carmel fy 2015-16 issues & options policy papers book
TRANSCRIPT
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The beauty of the town fascinated me
from
the first moment I arrived here in
1907. The white sand, the wild flowers, the pines----all made
it
the finest place
To
live th t I had ever seen and I may add th t I still have th t conviction
Saidee
Van
Brower
City Clerk, 1920-1943
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IN EX
In Appreciation
Budget Message
Issues & Options Policy Papers (Tabs)
1 Establishment of P RS Fund
2
Trigger Dates
3
Proposed
Equipment
& Vehicle Purchases
4
What, Where, Why?
5
Personnel
6
Capital Improvements Plan (CIP)
7.
Marketing
& Economic Development
8
Warning
Lights
9
Good
Causes Campaign
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IN APPRECIATION
The Council and the community of Carmel-by-the-Sea are presented
two
documents
for
Fiscal Year
2015-16---the Provisional Budget and the Issues and Options Policy Papers. A thi rd text, the Capital
Improvements Projects booklet, was distributed on 31 March. The prepa ra tion of these materials
involves individual
ffort
and then coming together
as
a budget team
to
consolidate, review, check and
double check the information and the justifications, the estimates and the columns, the totals and th
summaries.
The
three books are due
to
th
outstanding
work
of
the following Staff members: Dawn Alma rio-Castro
and Mike Calhoun, Police;
Paul
Toma
si
Andy Vanderford and Mike Branson, Public Work
s;
Janet
Bombard, Library and Community Activities; Rob Mullane, Community Planning and Building; L
ee
Price,
City Clerk.
The numbers budget,
in
its final form, is the good work of Sharon Friedrichsen, Deanna Allen and Paul
Wood
with
fin al proof-checking by Janet Bombard . The Papers are the final product of Sullivan Carey
Lang and Leslie Fenton, who crunched the numbers and did the preparation
of
the texts contained
therein.
A
specia l appreciation
to
Paul Wood and his son, Jackson, and Deanna Allen
for
the cover on the
Provisional Budget and
to
Ashlee Wright
for
all
of
her research
for th quot
es
contained in the Budget
Message and
for se
lecting the cover
for
The Papers book.
To
all
of
you, and to the Staff members in each department who init ially gathered the information t hat
was lat rtransformed in to the estimates and finally the Provision
al
Budget
of
2015-16, a very special
thank you.
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May 1, 2015
Mayor
Jason
Burnett
Members
of
the City Council
Citizens of Carmel by the
Sea
City Hall
y
of Carmel by the Sea
POST OFFICE BOX CC
CARMEL-BY-THE-SEA, CA 93921
(831) 620-2000
Carmel by the
Sea,
California 93921
Dear Mayor Burnett, Members of the City Council and Citizens of Carmel-by-the-Sea,
There is always that first question in telling any story penned Theodore
H.
White, of where
to
begin.
In
telling the story
of
the Provisional Budget for 2015-16, does the Budgeteer tack towards
that
first
dawn
of
the horizon
of
the year to come, staying solely within the confines
of
that calendar threshold, or
does he explore the cardinal tenets that root this text to its past,
and
from which the new proposal
stems?
White decided that
it was
probably more useful to go back than to move forward in order to recognize
a pattern which gives clarity to the story.
For the Budgeteer, it would be that divide on the calendar, the passage at midnight on 1 July from
2014-15 to 2015-16, that would differentiate this story from its bygone times and propel
i t
into the
future, but with optimistic caution.
To go back requires finding the common key element tying the story
of
the past to the present situation.
The river that connects then with now , and which flows through a decades-long regional timeline,
is
water,
or
rather, the lack thereof. No singular issue
of
the recent past--- from differing political
philosophies, newly elected or re-elected officials, or proposed public projects--- has overshadowed the
Peninsula
or
this village
as
has water. From the creation of the Monterey Peninsula Water Management
Agency in the 1970s; to Carmel's legal actions against said agency in the 1980s; to public votes on
different alternatives;
to
the pending Cease and Desist Order; water has been, and is
contemporaneously, the constant headline of the region but not the preeminent subject of municipal
budgeting.
Our decades of avoidance have now passed; we are at the precipice. Additional conservation may be
needed to comply with the Governor's Orders and with the recent announcement from the Water
Resources Board regarding conservation for this region. Also, with the unknown potential adjustments
to
the known
Cease
and Desist Order
CDO),
prudency and practicality call for a provisional budgetary
text
that
prepares us
for
the reckoning but encourages our hope for a reprieve via intervention.
It would be easier, and for some probably preferred, to be like Prime Minister Viscount Melbourne
and
to leave everything alone, to go forward
as
we have in the past---proposing a municipal income and
spending plan, holding public meetings, adopting and marching into the new year. But a budget is, in its
simplest concept, a plan. And the simple plans and processes of the past, if continued, would suffer a
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turbulent transformation
if
more severe
water
conservation is imposed on the community, and our
revenue generator, the hospitality industry,
is
constrained.
Like the Capital Improvements
Plan
CIP) delivered to the Counci l and to the community in late March,
the Provisional Budget is structured around triggers : action points in t ime if the COO is not adjusted
and the City's hospitality industry is impacted. Municipal spending will be throttled, and the monies
redirected toward the security
of
the reserves . Just as the 2015-16
CIP
projects are bifurcated, the
purchase
of
equipment and the filling
of
some municipal positions will
be
postponed
if
water usage is
further suppressed.
t was not just water, though, that nudged the Storyteller to look back.
The
organization was severely
impacted by the Great Recession of 2007 and some rebuilding of the employee ranks is needed, some
bench-strength added.
The
Storyteller looked at the staffing level of the Forest and Beach Division and
found that pre-recession there were eight (8) ful l-time positions to care for two (2) of the greatest
assets of the community: its trees and its shoreline. Yet, in 2014-15, there are just
two
and a
half
2 .5)
full -time positions. The adopted General Plan identifies 134 acres of parks, open
spaces
, beach land and
landscaped medians, all the responsibility of a division of two and a half (2.5), with some outside
contractor assistance.
The 2014-15 budget appropriated $319,260
for
Marketing and Economic Development
to
draw people
to the village; however, the stewardship
of and
care for its most treasured natural features-- the focus
of much of its advertising ef fort -- is still at a post-recession level.
Locals and visitors, tree huggers and beachies all seem to be commenting about the lack of
maintenance along the shoreline and of our forest.
In
February, the
Coun
cil discussed fires on the beach
and the charcoal remnants le ft by each and the lack of cleanliness in the sands.
As
recently
as
19 April,
the Mayor received commentary from
an
out-of-towner decrying the poor condition
of
the Scenic
Road
Pathway landscaping and trees, and mentioning how it used
to
look when
he
previously visited the
shore. At the Mayor's community workshop on 20 April, a resident proposed a party
for
planting along
the pathway to improve its look until a more comprehensive
effort
could
be
undertaken.
On
23 April,
the Forest and
Beach
Commission received the Shoreline Assessment, wh ich highlighted safety dangers
and aesthetic concerns
at
the beach,
bluff
and street levels.
We
need to be better stewards.
And, it was not just water that necessitated looking back before going forward; two matters long
dormant need to be addressed . In researching various ordinances in the Municipal Code, it became
obvious that an in -depth review of its contents had not been undertaken since Saidee Van Brower
served as City Clerk in the nineteen thirties and forties. Ordinances from 1938 and 1940 punctuate the
pages of the Code. t is time for a fresh look at parts of an old code. Additionally, the City has no
comprehensive records management system. t rents an off-site facility for the storage of paper records
and the basement
area
beneath City Hall
is
overly endowed with boxes and boxes
of
out
of
date
duplicate letters, reports and files, the contents of which have not been observed
for
years
or
decades.
Water is not the only issue
that
will frame the future budget plan; the City
has
once again had its
municipal door knocker slammed by the pension wardens in Sacramento, imposing a new annual side
fund obligation upon the agency. Their demands for much more would mean much
less for
the village
and its service and physical needs each year henceforth.
