LATE FINES HAS A COST TOO SO THE COLLECTING THE MONEY VERSUS WHAT IT COSTS TO COLLECT IT.

THERE'S A DIFFERENCE THERE.

THE IMPACT OF NOT COLLECTING FINES ISN'T VERY SIGNIFICANT ON OUR BUDGET.

AND AGAIN, ODDLY ENOUGH, YOU END UP WITH MORE RETURNS THAN YOU WOULD IF YOU HAD FINES IN PLACE.

THANK YOU. I JUST APPRECIATE THE EXTRA DETAIL.

I THINK I'M ON BOARD WITH IT.

JUST WANTED TO KNOW WHAT THE THOUGHT PROCESS WAS BEHIND IT.

THANK YOU. YOU'RE WELCOME.

MR. BLACKBURN. WHEN YOU TALKED ABOUT THOSE LINES CROSSING IN THE 2627 FISCAL YEAR BUDGETS, YOU ALSO TALKED ABOUT THAT WE'RE EXPECTING A RECESSION IN A FEW, TWO OR THREE YEARS.

WAS THAT PART OF THE SOMETHING YOU TOOK INTO CONSIDERATION WHEN YOU CAME UP WITH THIS? NO. THIS FIVE YEAR FORECAST MODEL HAS NOT INCORPORATED ANY RECESSIONARY MODELING.

TYPICALLY, WHEN WE WOULD INCORPORATE RECESSIONARY MODELING, WE WOULD TEND TO MODEL KEEPING THE PROJECTED REVENUES FLAT IN A PARTICULAR YEAR TO TRY TO RECREATE THE POTENTIAL IMPACTS OF A RECESSION.

AND JUST TO CLARIFY, NOT THAT THE CITY IS EXPECTING A RECESSION, IT'S REALLY JUST KIND OF KEEPING OUR NOSE TO THE GRINDSTONE OF WHAT WE'RE HEARING FROM EXPERTS IN THE FIELD FOR LOOKING AT WHAT ECONOMISTS HAVE BEEN STARTING TO LOOK AT, STARTING TO DISCUSS MORE ABOUT AND LOOKING AT THE ECONOMIC INDICATORS, LOOKING AT INFLATION AS ONE OF THE PRIMARY DRIVERS.

BUT TO ANSWER YOUR QUESTION, NO, OTHER THAN APPLYING CONSERVATIVE ESTIMATES IN RESPONSE TO RISING INFLATION AND POTENTIAL IMPACTS, AS WELL AS LIKELY IMPACTS TO SPECIFIC REVENUE CATEGORIES IN THE GENERAL FUND, THAT WOULD BE THE EXTENT.

SO IF SOME OF THESE ECONOMISTS ARE CORRECT AND THERE IS A RECESSION THEN THIS PICTURE IS GOING TO LOOK A LOT WORSE THAN IT DOES HERE.

IS THAT ACCURATE? POTENTIALLY IT COULD.

TALK ABOUT TWO YEAR BUDGETS INSTEAD OF A ONE YEAR BUDGET.

[02:55:03]

I'LL TALK TO KIND OF WHAT I'VE HEARD JUST BEING IN THE INDUSTRY.

AND I THINK THAT DEPENDS AS WELL ON THE CITY AND THE AND THE WAY THAT THEY MAKE USE OF MID-YEAR BUDGETS.

OFTEN CITIES WILL ADOPT A TWO YEAR BUDGET, BUT THEN COME BACK AT AFTER YEAR ONE TO KIND OF SHORE UP OR LOOK AT THEIR ESTIMATES AGAIN.

THEY OR THEY DO A FULL YEAR MID-YEAR ADJUSTMENT FOR SIGNIFICANT CHANGES.

I THINK THERE'S PROS AND CONS TO BOTH.

I THINK YOU WOULD POTENTIALLY THINK THAT THERE WOULD BE LESS WORK BECAUSE YOU WOULD BE DOING THE WORK OF TWO YEARS AND IN MORE OF LIKE A ONE YEAR CYCLE.

BUT I THINK DEPENDING ON WHAT HAPPENS IN A YEAR, I MEAN, GIVEN I MEAN, IF YOU THINK BACK TWO YEARS RELATIVE TO WHAT WE'VE BEEN THROUGH WITH COVID, HOW DO WE PREPARE A TWO YEAR BUDGET BEGINNING 19-20, WE WOULD HAVE HAD TO COME BACK TO COUNCIL AND KIND OF BLOW IT UP.

SO I THINK, YOU KNOW, DEPENDING ON WHAT'S HAPPENING AROUND US AND THE ECONOMY, AS WELL AS CHANGES IN PROGRAM SERVICE LEVELS, ANYTHING THAT WOULD AFFECT US IN OUR DAILY OPERATIONS, YOU KNOW? I CAN SEE BOTH SIDES BEING EITHER A WIN WIN OR KIND OF A LOSE LOSE DEPENDING ON, I THINK, CIRCUMSTANCES BEYOND OUR CONTROL SOMETIMES.

THANK YOU. OKAY.

DO WE HAVE ANY TREND LINES FROM THE PAST? SO WHEN YOU SEE THIS TREND LINE, COULD WE GO BACK AND LOOK OVER THE LAST TEN YEARS AND SEE WHAT THAT TREND LINE LOOKED LIKE? YES. I THINK WE DO HAVE SOME HERE.

AND WHILE HE'S LOOKING AT UP HOW MANY EMPLOYEES HAVE ADDED OVER THE LAST THREE YEARS, WAS IT 86? 89? SO.

CORRECT ME IF I'M WRONG, BUT SINCE 18, 19 OR I'M SORRY, 19-20, WE'VE ADDED 89.75 POSITIONS.

89 POINT. WE STARTED AT THE BEGINNING OF 18-19.

AND SINCE 18-19, WE'VE ADDED 89.75 POSITIONS.

AND WE'RE ADDING A TOTAL OF 18 THIS TIME.

NET 18, CORRECT.

OKAY.

SO THAT'S ABOUT 107, 108 THEN OVER ALL THESE BUDGETS? OKAY.

OKAY. SO, MAYOR, IN TERMS OF HISTORICAL TRENDS, THIS IS A SLIDE, I BELIEVE, THAT WAS PRESENTED EARLIER IN APRIL AT THE REVENUE STUDY ITEM WHERE WE HAVE A 15 YEAR LOOK AT GENERAL FUND REVENUES, GENERAL FUND EXPENDITURES AND ALSO INCORPORATED TRANSFERS OUT OF THE GENERAL FUND, AND THAT IS IN COMPARISON WITH FULL TIME EMPLOYEES AT THE CITY.

AND I WOULD LIKE TO ALSO NOTE THAT THIS IS UNFORTUNATELY HASN'T BEEN UPDATED TO INCORPORATE THE PRELIMINARY BUDGET THE CITY COUNCIL IS CONSIDERING THIS EVENING.

IT IS UP UNTIL THE FISCAL YEAR 21-22 BUDGET, BUT STAFF WOULD BE MORE THAN PLEASED TO GO BACK AND UPDATE THAT.

OKAY. YOU KNOW, IN MY COLLEAGUE, YOU USED THE TERMINOLOGY EARLIER, OLD SCHOOL OR SOMETHING TO THAT EFFECT.

ONE OF THE THINGS THAT WE'VE AT LEAST I HAVE OBSERVED OVER THE LAST YEARS IS THAT WE'VE ALWAYS BEEN VERY, VERY FRUGAL, EXTREMELY CONSERVATIVE IN HOW WE DO BUSINESS.

SO IT'S NOT HOW CLOSE WE CAN COME TO REVENUES OVER EXPENSES, BUT HOW CONSERVATIVE CAN WE BE? SO WHAT DOES THAT LOOK LIKE? HOW MUCH DID WE PUT EXCESS MONEY INTO THE RETIREE ACCOUNT 50 WHAT, 2? EXCESS FUNDS.

HELP ME UNDERSTAND THE SWIM COMPLEX AT ALGA NORTE.

HOW MUCH IS THE SWIM COMPLEX? 18, 19 MILLION.

I'D HAVE TO ASK.

I'LL [INAUDIBLE] GARY OR MR. BARBERIO ON THAT ONE.

THAT THE CONSTRUCTION COST OF ALGA NORTE? YEAH. ARE YOU REFERRING TO THE POOL?

[03:00:01]

WHEN WE BUILT IT? YEAH. LET ME BRING ON KYLE LANCASTER, OUR PARKS AND RECREATION DIRECTOR.

GOOD EVENING MAYOR AND COUNCIL, KYLE LANCASTER, PARKS AND RECREATION DIRECTOR.

ESTIMATED PARK TOTAL CONSTRUCTION WAS ACTUALLY APPROACHING 34 MILLION, AS I RECALL.

SO AND THE POOL? THE AQUATIC CENTER ITSELF, I DO NOT HAVE THE BREAKDOWN ANSWER.

SO MY MEMORY, SOMEWHERE BETWEEN 15 AND 20 MILLION.

WE HAD THE MONEY AND THAT TREND LINE TO PAY CASH FOR IT.

SAFETY TRAINING FACILITY.

HOW MUCH IS A SAFETY TRAINING FACILITY? 22 MILLION. I'M SORRY, MAYOR I DON'T HAVE THE NUMBER FOR THAT EITHER.

IT WAS NORTH OF 20 MILLION.

IT WAS IN THIS TREND LINE.

WE LOVE THE GOLF COURSE.

WE PAID OFF THE BONDS AFTER TEN YEARS.

I DON'T KNOW HOW MUCH THAT WAS.

THAT WAS APPROXIMATELY, I BELIEVE, 15 MILLION.

APPROXIMATELY 15 MILLION.

THAT WAS IN THE TREND LINE.

SO PART OF THE THING, THE PART OF THE WAY YOU DO BUSINESS IS YOU CAN DO BUSINESS IN A COUPLE OF DIFFERENT WAYS.

YOU CAN BE EXTREMELY CONSERVATIVE AND HAVE MONEY FOR, LIKE DR.

PACKARD HAS STATED, WHERE YOU NEED MONEY TO INVEST 15 MILLION TO GET A BILLION DOLLAR RETURN.

AND WE CAN GO ON AND ON IS HOW WE'VE DONE BUSINESS OVER THE YEARS.

IT WAS SAID EARLIER ABOUT WHAT IS THE FORECAST FOR THE FUTURE YEARS.

I MEAN, I WOULD SUGGEST THAT WE'RE OVEROPTIMISTIC ON OUR REVENUES AND WE'RE EXTREMELY OPTIMISTIC ON OUR EXPENDITURES GOING FORWARD.

I COULD NEVER SUPPORT SOMETHING LIKE THIS IN THIS ECONOMY MOVING FORWARD.

I JUST I'VE BEEN THERE TWO OR THREE TIMES AND WHEN THINGS GO WRONG, THEY GO WRONG IN A BIG WAY.

SO I'M NOT SURE WHERE WE GO FROM THIS MOMENT IN TIME, BUT THIS IS TOO OPTIMISTIC FOR ME GIVEN THIS MOMENT.

SO I'D BE HAPPY TO HEAR YOUR CONVERSATION AND WHERE YOU THINK YOU WOULD LIKE TO GO.

BUT I CAN REMEMBER IN 07-08, WE JUST HIT THE PAUSE BUTTON FOR THREE OR FOUR YEARS.

