HomeMy WebLinkAbout; ; 2005 State of Effectiveness Report; 2005-01-01I
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City Of Carlsbad
STATE-OF-EFFECTIVENESS
REPORT
January 2005
Submitted by
The Performance Measurement Team
Lynn Diamond, Public Safety
Joe Garuba, City Manager's Office
Chris Heiser, Public Safety
Kerry Jezisek, Administrative Services
Pat Kelley, Community Development
Linda Kermott, Public Works
Sue Spickard, Community Services
TABLE OF CONTENTS
Introduction 1
Balanced Community Development 3
Capital Improvement Program - Engineering Services 9
Capital Improvement Program - Construction Timeliness 11
Capital Improvement Program - Construction Cost 12
Code Enforcement Responsiveness 13
Code Enforcement Cost 16
Code Enforcement Customer Satisfaction 18
Land Use Planning Service Delivery 20
Land Use Planning Customer Satisfaction 21
Redevelopment Services 23
Redevelopment Services Cost 26
Redevelopment Customer Satisfaction 29
Section 8 Program Assessment 31
Citizen Connection 33
Volunteer Program Response 37
Volunteer Program Cost 38
Volunteer Customer Satisfaction 39
Communications 41
Citizen Response Times 45
Citywide Communications 46
Citywide Communications Cost 49
Citywide Internal Communications 51
Citywide Internal Communications Cost 52
Confidence In City Government 53
Records Information Responsiveness 55
Environmental Management 57
Sewer System Service Delivery 63
Sewer Cost 70
Sewer Service Customer Satisfaction 72
Sewer Collection System Growth Management Standard 74
Solid Waste Diversion 78
Solid Waste Cost 81
Solid Waste Customer Service & Satisfaction 84
Storm Water Service Delivery 86
Storm Water Protection Cost 90
Storm Water Protection Customer Service And Satisfaction 93
Wastewater Treatment Growth Management Standard 96
Drainage Growth Management Standard 98
Financial Health 101
Business Licensing 105
Finance Report Distribution 107
General Fund Revenue 109
Long-Term Fiscal Condition 112
Outgoing Payment Processing 115
Risk Management- General Liability Expenditures.. 117
Learning, Culture And Arts 119
Library Ranking 123
Library Operating Cost 125
Library Services Customer Satisfaction 126
Library Growth Management Standard 128
Recreation Program Sportsmanship 130
Recreation & Park Planning Operating Cost 134
Recreation Customer Service & Satisfaction 136
Training 85 Development Cost- City Employees 139
Training & Development Satisfaction - City Employees 140
Parks, Open Space And Trails 141
Park Service Delivery 145
Park Maintenance Cost 148
Parks Customer Service And Satisfaction 151
Parks Growth Management Standard 153
Trail Mileage 156
Trails Customer Satisfaction 158
Open Space Growth Management Standard 160
Top Quality Services - Internal Services 163
Overall Citizen Satisfaction With City Services. 169
Facilities Service Delivery 171
Facilities Maintenance Cost 173
Facilities Customer Service And Satisfaction 176
Fleet Availability 180
Fleet Maintenance And Repair Cost 183
Fleet Customer Service And Satisfaction 186
Human Resources - Injured Employee Time Off 188
Human Resources - Employee Turnover Rate 190
Human Resources Cost 192
Human Resources Service & Satisfaction 194
Information Technology Network Operability 197
Information Technology Cost 200
Information Technology Service & Satisfaction 202
City Administrative Facilities Growth Management Standard 206
Top Quality Services - Safety 207
Building Inspection Services 213
Building Inspection Cost 215
Building Inspection Customer Satisfaction 217
Fire Response Time 219
Fire Operating Cost 221
Fire Customer Service And Satisfaction 223
Fire Stations Growth Management Standard 225
Police Response Time 227
Crime Cases Cleared 230
Community Perception Of Crime > 234
Police Operating Cost 236
Police Customer Service & Satisfaction 238
Transportation And Circulation 241
Roadway Safety 245
Roadway Circulation 249
Roadway Service Delivery ... 255
Roadway Cost..... 262
Transportation Customer Satisfaction 265
Circulation Growth Management Standard 267
Water 271
Potable Water Quality 275
Water Service Delivery 277
Water Delivery Cost 281
Water Service Customer Satisfaction 285
Recycled Water Service Delivery 287
Recycled Water Delivery Cost 289
Water Distribution System Growth Management Standard 292
Appendix 1: Time Line 295
Appendix 2: Program Risks And Benefits 297
INTRODUCTION
This State of Effectiveness Report is designed to provide an overview of the City
of Carlsbad's overall performance in many different service areas. This report
represents the fifth full year that the City of Carlsbad has been involved in
performance measurement. The departmental performance measures, growth
management measures, and citizen survey results are contained in this report.