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Due to the Capital Improvements Plan of 2014-15 not being fully implemented, t he Provisional Budget
forecasts a carryforward into 2015-16 of 1,395,000 of capital monies, to be
co
mbined with
appropriations of 2,359,000
for
a total CIP of 3,754,000.
The budget also shows expected income from
PG E
of 380,000 for road repaving projects in
neighborhoods where the utility
has
been undertaking line replacement wo rk the
pa
st seve ral years.
Negotiations have been ongoing with the utility and there is the
poss
ibility that
an
initial payment will
be
made during the current fiscal year.
The
Department of Community Planning and Building is studying an increase in departmental fees.
These fees have not been comprehensively adjusted since 2011. The Planning Commission will hold a
public workshop on all planning and building fees and will be maki
ng
its recommendat
io
ns
to
the City
Council regarding adjustments at th t time in order to bring Carmel-by-the
-Sea's
charges in- line with
those of other Peninsula agencies.
In
early summer, the Council will determine the future of paid parking on Ocean Avenue. Should it
decide to continue with the kiosks, the budget shows anticipated
re
venues
of
270,000. The budget also
reflects
th
e impacts
of
removi
ng
the pay-
to
-park
from
the North Lot at Sunset Center, with a decline
in
anticipated revenue during 2014-15, as budgeted, of 171,000 to 0.00 in 2015-16.
Income from other governmental agencies
is
fore
cas
t at 398,700, primarily from motor vehicle in-lieu
and 100,000 from the COPs grant program.
The Council adjusted the City's Mas
ter
Fee Schedule in 2014 and approved an annual
CPI
adjustment.
Authorization to invoke changes for 2015-16 will
be
requested in the resolution
of
adoption
of
the
budget which Council will consider in June.
"After a wakeful and restless
night
(damn the City ) I
got
up
at 8
had
a good breakfast. ....... "
1938 March 1 Thursday, Diary ofMayor Herb Heron
EXPENSE
S
While the revenue side is essentially consistent and marked by settled sedateness, the expense side has
been juggled to include the
exc
han
ge
of some previously approved staff positions
for
new ones; the
es tablis
hment
of new funds for Ve hicles and Equipment, and CaiPERS; the creation of a Non
Departmental account into which items common to all departments are placed, as well as one-t ime
expenses; the planning and preparation
for
enhanced ambulance service f rom Carmel-by-the-Sea to
Community Hospital during the work on the roundabout on Highway 68; a new line item to cover
expenses associated with Car Week; and see d money
for
the Centennia l Celebration in 2016.
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The Provisional Budget reflects the personnel costs associated with the labor settlement with the Police
Officers Association
in
April and the anticipated successful conclusion
of
negotiations with
LIUNA
. The
largest, newest expense upon the City, the CaiPERS Employer Payment
of
Unfunded Liability
obligation (which in local colloquial parlance will be henceforth called
the
side fund ) at
559,576, has
been placed in the Non-Departmental account. Forty-nine {49) percent
of
the growth in the operations
budget
can
be
attributed to this pension obligation.
As
was previously listed
in
the
CIP,
a new Vehicle and Equipment
Fund has
been established.
Cars,
trucks, terminals and radio equipment, previously co-mingled with brick and mortar and asphalt
construction projects, have been reassigned to this new fund. The Fund was initially planned to hold
700,000;
however, during calibration
of
the Provisional Budget's expenses and revenues, adjustments
were made and
an
inaugural deposit
of 567,000 is
contained within the budgetary text.
The creation
of
a new
PERS
fund
is
discussed
in Issues
and Options Policy Paper Number One. Its initial
allocation
is
proposed
to
come from
the
end
of
year balance for 2014-15, estimated
to
be
750,000-
1,000,000. No
drawdowns from this fund are proposed for the coming year,
as
the new side fund
obligation for 2015-16 has been covered
with
operational dollars.
As
the
Issues and
Options Paper
advocates, every unspent dollar
id
entified
at
mid-year review
or at
the end
of
a fiscal year, should
be
reassigned
to
the
PERS Fund
. With expected obligations
for
the next six
{6
years being initially identified
by
CaiPERS at
$4,993,785, the
hit
on the day-to-day operational budget will
be
catastrophic
if
augmentation monies are
not
available and utilized. The situation becomes only more severe
if water
restrictions are implemented
and the
city's hospitality industry
is
curtailed.
I
ssues
and Options Policy Paper Number Five reviews the various personnel position adjustments and
exchanges proposed.
Proposed new expenses include:
30,000
for costs associated with Car Week;
40,000
for seed money
for planning and the initial expenses associated with the Centennial Celebration
of
2016;
15,000
for
updating the Municipal Code; and
30,000
for
augmented ambulance service during the times Highway
68
is
closed due to construction
of the
roundabout.
As of
this writing, the standard being enunciated
by
the highway planners is
that
only Code 3 vehicles will be permitted into the cordoned off area for
access
to CHOMP. The City will undertake an outreach program to
inf
orm its citizenry
that
those
with
any
medical emergency should call 9-1-1 and utilize the ambulance service rather than attempt to be driven
by a friend or family in a private vehicle. The budget al
so
contai
ns
$35,000 for the municipal election in
April 2016. Within the Equipment
and
Vehicle Fund
is
the upgrading
of the IT
system. Monies have been
id
entif
ied
in IT
for commencement
of
a records management system.
It
was decided
to
improve one block on Dolores Street (sic)
from
Ocean
to
Seventh street sic), and one
block on Seventh street
sic)
between San Carlos and Dolores. The improvements will include grading,
graveling and gutte rs. Carmel
Pine Cone,
5
May
1923
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COUNCIL GOALS
Earlier in this calendar year, on 5 January, the Council unanimously adopted its goals
for
the year. These
aspirations
for
achievement during the successive twelve months rely upon either legislati
ve or
administrative actions,
or
both, and the allocation
of
money. The goals are like a compass providing both
an
immediate direction but also initiating movement towards
an
ultimate destination. Seeking those
long away targets may not
be
achieved in the next twelve months by this Council
or
Staff,
or
even
perhaps during our tenures, but the compass points the way and will keep us on course.
Each of the major headings of the 2015 approved goals, except the possible creation of a Theater
District, is addressed in the Provisional Budget. Many of the individually listed projects have already
received an appropriation in 2014-15, and the pursuit towards implementation will continue. Others are
proposed to receive money in 2015-16 to propel them towards completion. Amongst the highlights
that
respond to the Council's adopted goals, as contained in either the Budget or in the CIP, are the
renovation of the venerable Forest Theater,
an
emphasis on the urban forest and the coastal lands,
enhanced support for Sunset Center, upgrading of the internal IT system, parking management, the
Centennial, facil ity and park upgrades, and water conservation projects.
With opportunity for as pretty a war as ever rent sic) Carmel, comes the suggestion that the east-west
streets of the village be changed from numbers to the names of artists. Laguna
Beach
is
doing it: its
realtors association and art association are working mit
in
mit (sic) to immortalize the wielders of the
brush. Why not
in
Carmel? Carmel Pine Cone, 2 April 929.
THE ISSUES AND OPTIONS
POLICY
PAPERS
Included in this publication and lodged behind this
e
ssage
are the Issues and Options Policy Papers.
The Papers are intended to focus the discussion
of
the Council and
of
the community on the larg
er
policy matters of the Budget and direct where municipal monies should
be
utilized
or
future planning
undertakings crystalized.
The
Papers provide
an
alternative to the time consum ing and sequential
process
of
a line-item review. Should the City have a new
PERS
Fund where surplus monies are assigned
at year's end in order to soften the ever-growing liability on the forever-impacted operational budget?
Should major expenses in the coming year be centered on trigger dates
if
the COO is not altered and
what specific ex penses should
be
embargoed? Should there
be
a Good Causes Committee to identify
worthwhile projects
for
community volunteers? These types of issues are the focus of The Papers.