WAS IT HARD? WAS IT TOUGH? THIS CITY I'VE NEVER SEEN THE EMPLOYEES WORK SO HARD AND STAY SO TIGHT THROUGH THOSE DIFFICULT TIMES.

BUT WE MANAGED OUR WAY THROUGH IT AND EACH YEAR WE WERE ON THE NORTH SIDE OF THE REVENUE MARK.

SO I WOULD JUST SUGGEST WHERE WE'RE LOOKING AT HERE.

A COUPLE OF OTHER THINGS THAT JUST ARE NOTEWORTHY TO ME IN THIS.

YOU KNOW, WHEN YOU START DOING BUDGETING, YOU KNOW, MR. CHADWICK TALKED ABOUT HOW THERE WAS MONIES ROLLED OVER IN THE DEPARTMENTS AND THERE WAS AUTOMATIC INCREASES AND SO ON AND SO FORTH.

THAT WAS TO ME WAS ALWAYS WIGGLE ROOM OPPORTUNITY AND SO ON AND SO FORTH.

ALSO THERE WAS TALKED ABOUT THERE'S ALWAYS A 2%.

WE NEVER HAVE FULL EMPLOYMENT.

YOU'RE ALWAYS ABOUT 2% LOW.

THEY TOOK THAT OUT OF THIS BUDGET.

SO AT THE END OF THE YEAR WHERE WE'D NORMALLY SEE IF THAT WAS THE CASE, THAT WOULD BE MONIES OVER.

SO THE POINT I'M TRYING TO MAKE IS OUR BUDGETS OVER THE LAST FOUR YEARS HAVE GOTTEN TIGHTER AND TIGHTER WITH LESS WHAT I CALL WIGGLE ROOM IN THE BUDGETS AS TO WHAT THEY ARE TODAY.

SO AGAIN, WHEN I'M THINKING, GOD, IF I HAVE TO COME UP WITH MONEY SOMEWHERE IN THE NEXT YEAR OR TWO, WHERE AM I GOING TO GET IT? YOU'RE GOING TO GET IT OUT OF YOUR RESERVES.

AND MOST LIKELY TO PAY FOR LABOR.

NOT FOR A TRENCH, NOT FOR A POOL, NOT TO PAY YOUR RETIREMENT WHEN YOU NEED IT IN TWO YEARS.

AND THEN THAT'S UPSIDE DOWN AGAIN.

SO FOR ME, THAT'S JUST MY QUICK GENERAL THOUGHTS.

I MEAN, I'D BE HAPPY TO HEAR YOURS.

AND I'LL START WITH YOU, MR. NORBY. OH, I'M SORRY.

GO AHEAD IF THERE'S A QUESTION.

YES, I DO HAVE SOME FOLLOW UP QUESTIONS WITH REGARDS TO THAT.

SO CAN WE ALL START OFF WITH IN 2007, WHAT WAS OUR POPULATION AND WHAT DOES OUR POPULATION LOOK LIKE NOW? IN 2007.

YEAH, I'M JUST LOOKING AT THAT 2007 FISCAL YEAR, 2007 TO FISCAL YEAR NOW 2022 TO 2023.

AND THAT'S A 15 YEAR TREND LINE WHICH WE WERE JUST LOOKING AT WHEN WE WERE TALKING ABOUT THE DIFFERENT EXPENDITURES, ETC..

I THINK IT MIGHT HAVE BEEN ON THE PREVIOUS SLIDE.

YEAH, I'LL PULL UP THAT SLIDE.

BUT JUST TO CLARIFY, THAT WAS POPULATION WAS NOT INCLUDED.

YEAH, I KNOW. I'M JUST ASKING.

YEAH, I HAVE A SERIES OF QUESTIONS.

[03:05:01]

OKAY. GREAT. AND THEN SINCE THE MOST THE CLOSEST ONE TO THAT WOULD BE 2010, DO WE HAPPEN TO HAVE THAT? 2010 IS 105,328.

OKAY, GREAT.

WAI A SECOND 2007 WAS HOW MUCH? 2000 THE CENSUS IS EVERY TEN YEARS.

SO 2000 WAS 79,000.

NO I THOUGHT I DID. SHE DID.

THERE'S NO CENSUS DATA. THERE'S EVERY TEN YEARS.

YEAH. YEAH.

[LAUGHTER] SO 2000 WAS 79,000.

2010 WAS 105.

AND THEN CURRENTLY WE'RE PROJECTED AT 115.

OKAY. THANK YOU.

AND SINCE THEN, I'M ASSUMING THE TYPES OF PROJECTS, WHETHER THEY'RE CAPITAL IMPROVEMENT PROJECTS, WHETHER IT'S BEEN PUBLIC RECORDS REQUESTS, ETC., WE'VE SEEN A NUMBER INCREASE SINCE 2007 TO 2022.

IS THAT ACCURATE? YES.

OKAY. YES. AND THEN THE RATIO IN TERMS OF PUBLIC SAFETY THAT WE WANT TO MAKE SURE THAT WE HAVE FOR OUR RESIDENTS FROM WHAT I KNOW, THE GOLD STANDARD AT THE VERY LEAST IS 1 TO 1000 FOR EACH OFFICER AND EACH FIRE.

1 TO 1000 IS WHERE THE CITY OF CARLSBAD HAD BEEN.

THAT'S THE INDUSTRY STANDARD? THE INDUSTRY STANDARD ISN'T IT 1.5? NO IT'S 1.

THE RATIO OF NUMBER OF SWORN TO POPULATION IS JUST ONE WAY TO ASSESS LAW ENFORCEMENT NEED.

A LOT OF FACTORS GO INTO THAT THE AVAILABILITY OF ALLIED AGENCY ASSISTANCE.

SO IN A COUNTY LIKE OURS, COMPARED TO A RURAL AREA, THE OPPORTUNITY TO RELY ON NEIGHBORING AGENCIES IF THE NEED AROSE, WOULD LOWER THE NEED.

SO IT'S REALLY A CASE BY CASE AND THE FACTORS ARE HIGHLY INFLUENCE WHAT WOULD BE THE APPROPRIATE RATIO.

SO A BETTER WAY TO GO ABOUT IT IS TO LOOK AT THE KEY ASPECTS OF OUR SERVICE PROVISION AND SEE HOW WE'RE DOING.

AS FAR AS THAT GOES, POTENTIALLY RESPONSE TIMES, ABILITY TO CLEAR CASES AND THOSE TYPES OF THINGS WHICH ARE INDICATORS OF OUR SERVICE LEVEL INSTEAD OF JUST A PURE CALCULATION ON THE NUMBER OF SWORN PER 1000.

GREAT. THANK YOU. AND FROM WHAT I UNDERSTOOD FOR OUR POLICE RESPONSE TIME, WE WERE UNDER THE AVERAGE, BUT THEN FOR OUR FIRE RESPONSE TIME, WE ARE OVER THE AVERAGE.

THAT WAS ALSO WHAT I UNDERSTOOD FROM THE PRESENTATION.

YES, MA'AM. FOR POLICE.

AND THEN JUST BRIEFLY ON THE RESERVES FROM THE FISCAL YEAR 2018, 2019.

WE SAW AN INCREASE FROM 82 AND A HALF MILLION TO 116 MILLION, WHICH IS A 41% INCREASE.

IS THAT ALSO ACCURATE? THAT'S CORRECT. THAT'S CORRECT.

GREAT. AND COUNCILMEMBER, WE DID GET THE POPULATION FOR 2007 JUST COMING IN.

IT LOOKS LIKE 101,398.

GREAT. THANK YOU.

OK. AND THEN I'M GOING TO GO AHEAD AND SAY SO JUST TO FINISH OFF THE POSITIONS.

I KNOW WE MENTIONED THAT 71% OF THE 24 POSITIONS THAT WE'RE ADDING, WHICH WOULD BE 14 POSITIONS WE'RE IN WITH REGARDS TO PUBLIC SAFETY.

I BELIEVE IT WAS PUBLIC SAFETY AND LIFEGUARDS.

OK. THAT'S CORRECT.

YES. GREAT.

AND I KNOW WE TALK ABOUT WANTING TO HAVE OUR CURRENT STAFF WORK KIND OF SIMILAR TO PAST TIMES IF WE WERE IN A RECESSION, FOR INSTANCE.

I'M JUST CURIOUS CURRENTLY HOW MUCH OVERTIME FOLKS ARE WORKING AND WHAT THAT LOOKED LIKE IN PREVIOUS TIMES WHEN FOLKS ARE WORKING OVERTIME.

AND IF WE HAVE THIS NUMBER, IF YOU DON'T, THAT'S TOTALLY OKAY.

JUST CURIOUS WHAT THAT WOULD EQUATE TO IN TERMS OF WHAT THE COST SPEND WOULD BE FOR OVERTIME WORKED.

WE DON'T HAVE THE OVERTIME COSTS READILY AVAILABLE AT THIS TIME, BUT WE CAN CERTAINLY LOOK AT THAT.

GREAT. THANK YOU.

YEAH, I THINK THAT WOULD BE HELPFUL BECAUSE I KNOW WE'RE TALKING ABOUT POSITION ADDS.

I KNOW THERE ARE RESERVATIONS ON THE COUNCIL POTENTIALLY TO ADD POSITIONS.

JUST CURIOUS TO KNOW IN PAST TIMES IF WE HAVE TIGHTENED OUR BELTS, WHAT THAT OVERTIME HAS LOOKED LIKE, WHAT THE COST DIFFERENTIAL WOULD BE, AND THEN JUST SIMILARLY HERE, WHAT THAT WOULD LOOK LIKE AS WELL, JUST TO KNOW THAT FOR OURSELVES.

AND COUNCILMEMBER, JUST TO KIND OF ADD A LITTLE MORE COLOR TO THAT, UNFORTUNATELY, A LOT OF TIMES THAT ASSUMES THAT THE WORK IS GOING TO BE PERFORMED AND THAT ASSUMES THAT

[03:10:05]

SO FOR INSTANCE, A LOT OF THE MANAGER POSITIONS MANAGERS ARE EFFECTIVELY UNCLASSIFIED OR AT WILL EMPLOYEES.

YES, THEY CARRY A MANAGER TITLE, BUT THOSE EMPLOYEES ARE NOT SUBJECT TO THAT 2080 HOUR LIMIT, MEANING THEY'RE NOT ELIGIBLE FOR OVERTIME.

SO THEY'LL END UP PERFORMING WORK.

AND AGAIN, THEY JUST WON'T THEY RECEIVE THEIR COMPENSATION BASED OFF OF WHAT THEIR SALARY IS, NOT NECESSARILY ANY ADDITIONAL INFORMATION RELATED OR ANY ADDITIONAL FUNDING FOR EXTRA WORK THAT THEY'RE PERFORMING.

GREAT. NOW. ALSO, WHAT I JUST WANT TO ALSO ADD IS FROM AN OVERTIME PERSPECTIVE, REALLY WHAT YOU'RE TALKING ABOUT IS IN THE EVENT THAT THE CITY DOES NOT HAVE STAFF, THEN IT BECOMES THE SERVICE LEVEL REDUCTION.

SO MEANING THAT THE LEVEL OF SERVICE THAT HISTORICALLY HAS BEEN PERFORMED LIKELY WOULD NOT BE ABLE TO BE PERFORMED AT THE SAME LEVEL AND THE SAME RIGOR.