The summaries are organized by Council Strategic Goal and are subdivided
into service delivery areas where appropriate.
Service areas are encouraged to develop outcome-based measures. The
achievement of the desired outcomes is focused on three related areas - service
delivery, cost efficiency, and customer satisfaction. This process of defining and
measuring these three areas helps provide a balanced approach in evaluating
the overall effectiveness of a service area. The report, where applicable,
indicates compliance with the Growth Management Standard for that
particular service, and highlights any relevant results from the annual citizen
survey. Since the organization's efforts to accomplish the Council's strategic
goals involve management goals, those goals are listed by title. Analyses of
these management goals are not included in this report.
The performance measurement process represents the feedback loop between
organizational effort and achieving the desired outcomes. In Carlsbad,
performance measurement also represents the beginning of the next goal
development cycle. At the beginning of the calendar year, results of the citywide
public opinion survey are finalized and presented to Council at their annual
goal-setting workshop. The State of Effectiveness Report is also completed and
presented at this time. The reports provide information that help influence
strategic priorities for the upcoming year. Based on direction from Council,
departments develop goals and cost estimates for new programs, which are
then included in the City's budgeting and management goal process.
Departments implement new programs, measure results, contact other
agencies for benchmarking, and analyze data during the second half of the
calendar year.
This year's State of Effectiveness Report contains some notable differences from
years past. The Performance Measurement Resource Team (PMRT) conducted
a gap analysis in 2003 and requested the development of measures in service
areas without them. There are many new measures in this year's report. The
PRMT will continue to develop these measures and assist other service areas to
develop meaningful measures over the coming year. Also new this year is the
development of introductory summaries for each City Council Strategic Goal.
These summaries are a consolidation of the information contained within each
of the measures. By focusing greater attention on the summaries, staff is able
to better identify the overall effectiveness of the service area.
Lastly, the PMRT would like to thank the MSAs, various departments and staff
actively engaged in continuous improvement and commitment to the pursuit of
excellence through the performance measurement process. These service
providers are openly committed to the efficient delivery of services to the people
who live, work, and play in the City of Carlsbad.
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Balanced
Community
Development
Be a city that connects community,
place and spirit, through balanced and
economically sustainable land uses.
Balanced Community Development
Indicators
Code Enforcement Responsiveness
Code Enforcement Cost
Code Enforcement Customer Satisfaction
Section 8 Program Assessment
Planning General Plan Implementation
Planning Citizen and Customer
Satisfaction
Redevelopment Property Values, Sales
Tax, and Vacancy Rates
Redevelopment Investments
Redevelopment Visitor Satisfaction
Growth Management City Administrative
Facilities
Management Goals
North State Street Redevelopment with
Village Green Project
Affordable Housing Financing Strategy
ComDev Strategic Plan
Fire Station 6
Carlsbad Centre City Gateway Land Use
Vision Strategy
SCCRA Ponto Area Land Use Strategy
Counseling Services Partnershp
Development Review Process
Fire Budgeting 85 Service Reorganization
Landscape Fire Protection Requirements
Civic Center
Habitat Management Plan Implementation
General Plan/Zoning Consistency Program
Balanced Community Development
Why is it important to Carlsbad?
Maintenance and implementation of The City's General
Plan is critical in the development of the community
along citizen expectations.
