Carmel FY 2015-16 Issues & Options Policy Papers Book

8/9/2019 Carmel FY 2015-16 Issues & Options Policy Papers Book

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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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~


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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


22/82

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


23/82

SUBJECT:

BUDGETED?

FISCAL

IMPACT:

DESCRIPTION


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.


24/82

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


25/82


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}


26/82

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.


27/82

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 )


28/82


29/82

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


30/82


31/82

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


32/82

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


33/82

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.


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.


Perform related duties and responsibilities as assigned


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.


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.


Perform related duties and responsibilities as required.


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.


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.



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Knowledge

of:

Operational characteristics services and activities of a public l

Carmel FY 2015-16 Issues & Options Policy Papers Book

Documents

Transcript of Carmel FY 2015-16 Issues & Options Policy Papers Book