THANK YOU. AND I THINK THEN A BETTER QUESTION WOULD BE JUST TO SEE WHAT EMPLOYEE RETENTION LOOKED LIKE WHEN WE WERE HAVING FOLKS WORK OVERTIME AND JUST FROM OBVIOUSLY AN ATTRACTION AND RETENTION STANDPOINT AS WE CONTINUE TO WANT TO ATTRACT TALENT AND WANT TO BE THE BEST CITY IN THE REGION, WE WOULD WANT TO SEE WHAT THAT LOOKS LIKE. AND THEN EMPLOYEE SATISFACTION.

I DON'T KNOW IF WE WERE DOING SURVEYS BACK THEN IN 2007, BUT IF WE WEREN'T, I THINK FOR MYSELF THAT'S ANOTHER PIECE WHERE I'M LIKE, WHERE I WANT TO KNOW, YOU KNOW, OF COURSE WE'RE TRYING TO ATTRACT THE BEST.

AND SO WHAT DID WE HAVE BURNOUT? AND DID PEOPLE LEAVE BECAUSE THEY WERE WORKING OVERTIME? AND THEN WHAT DID THAT LOOK LIKE? SO OTHER THAN THAT, THOSE ARE MY QUESTIONS AND REALLY APPRECIATE THE OPPORTUNITY.

MR. NORBY, YOU STARTED TO MAKE A COMMENT.

THANK YOU. YES.

FIRST OF ALL, I HAVE TWO I WANT TO KIND OF PIGGY BANK ON MAYOR PRO TEM BLACKBURN'S COMMENT ON THE GUIDE PROGRAM AND THEN I HAVE A REQUEST MYSELF.

BUT I'M GOING TO START BASICALLY ON AN OVERVIEW.

AND IF YOU COULD, I THINK THE SLIDE, THE PREVIOUS SLIDE THAT WE'VE REFERRED TO STARTING AT 2007, IT'S JUST A WONDERFUL SLIDE AND I THINK IT'LL DEMONSTRATE A FEW OF MY KEY POINTS HERE. SO FIRST OF ALL, BEGINNING WITH YEAR 21-22 BUDGET, WE KNOW THAT ON THE THIRD QUARTER WE WERE 26 MILLION IN EXPENDITURES, HIGHER THAN 25.8 MILLION.

SO THERE'S A REASON I WOULD CALL IT A REASONABLE ASSUMPTION WHEN WE ADD IN THE FOURTH QUARTER THAT WE'RE PROBABLY GOING TO BE OVER $30 MILLION DOLLARS IN TERMS OF INCOME VERSUS EXPENSES. SO OUR INCOMES ARE UP, OUR EXPENSES ARE ONLINE.

SO THAT CHART, WHEN THE 21-22 FISCAL YEAR IS FINISHED, WILL BE SOME NUMBER AROUND $30 MILLION DOLLARS HIGHER ON THE BLUE LINE.

IS THAT ACCURATE? I BELIEVE AND IF YOU'RE REFERRING SPECIFICALLY TO THE THIRD QUARTER ECONOMIC AND FINANCIAL UPDATE, WHAT I BELIEVE WAS INCLUDED IN THE STAFF REPORT IN THE PRESENTATION WAS SPECIFICALLY RELATED TO THE ESTIMATED REVENUES AND WHERE WE WERE SEEING REVENUES AS OF MARCH 31, 2022 WAS IN FACT $25 MILLION DOLLARS HIGHER THAN WHAT WAS ANTICIPATED.

HOWEVER, ON THE EXPENDITURE SIDE, WHAT WAS BEING COMPARED, WE WERE LOOKING AT ACTUAL IN RESPECT NOT JUST TO THE ADOPTED BUDGET BUT THE WORKING BUDGET WHICH INCLUDED CARRY FORWARD APPROPRIATIONS AND CARRY FORWARD ENCUMBRANCES.

SO I WOULD SAY AND AT THAT POINT, I THINK WHAT WAS IMPORTANT IN AND ALBEIT DIFFICULT TO IDENTIFY GOING THROUGH SO MANY SLIDES, THE ACTUAL REVENUES RECEIVED AS OF MARCH 31ST WAS $137 MILLION DOLLARS.

THE ACTUAL EXPENDITURES IN OPEN POS AS OF MARCH 31ST WAS $163 MILLION DOLLARS.

SO ACTUALLY EXPENDITURES HAD EXCEEDED REVENUES AT THAT POINT.

BUT A LOT OF IT HAS TO DO WITH TIMING.

AND A SIGNIFICANT PORTION OF THE CITY'S REVENUES, SPECIFICALLY FOR THE GENERAL FUND, DO COME IN AT THE FOURTH QUARTER.

CONVERSELY, ON THE EXPENDITURE SIDE, THE MAJORITY OF THE CITY OR THE GENERAL FUNDS TRANSFERS OUT HAVE ALREADY BEEN RECORDED.

RIGHT. SO THERE'S EXPLANATIONS OR QUALIFICATIONS TO BOTH.

JUST STICKING WITH THE GENERAL FUND, THIS IS FOR OUR BUDGETED AMOUNT AND WE KNOW I GUESS THREE QUARTERS WOULD BE APPROXIMATELY 8 MILLION A QUARTER.

AND SO IF THE FOURTH QUARTER PERFORMS, WE'RE ALREADY HALFWAY THROUGH THAT FOURTH QUARTER, YOU SIMPLY ADD ANOTHER 8 MILLION AND WE'RE WELL OVER $30 MILLION DOLLARS IN INCOME THAT WOULD TAKE THE BLUE LINE IN 2021, $30 MILLION DOLLARS HIGHER THAN IT CURRENTLY IS.

AND THE ORANGE LINE IN TERMS OF THE GENERAL FUND IS GOING TO REMAIN SOMEWHERE VERY CLOSE TO WHERE IT IS RIGHT NOW.

WE DON'T ANTICIPATE HAVING $30 MILLION DOLLARS WORTH OF EXPENSES OVERAGE.

WE'RE TRACKING KIND OF WHAT OUR EXPECTATIONS WERE IN TERMS OF OUR SPEND BEING AT ROUGHLY 75% AT THREE QUARTERS OF THE YEAR.

AND I KNOW THAT THERE WERE MASSIVE TRANSFERS IN AND OUT THAT AFFECT THE OVERALL OPERATING BUDGET.

[03:15:04]

SO I WOULD EXPECT THAT LINE TO BE AT OR HIGHER THAN THE PREVIOUS THREE OR FOUR YEARS.

BUT WHAT THIS SLIDE REPRESENTS TO ME IS WE HAD A MASSIVE RECESSION, PROBABLY THE BIGGEST ONE SINCE THE GREAT DEPRESSION IN 2008.

AND YOU CAN SEE A FLAT REVENUE, FLAT EXPENSES, AND YOU CAN SEE US DROPPING EMPLOYEES DRAMATICALLY IN RESPONSE TO A REALLY SIGNIFICANT BUDGET CHALLENGE. AND THEN WE START COMING OUT OF THAT BUDGET CHALLENGE.

AND SOMEWHERE AROUND 2017, 2018, WE GET TO MAYBE A HISTORIC LEVEL WHERE THOSE JOBS ARE BACK FULL.

WE'VE GOT 15,000 EMPLOYEES I'M SORRY, 15,000 RESIDENTS, MORE THAN WE HAD BACK IN 2007.

AND WE'VE INSTITUTED, AS THE CITY MANAGER, PRESENTED IN HIS OPENING REMARKS, SEVERAL NEW PROGRAMS THAT HAVE BENEFITED OUR CITY.

SO THAT'S WE HAVE TAKEN A 40% BUDGET RESERVE.

WE'VE INCREASED THAT 41%.

WE'RE UP, I THINK IT WAS 64% IS OUR BUDGET RESERVE NOW, IF I RECALL ACCURATELY, AND THAT IS A SUPER, SUPER HIGH NUMBER, WELL OVER THE 40%. SO I LOOK AT IT DIFFERENTLY.

I THINK WE'RE DOING WELL.

WE HAVE NEVER HAD, ACCORDING TO THAT CHART, A YEAR WHERE WE HAVE DEFICIT SPEND.

WE'VE ALWAYS HAD REVENUES EXCEEDING EXPENSES EVERY YEAR.

AND WE'VE DONE THAT FOR, YOU KNOW, THIS AT LEAST 15 YEARS.

AND I DON'T EXPECT THAT TO CHANGE EITHER.

IT'S JUST THE NATURE OF THE WAY WE DO BUDGETING AND WE'RE VERY CONSERVATIVE, BUT THE FUTURE IS UNKNOWN.

AND SO PLEASE, PLEASE CONTINUE TO BE CONSERVATIVE.

BUT THE HISTORIC PERFORMANCE HAS ALWAYS EXCEEDED BUDGET.

SO I LOOK AT THAT AND I JUST SAY, GREAT.

I LOOK AT THE PROGRAMS THAT WE'RE OFFERING AND I SAY, GREAT.

I DO SEE HEADWINDS, AND I THINK THAT WE NEED TO BE CAUTIOUS IN THE OUTCOMING YEARS JUST BECAUSE THERE'S SO MUCH FISCAL UNCERTAINTY OUT THERE.

THE INFLATIONARY PRESSURE IS SOMEWHAT NEW TO US.

WE'VE HAD 15 YEARS OF, YOU KNOW, RELATIVELY CALM, TWO OR 3%, AND NOW WE HAVE MASSIVE UNKNOWN INFLATION.

SO WE HAVE CONSTRUCTION COSTS THAT ARE GOING THROUGH THE ROOF UNKNOWN.

SO, YOU KNOW, I THINK IT'S TIME TO BE CAREFUL AS WE GO FORWARD IN TERMS OF NEW PROGRAMS, NEW HIRES THAT THIS COUNCIL WANTS TO DO, KIND OF ON OCCURRING COSTS.

BUT RIGHT NOW, IN TERMS OF OUR INCOME STREAMS AND OUR EXPENSE STREAMS, WE ARE PERFORMING PERHAPS BETTER THAN WE EVER HAVE, CERTAINLY IN THE LAST 15 YEARS.

AND I HEAR A REFRAIN THAT WE'RE SPENDING TOO MUCH MONEY OR WE'RE DEFICIT SPENDING OR WE'RE BRINGING TOO MANY EMPLOYEES ONLINE AND WE CAN'T AFFORD IT.

AND I PERSONALLY DON'T BUY INTO IT.

I THINK WE ARE DOING EXTREMELY WELL BASED UPON THE DATA THAT WE HAVE BASED UPON THE MOST RECENT YEAR.

AND BASED UPON WHERE THIS ECONOMY IS.

SO THE TRUST THAT I HAVE IN OUR BUDGETING PROCESS, IT ALSO INCLUDES THE FACT THAT WE CAN ADAPT AND WE ADAPTED IN 2007, AND WE ADAPTED PERHAPS TO A CHALLENGE THAT IS UNPRECEDENTED IN OUR LIFETIMES, 100 YEAR CHALLENGE OF COVID AND WHAT THAT MEANS TO A CITY BUDGET AND WHAT HAPPENS AND HOW CAUTIOUS WE HAVE TO BE.

WE HAVE DEMONSTRATED THE ABILITY TO DO THAT.