All
is
happy in the municipal family now---since the council and the parks and playgrounds commission
got together, seen
eye
to eye, and agreed to get to work on the Forest Theater. Minor points of
disagreement have been worked over, corners softened, and tears of rejoicing shed---as members of the
council and the parks commissioner agreed to complete plans harmoniously in order to get them to the
WPA headquarters for approval. Carmel
Pine
Cone, 14 April 939
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CAPITAL IMPROVEMENTS PLAN
The City Council received the Capital Improvements Plan on
31
March and dispatched
it
to the Planning
Commission for General
Plan
Conformity review. The Commission undertook its examination on
Wednesday, 8 April, and affirmed that the proposed projects were consistent with the General Plan.
Council can discuss its priorit ies for the
CIP
when
it
reviews Issues and Options Policy Paper Number Six.
The thrust
of
the CIP in 2015-16 is the Forest Theater, with
an
allocation
of
$2,000,000
of
the plan's
$3,754,000.
The CIP is proposed for bifurcated implementation due to the uncertainty of amending the
CDO.
Three
million twenty thousand dollars ($3,020,000) for committed projects (Forest Theater, street
maintenance) or seasonally needed efforts (drainage,
roof
replacements) would be expended during the
first half of the fiscal year. The remaining $734,000 of the plan would commence after 1 January 2016. In
addition, the $1,308,882 of projects already listed in the CIP for 2014-15 (i.e., smaller projects at Sunset
Center, downtown trashcan refurbishment, etc.) would continue
to
be pursued.
EPILOGUE
In
his 1998 magnum opus Cities in Civilization, Sir Peter Hall wrote of great cities
in
their golden
ages. Hall
asked why should great cities have such golden
ages
these belle epoques? How do these
golden
ages
come about? What makes a particular city, at a particular time, suddenly become
immensely creative, exceptionally innovative? Why should this spirit
flower
for a few years, generally a
decade or two at most, and then disappear as suddenly as it came?
In his tome, Hall found that
it
was the arts that in almost every example were the generators, the
propellants for a city's magical
age
. The arts were the embryonic catalyst that brought forth cultural
prosperity and also economic enhancement that attracted visitors, residents and new businesses. It was
the painters in Paris and the theaters of Shakespeare's London that created the symbiotic link of art and
local economic growth.
Where is Carmel-by-the-Sea in 2015-16 as it approaches its centennial? Will the monies proposed for its
theaters---Sunset Center and the Forest Theater---contribute to the engenderment of a new golden era?
Will a renewed emphasis towards its forest and shoreline enhance its appearance, not just in the year
ahead but for decades yet
to
see sunrises? Liebling wrote of cities that
.
.
t
takes a real one
to
keep
renewing itself. Does the Provisional Budget move Carmel-by-the-Sea towards the commencement
of
an epoch of renewal?
If
not, what should
be
proposed to move the compass of the community in that
direction?
It is not what kind of village we are; the question is
what
type of village we want to be not just
for
ourselves, but for our children and grandchildren and future Carmelites.
To
get to what type of village
we
want to
be involves a journey. The budget process
is
one stop on the map
to
get
us
to
those
tomorrows. The Storyteller and the Budget Team Staff have done
their
part to move the community and
the organization towards its future. Now, it is the City Council and the members of the community who
must choose and steer us towards a new golden age.
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espectfullySubmitted
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ISSUES OPTIONS POLICY PAPER
Number: 1
SUBJECT ESTABLISHMENT
OF PERS
FUND
BUDGETED?
YES
0
NO
D
FISCAL
IMPACT:
750,000- 1,000,000 (est.)
DESCRIPTION
In
2014, CaiPERS completed a
two
year asset liability management study.
The
CaiPERS Board
subsequently adopted proposed changes
to
the asset allocations that are expected
to
reduce volatility
of returns and to "smooth" rates for entities .
In
addition, the Board approved new demographic
assumptions including mortal ity adjustments
ba
sed upon longer life spans of retirees.
The result of these actions by
CaiPERS is
the establishment
of
new "side funds" for both the Public
Safety and Miscellaneous Plans
of
Carmel-by-the-
Sea
. (Although CaiPERS calls these new obligations
"Employer Payment of Unfunded Liability , for simplicity we will refer
to
these as "side funds." ) CaiPERS
has provided five year estimates
of
the Unfunded Actuarial Liabil ity {UAL of the plans. These estimates
are based on the penultimate assumptions that
CaiPERS
earned 18%
for FY
2013-14 (it did ) and 7.50
percent every fiscal year thereafter.
For Carmel by the Sea, the estimated five year UAL of the combined plans is :
2015-16: $ 559,567
2016-17: 668,154
2017-18: 782,753
2018-19: 903,626
2019-20: 1,031,047
2020-21 1,048,638
For 2015-17,
CaiPERS
lowered the City's annual rates
for our
two
employee groups, Public Safety and
Miscellaneous.
In
total,
th
is lowering results in a decrease from $915,053 in 2014-15
to
$635,142 next
year, a reduction of
$279,911. However, PERS then conscribed the new "side funds" increase
of
$559,567
for
a net increase in pension obligations next year of $279,656.
It is recommended that the City Council establish a new PERS Fund .
The
cardinal tenet
of
this fund
would
be
to meet the City's new side fund obligations. Depending upon the operations budget condition
at mid-year review, additional monies may
be
proposed at
that time
for transfer into
the
PERS Fund . At
the conclusion
of
each fiscal year, any positive balances would
be
transferred into
the PERS
Fund.
The initial deposit into the new fund would
be the
carryforward balance from
Y
2014-15, estimated to
be
$750,000-$1,000,000. Monies
for
the obligation in 2015-16 are within the Provis ional Budget's Non
Departmental account. Thus, the carryforward monies
from
the current fiscal year would not be utilized
for
2015-16.
OPTIONS
1) Establish a new
PERS
Fund using the 2014-15 carryforward monies as the in itial deposit;
2)
Do Not
establish a new
PERS
Fund ; direct the 2014-15 carryforward into
the
City's regular
reserves.
RECOMMENDATION
Adopt Option# 1
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SUBJECT
BUDGETED?
FISCAL IMPACT:
DESCRIPTION
ISSUES
OPTIONS POLICY PAPER
Number:
2
TRIGGER
DATES
YES
NOD
Varies
Like
the CIP, the Operational Budget
has
been structured so
that
certain expenses would not
be
incurred
if the Cease and Desist Order CDO) remains unchanged. The recruitment for proposed positions, if
authorized, and the purchase
of
equipment and vehicles would commence only
if
there is a modification
to the CDO.
If
no modification is forthcoming by the proposed trigger dates, then the recruitments
would not begin, equipment and vehicles would not
be
purchased except those referenced in Policy
Paper 3, and the monies would
be
frozen.
The
first trigger date would
be
1 October 2015.
If
the CDO
is
altered, then recruitment would
commence
for
all budgeted positions with the expectation of filling the position by 1 January 2016. All
proposed positions have been allocated half a year appropriations in the Provisional Budget. For budget
purposes, the expense
has
been targeted
for
becoming operative on 1 January 2016. If the CDO is not
modified by 1 October 2015, the positions would remain frozen and recruitments would not begin.
Should the
CDO
remain unchanged for the entire fiscal year, the positions would go unfilled in 2015-16.
The second release benchmark would
be
5 January 2016.
t that
time, the second part
of
the bifurcated
Capital Projects would need authorization from the Council to proceed . If the CDO has not been
modified, the proposed personnel positions would remain frozen and recruitments would not begin.
Equipment and vehicles approved in the Provisional Budget in June 2015 would also be held at this time
if the CDO is
not
modified except those noted in the following Issues and Options Policy Paper.
No
modification= No projects, equipment
or
vehicle purchases except as noted.
Through the trigger dates, over 1,000,000 of personnel, equipment and vehicle expenses would
be
embargoed from 1 July-31 December 2015.
OPTIONS
1) Do Not Set Trigger Dates, thus authorizing all referenced expenditures to be activated as of
1 July 2015.
2)
Approve
the
Proposed Trigger Dates
for
1 October 2015 and 5 January 2016.
RECOMMENDATION
Adopt Option
#
2
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SUBJECT
BUDGETED?