Citizens expect a responsive Code Enforcement System
that enhances the quality of life of City residents by
requiring owners of property in non- compliance with
City codes to come into compliance.
The Redevelopment Agency assists in revitalizing
blighted areas by partnering with property and
business owners to co-create positive experiences in
these areas. The Housing Office strives to meet the
housing needs for residents at all economic levels.
2004 is the first year for measuring the customer experience within the Village
area. The results of the annual Public Opinion Survey indicate that 61.3 % of
the respondents visit the downtown Village Area at least once a week. Dining
was the most common reason given for visiting the Village Area.
Respondents of the survey were asked to give their overall impression of
Carlsbad Village by giving a rating from 0 to 10, with 0 meaning poor and 10
meaning excellent. The average rating was 7.99. A total of 86% of the
respondents gave the Village a rating of seven or higher, which is in the good to
excellent range.
The ratings for Code Enforcement case closure stayed level in 2003:
2001
76%
2002
83%
2003
82%
Total number
of cases
2003
2002
2001
2758
2302
1828
Number of Repeat
Cases on Same
Property
275
221
162
% Of
reopened
cases
9.97%
9.60%
8.86%
How Did Carlsbad Perform?
Redevelopment
Benchmark
Property Tax
Values
Sales Taxes
Commercial
Vacancy Rates
2003-2004
$253,301,749
$1,007,119
5%
Code Enforcement
Change
+ 12%
+9%
N/A
Type of Call
for Service
Engineering/ ROW
Signs
Expired Bldg
Dermit
Zoning
Vehicle Abatement
Vehicle Zoning
Building
Garbage & Junk
3usiness License
Totals or Average
Standard
for 90%
Compliance
30 Days
30 Days
60 Days
60 Days
60 Days
60 Days
90 Days
30 Days
60 Days
2003
80%
79%
82%
90%
91%
92%
82%
64%
81%
82%
The Village Area has experienced an
increase in Property Tax Values over last
fiscal year. It also has experienced an
increase in sales tax dollars. The vacancy
rates have remained constant over the
last three years at an acceptable industry
rate. The incremental growth in property
and sales tax indicates that the market is
gaining strength in the Village area.
This is the first year (2004) for measuring
the customer experience within the
Village area. The results of the survey
indicate that 61 percent of the
respondents visit the downtown Village
area at least once a week. Dining was the
most common reason given for visiting
the Village Area.
Respondents of the City Survey were
asked to give their overall impression of
Carlsbad The average rating was 7.99 on
a 10 point scale. A total of 86% of the
respondents gave the Village a rating of 7
or higher.
Code Enforcement remained at about the
same level as in 2002 in resolving their
cases. The department has begun
surveying complainants and respondents
to determine whether expectations and
service needs are being achieved. Code
Enforcement is also using more discretion
in holding the line on the number of cases
opened to improve on the quality of their
work product.
To keep pace with the changes in the
City's General Plan, the Planning
Department completed the Annual
General Plan Update as required by law.
To gauge satisfaction levels with the
overall quality of developments Planning
is anticipating asking many questions in
the 2005 Citywide annual public opinion
survey. A Planning Department customer
service survey is also anticipated.
There are adequate City Administrative
Facilities for the current population in
Carlsbad, and the City is in conformance
Code Enforcement Costs
Fiscal Year
2004
2003
Expenditures
$352,000
$332,000
Cases Closed
869
987
Average Cost per Case
$405
$336
Redevelo]
Benchmark
Public Funding
Private Investment
Ratio
2001-2002
$412,284
$17,798,619
$1:$43
intent Costs
2002-2003
$676,825
$5,461,546
$1:$8
2003-2004
$337,159
$26,919,199
$1:$79
What does this mean for Carlsbad?
This is a Major Service Area just getting into Performance Measurement. Code
Enforcement and the Redevelopment Agency have fully developed measures and are
making progress improving their results. The Housing and Planning Departments are
developing meaningful measures and may have reportable results in next year's report.
The Citizen survey provided an interesting correlation between the City's ability to balance
land use and confidence in City government. Staff will be analyzing this relationship as
the 2004 Citizen survey results are analyzed.