AND SO IF WE END UP IN A SITUATION A YEAR OR TWO FROM NOW, NINE MONTHS FROM NOW, WHERE WE HAVE MASSIVE DISRUPTION IN OUR ECONOMY, I HAVE TRUST THAT WE WILL BE ABLE TO ADAPT TO THAT BECAUSE WE'VE DONE IT TWICE.

I LOOK AT A NUMBER OF PUBLIC SAFETY AND 44% OF OUR BUDGET IS PUBLIC SAFETY.

IT'S THE HIGHEST PIECE OF THE CHART.

IT'S RIGHT JUST UNDER HALF OF OUR BUDGET, 44%.

AND I SPENT AN HOUR OR TWO JUST PULLING UP MUNICIPAL BUDGETS ALL OVER NORTH COUNTY TO FIND OUT WHAT OTHER CITIES ARE SPENDING ON PUBLIC SAFETY.

AND I CAN TELL YOU, I DIDN'T FIND ANY OF THEM THAT WERE UNDER 50% AND THE HIGHEST I FOUND WAS 64% IN TERMS OF WHAT A MUNICIPAL SPEND IS FOR PUBLIC SAFETY.

AND SO FOR US BEING AT 44% FOR PUBLIC SAFETY, WITH THE KNOWLEDGE THAT THE BULK OF THESE EMPLOYEES, YOU KNOW, A DOZEN OF THE 17 ARE GOING INTO THAT PUBLIC SAFETY CATEGORY. AND THIS BUDGET COVERS THAT.

AND IT'S AT 44% OF OUR SPEND.

THAT'S IMPRESSIVE TO ME.

THAT'S REALLY IMPRESSIVE TO ME.

AND LET ME TAKE THIS MOMENT TO KIND OF PULL IT BACK AND THANK OUR PRIVATE SECTOR AND OUR JOBS CREATORS FOR GIVING US THE ECONOMY, GIVING US THE REVENUE IN TOURISM, GIVING US THE REVENUE, PROPERTY TAX, SALES TAX SO WE CAN ENJOY THIS LEVEL OF SERVICE, BRING THESE QUALITY EMPLOYEES ON BOARD, PROVIDE THIS SERVICE TO OUR COMMUNITY, AND HAVE OUR PERCENTAGE OF SPEND BEING ROUGHLY TEN PERCENTAGE POINTS LESS THAN ANYBODY ELSE IN PUBLIC SAFETY.

I APPLAUD THAT. I SIMPLY APPLAUD THAT AND THANK THE PUBLIC SECTOR AND JOB CREATORS FOR GIVING THAT.

SO I'M IN SUPPORT OF THIS BUDGET.

[03:20:01]

YOU HAVE MY THANKS AS A RESIDENT FOR THIS LAST 15 YEAR PERFORMANCE AND MY EXPECTATION OVER THE NEXT HOWEVER LONG I'M ON THIS EARTH THAT THAT WILL CONTINUE.

AND AS A COUNCIL MEMBER, I JUST WANT TO SAY TO OUR STAFF, YOU HAVE MY TRUST AND SUPPORT ON YOUR BUDGETING AND YOU'RE HIRING THAT YOU HAVE DONE.

AND I KNOW IT'S A TOPIC OF CONCERN.

IT'S FAIR GAME TO TALK ABOUT THAT AND TO BE RESERVED.

BUT FROM MY PERSPECTIVE, YOU HAVE AND I'M IN SUPPORT OF THE BUDGET.

NOW TWO THINGS I DO WANT TO TALK ABOUT ON THE BUDGET.

ONE IS I DEFINITELY, I DON'T KNOW IF WE DO THIS BY MINUTE MOTION, IF WE DO THIS BY ADDING TO THE MOTION, THAT'S GOING TO BE.

BUT I AM DEFINITELY SUPPORT OF THE INCREASED COST TO DO THE GUIDE COUNSELING.

I THINK THAT'S ABSOLUTELY CRITICAL, REACHING 130 TO 160 OF OUR YOUTH EACH YEAR AND PROVIDING THEM GUIDANCE THAT'S IN A POSITIVE DIRECTION.

WHO KNOWS WHAT THAT CAN DO? BUT I SUPPOSE WE KNOW WHAT'S POSSIBLE IF YOU DON'T PROVIDE THOSE SERVICES.

SO TO PROVIDE THAT, I THINK IT'S ABSOLUTELY CRITICAL.

AND SO I'M GOING TO SUPPORT THAT IF IT MAKES ITS WAY INTO A MOTION OR A MINUTE MOTION.

THE SECOND IS THAT WE HAVE A LITTLE BIT OF AN ODDITY THAT WE HAVE A STRATEGIC PLANNING GOAL IN TERMS OF THE RAIL.

WE KNOW WE DON'T IT'S NO LONGER A GOAL TO SPEND 400 OR 600 MILLION IN TERMS OF A CIP PROJECT FOR THE CITY.

BUT WE KNOW THE NEXT STEPS AND THE NEXT STEPS ARE ENGINEERING AND ENVIRONMENTAL, AND WE KNOW THOSE COSTS ARE TEN OR $15 MILLION DOLLARS OR MORE.

WE DON'T HAVE A BUDGET FOR THAT IN THIS CITY.

I THINK IT'S A PROJECT THAT IS UP THERE WITH MAYBE THE ENCINA POWER PLANT OR HIGHWAY FIVE.

IT'S A MASSIVE, MASSIVE PROJECT THAT WILL BE FUNDED FEDERALLY AND STATE.

AND IF WE SEE BENEFIT ALSO FOR OUR CITY'S BENEFIT, I THINK IT'S TRANSFORMATIONAL ONE WAY OR THE OTHER.

IT WILL HAPPEN. WE WILL BE DOUBLE TRACKED AND IT WILL TRANSFORM OUR VILLAGE.

WE HOPEFULLY CAN GET TO CHOOSE HOW WE'RE GOING TO DO THAT.

SO I WOULD LIKE THIS COUNCIL TO CONSIDER, GIVEN OUR GENERAL FUND RESERVES NOW AT 64% AND OUR TARGET OF 40%.

GIVEN THE FACT THAT WE'RE GOING TO BE ADDING APPROXIMATELY $30 MILLION DOLLARS, GIVEN THE FACT THAT WE'RE ON TOP OF OUR PENSION LIABILITIES.

AND I DON'T THINK THE EXPECTATION IS WE'LL HAVE YEARS OF $8 MILLION DOLLAR PAYMENTS INTO OUR PENSION LIABILITIES.

I'D LIKE THE COUNCIL TO CONSIDER A ONE TIME AND ALSO THAT THE EXPENSES IS ESSENTIALLY A ONE TIME EXPENSE.

IT'S NOT AN ONGOING EXPENSE.

LIKE LABOR IS AN ONGOING EXPENSE.

BUT I WOULD LIKE THE COUNCIL TO CONSIDER ALLOCATING $3 MILLION DOLLARS FROM OUR GENERAL FUND RESERVE THAT'S UNALLOCATED RIGHT NOW TO ASSIST THE CITY FINANCIALLY, TO ASSIST NCTD AND SANDAG TO GETTING TO THE TECHNICAL STUDIES EARLIER.

AND THE COMMENT IS SO ACCURATE, WHAT GETS WORKED ON IS WHAT GETS BUILT AND WE HAVEN'T MOVED THE BALL IN FIVE OR SIX YEARS AND I WANT TO MOVE THAT BALL AND I WANT THIS CITY TO PARTICIPATE IN MOVING THAT BALL.

AND I KNOW WHAT IT'S LIKE TO GO INTO A CONGRESS PERSON'S OFFICE OR AN ASSEMBLY PERSON'S OFFICE AND JUST ASK FOR MONEY OR GO IN THERE AND SAY WE'RE GOING TO CONTRIBUTE AND BE PART OF THIS PROJECT BECAUSE WE SEE BENEFIT AND WE'RE GOING TO COME TO THE TABLE.

SO I WOULD ASK MY COLLEAGUES TO CONSIDER THAT AND HOPEFULLY SUPPORT THAT ALLOCATION.

NOW THAT ALLOCATION WOULD BE IN LINE WITH OUR FIVE YEAR STRATEGIC PLAN.

SO THE TECHNICAL STUDIES MAY NOT HAPPEN THIS YEAR.

THEY MAY HAPPEN NEXT YEAR, THEY MAY HAPPEN THREE YEARS FROM NOW.

BUT I WOULD THERE'S CURRENTLY NO LINE ITEM IN THE BUDGET FOR THIS AND WE NEED TO HAVE A LINE ITEM SOMEWHERE.

SO MY ASK IS $3 MILLION DOLLARS OF UNALLOCATED GENERAL FUND RESERVES THAT CAN BE PUT IN A BUDGET FOR OUR CITY MANAGEMENT STAFF AS WE WORK WITH REGIONAL AGENCIES TO HELP GET THIS TECHNICAL STUDY GOING.

AND COUNCIL MEMBER, JUST A POINT OF CLARIFICATION.

IF IT IS YOUR INTENT TO MAKE THESE, I WOULD REQUEST THAT YOU DO SO BY WAY OF MINUTE MOTION, AND WE DO IT INDIVIDUALLY.

OKAY. WELL, I WOULD SUPPORT MAYOR PRO TEM'S CONCEPT IN TERMS OF THE GUIDE PROGRAM AND I WOULD OFFER THAT, I GUESS, AS A MINUTE MOTION.

AS A MOTION. DO YOU WANT TO SECOND, KEITH? SECOND.

OKAY. ANY DISCUSSION.

AND JUST SO THAT I CAN CLARIFY WHAT THE ASK IS IT SOUNDS LIKE IS THE COST ASSOCIATED WITH STANDING UP THIS GUIDE PROGRAM.

THE FULLY FUNDED COST IS $137,429.

IS THAT CORRECT? YES SIR.

[03:25:03]

YEAH, I UNDERSTAND.

THERE'S A MOTION AND A SECOND, I WOULD HAVE SAID, I'D LIKE TO FINISH OUR COMMENTS BEFORE WE ADD OR SUBTRACT, BECAUSE I'D LIKE TO SEE WHAT EVERYBODY ELSE IS THINKING BEFORE WE VOTE ON ADDITIONS TO THE BUDGET.

I WOULD AGREE WITH THAT AND THOSE ARE JUST MY COMMENTS.

AND WHERE MY THOUGHTS WERE? I'M OKAY WITH THAT.

COUNCIL MEMBER ACOSTA YOU'RE UP.

OKAY, GREAT.

THANK YOU. THIS WAS A TOUGHER BUDGET PROCESS FOR ME ANYWAY AS A COUNCIL PERSON THAN LAST YEAR.

LAST YEAR THINGS WERE ON ZOOM AND IT WAS A LOT OF READING AND UNDERSTANDING THIS YEAR THINGS HAVE CHANGED AROUND US TOO, IN THE KIND OF MACROECONOMIC PICTURE.

NOT ONLY ARE WE PULLING OUT OF THE PANDEMIC, BUT WE'RE READING ARTICLES ALL THE TIME ABOUT FEAR, ABOUT INFLATION, GAS PRICES, THE ECONOMY IN GENERAL.

AND YET WE ALSO HAVE THIS HIRING FRENZY AT ENTRY LEVEL POSITIONS.