FISCAL IMPACT:
DESCRIPTION
ISSUES & OPTIONS POLICY
PAPER
Number: 3
PROPOSED
EQUIPMENT
&
VEHICLE
FUND
PURCHASES
YES 0
NOD
567,000 (Amount in Fund)
456,000 (Amount Requested for Appropriations in 2015-16)
The
Provisional Budget this year establishes an Equipment and Vehicle Fund. Equipment
and
Vehicle
purchases have previously been appropriated from the Capital Improvements Fund. Monies have been
set aside in the new fund to:
1
purchase equipment; 2 purchase vehicles; 3 begin to build a reserve
for
future acquisitions from the fund and
to
establish depreciation schedules.
The
creation
of
the Equipment and Vehicle
Fund is
one
of
the goals adopted by the City Council in
January
for
2015.
The
Council also established the upgrading
of
the City's IT system
as
a goal.
The
proposed budget contains monies
for
the IT system and recommends th t unlike all
other
significant
purchases
th t
are to
be
held until the
end of
2015, the
IT
upgrade would proceed at the
commencement
of the
new fiscal year. It is also recommended
th t
the replacement Police Patrol
vehicle proceed
as of
1 July
as the
current vehicle scheduled for rotation
has
suspension problems.
For 2015-16, the Fund
is
proposed
for
567,000
of
which 456,000 would
be used for
acquisitions.
The
balance would begin
to be
assigned to existing fleet vehicle accounts
for
future replacement.
Recommended acquisitions are:
Equipment:
T Plan Administrative Services):
The fund contains monies for commencement
of
upgrading the City's
IT system including financial system upgrade. This appropriation would also include commencement
of
a
records management system by the City Clerk. 150,000
Radio Encryption Police):
Encryption
is
the blocking
of
radio transmissions through the scrambling
of
the signal and allows
for
information
th t is
confidential
to
be transmitted over the radio system
without unauthorized disclosure. Encryption
of
police radios was adopted by Monterey County public
safety agencies
as
part
of
the NGEN radio system upgrade in 2013. In 2015, all agencies within the
county will be required to have encryption. 72,000
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License Plate Recognition LPR) (Police): The City began using Auto View in 2007 to improve parking
enforcement and diminish the number of disputes with parkers.
The LPR
system uses specialized
cameras that automatically read vehicle license plates, compares them to a database and subsequently
alerts enforcement officers to violators. The sys tem is also used to locate vehicles whose owners/users
have lost the loca
tion
where they parked, identify stolen vehicles and ve hicles
with
multiple unpa
id
parking citations. 55,000
Audio Upgrade (Sunset Center):
The Center
has
requested replacement of the existing analog sound
board which, due to its age,
has
become impractical to maintain,
has
outdated technology and requires
expensive equipment rental costs
for
certain features which the existing board does not contain. The
expected life span for this type of sound board is a maximum of ten (10} years; the existing board has
nine (9} years
of
usage.
The
Center does not want to
be
in a position of having a board failure during a
performance. 67,000
Vehicles:
Forest y Truck (Public Works): This vehicle would be substituted with a new vehicle
for
the City Forester.
The existing vehicle is 15 years old and had 81,082 miles as of 22 April.
t
will be assigned to the new
Assistant City Forester
if
that personnel position is approved
as
part of the budget. 30,000
Passenger Vehicle (Administration, Library/Events, CIP Team, Building and Planning): The
City does not
have a small, utilitarian vehicle that employees can
use
to visit job site
s,
project sites, post notices for
events, etc. Employees are currently using personal vehicles. The proposal is to purchase a small hybrid
vehicle that
co
uld be used by multiple departments. 25,000
Patrol Vehicle (Police): This vehicle is part
of
the regular rotation for patrol cars . t would replace a 2010
Ford Crown Victori
a.
Patrol vehicles should regularly be moved out of service at 3-5 years and/
or
100,000 miles. This vehicle had 81,127 miles as
of
22 April but has suspension problems. 57,000
OPTIONS
1} Approve proposed purchases for acquisition after the 5 January 2016 trigger date except for:
1) the IT system which would be funded
for
utilization as of 1 July and, 2} the Police Patrol
vehicle which could be purchased after 1 July.
2) Approve proposed purchases but postpone all acquisitions until after the 5 January 2016
trigger date;
3} Amend the recommended list of equipment and/or vehicle purchases;
4}
Do
not approve any purchases at this time.
RECOMMENDATION
Adopt Option 1
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SUBJECT:
BUDGETED?
FISCAL
IMPACT:
DESCRIPTION
ISSUES OPTIONS POLICY PAPER
Number:
4
WHAT, WHERE WHY?
YES
VARIES
NOD
For
the ease of
the reader
or
information seeker, below
are
the
noteworthy
medleys
of
the
Departments, Funds Accounts within Funds and miscellanea---the
11
Ciiff Notes
of
the Provisional
Budget:
Council:
The
Council's salary line
is
decreased from the previous year due
to
the removal
of
Support
staff that
had been assigned
to
this line item in 2014-15, thus reducing the bottom line.
The
Discretionary account was also reduced, reflecting YTD actual expenses in the current year.
Legal: Departmental total reduced to reflect decrease
in
outside legal counsel expenses.
City Administrator/City Clerk: Clerk added to Departmental heading; salary
and
benefit increases due to
adding
of
Administrative Coordinator and increase in hours
of
Executive Assistant.
Administrative Services: Salary and benefits decrease with elimination
of
Director's position;
professional services, and contractual services line items reduced due
to
hiring
of
in-house IT Manager
and
less
utilization
of
outside vendors.
Community Planning and Building: Salary and benefits increase with mid-year hiring
of
Senior Planner.
Facilities Maintenance: Salary and benefits increase due to addition
of
Special Projects Manager
(Hanson) and reclassification
of
lead worker (Waters) to Specialist; M&S increases due to new outside
contractor
for
restroom maintenance and addition
of
Scenic
Road
restrooms for servicing.
Fire: No significant changes.
Ambulance: Overtime budget increases
in
expectation
of
utilization
of
second ambulance when
Highway 68 Roundabout
is
under construction and access is closed except to emergency vehicle
s.
Police: Budget includes hiring
of
additional officer at mid-year for late afternoon/evening beach patrol.
Public Works: Salary line
down
due to Director's position being unfilled for first half
of
year; M&S down
due
to
reduced monitoring costs for storm water runoff.
Forest, Parks & Beach: Salary and benefits increase due
to
mid-year hiring
of
Assistant Forester, Beach
Gardner and increase in hours for Forest
Care
Worker; increase in tree care contractual services.
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Community Services: Salaries reflect ful l-t ime Community Services Assistant (Perotti.)
Library: Salary and benefits increases due to step increases and
other
salary adjustments. No significant
changes.
Marketing & Economic Development:
MCCVB
increases per contract; specia l study allocation costs
of
2014-15 dropped. Chamber of Commerce requests for special allocations for Centennial ($3000) and
employee shuttle during
Car
Week ($8000) assigned to Centennial and Car Week line items
if
approved
by Council.
Council Member Dallas
has
requested the recent history
of
appropriations to the Chamber
of
Commerce.
In
2011-12: $15,000; 2012-13: $7500; 2013-14: $40,000; 2014-15: $40,000 with a special
allocation of $17,000
for
studies.
Non-De partmental : This is a new division within the budget where expenses common to all
departments are listed as well as costs not assigned to a specific department(s) are enumerated.
The
new
PERS
side fund ($559,567) is entered here, as is the mail delivery contract ($54,000), the Sunset
Center support ($750,000), Centennial ($40,000) and Car Week expenses ($30,000) as well as the April
2016 Municipal election. ($35,000.)
For 2015-16, I have increased the annual support for Sunset Center by $100,000. The City's level
of
support for the village's artistic gem has not increased since 2010-11 and
was
reduced in 2012-13. The
increase
to $750,000 is identical to the City's allocation in 2007-08.
The proposed allocation for the Centennial is seed funding as the Committee will need monies
for
commitments that will not be realized until2 16-17, for the purchase
of
souvenirs which wil l not
be
so ld
until next fiscal year, and for incidental costs.
Car
Week expenses are
for
the City's share
of
traffic directional and parking
signs
dumpsters, portable
restrooms, etc.