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Public Works
CAPITAL IMPROVEMENT PROGRAM - ENGINEERING SERVICES
THE OUTCOME
Cost effective capital improvement project delivery
THE MEASUREMENT
Data will be collected on an annual basis to compare the engineering staff and
consultant costs to project construction costs.
WHAT THE DATA MEANS
Each project in the capital improvement program should be able to be
completed with Engineering Division expenses not exceeding normal project
cost projections for project administration, engineering inspection, and
specialized consultant services such as environmental and geotechnical
investigations.
Costs for engineering services will be measured for identified projects and
compared to project construction costs to determine the project delivery cost
percentages. The data will be compared to the California Multi-Agency CIP
Benchmarking Study (Study.) It is desirable to maintain project costs within
the top half of the project delivery costs contained within the report. Certain
projects may be precluded from the survey because they have extreme
environmental requirements, include special financing consultants such as
assessment districts, or are small in construction cost compared to minimum
requirements for project development.
DEPARTMENTS INVOLVED
Engineering
BENCHMARK
Project delivery cost percentages will be compared to the cost percentages of
agencies identified in the Study.
The average project delivery cost percentage should be within the range of the
top four performing agencies identified in the Study. Additionally, 75% of all
identified City projects should have project delivery costs below the maximum
average project delivery cost percentage listed in the Study.
RESULTS
This is a new performance measure.
ANALYSIS
Data will be analyzed as it becomes available.
ACTION PLAN
Data will be collected during the year to compare the engineering staff and
consultant costs to project construction costs. The data will be analyzed to
determine cost effectiveness of capital improvement project delivery.
POINT OF CONTACT
Conrad "Skip" Hammann, Deputy City Engineer, Construction Management
and Inspection, 760-602-2400, ext. 7321, shamm@ci.carlsbad.ca.us
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Public Works
CAPITAL IMPROVEMENT PROGRAM - CONSTRUCTION TIMELINESS
THE OUTCOME
A high level of customer satisfaction by delivering CIP projects on time
THE MEASUREMENT
The percent of projects completed on time
WHAT THE DATA MEANS
Completing projects according to the approved contract schedule provides a
high degree of customer service and satisfaction.
DEPARTMENTS INVOLVED
Engineering/Construction Management and Inspection, Engineering/Design
Division, Client Departments
BENCHMARK
90% of CIP projections completed on or before the approved contract
completion date.
RESULTS
This is a new performance measure.
ANALYSIS
Data will be analyzed as it becomes available.
ACTION PLAN
Data will be collected during the year to determine the percent of projects
completed on time. The data will be analyzed to determine the level of
customer satisfaction by delivering CIP projects on time.
POINT OF CONTACT
Conrad "Skip" Hammann, Deputy City Engineer, Construction Management
and Inspection, 760-602-2400, ext. 7321, shamm@ci.carlsbad.ca.us
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Public Works
CAPITAL IMPROVEMENT PROGRAM - CONSTRUCTION COST
THE OUTCOME
A high level of customer satisfaction by delivering CIP projects within contract
budget
THE MEASUREMENT
The percentage of projects completed within or under budget from the time of
contract award
WHAT THE DATA MEANS
Completing projects within the approved project budget means that the City is
managing construction in an efficient and effective manner.
DEPARTMENTS INVOLVED
Engineering/Construction Management and Inspection, Engineering/Design
Division, Client Departments
BENCHMARK
90% of CIP projections completed within the approved construction contract
budget.
RESULTS
This is a new measure.
ANALYSIS
Data will be analyzed as it becomes available.
ACTION PLAN
Data will be collected during the year to determine the percentage of projects
completed within or under budget from the time of contract award. The data
will be analyzed to determine the level of customer satisfaction by delivering
CIP projects within contract budget.