AND IT'S A VERY INTERESTING ECONOMIC TIME.

SO LOOKING AT THE TREND LINES AND OUR PAST AS INCLUDING THE GREAT RECESSION THAT WE EXPERIENCED IN 2008 TO 2010, AND PULLING OUT OF THAT AND THEN THINKING ABOUT WHAT OUR FIVE YEAR FUTURE FORECAST IS AND BEYOND, LIKE REALLY LOOKING LONG TERM AT WHAT WE'RE DOING AT THE CITY.

I HAVE A LOT OF CONFLICTING THOUGHTS ABOUT OUR BUDGET.

I'M VERY PROUD OF WORKING WITH STAFF THAT HAVE WORKED SO HARD TO BRING DOWN THAT WISH LIST.

I KEEP GOING BACK TO I THINK IT'S VERY EASY TO UNDERSTAND.

JUST LIKE IN YOUR HOME, YOU'VE GOT A WISH LIST.

YOU WANT TO DO ALL THESE GREAT THINGS, WHETHER IT'S, YOU KNOW, BUYING THINGS FOR YOUR HOME OR YOUR WARDROBE AND JUST KNOWING NOW'S NOT THE TIME.

AND I JUST GOT TO CONCENTRATE ON WHAT I NEED.

THIS YEAR LOOKS GOOD, BUT WHAT WOULD THE NEXT FEW YEARS BRING? AND I AGREE WITH WHAT THE MAYOR SAID ABOUT WHILE THE FORECAST LOOKS CONSERVATIVE, WE DON'T KNOW.

WE DON'T KNOW WHAT'S GOING TO HAPPEN IN THE ECONOMY.

AND THE THINGS THAT I'M READING ARE FILLED WITH GLOOM AND DOOM AND CONCERN ABOUT A RECESSION COMING.

SO IF COULD WE PULL UP THAT LAST SLIDE THAT WE HAVE WITH THE TREND LINE WITH THAT STARTED IN 2007, EVERYBODY LOVES THAT SLIDE.

[LAUGHTER] YEAH.

YES. SO I'M LOOKING AT THAT PURPLE LINE AND I'M LOOKING AT THE POSITIONS AND I'M TAKING INTO ACCOUNT THE THINGS THAT THE MAYOR HAD JUST SAID A FEW MINUTES AGO. I'M ALSO THINKING ABOUT SOME OF THE WORDS THAT WERE SHARED BY STAFF AND IN THE STAFF REPORT, THINGS LIKE FISCAL STABILITY IS OUR GOAL OR WE'VE ALWAYS BEEN VERY FRUGAL. AND I DO THINK THAT THAT'S VERY, VERY IMPORTANT THAT WE BE FISCALLY RESPONSIBLE, THAT WE BE VERY EFFICIENT, THAT WE BE DISCIPLINED, THAT WE BE CONSERVATIVE IN OUR ESTIMATES.

AND I'M ALSO THINKING THAT WAY AND I LOOK AT THAT THE POSITIONS, IT DOES SEEM LIKE WE NEED WITH THE GROWTH OF OUR POPULATION AND THE RATIO OF POPULATION TO AMENITIES AND THE THINGS THAT HAVE COME ABOUT THAT WE HAVE NEEDED INCREASES IN POSITIONS.

AND I'M HEARING THE COMMENTS FROM THE OTHERS AND I'M LOOKING AT THAT PURPLE LINE OF THE FULL TIME POSITIONS.

AND I THINK THIS YEAR, IF WE GO FOR THIS VERSION OF THE BUDGET WE'RE LOOKING AT, EVEN WITH THE NET INCREASE, WE'RE LOOKING AT 800, RIGHT? IT WOULD BE IF THAT PURPLE LINE WERE TO INCREASE ONE MORE COLUMN OVER, IT WOULD BE UP AT THE 800 LEVEL, RIGHT? TECHNICALLY, IT WOULD BE 806.

THE PART TIME EMPLOYEES WOULDN'T FACTOR INTO THE FULL TIME EMPLOYEE COUNT.

OKAY. YEAH.

SO 806 AND TO ME, THAT'S A PRETTY STEEP CLIMB.

SO AND JUST THINKING ABOUT IN THE PAST, I MEAN, PART OF THE REASON WE HAVE BEEN SO SUCCESSFUL AND HAVE HAD SO MUCH IN OUR RESERVES IS BECAUSE WE WERE SO CAREFUL. SO I AM CONCERNED ABOUT THAT.

BUT I ALSO THINK THAT WE HAVE SEEN THE STANDARDS OF COVER.

WE'VE SEEN SOME OF THOSE NUMBERS FROM OUR STAFF.

AND WE'VE ALREADY APPROVED A LOT OF THESE POSITIONS.

SO WHICH OF THE POSITIONS HAVE WE ALREADY AUTHORIZED? I KNOW WE TALKED ABOUT THAT THROUGHOUT THE PRESENTATION, BUT IF WE COULD JUST GET A CLEAR ANSWER, I BELIEVE IT WAS JUST THE 12 EMTS AS PART OF THE STANDARDS OF COVER.

OKAY THAT WE'VE ALREADY APPROVED.

SO AND THE NET ADDITION WAS 18, RIGHT? THAT'S CORRECT. BECAUSE WE'RE CONSOLIDATING SOME POSITIONS.

SO THEN WE'RE LOOKING AT SIX ADDITIONAL OVER THE EMTS.

AND FOR EVERY SINGLE ONE YOU KNOW I'M QUESTIONING, DO WE NEED THIS AND IS TURNING THIS POSITION INTO A FULL TIME POSITION OR CREATING A FULL TIME POSITION GOING TO ADD VALUE?

[03:30:02]

LIKE, FOR EXAMPLE, A GRANT WRITER TYPE POSITION, YOU KNOW, THAT THEY'RE GOING TO PAY FOR THEMSELVES AND MORE SO FOR EACH OF THESE POSITIONS I'M LOOKING AT THAT AND IT REMAINS A CONCERN IN MY MIND.

I JUST WANT TO MAKE SURE THAT WE ARE DOING THAT.

AND YET I DON'T WORK IN THESE DEPARTMENTS.

SO I HAVE TO TRUST THAT WE ARE DOING THIS TOGETHER AND THAT THE DEPARTMENT MANAGERS AND THE DEPARTMENT DIRECTORS KNOW WHAT THEY'RE DOING.

SO I'M HESITANT, BUT SUPPORTIVE.

FOR ANY OTHER ADDITIONAL SPENDING, I AM CONCERNED.

AND YET, YOU KNOW, YOU HEAR ABOUT THINGS LIKE THE GUIDE PROGRAM AND IT SOUNDS AMAZING AND THE EFFECT THAT YOU CAN HAVE WORKING WITH YOUNG PEOPLE IN PREVENTIVE PROGRAMS. I ABSOLUTELY WANT TO SUPPORT THAT.

AND I THINK WE NEED TO MAKE SOME REALLY HARD DECISIONS AND HAVE SOME CLEAR POLICIES ABOUT OUR BUDGET GOING FORWARD.

THINGS USING WORDS LIKE PAUSE, TIGHTEN P A U S E [LAUGHTER] AND TIGHTEN OUR BELTS AND MAKING SURE THAT WE ARE NOT LIKE THINGS LIKE FLATTEN, NO INCREASE, YOU KNOW, IN THE FUTURE.

THIS YEAR IS A TRANSITIONAL YEAR I THINK, BECAUSE WE DO HAVE THAT REVENUE COMING IN.

SO AS I SAID, I'M CONFLICTED.

I'M SUPPORTIVE OF THIS, BUT I'M VERY HESITANT AND I'M THINKING THAT WE NEED TO TIGHTEN OUR BELTS AND BE VERY, VERY CAREFUL GOING FORWARD AND IN NEXT YEAR WE NEED TO PREPARE NOW FOR NEXT YEAR TO NOT BE INCREASING AT ALL.

THOSE ARE MY THOUGHTS. THANKS.

DR. BHAT-PATEL. SURE.

THANK YOU. AND I THINK SHARE OF COURSE, SIMILAR CONCERNS WITH REGARDS TO ADDING FOLKS.

BUT AT THE SAME TIME UNDERSTAND THAT I TRUST OUR STAFF AND OUR TEAM AND KNOW THAT WE'RE TRYING TO MAKE THE BEST DECISION POSSIBLE BASED ON THE CURRENT DEMANDS OF OUR CITY AND THE ORGANIZATION.

I THINK FOR MYSELF, AGAIN, DEFINITELY, I KNOW WE'VE GONE OVER THIS MANY TIMES, WHETHER IT'S BEEN DURING OUR CIP CONVERSATION, WHETHER IT'S BEEN JUST A FINANCIAL UPDATE IN GENERAL.

WE'VE TALKED ABOUT WHY WE DO THESE FORECASTS, WHY WE CONTINUE TO FINE TUNE THEM, AND THEN WHY WE COME BACK YEAR AFTER YEAR TO REALLY MAKE SURE THAT WE'RE CONTINUING TO BE AS FISCALLY CONSERVATIVE AND FISCALLY RESPONSIBLE.

AND SO AS WE LOOK FORWARD AND OF COURSE, I KNOW THERE'S BEEN A LOT OF CONVERSATION WITH REGARDS TO POSITION ADS.

AND I KNOW THAT, YOU KNOW, OF COURSE, WHETHER IT'S STAFF, WHETHER IT'S ALL OF US, WE'VE ALL BEEN FIELDING THOSE QUESTIONS.

AND I THINK I JUST WANT TO SAY THAT I THINK ALL OF US UNDERSTAND THAT GRAVITY OF ADDING POSITIONS AND WHAT THAT LOOKS LIKE MOVING FORWARD, WHETHER THAT MEANS INCREASED FINANCES, WHATEVER ELSE.

BUT I KNOW THAT THE TEAM IS ALSO LOOKING AT WAYS, EVEN THOUGH I KNOW WE DIDN'T NECESSARILY APPROVE THE TWO OTHER WAYS TO LOOK AT OUR REVENUE STREAMS, I THINK WE'RE STILL TRYING TO FIGURE OUT WHAT THAT LOOKS LIKE, HOW DO WE DIVERSIFY OUR REVENUE AND MAKE SURE THAT WE CAN CONTINUE TO MOVE THINGS ALONG? BECAUSE, YES, THE THREE THAT WE CONTINUE TO TALK ABOUT, OUR TOT PROPERTY TAX AND SALES TAX, BUT WHAT ELSE CAN THAT LOOK LIKE IN THE FUTURE? AND I KNOW WE'RE STILL GOING TO BE BRINGING THAT BACK IN THE FUTURE TO TALK ABOUT.

I THINK I TRUST OUR STAFF THAT WHEN WE HAVE THAT DISCUSSION THAT IT WILL BE A GOOD ONE AND THAT WE'LL HAVE THE OPPORTUNITY TO LOOK AT WAYS THAT WE CAN CONTINUE TO MAKE SURE WE'RE BUILDING OUR RESERVES.

AND AGAIN, I JUST WANT TO EMPHASIZE, A 41% INCREASE IN THE LAST FEW YEARS IS PRETTY EXCITING.

YOU KNOW, I KNOW THAT WE'RE TALKING ABOUT THE RECESSION AND ALL OF THAT.