OPTIONS
Unlike the other Issues and Options Policy Papers, this entry provides an overview of the highlights on
the expense side of the Budget. Council should discuss those items which Council Members have a
particular interest in
further
dialogue.
RECOMMENDATION
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ISSUES OPTIONS POLICY PAPER
Number: 5
SUBJECT
BUDGETED?
FISCAL
IMPACT:
DESCRIPTION
PERSONNEL
YES [ ]
Net=
87,425
NO
A number
of
personnel job specifications and salary adjustments are proposed in the budget . The
recommendations proposed are the result
of
a review
of
organizational and departmental needs, tasks
that
are being performed by employees outside
of
their
current job descriptions
or
were handled
by
positions that are proposed for defunding or no longer have active status. All
of
the adjustments result
in
an
additional2.93 positions at a net salary cost increase
of
$87,425.
The creation and adoption of these new positions are allotted for in the Fiscal Year 2015-2016 budget
through reductions
or
eliminations
of other
positions
(Attachment 1).
This graph shows the dollar
adjustment in personnel for FY 2014-15 and FY 2015-16, along
with the
positions which will either
be
eliminated
or
decreased
and
those which will
be
increased
or
are newly created.
A number
of
newly created positions are budgeted
at
half
FTE
(Full-
time
Equivalent} status, due
to
the
Cease
and Desist Order
(CDO}
.
f
a trigger date
is
adopted as described in Policy Paper 2, recruitment
will begin for these positions October
1,
2015, resulting
in
the positions remaining vacant until January
1, 2016. f the CDO is not changed, the positions will remain vacant for the 2015-2016 year.
A total comparison
of
positions
is
included
in
this report, ref lecting what positions will
be
staffed in each
department compared to
their
2014-15 equivalent (Attachment 2). This reflects the net change to total
position count, which
is an
increase
of
one
(1}
total position and 2.93
FTE.
The change
in FTE
compared
to
tota l positions
is
a result
of
the City adjusting some part-time positions to full time, rather than recruit
for
an
additional position.
Below is the list
of
positions
that
Staff recommends
be
adopted
for Fiscal
Year 2015-2016. These
positions are a combination
of
new positions, which
the
City has
not
adopted before, and positions
that
require reclassifications to more accurately reflect the scope of work and responsibilities encumbered
by the individual.
• Assistant Forester
(Range
296}
• Director
of
Budgets and Contracts (Range 2}
• Maintenance Worker/Gardener
(Range
214}
• Finance Analyst
(Range
317}
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The
positions below exist
and
have
not
been updated in a number
of
years. Some
of
the job descriptions
contain information that is
not
now relevant to City needs or are performing tasks
that
were adopted
into a separate classification. Updating these classifications will allow for a more defined scope
of
work.
• Deputy City Clerk
• Community Activities Assistant
• Library and Community Activity Director
(Range
440}
Along with the job descriptions
that
require updating the salary ranges
for
select positions also require
revision.
Due to
market
and
cost
of
living increases some ranges for positions have
not
remained
competitive. In order to attract the highest quality
of
candidates staff recommends adjusting the salary
ranges for the following position:
• Information Systems/Network Manager
Staff recommends the following adjustments to the range
as
follows:
Information Systems/Network Manager
Current Range
364
I
82,o8o
I
86,184
I
90,492
I
95,016 I 99,768
Recommended Range 4 3
I
S99 no
I
s1o4 7oo
I
109,932
I
115 44o
I
121,212
Th
e Information Systems/Network Manager
is
a highly technical position that
is
constantly evolving with
new equipment and technology. The range
has
not been updated in a number
of
years.
OPTIONS
1.
Adopt the job
descriptions amendments to existing
job descriptions and
sa lary ranges.
2. Do
not adopt the job descriptions amendments to
existing
job descriptions and
salary
ranges.
3.
Adopt the
amended salary ranges and
job descriptions with
changes
as presented
by
Council.
RECOMMENDATION
Adopt Option 1.
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ATTACHMENTS
1
Title and Salary Adjustments (Exhibit A )
2 2014-2015/2015-2016 Position Detail (Exhibit B )
3 Assistant City Forester Job Description (Exhibit C )
4. Director o Budgets and Contracts Job Description (Exhibit D )
5
Maintenance Worker/Gardener Job Description (Exhibit E )
6 Library and Community Activities Director Job Description (Exhibit F )
7 Finance Analyst Job Description (Exhibit G )
8 Deputy City Clerk Job Description (Exhibit H )
9 Community Activities Assistant Job Description (Exhibit I )
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Building Maintenance Worker
Public Works Director
Library Director
Information Systems/Network Manager
Admini
st
rat
iv
e Services
Administrative Servi ces
Ad ministrative Services
Admi nistrati
ve
Services
Public Works
Libra1y Commu nit y Acti' ities
Public Safety
Public Works
Legal
City Administrat
or
Office
City Adminis trator Office
Community Planning Building
Library Community Activities
Library CommunityActiv1t1es
Public Safety
Public Works
Public Works
Public Works
Public Works
Publit Works
S e r v i c
A d m i n t r a t i v e Senrices
City Council -
City Administrator Office
*Previous
ly
Adjus
ted
-
Exhibit A
Title and Salary
Adjustments
FY 2014-2015 FY 2015 - 2016
Cur rently: S51o24 (Range 204, s) Building Maintenance Specialist
Curren tly: S127,500 Director
of
Budget
and
Contracts
Currently: sw6,98o (Range 378, Step 5) Library and Community Activities Director
Currently: s82,o8o- S99,768 (Range 364) Informat ion Systems /Network Manager
Removed Positions/Decreased Positions FY
2015-2016
Ad mi;;i'Stra ti
;;;5
crv
ces
-·
dministration
Finance Finance Analys t
Human Resources
Administrat ive Services Coordinator
Information Technology Automated
Sy
stems Tech .
Forest, Parks Beach Maintenance Worker
Community Ac tiviti es Commumty Services Asst.
Police
Police Officer Reserves
Public Work s Mai ntena nce Worker
Added Positions
/
Increase
d
Positions FfY
2.015-2016
City
r n e y
ity Attorney
Admm1stration D1 re
ctor of
Contracts and Budget (
Ne
w)
Administration
Administrative Sen-ices Coordinator
Planning
Senior Planner
Circulation
Library Assistan t
CommunityA
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Exhi
bi
t "B"
Position Detail
F :
201.4-20
15 Y
2015-2016
Position FfE IPosition FfE
g r a m Title__
1
Administration Administrative Services Director
~ ~
.. ~ ·-
-=
....
~
- -
dministrative Services Administration Administrative Services Coordinator
1.00
· . -----
1.00
-·
~ ~ ~ v e ~ ~ f " . ~ < : _ e ~ _ _ _ _ _ c : n ~ ~ ' : l ~ ~ S _ p e c i a _ _ _ _ _
1.00
< : e Finantc :
. . 2 2 g e r
1
_
Finance _ ~ ~ n a n c e Analyst
Human Resources HR Analyst
Human
Resources ~
Human ~ u r c e s
Manager (New)
l.O O
-
-
uman Resources Finance Specialist
Human
-
Re
7
our
ces -
d ~ i n S e r v i c e
c o;;:"
ciG'i
ator
1.00
I
s.oo (3-73)
InformationTechnology In formation Systems/Netwo rk Mgr.
M ~ ~ . . t : ~ ~ ] o m _ : 1 _ 1 , o m a t S y s t e l l } ~
1.00
-- ·
~ t y C : ~ ~ c
City Council
~ ~ y ~ r ___
j .00
.
5.00
(o.5o)
100
I
1.
00 o.56
1.00
- -
--
.00 1.00
City Council City Council Council Member __________
City Council o ~
c i t ' ~
t a n t
Legal = City Atto rney __
city
-Attorney
S: Y >dministrator Office Administration City s t r ~
City Admini
strator
Office Administra tion Asst. City Administrator/City Clerk
City Admini strato r Office Administ ration Directo r of Contracts and Budget (New)
City
Admini strato r Office Adminisi:Pation Executive Assistant
o.
so o.
so
1
00
1.00
Citv Administrator Office Administ ration Administrati ve Services Coordina tor
-
1
00
1.00
1
00
o.6o 1.00 o.6o
--
· · ·
City d m i n i s ~ t o ~ Office Administration Office Assistant ___
City
Admhti,.tot
Offi« City
d
k City Cl k 1
___oo ~ - - - - - ~
9 ~
m i n i O f f i c ~ City Clerk Depu_ry City Clerk _ _ _ _______ · ~ ~ _ ____
_ r y ? lan_ ing & u i l d i ~ . _ P l a n _ _ _ Planning
and ~ i c e s
Dir. _
Communi
tr
Plann ing & Building Planning Planning and Building Services Mgr.
Community Planning Building Planning Senior Planner 1.oo 1.00
I _
.
00 1. 50
Comm_unity l a n n i n ~ & u i l d i n _ _ Plannin __ ~ < ? _ c i a Planner __ 1.oo 1.oo
1.oo 1.
oo
1.00
100.00 LOO 100
6.60
2.50
CommunityPlanni_?g&Building ___ ~ ~ ~ i ~ a n c E E _ ~ ~ c _ i a ~ i
___
___ __ __ ___ ___ __ __ _ _ _ _ __
Community Pl
an
ning & Building Building Building Official 1.oo 1.oo _ 1.oo 1.oo
~ ? ~ ; ; : ; ~
i ~ &
&
? U . ~ E l ~ i = ~ ~ R ¥ ?
L _
~ ~ I . J : c c i a n
--=- ~ -
~ : : _ < ? _ o
_ - =
-· Jo o -
-I:oo_
Community Planning & Building C
P&
B Ad
min
Coordinator 1.oo 1.oo 1.oo 1.oo 1 6.50
1
- -
·· -
-
·
Library & Community Activities Administ
rati
on Library Direct
or I.
oo
1.00
_ 1.00 1.00
~ r y _ ~
~ ~ ~ ~ ~
~ ~ t i ~ ~ ~ ~
- = = A ~ ~ = - - - Q f l f . ~ ; & " . ~ ~ ~ ~ ~
- - ~ - ·
=·
·
..
~
__
-
~ - 3 o
0.50
Library & Community Activities Circulation Circulation Supervisor 1.oo 1.oo 1.oo 1.00
Library Commun ity Activities Circulation ___ Library Assistant 6.oo
4.11
6.
oo :t.86
~ b r a r y
..
O ~ J l ~ n i ~ ~ < : _ ~ i v i t i e ____ _ : _ < ? _ ~ ~ ~ I i i ~ ~ ¥ _
_____
~ r : . _ I _ _ _ _ _ _ _ _ _ _ ___ ~ ~ ? _ _ _ ___ ~ . ? . _
I-ibrary & CommunityActivities Reference r i a n II __
c ; ? o___
1.oo
·---
1
:.
00. .
I-ibrary & o m _ l u n ~ Activities Reference Librari
_?
_n I _ - _ _ _ _ _ _ 3 . . : . ~ o - - - - ~ o ? ___.00
:_i ? "aEY & . < ? _ ~ ~ unity Activitie s ____ ? . u t ? l _ : i b r ~ ~ ~ r : } . _ . _ ~ o o _ ____ : _ o ~
I L i b r a r y & C ~ m m u t y A c t i v i
t i e s Youth
e r v i c e - - - - L i b ~ ~ y A s ~ ______
_
____ _2:_
oo
__ ~ - ; 8
_ _ _
_ : 0 ~ ____ · §
12.40
0.75
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Exhibit
"B"
-
-
Library &Commu nity Activities Commu nity Activities Community Services Asst. 2.00
1.50
1.00
o.so
Library &Community Activities Community Activities Adminis
tr
ative Coordinator
-
-
- -
100 1.00
-
-
Library
m m u n i
Activities
Community Activities Office Assistant
-
-
· ·
·
Library_& Commun x Activi
ti
es
· _
o ~ m u n i t y A c t ~ i t i e s
Class Instructor
1.00 0.18
1.00 0.18 1.68
_Public s ~ e ) '__ Public Safety Public Safety Director/ Police Chief 1.00 1.00 1.00 1.00
-
1
-
-
Public
Safe }:
Public Safety Admini
strat
ive Assistant
-
- - -
------
-
-
~ i c S a f e
Ambulance Par
amed
ic-Firefighter 6.00 6.00 6.00 6.00
--
Public Safety
Ambulance
E M T - F i r e l _ g ~ ~ r
-
- -
-
r
··
· -
- ·
-
Public Safety
Ambulance
E _ < ; _ ~ ~ E _ ~ c i a
-
-
- -
c--
·
·
S a ~ Y _ __ Fire
Command staff
-
-
- -
·
----- - ·
·
·
-
·
--
·
--
Public Safety
Fire
c_
?
mpany
- - -
-
- w
- ·
· ·
~ _ _ s _ a _ i ~
_ Police
Commander
1.00 1.00 1.00 1.00
-
--
-
-
~
Police
Se rgeant
r
.00 3-00
3.:..00 __
. . : ~
Public Safety
Police
Corpora l
2.00 2.00 2.00 2.00
Public Safety
Police
-
Police Offic
er
8.00
7-00
8.oo
7-50
_
Police
Police Officer Reserves
- _ 1.:..?.£._ _ 0:]7
3.00
0.
72
1
·
=
Public Safety _ Police Public Services Officer 6.00 6.00 6.00 6.00
r ---
_ P u b J i c J ~ ~ e t y _
..
Police Community Services Officer
3.00
:?.00
· .00__ .00
Public Safety
Police Community Services Asst.
- - -
-
30.22
0-45
Public Works Facilities &Vehicles
Projects Manager -
-
1.00 1.00
.
Public Works Facilities &Vehicles
Project
a n a g ~ ______
1.00 1.00 1.
00 1.00
- -
-
·
-
-
--·
Pub lic Wo rks Facilities &Vehicles
Fac
il
ities a i n t e n a n c e ~ g r .
- - -
-
-
-- -
-
··-
-
c--
Public Wo rks Facilities &Vehicles Facilities Maintenance Specialist
1.00 1.00 1.00 100
3-00
-·
- ·
-
1.00
Public Works Forest, Parks & Beach City Forester
1.00
1.00
1.00
1.00
Public Wo rks
--
Forest, Parks & Beach Assistant Forester (New)
-
-
-
1.00
o.so
Public
Work
s Forest, Pa
rk
s & Beach Tree Care Specia
list
1.00
1.00
1.
00 1.00
Public Works Forest, Parks & Beach Forest
Ca
re Worker
- .
1.00 o.6o 1.00 1oo
- - -
Public Works Forest, Parks & Beach Maintenance Worker 1.00
1.00
-
-
Maintenance WorkW Gardener (New)
-
Public
Work
s Fores t, Parks Beach
-
-
10 0
0.
50
4-00
-
0.40
Public Works Public Works Public Works Director 1.00
1.0
0
1.
00 100
- -· -
-
Public Works
Public Works
Administrative Coordinator
1.00 100 1.00
1.00
· ·
-
Public Works Public Works Public Works Su
perintendent
1.00
100
1.00
1.00
- . · · · -- -
Public Works Public Works
Street Supervisor
1.00 1.00 1.00 1.00
Public Wo
rk
s Public Works Senior Maintenance
Work
er
4·00 4·
00
5·
00
5.00
-
Public Works Public Works Maintenance Worker 2.00 1.00 1.00 1.00
-
~
==
-- ~
. _____
-
-
Public Works Public Works
Ga rd
ene r
- -
-
10.00
-
1- -
--
1.00
TOTAL
95-00
82.47
96.oo
85-40
Bs-4 2-93
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Definition
City o Carmel by the Sea
Assistant City Forester
xhibi t C
Under administrative direction
of
the City Forester, to participate and supervise a City-wide
program
of
care and maintenance
of
rees
on
public properties, parks, greenbelts and forested
areas
of
the City; to assist with the implementing
of
the
City's
urban forestry plans; to prepare
and implement a public information program to protect and preserve the City s forest resources;
and to do related work as required.