AND I KNOW FOR THE PAST, I WOULD SAY SINCE I'VE BEEN GOING TO THE ECONOMIC DEVELOPMENT SUMMIT, FOR INSTANCE, THEY'VE BEEN TALKING ABOUT A RECESSION FOR THE PAST FOUR YEARS.

AND YES, IT WILL BE HAPPENING AT SOME POINT, RIGHT? I MEAN, WHAT MUST GO UP MUST COME DOWN.

AND SO DEFINITELY IT'S GOING TO BE HAPPENING.

BUT I THINK FROM THAT PERSPECTIVE, YES, WE TALKED ABOUT GIVE US YOUR WISH LIST AND THEN WE'RE WE'D LIKE TO SEE WHAT YOU CAN, WHAT YOU ABSOLUTELY NEED IN ORDER TO CONTINUE TO FUNCTION AT THE LEVEL THAT WE'RE FUNCTIONING AT.

AND FROM WHAT I'VE HEARD FROM ALL OF OUR TEAMS SO FAR, THAT THIS IS WHAT THEY WOULD NEED TO CONTINUE TO FUNCTION AT THE LEVEL THAT WE'RE FUNCTIONING AT.

AND SO FROM MY PERSPECTIVE, I WOULD LIKE TO SAY THAT I SUPPORT YOU ALL IN THAT WAY.

AND AGAIN, I JUST WANT TO MAKE SURE THAT AS WE MOVE FORWARD AND I KNOW WE CONTINUE TO DO THIS, BUT THAT WE ARE MINDFUL OF WHAT THAT LOOKS LIKE IN THE FUTURE, HOW WE CAN MAKE SURE THAT WE'RE CONTINUING TO BE AS FISCALLY CONSERVATIVE AS POSSIBLE, AND OF COURSE, MAKING SURE THAT WE CONTINUE TO HAVE THOSE HEALTHY RESERVES THAT EVERYONE CONTINUES TO ENVY ACROSS THE REGION.

AND SO WITH THAT, I KNOW ONE OF THE QUESTIONS MY COLLEAGUES ASKED WAS WITH REGARDS TO THE GUIDE PROGRAM, I'VE HAD THE PRIVILEGE TO SIT DOWN WITH OUR

[03:35:08]

AND I THINK THAT IF WE WERE TO MOVE FORWARD WITH SOMETHING PERSONALLY, HOW I WAS THINKING ABOUT IT IS I'D WANT TO SEE SOMETHING SHIFTED AROUND TO BE ABLE TO ADAPT THIS.

I WOULDN'T WANT TO JUST ADD ON ANOTHER COST, ESPECIALLY GIVEN THE CONVERSATION THAT WE'RE HAVING.

SO THAT'S THE WAY THAT I WOULD SEE IT.

I AM VERY, VERY SUPPORTIVE OF IT.

I JUST THINK THAT WE NEED TO FIGURE OUT WHAT WE WOULD MOVE AROUND IN ORDER TO BE ABLE TO ADOPT IT.

AND TO CLARIFY BEFORE I END MY COMMENTS AND THIS IS FOR CHIEF WILLIAMS. I KNOW THAT WHEN WE LOOKED AT IT, WHEN WE WERE TALKING ABOUT IT, I TOOK NOTES AND YOU CAN CORRECT ME IF I'M WRONG, BUT YOU MENTIONED THAT IN ORDER TO CONTINUE GUIDE, WE WOULD LIKELY NEED THREE PART TIME ASSOCIATE COUNSELORS FOR 20 HOURS A WEEK AND THEN RECLASSING THE SENIOR PROGRAM MANAGER, WHICH WOULD BE AT $137,429 AND THAT THE CURRENT IS $83,160, SO THAT THE NET WOULD BE $54,269.

YES, MA'AM. OKAY.

SO IT WOULDN'T NECESSARILY BE AN ADDITIONAL $140,000.

IT WOULD BE AN ADDITIONAL $54,269.

THAT'S INCORRECT.

THAT'S INCORRECT. THAT'S INCORRECT.

OKAY. SO WHAT WOULD IT BE? BECAUSE THE CONTRACT SUNSETS. SO THAT MEANS THAT IT'S.

OH, 120 GRAND.

YEAH. THE OR WHAT WAS IT, $87,000 THE CONTRACTOR NOW GOES AWAY.

SO THAT EXPENSE GOES AWAY.

YES. SO IT'S NOT CURRENTLY BUDGETED.

IN THE EVENT THAT WE WANT TO OFFER THAT, THEN WE HAVE TO FULLY ADD THE FULL COST ASSOCIATED WITH IT.

OKAY.

SO IT'S GOING TO BE THAT 130 GRAND THAT WE WERE YEAH $137,000.

OKAY.

SO TELL ME THEN SO RECLASSING THE SENIOR PROGRAM MANAGER AND ADDING THE CONTRACT IS THAT $137,429 THAT WE TALKED ABOUT. THE $137,429 IS THE HIRING OF THE THREE PART TIME ASSOCIATE COUNSELORS, THE ONE PART TIME COUNSELING SUPERVISOR FOR 5 HOURS A WEEK, AND THEN ALSO THE RECLASSIFICATION OF THE JJP COORDINATOR TO A SENIOR PROGRAM MANAGER.

PERFECT. OKAY, GREAT.

AND THEN SO YES, I MEAN, THOSE ARE MY THOUGHTS.

JUST I WOULD THINK THAT IN ORDER FOR US TO ADAPT THIS, I MEAN, I AM VERY INCLINED TO WANTING TO HAVE THIS.

BUT I DO THINK THAT IF WE LOOK AT MAYBE SOME OF THE OTHER POSITION ADS OR SOMETHING TO THAT REGARD AND OFFSET IT, I THINK THAT WOULD BE THE WAY THAT I WOULD MOVE FORWARD WITH THAT, JUST TO MAKE SURE THAT WE'RE HAVING A COST NEUTRAL BASED ON THE BUDGET THAT'S BEEN PRESENTED TO US.

SO THANK YOU.

MR. BLACKBURN. CAN WE BRING UP THE SLIDE THAT HAD THE STICK FIGURES OF ALL THE EMPLOYEES AND WHAT DEPARTMENTS THEY'D WORK IN.

AND THEN ALSO JUST AS A QUESTION, HOW MUCH DO WE HAVE CURRENTLY BUDGETED FOR COUNCIL CONTINGENCY? I BELIEVE IT'S $250,000? $500,000. IT USED TO BE $1,000,005.

[LAUGHTER] USE TO BE A LOT MORE.

I'M IN AGREEMENT WITH A LOT OF WHAT I'M HEARING.

I WANT TO HIRE EVERYBODY WE NEED TO HIRE.

BUT I ALSO WANT A BRAND NEW CAR, BUT IF I CAN'T AFFORD IT, I MIGHT HAVE TO BUY A USED CAR, PUT IT OFF A YEAR OR TWO.

WHEN WE LOOK AT THE PUBLIC SAFETY, THAT WAS ALMOST ALL THE EMTS.

SO THAT'S NOT SOMETHING WE CAN TAKE OFF OF THERE, IS THAT CORRECT? UNLESS WE GET RID OF THE EMT PROGRAM, THERE'S THE EMT PROGRAM AND ONE MANAGEMENT ANALYST POSITION BEING ASKED FOR.

OKAY. AND AGAIN, SAME THING WITH LIFEGUARDS.

THAT'S NOT SOMETHING WE CAN JUST GIVE UP.

WE NEED LIFEGUARDS AND WE NEED THE LIFEGUARDS AT THE BEACH AND WE NEED THEM AT OUR POOLS.

SO WHEN WE LOOK AT WHAT WE CAN CUT.

EVEN THOUGH THEY'RE ALL THESE THINGS ARE NECESSARY THAT'S WHY THEY WERE ASKED FOR.

BUT CERTAIN THINGS CAN BE PUT OFF A LITTLE BIT.

AND I MADE NOTES LIKE THE PARK'S AND COUNCIL MEMBER WE DID HAVE TWO OF THE TEMPORARY POSITIONS.

ONE WAS AN ENGINEER AND AGAIN THAT WAS FOR A FIVE YEAR PERIOD AND THE OTHER WAS FOR THE PARKS PLANNER.

AND AGAIN, THAT WAS FIVE YEAR PERIOD.

BOTH WERE DESIGNED TO HELP ACCELERATE OR MOVE ALONG THE EXISTING PROJECT OR CIP LIST THAT COUNCIL CURRENTLY HAS.

SO IF COUNCIL IS DESIROUS OF THAT, AGAIN, IT'S YOUR BUDGET.

SO YOU TELL US.

WELL, AND I'M GOING TO TURN TO YOU.

YOU'RE THE EXPERT. YOU'RE THE ONE WHO DEALS WITH THIS ON A DAILY BASIS.

I THINK IF ANY OF US ARE TRYING TO SECOND GUESS YOU OF WHAT'S REALLY IMPORTANT AND WHAT COULD BE PUT OFF, THEN WE'RE JUST WE'RE VERY NAÏVE.

[03:40:02]

WHAT ON HERE IS A COMPROMISE THAT WE CAN PUT OFF FOR A YEAR OR TWO, OR AT LEAST UNTIL WE SEE WHAT THE FUTURE HAS IN STORE FOR US.

AND I UNDERSTAND THAT IT'LL HURT AND IT MIGHT MAKE SOME DELAYS.

BUT LIKE I SAID, IF I CAN'T AFFORD A CAR, MAYBE I HAVE TO WAIT A YEAR TO BUY IT OR I HAVE TO BUY A USED CAR.

RIGHT. SO WHAT ON HERE WILL HURT, BUT WE CAN DO WITH A DELAY OF A COUPLE OF YEARS.

THANK YOU FOR THE QUESTION.

I'M SORRY I DIDN'T PREP YOU THAT I WAS GOING TO ASK THAT.

SO I'D LIKE TO TELL A TALE, IF YOU WILL.

SO WHEN WE STARTED THIS BUDGET PROCESS, WE ASKED DEPARTMENTS, WE WENT DOWN THROUGH THE WANTS AND NEEDS AND WE ASKED DEPARTMENTS, OKAY, I ONLY WANT TO SEE NEEDS.

WELL, I GOT A LITTLE OF BOTH.

SO THEN IT WAS UP TO BASICALLY THE BUDGET TEAM AND I AND OUR ASSISTANT CITY MANAGER, JEFF PATNOE, TO SIT DOWN AND GO OVER IT.

SO OF THE REQUESTS WE RECEIVED, WE RECEIVED 102 POSITION REQUESTS FROM DEPARTMENTS.

WE THEN WHITTLED THAT DOWN TO THE 24 THAT ULTIMATELY WE ENDED UP PROVIDING FOR YOU.

SO I JUST WANT TO EMPHASIZE THAT NONE OF THESE ARE EASY CHOICES BECAUSE, AGAIN, DEPARTMENTS HAVE INDICATED SIGNIFICANT NEEDS FOR THIS. FOR INSTANCE, THE MANAGEMENT ANALYST POSITION THAT WAS IN PUBLIC SAFETY.

WE HAVE AN INDIVIDUAL, CINDY ANDERSON, WHO IS ABSOLUTELY FABULOUS.

I DON'T KNOW IF SHE'S STILL HERE, BUT SHE WEARS TWO HATS.