Supervision Exercised
May exercise technical and functional supervision over secretarial and Public Works staff.
Examples o Important and Essential Duties:
Schedules and supervises, as well as participates in, the inspection, planting, removal, pruning,
trimming and maintenance of trees on City property.
Supervises the trimming
of
trees by public utilities for clearance from utility lines.
Instructs personnel in good forestry practices.
Inspects trees for pests and disease and schedules spraying
or treatment operations .
Keeps abreast
of
developments
of
insecticides, fungicides and herbicides.
Diagnose tree and plant diseases.
Undertakes chemical tests
of
soil to detennine treatment needed to promote
tr
ee
or
plant health
and growth.
Prepares budget requests for forestry programs.
Supervises maintenance of tree and plant nursery stock; requisition and purchasing of materials.
Uses safe working methods in operation of equipment.
Implements a public information program for forest resources, prepares press releases and public
information.
Preparatio
n
maintenance and implementation
of
forestry management plan, to include tree
trimming and care, site improvement, tree plantings and removals.
Prepare and maintain an inventory of tree population by species and age groups within the City
and a general survey of trees on private property within the City.
Drafts reports and prepares contract specifications, solicit bids, monitors contract work in the
field.
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Administer payments to contractors.
Other Job Related Duties
Other
jo
related duties
s
assigned.
Job Related and Essential Qualifications
Knowledge of
Characteristics, growth habits, and care
of
trees, plants, and shrubs indigenous to the area.
Operational characteristics, services, and activities of a comprehensive urban forest,
parks, and beach maintenance, preservation, and beautification program
Tree trimming and safety practices and equipment used in tree climbing including aerial
lift truck.
Occupational hazards and standard safety practices necessary in the area of urban forest,
parks, and beach maintenance.
Plant and tree diseases and pests, and their eradication and control.
Modern supervisory methods.
Operation and maintenance
of
power equipment and tools used in tree work.
Skill to
Operate a wide variety
of
equipment and tools used
n
forestry maintenance and
gardening in a safe and effective manner.
Perform heavy manual labor for extended periods of time in all types
of
weather
Operate modern office equipment including computer equipment.
Ability to
Enforce the City s Tree Protection Ordinance.
Prepare contract specifications.
Schedule, supervise and participate in the work of several crews.
Make chemical tests
of
soils.
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Ability to: cont.)
Identify and respond to community, City Administrator, and Forest and Beach
Commission issues, concerns, and needs.
Analyze problems, identify alternative solutions, project consequences
of
proposed
actions, and implement recommendations in support of goals.
Prepare clear and concise administrative, technical, and fmancial reports.
Instruct others in the safe use
of
tree and plant maintenance tools and equipment; ability
to present information verbally and in writing.
Read, interpret, and apply a wide variety
of
technical information from manuals,
drawings, specifications, layouts, blueprints, and schematics.
Exercise good judgment, flexibility, creativity, and sensitivity in response to changing
situations and needs.
Communicate clearly and concisely, both orally and in writing.
Establish, maintain, and foster positive and harmonious working relationships with those
contacted in the course
of
work.
Experience
and Training
Guidelines:
ny
combination equivalent to experience
and
training that would
provid
e the required
knowledge, skills, and abilities would e qualifying. A Typical way to obtain the knowledge,
skills, and abilities
would
be:
Experience:
Four years of increasingly responsible experience n forest preservation
Training
:
Any combination equivalent to an Associate's Degree in forestry
or
related field, including
courses in arboriculture and horticulture, specializing in urban forestry
Licenses or Certificates:
Certified Urban Forester certificate s desirable.
California Certified
est Control Application License
s
desirable.
Range: 296
66,420
69,768 73,224 76,908 80,76o
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Definition
City o Carmel by the Sea
Director o Budget and Contracts
At-wiJJ)
xhibi t
D
The job of Director
of
Budget and Contracts Administrator was established for the
purpose of directing City programs and financial services; providing information and
serving as a resource to others; achieving defined objectives by planning, evaluating,
developing, implementing and maintaining services in compliance with established
guidelines; responding to a range
of
inquiries regarding processes or bid status; and
achieving department objectives and goals within budget.
Supervision Exercised
Exercises technical and functional supervision over the Finance Department and staff.
Examples o Important and Essential Duties
Develops or directs the development
ofboth
standard and non-standard contracts, legal
agreements, and other specialized services and arrangements.
Closely monitors departmental and district-wide accounting, budgeting, purchasing, and
financial reporting and management policies; purchasing and budgeting programs and practices
to ensure conformance with modem accounting and fiscal administration theory and practice
with State and Federal legal requirements and compliance with fiduciary responsibilities
Responsible for the preparation, maintenance, and control ofthe City s annual operating budget.
Prepares reports and recommendations related to the development and management
of
contracts
for approval
by
the City Council; drafts contract correspondence; prepares documentation on a
wide variety of contract development and management issues.
Analyzes a variety
of
financial information (e g revenues, expenditures, cash management, cost
projections, real estate, insurance, etc.) for the purpose of providing direction and support,
making recommendations, maximizing use of funds, and/or ensuring overall operations are
within budget.
Assists auditors in providing requested information for the purpose ofproviding necessary
documentation for completion
of
audit. Compiles data from a wide variety
of
sources (e.g.
vendors, staff, public agencies, etc.) for the purpose
of
analyzing issues, ensuring compliance
with a wide variety of purchasing policies and procedures, and/or monitoring purchasing
processes.
Evaluates order and bid documentation (e.g. requisitions, change orders, bids, etc.) for the
purpose of ensuring proper use ofCity funds in the acquisition
of
supplies, equipment and/or
services.
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Examples
o
Important and Essential Duties cont.)
Prepares a wide variety
o
materials e.g. annual budgets, financial statements, reports for the
Auditors, City Administrator, Mayor, City Council, department administrators, etc.) for the
purpose o documenting activities and issues, meeting compliance requirements, and/or
providing supporting materials for requested actions
Monitors budget allocations, expenditures, fund balances and related financial activities for the
purpose
o
ensuring that allocations are accurate, revenues are recorded, expenses are within
budget limits and/or fiscal practices are followed.
Maintains purchasing information, files and records e.g. Requests for Proposal, purchase orders,
vender files, etc .) for the purpose o ensuring the availability o documentation and compliance
with established policies and regulatory guidelines.
Researches financial topics and related legal issues e.
g
discrepancies, current legislative trends,
etc.) for the purpose
o
evaluating compliance requirements and potential implications
on
City
operations.
Prepares written materials and electronic financial information for the purpose
o
documenting
activities, providing reference, conveying information, and complying with established financial,
legal and/or administrative requirements.
Presents information on administrative procedures, services, regulations, etc. for the purpose
o
training and orienting other personnel and/or disseminating information to appropriate parties.
Processes purchasing-related information e.g. bid documents, tabulations, requisitions,
electronic procurement, product specifications, statements
o
work, performance terms,
contracts, etc.) for the purpose
o
updating and distributing information, authorizing for action
and/or complying with established accounting practices.
Researches contracts, suppliers, equipment and regulations, including evaluation
o
new products
for the purpose
o
ensuring compliance with budgetary guidelines.
Responds
to
inquiries from a variety
o
internal and external sources for the purpose
o
providing
information, direction and/or appropriate referrals.
Other Job Related Duties
Perform related duties and responsibilities as assigned
Job Related and Essential Qualifications
Knowledge of
Advanced methods
o
financial analysis and projection techniques, report preparation and
presentation.
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Ability to
cont.)
Detect and avoid errors in reading and preparing reports, budget reports, bid packages, memos,
etc., for the City.
Make decisions based on factual data s needed to evaluate current progress and the success
of
the budget/contract work.
Analyze situations carefully and adopt effective courses
of
action.
Perform mathematical computations quickly and accurately.
Compile and tabulate data and information and prepare summaries and reports.
Plan and organize work to m t schedules and timelines .
Maintain confidentiality
of
sensitive infonnation and data.