SHE'S OVERSEEING BOTH THE CRIME LAB AS WELL AS ALSO OUR MANAGEMENT OR THE ANALYSIS OVER IN THE POLICE DEPARTMENT.

YOU LOOK AT THE TEMPORARY POSITIONS, THE TWO, AND I'LL JUST CUT TO THE CHASE BECAUSE I KNOW IT'S THE LATE HOUR.

IF WE HAVE TO DECIDE THE STRATEGIC PLAN ANALYSTS THAT WE WERE ADDING AGAIN THAT WAS DESIGNED TO FURTHER COUNCIL'S GOALS IN THE EVENT THAT WILL ALLOW THAT TO SUNSET OR IF COUNCIL SUPPORTIVE OF IT, AND WE PULL AWAY FROM THAT AND THEN WE'LL TRY AND MAKE IT WORK AS BEST AS WE CAN WITH EXISTING STAFF.

AND THEN ALSO I WOULD SAY THAT THE TWO TEMPORARY POSITIONS THAT WE HAVE IDENTIFIED AS TEMPORARY, AGAIN, THERE'S A CRITICAL NEED AND I DO WANT TO RECOGNIZE KYLE LANCASTER FOR BEING ABLE TO RUN AS LEAN OF A SHOP AS HE DOES WITH BALING WIRE, GLUE, MASKING TAPE, DUCT TAPE.

I MEAN, THE GUY MAKES MODERN MIRACLES OCCUR, HIM AND HIS STAFF, BUT THEN ALSO, PAZ I KNOW PUBLIC WORKS HAD REALLY BEEN LOOKING FORWARD TO TRYING TO HAVE THAT ENGINEER POSITION.

THOSE WOULD, I THINK, BE THE THREE POSITIONS THAT IF WE NEEDED IT TO SUNSET AGAIN, THOSE WOULD BE THREE POSITIONS THAT WE WOULD RELUCTANTLY GIVE UP. THANK YOU.

AND I HAD A QUESTION ON MR. NORBY BROUGHT UP THE IDEA OF TRANSFERRING $3 MILLION DOLLARS TO THE TRENCHING THE TRACKS FUND.

WOULD ALL THAT BE IS JUST EARMARKING $3 MILLION DOLLARS? IT WOULD STILL BE GENERAL FUND MONEY.

IT WOULD JUST GO INTO A SEPARATE ACCOUNT.

THE MONEY THAT'S NOT USED OR IF THERE WAS A DISASTER AND WE NEEDED IT BACK, WE JUST TRANSFER IT BACK.

IS IT THAT SIMPLE? THAT'S CORRECT.

OKAY. THANK YOU. OK.

MY ONLY FINAL THOUGHT WAS IT WAS KIND OF INTERESTING TALKING TONIGHT, BUT WE HAD A EARLIER BUDGET CONFERENCE.

WHAT WAS THE NUMBER ONE ITEM WE ALL TALKED ABOUT? THE MONROE POOL.

$20 MILLION DOLLARS.

SO WHEN YOU THINK OF YOUR RESERVE ACCOUNT IS REALLY GOT A LOT OF MONEY IN IT.

IT'S GOT A MONROE POOL IN IT.

SO THAT'S WHEN YOU SAVE UP MONIES IN YOUR RESERVE ACCOUNT.

THAT'S WHEN THE COMMUNITY HAS AN ASK FOR A REAL NEED.

JUST LIKE I SHOULDN'T TALK ABOUT THE TRENCH, BUT THE TRENCH IS ANOTHER ONE, YOU KNOW.

SO THAT'S ONE OF THE REASONS IN THE PAST THAT THAT NUMBER HAS GOT SO HIGH.

WE ALWAYS FIND A PRETTY GOOD WAY TO SPEND IT ON SOMETHING THAT'S VERY NEEDED IN THE COMMUNITY.

SO JUST A THOUGHT.

SO MR. NORBY HAD A MOTION.

I APPRECIATE THAT THOUGHT. AND ACTUALLY I WANT TO CLARIFY THAT THOUGHT BECAUSE, YOU KNOW, I MENTIONED THAT THE 21-22 BUDGET ACTUALS, RIGHT? WE'RE NOT THERE YET. WE'RE THREE FOURTHS OF THE WAY THROUGH THERE YET.

BUT THERE ARE SOME NUMBER IN TERMS OF REVENUE EXCEEDING BUDGETED AROUND $30 MILLION DOLLARS.

WAS THAT FACTORED IN THAT REVENUE THAT WE EXPECT OR HAS COME IN OVER THIRD QUARTERS AND WE EXPECT THAT EXTRA 30 MILLION? HAS THAT BEEN FACTORED IN IN TERMS OF GETTING TO 64% OF A BUDGET RESERVE AND INCREASING THAT BUDGET RESERVE OVER 40% THE LAST SEVERAL YEARS?

[03:45:08]

WHEN WE LOOKED AT THE CURRENT ESTIMATED REVENUES, WE'RE ANTICIPATING $204 MILLION DOLLARS TO BE COMING IN AT THE END OF THIS FISCAL YEAR.

ON THE EXPENDITURE SIDE, WE'RE ACTUALLY ANTICIPATING 200 MILLION.

I KNOW THAT'S NOT THE 30 MILLION THAT YOU'RE ENVISIONING AND THERE'S A VARIETY OF REASONS AS TO WHY WE'RE ANTICIPATING LESS OF AN OPERATING SURPLUS THIS FISCAL YEAR.

BUT YES, THE SHORT ANSWER IS THE 4 MILLION THAT WE'RE ANTICIPATING THE EXCESS IN REVENUES OVER EXPENDITURES THIS FISCAL YEAR THAT HAS BEEN FACTORED INTO THE AND I KNOW A LOT OF THAT WAS TRANSFERS MONEY AND WE'VE TALKED ABOUT THAT AS WELL.

SO GOOD. SO YOU HAVE A MOTION AND A SECOND.

LET'S I'M JUST TRYING TO KEEP THINGS ROLLING ALONG.

APPRECIATE THAT. SO IF I COULD JUST RESTATE THE MOTION, I THINK IT'S WE ARE IN A RESERVE SITUATION THAT IS INCREASING.

WE HAVE A BALANCED BUDGET.

THIS IS A DESIRE TO MOVE THE PROJECT FORWARD AND CREATE A BENEFIT FOR CARLSBAD.

AND SO THE MOTION IS TO TAKE $3 MILLION DOLLARS OF UNALLOCATED GENERAL FUND RESERVES AND PUT THAT IN A FUND TO ALLOW US TO MOVE THIS PROJECT FORWARD WITH THE KNOWLEDGE THAT IT MAY HAPPEN NEXT YEAR.

IT MAY HAPPEN TWO YEARS, IT MAY HAPPEN THREE YEARS, BUT THIS WOULD BE AN EXPECTED SPEND.

AND I WANT TO MAKE SURE IT'S THERE SO IT'LL SIT THERE.

I WANT TO GIVE DISCRETION TO OUR STAFF TEAM TO FIGURE OUT WHAT IS THAT BEST SOLUTION TO GO FORWARD.

BUT THAT IS THE MOTION.

AND THERE WAS A SECOND.

LET'S CALL FOR THE QUESTION AND I'M NOT GOING TO VOTE ON THIS.

I HAVE A CONFLICT.

OK DIDN'T PASS.

YOU HAD A SECOND MOTION.

MR. NORBY ON THE.

AND MR. BLACKBURN SECONDED IT.

OKAY. LET'S JUST GET THE MOTION BACK.

THAT IT WAS? OK THE MOTION WOULD BE THE FUND THE GUIDE PROGRAM.

YEAH. SECOND. AND THERE'S A SECOND.

QUESTION? YES. QUESTIONS.

SO I KNOW WHEN WE WERE TALKING ABOUT THIS, THE CITY MANAGER MENTIONED THE COUNCIL CONTINGENCY AND THAT WE HAVE $500,000 IN THAT.

JUST CURIOUS, I'LL START OFF WITH HOW MUCH OF THAT HAVE WE USED THIS PAST FISCAL YEAR? I THINK HISTORICALLY COUNCIL HASN'T USED THE $500,000, RIGHT? NO, NOT THIS YEAR.

ROXANNE, RIGHT? DID OKAY. YEAH, JUST CURIOUS, BECAUSE IF LET'S JUST SAY, YOU KNOW, WE CAN'T FIND SOMETHING TO CUT, YOU KNOW, THERE IS THAT $500,000 TO LOOK AT.

SO I WAS JUST CURIOUS ON THAT PARTICULAR FRONT.

AND THEN JUST TO ASK FOR THE STRATEGIC PLAN ANALYSTS, I KNOW YOU MENTIONED THAT.

I MEAN, I FEEL LIKE THE ENGINEER AND THE PARK TEMP POSITIONS FROM A CIP PERSPECTIVE, ESPECIALLY SINCE WE'VE TALKED ABOUT WANTING TO MOVE FORWARD SIGNIFICANT NUMBERS OF CIP PROJECTS, I DON'T THINK I PERSONALLY WOULD WANT TO REMOVE THOSE PARTICULAR ADS FROM THE STRATEGIC PLAN ANALYST PIECE.

MAY I KNOW WHAT THE COST IS FOR THAT AN ANNUAL BASIS? LET'S JUST STAY ON THE MOTION FOR WHAT WE'RE TALKING ABOUT IT'S WITH REGARDS TO THIS PARTICULAR THING THAT I'M GOING TO BE VOTING ON BECAUSE I WANT TO KNOW HOW WE'RE GOING TO ACCOMMODATE THAT COST.

ARE WE JUST ADDING THAT COST? AND IF SO, WHERE IS IT COMING FROM? SO THAT'S WHY I'M ASKING THAT QUESTION.

SO WE HAVEN'T HAD A MOTION TO CUT IT.

I GET THAT, BUT I WOULD LIKE TO BE ABLE TO THEN POTENTIALLY ADD A FRIENDLY AMENDMENT.

BECAUSE OTHERWISE WE'RE JUST ADDING A COST.

SO. I'M SORRY.

ARE YOU LOOKING? WE'RE LOOKING. YEAH. WHAT'S THE COST OF THE STRATEGIC PLAN ANALYST? IT'S $97,000.

$97,000. AND BUT HOW WE WERE ARRIVING AT THAT $97,000 WAS THE CONVERSION OF MULTIPLE.

TWO ADMINISTRATIVE PART TIME POSITIONS.

RIGHT. OKAY.

SO THAT DOESN'T REALLY GENERATE.

BECAUSE IN THE EVENT THAT WE ELIMINATE THAT POSITION, WE STILL HAVE THE PART TIME POSITIONS.

I THINK THE PARK PLANNER FIRST YEAR WAS $142,000 AND THEN THE SENIOR ENGINEER WAS $171,000.

OKAY. THANK YOU.

AND THEN THIS. OH, GO AHEAD.

SORRY COUNCIL MEMBER.

FOR THE CITY COUNCIL CONTINGENCY, WE SPENT APPROXIMATELY $150,000 OF THE 500,000 BUDGETED THIS YEAR.

AND THE PRIOR YEAR, YOU SPENT $350,000 OF THE 1.5 MILLION THAT YOU HAD IN COUNCIL CONTINGENCY.

[03:50:05]

SO QUESTION FOR MY COLLEAGUES WHO HAVE MADE THE MOTION.