Experience and Training Guidelines
Any combination equivalent to experience and training that would provide the required
knowledge, skills, and abilities would be qualifying. A typical way
t
obtain the knowledge,
skills, and abilities would be:
Experience
Must have at least five (5) years experience in governmental buying/purchasing and contract
management including at least one (1) year
of
supervisory experience or an equivalent
combination
of
education and experience.
Training
Any combination equivalent to bachelor s degree from an accredited college
or
university
in
business, economics, accounting, finance or related field and five years increasingly responsible
experience in a related field. Master s degree, Certified Public Accountant license,
or
equivalent
is preferred.
License or Certificate
Valid California Drivers License.
Special Requirements
Essential duties require the following physical skills and work environment:
Ability to work in a standard office environment.
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Adopted Date
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Definition
City
o
Carmel by the Sea
Maintenance Worker/Gardener
xhib i t E
Under supervision to perform a variety
of
routine unskilJed or semi-skilled manual duties
involved n the maintenance and repair
of
parks forests and beaches. Performs specialized tasks
n the care ofbeach facilities and parks.
Supervision Exercised
Exercises no supervision.
Examples o Important and Essential Duties
Make periodic inspections and perform maintenance in City parks and at the beach.
Clean beach areas of charcoal broken glass cans paper and other debris; empty trash
receptacles.
Remove weeds and trim other plant growth along streets sidewalks and rights-of-way to ensure
access draining and vehicle sight distance requirements; remove debris from gutters drop
inlets culverts and manholes; maintain storm drain system; bury or otherwise properly dispose
of
marine animals washing up on the beach.
Perform flagging or other traffic control n maintenance projects and n emergency situations;
assist Police and Fire Departments in containing and cleaning hazardous materials spills
n
the
public rights-of-way.
Operate equipment n hauling materials and transport debris and trash to land fill.
Operates maintains and performs minor repairs of beach cleaning equipment
Clean restrooms at beaches parks tennis courts and public works yard; unstop toilets and drains
when needed.
Provides general assistance and information to visitors and to the beach-goers when needed;
appropriately responds to or resolves routine questions inquiries and complaints; if warranted
refers requests and complaints to management.
Clean sidewalks and beach steps with water tanker truck.
Identifies and via radio notifies management
of
problems on the beach parks and streets before
during and after hours.
Set up and take down special City events.
Perform planting digging raking hauling and related duties.
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Examples
o
Important and Essential Duties
cont.)
Repair and build handrails and fences.
Assist with traffic marking painting cement work and tree trimming or removal as necessary;
assist with storm damage clean-up and repair.
Other Job Related Duties
Perform related duties and responsibilities as required.
Job Related and Essential Qualifications
Knowledge of
Methods materials and equipment used in general maintenance work.
Procedures practices and techniques related to the upkeep
of
City beaches and facilities
Safe work practices.
Safe driving principles and practices.
Skill to:
Operate a variety ofmaintenance tools and equipment in a safe and efficient manner.
Operate a motor vehicle safely.
Perform heavy manual labor for extended periods
of
time in unfavorable weather conditions.
Ability to
Perform unskilled and s mi-skilled tasks in a variety ofmaintenance activities.
Perform duties in a manner to maximize public safety in the area ofwork assigned.
Clean and care for assigned areas and equipment.
Understand and follow ora l and written instructions.
Establish maintain and foster positive and harmonious working relationships with those
contacted in the course ofwork.
Experience and Training Guidelines
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nycombination equivalent to experience
and
training that would provide the required
knowledge skills and abilities would be qualifying. A typical way to obtain the knowledge
skills and abilities would be:
Experience:
One year of experience
in
routine maintenance work.
Training:
Formal
or
informal education
or
training which ensures the ability to read and write at a level
necessary for successful
jo
performance.
License
r
Certificate:
Possession of, or ability to obtain, an appropriate, valid driver s license.
Special Requirements:
Essential duties require the following physical abilities andwork environment:
Ability to sit, stand, walk, kneel, crouch, stoop, squat, crawl, twist, climb, and lift 75 lbs ;
exposure to cold, heat, noise, outdoors, vibration, confining work space, chemicals, dust,
explosive materials, mechanical hazards, and electrical hazards; ability to travel to different sites;
availability for emergency on-call and call out.
Range: 214
44,112 46,296 48,636 51,048 53,604
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Definition
City of Carmel by the Sea
Library and Community Activities Director
(At-will)
xhibi t
F
Under general administrative direction, plans, directs, manages, and oversees the functions,
programs, and operations
of
the Library and Community Activities Department including library
and special event activities; coordinates assigned activities with other departments and outside
agencies; represents the Department to City management, the City Council and the community;
and performs related work as required.
Supervision Exercised
Exercises direct supervision over professional, technical, and clerical staff.
Examples
f
Important And Essential Duties:
Assumes full management responsibility for all Library and Community Activities Department
functions, programs, and operations including library and special event activities.
Evaluates and administers library programs such as circulation, reference, children s services,
and local history; directs the development and maintenance
of
a public library collection
of
books, periodicals, films, and a variety
of
other library materials including electronic resources.
Manages and participates in the development and implementation
of
Departmental goals,
objectives, policies, and priorities for each assigned service area.
Establishes, within City policy, appropriate service and staffing levels; monitors and evaluates
the efficiency and effectiveness
of
service delivery methods and procedures; allocates resources
accordingly.
With managers, develops, implements and monitors long-term plans, goals and objectives
focused on achieving the City s mission and City Council s priorities.
Assesses and monitors workload, administrative and support systems, and internal reporting
relationships; identifies opportunities for improvement; directs and implements changes.
Plans, directs, coordinates, and reviews through subordinate level staff, the Library and
Community Activities Department s work plan; assigns projects and programmatic areas
of
responsibility; reviews and evaluates work methods and procedures; meets with key staff to
identify and resolve problems.
Directs, plans, and organizes, through subordinate sta ff, programs and spec
ial
events designed to
meet the needs and interests
of
the community.
Manages staff responsible for event coordination activities; ensures staff
is
adequately prepared
for event; ensures timely follow up for each event, including after act ion reviews and reports.
Examples
f
Important And Essential Duties:
cont.)
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Assists in all aspects
of
special events; coordinates special event logistics and staffing with o ther
City departments.
Develops and monitors performance of the annual department budgets.
Selects trains motivates and evaluates assigned personnel; provides or coordinates st ff
training; works with employees to correct deficiencies; implements discipline and termination
procedures.
Oversees and participates in the development and administration of the Department budget;
approves the forecast of funds needed for staffing equipment materials and supplies; monitors
and approves expenditures and implements budgetary adjustments as appropriateand necessary.
Provides s
t ff
assistance to the City Administrator; attends and participates in Department Head
meetings and City Administrator meetings; prepares and presents staff reports and other
necessary correspondence.
Represents the Library and Community Activities Department and serves as liaison to other
departments and elected officials; coordinates assigned activities with thoseof other
departments.
Researches prepares and presents written reports for assigned boards and commissions; attends
and participates on boards and commissions including the Library Board of Trustees and the
Community Activities and Cultural Commission; attends community meetings;prepares
st ff
reports for and makes presentations to City Council.
Oversees and participates in City wide special events and related functions
Sets and maintains customer service standards; solicits and responds to customer concerns;
responds to and resolves difficult and sensitive citizen inquiries and complaints; follows-up with
department staf f to ensure prompt resolution
Reports to serves as st ff to advises and/or facilitates the operation of a variety of boards
commissions and committees including the Library Board of Trustees the Community
Activities and Cultural Commission the Friends
of
the Library and the Carmel Public Library
Foundation; prepares and presents st ff reports and other necessary correspondence.
Attends and participates in professional group meetings; represents the department in
professional organizations and regional networks; participates in activities that promote
the
department; stays abreast
of
new trends and innovations in
the
library and community activities
fields including operations and technology; evaluates the impact
of
new developments and
recommends improvements
to
existing programs and procedures.
Other Job Related uties
Perform related duties and responsibilities as assigned.
Job Related and Essential Qualifications
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Knowledge
of:
Operational characteristics services and activities of a public l