ARE YOU ANTICIPATING THAT THIS GUIDE PROGRAM WOULD BE AN ADDITIONAL COST COMING OUT OF THE GENERAL FUND? OR ARE YOU THINKING THAT WE WOULD UTILIZE OUR COUNCIL CONTINGENCY FUNDS? SO THAT WOULD BE FOR THE MOTION MAKER? YEAH. SO FOR ME, I'M WILLING TO ADD IT TO THE POLICE DEPARTMENT'S BUDGET REQUESTS TO FUND THAT POSITION.

WE HAVE A BALANCED BUDGET.

WE HAVE A BUDGET THAT EXCEEDS WE HAVE GROWING RESERVES ON AND ON.

I KNOW I'VE SAID THAT THREE OR FOUR TIMES.

SO IT WOULD BE TO ADD IT TO THE POLICE DEPARTMENT BUDGET.

YOU OKAY WITH THAT, KEITH? YES. TO SECOND.

YES. CALL FOR THE QUESTION.

OKAY. ALL RIGHT.

SO I ALSO HAVE A QUESTION ABOUT THIS BECAUSE I DIDN'T WANT IT COMING FROM RESERVE FROM THE COUNCIL RESERVE. BUT IT DOES SEEM THAT THE $140,000 SHOULD BE COST NEUTRAL.

WE HAVE A PIE, RIGHT? THE WAY YOU LOOK AT THE BUDGET, YOU'VE GOT A PIE AND YOU'VE GOT TO REPLACE THINGS IF YOU'RE GOING TO ADD TO IT.

SO I STILL I'M JUST WONDERING EXACTLY WHERE THAT 140 SO WE'RE JUST INCREASING OUR BUDGET BY $140,000? YES. THAT WAS THE MOTION.

OKAY, I UNDERSTAND.

I'M NOT IN SUPPORT. THANK YOU.

OKAY. CALL FOR THE QUESTION.

PLEASE VOTE. PASSES 4 1.

OKAY. ANY OTHER MINUTE MOTIONS TOWARDS THE BUDGET? OKAY, THEN WHY DON'T WE START WITH THE ADOPTION OF A RESOLUTION SETTING THE PUBLIC HEARING FOR JUNE 14TH FOR ADOPTION OF FISCAL YEAR 2022 TO 2023, OPERATING AND BULLET POINT ONE.

AND MAYOR I THINK WHAT WAS CONSISTENT WITH WHAT THE CITY ATTORNEY HAS INDICATED WE CAN DO RECOMMENDED ACTION TO ADOPT A RESOLUTION CONSISTENT WITH STAFF'S RECOMMENDATION.

WELL, YOU'RE NOT.

WELL, THEN I'M GOING TO BE A NO ON EVERYTHING.

OKAY SO I JUST HAD A QUICK QUESTION.

WE TALKED A LITTLE BIT ABOUT IF WE NEEDED TO CUT A LITTLE BIT, WE TALKED ABOUT STRATEGIC PLAN ANALYSTS AND TWO TEMPORARY POSITIONS.

WE IT KIND OF DIED IN MY QUESTION, IS THAT SOMETHING THAT THE COUNCIL WANTS TO CONSIDER OR AM I THE ONLY ONE? MR. NORBY. I'LL BE HAPPY TO GIVE YOU MY OPINION.

I THINK WE HAVE A BALANCED BUDGET.

I THINK WE HAVE INCREASING RESERVES.

I THINK WE CAN AFFORD IT.

AND I HAVE FULL CONFIDENCE IN OUR STAFF TO BE ADAPTIVE IF WE RUN INTO A LOT OF TROUBLE.

SO I WOULD SUPPORT THE POSITIONS AS PRESENTED BY STAFF.

I WAS VERY CONFLICTED AND HESITANT AND I REALLY, REALLY WANTED TO FIND POSITIONS TO CUT.

BUT AFTER LISTENING TO ALL OF THE PRESENTATIONS AND HEARING WHY THEY WERE NEEDED, I AM IN SUPPORT OF THE BUDGET AS PRESENTED JUST WITH A LITTLE BIT OF HEARTBURN. I'M COMFORTABLE.

I THINK THE ONLY PIECE WAS IT SOUNDED LIKE FROM THE THREE THAT YOU'RE MENTIONING, IF WE HAD TO PICK ONE, I BELIEVE IT SOUNDED LIKE IT WOULD END UP BEING THE STRATEGIC PLAN ANALYST IF WE EVEN HAD AN APPETITE.

BUT IT DOESN'T SOUND LIKE WE DO.

OKAY, THEN I WON'T MAKE THE MOTION.

THANK YOU. OKAY.

SO THEN WE GO TO WHAT I JUST SAID, WHICH IS BULLET POINT ONE UNDER ITEM 8.

ALL RIGHT. MOVE ADOPTION OF THE RESOLUTION CONTAINED AT AGENDA ITEM NUMBER EIGHT, SUBSECTION ONE.

SECOND.

OKAY. PLEASE VOTE. 4 1 BULLET POINT TWO ADOPTION OF A CARLSBAD MUNICIPAL WATER DISTRICT BOARD OF DIRECTORS RESOLUTION, SETTING A PUBLIC HEARING FOR JUNE 14, 2022 TO ADOPT THE FISCAL YEAR 2022 2023 OPERATING BUDGET.

MOVE ADOPTION OF THE RESOLUTION CONTAINED IN AGENDA ITEM NUMBER 8 SUBSECTION NUMBER TWO.

SECOND. PLEASE VOTE.

THAT PASSES UNANIMOUSLY.

ADOPTION OF A PUBLIC FINANCING AUTHORITY BOARD OF DIRECTORS RESOLUTION, SETTING A PUBLIC HEARING FOR JUNE 14TH FOR ADOPTION OF FISCAL YEAR 2022 2023 OPERATING AND CAPITAL IMPROVEMENT PROJECTS FOR THE CROSSINGS.

MOVE ADOPTION OF THE RESOLUTION CONTAINED IN AGENDA ITEM NUMBER 8, SUBSECTION NUMBER THREE.

A QUICK COMMENT.

DO YOU WANT A SECOND BEFORE I COMMENT? SURE. SECOND.

I'D LIKE MORE INFORMATION ON THIS ONE.

I WILL GO AHEAD AND VOTE FOR IT BECAUSE I KNOW THAT WE'RE JUST SETTING THE PUBLIC HEARING, BUT I NEED MORE INFORMATION.

[03:55:02]

PASSES UNANIMOUSLY.

NUMBER FOUR ADOPT ADOPTION OF A COMMUNITY DEVELOPMENT COMMISSION RESOLUTION SETTING PUBLIC HEARING FOR JUNE 14, 2022 FOR ADOPTION OF THE FISCAL YEAR 2022 2023 OPERATING BUDGET FOR THE CARLSBAD HOUSING AUTHORITY.

MOVE ADOPTION OF THE RESOLUTION CONTAINED IN AGENDA ITEM NUMBER 8, SUBSECTION NUMBER 4.

SECOND.

PLEASE VOTE. PASSES 4 1.

ITEM FIVE ADOPTION OF THE CITY OF CARLSBAD AS A SUCCESSOR AGENCY FOR THE CARLSBAD REDEVELOPMENT AGENCY RESOLUTION SETTING A PUBLIC HEARING FOR JUNE 14, 2022 FOR THE ADOPTION OF THE FISCAL YEAR 2023 OPERATING BUDGET.

MOVE ADOPTION OF THE RESOLUTION CONTAINED IN AGENDA ITEM NUMBER 8 SUBSECTION 5.

SECOND. PASSES 4 1.

OKAY. THAT'S IT FOR OUR AGENDA TONIGHT.

FINAL COMMENTS, MR. NORBY? NOT TONIGHT AT THIS HOUR.

[COUNCIL COMMENTARY AND REQUESTS FOR CONSIDERATION OF MATTERS]

THANKS.

COUNCIL MEMBER DR. BHAT-PATEL.

YES. JUST QUICKLY, THANK YOU TO OUR STAFF.

I KNOW IT'S BEEN A REALLY LONG PROCESS AND IT'S STILL A PROCESS BECAUSE WE HAVE ANOTHER MONTH.

BUT I JUST WANT TO SAY THANK YOU.

I KNOW YOU ALL HAVE BEEN WORKING REALLY HARD.

MR. BLACKBURN? NOTHING.

THANK YOU. OK.

I HAVE ONE QUICK THING.

THE AMERICAN PUBLIC WORKS ASSOCIATION AWARDS LUNCHEON RECAP.

THIS WAS SOMETHING THAT I ATTENDED HERE JUST THIS PAST WEEK.

LAST THURSDAY, I HAD THE HONOR OF GIVING THE KEYNOTE ADDRESS AT THE AMERICAN PUBLIC WORKS ASSOCIATION LOCAL CHAPTER ANNUAL AWARDS EVENT.

I WAS VERY PROUD TO ACCEPT THE PUBLIC WORKS ADVOCATE AWARD ON BEHALF OF OUR PUBLIC WORKS TEAM.

THIS WAS PARTICULARLY MEANINGFUL TO ME BECAUSE THROUGHOUT MY CAREER IN PUBLIC SERVICE, WE HAVE SEEN THE PUBLIC WORKS TRULY AND IS THE FOUNDATION OF EVERYTHING WE DO IN LOCAL GOVERNMENT.

LOOKING BACK, WE CAN HONESTLY SAY THAT RECOGNIZING THE IMPORTANCE OF INFRASTRUCTURE AND NEVER LETTING MAINTENANCE, REPAIRS, EXPANSION FALL BEHIND OUR MAIN REASONS CARLSBAD IS KNOWN FOR OFFERING A QUALITY OF LIFE, I WOULD ARGUE IS SECOND TO NONE.

HERE IN CARLSBAD, WE HAVE ALSO BEEN ON THE FOREFRONT OF REGIONAL ISSUES, STARTING WITH WATER AND THE VISION OF MAYOR BUD LEWIS, WHO RECOGNIZED THE USELESS. LET ME SEE THAT AGAIN.

WITH WATER AND THE VISION OF MAYOR BUD LEWIS, WHO RECOGNIZED THE USE NOTHING ELSE WOULD MATTER.

SO I WOULD LIKE TO THANK THE AMERICAN PUBLIC WORKS ASSOCIATION FOR HOSTING ME AND ALLOWING ME THE OPPORTUNITY TO RECOGNIZE ALL OUR PUBLIC WORK STAFF, INCLUDING TWO WHO WERE SINGLED OUT FOR SPECIAL AWARDS.

CONGRATULATIONS TO TORI WOLF AND JENNIFER CHAPMAN.

THE CITY OF CARLSBAD ALSO RECEIVED TWO PROJECT AWARDS, ONE FOR ALTA MIRA WATER MAIN RELOCATION PROJECT, AND ONE FOR THE POINSETTIA LIFT STATION HYDRAULIC SURGE PROTECTION PROJECT.

AND I WOULD JUST LIKE TO THANK ALL THE PUBLIC WORKS TEAM AND MOST PARTICULARLY YOU PAZ FOR ALL THAT YOU DO.

SO WITH THAT.

MR. CHADWICK. MS. BREWER. NOTHING. THANK YOU, CITY CLERK.

NOTHING. THANK YOU. OK.

NO OTHER COMMENTS.

WE STAND ADJOURNED.

* This transcript was compiled from uncorrected Closed Captioning.