POINT OF CONTACT
Conrad "Skip" Hammann, Deputy City Engineer, Construction Management
and Inspection, 760-602-2400, ext. 7321, shamm@ci.carlsbad.ca.us
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Community Development
CODE ENFORCEMENT RESPONSIVENESS
THE OUTCOME
A high level of responsiveness by Code Enforcement
THE MEASUREMENT
This is a multi-modal approach combining:
• Time for case resolution: The time increment required for closing
complaints
• Recidivism rate: The rate for similar complaints at the same address
WHAT THE DATA MEAN
Time for case resolution: Responding to Code Enforcement is a fundamental
service provided by the City. Complainants want their call to Code Enforcement
to result in positive resolution of the case as soon as is reasonably possible.
Resolving cases in a timely manner preserves neighborhood integrity and
builds confidence in the value of local government. Code Enforcement has
developed a complaint resolution measurement system that will track the time
increments needed to resolve those complaints that have been found to be
violations of the municipal Code.
Recidivism rate: When open cases do not recur within a reasonable length of
time, this could be an indication that the Code Enforcement department has
created a level of understanding with the property owner about codes and
ordinances, their importance to the community well being, and the quality of
life for everyone in the community. A re-check of all open cases against the
history for the prior three years will determine the recidivism rate for all code
enforcement matters.
DEPARTMENTS INVOLVED
Code Enforcement, Building, City Attorney, Planning
BENCHMARK
The varying case types handled by Code Enforcement have differing degrees of
importance relative to the amount of time to needed to resolve those cases.
There are twenty (20) different categories into which complaints are filed and
tracked. Each type of case has a varying time increment at which 90% of the
cases are resolved.
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RESULTS
Ten Most Common Complaint Categories' Standard for Compliance & Case Closure
Type of Call
for Service
Engineering/ ROW
Signs
Expired Bldg
Permit
Zoning
Vehicle
Abatement
Vehicle Zoning
Building
Garbage & Junk
Business License
Totals or Average
Number of
Calls
2003
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
2002
80
124
99
163
24
82
303
70
62
2946
2001
111
114
178
179
60
117
461
89
95
3405
Number of
Cases Opened
2003
85
117
28
77
46
64
198
107
121
843
2002
75
118
48
50
37
79
220
131
122
2882
2001
71
132
53
97
38
84
208
104
161
2949
Standard
for 90%
Compliance
30 Days
30 Days
60 Days
60 Days
60 Days
60 Days
90 Days
30 Days
60 Days
% of Cases
Resolved within
Standard
20O3
80%
79%
82%
90%
91%
92%
82%
64%
81%
82%
2O02
88%
77%
79%
82%
89%
88%
84%
75%
86%
83%
2001
87%
79%
79%
78%
76%
75%
73%
73%
72%
76%
The expected recidivism rate (same violation at same address within three
years) is unknown, and this will become the baseline rate for future
comparisons. The recidivism rate for FY 2003 (dating back three years) at the
same address is:
Total Number of
Cases
2001
2OO2
2OO3
1,828
2,302
2,758
Number of Repeat Cases
on Same Property
162
221
275
% of Reopened Cases
8.86%
9.60%
9.97%
ANALYSIS
Case closure improved in seven of the nine categories, although none of the
categories improved to the desired benchmark levels. The overall rate of case
closure improved from 76% to 83%. This is likely due to an improved
communication system brought about by meeting regularly with the City
Attorney's office and Planning staff and the nominally lower case load.
Recidivism rate benchmark and tendency is still an area needing time for
development.
ACTION PLAN
Code enforcement staff, the City Attorney's office and Planning staff will
continue to meet routinely to diagnose the means by which certain groups of
case-types are handled. Three of the categories proving toughest to resolve
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within established timeframes (garbage and junk, signs, and expired building
permits) will be further analyzed in detail to look for specific areas of
improvement. Reports on signs and expired building permits will be run and
analyzed for possible areas of improvement. Content and direction given by
various courtesy notices and code enforcement letters will be the focus of these
improvement areas.
POINT OF CONTACT
Patrick Kelley; Building and Code Enforcement Manager, (760) 602-2716,
pkell@ci.carlsbad.ca.us
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Community Development
CODE ENFORCEMENT COST
THE OUTCOME
An efficient Code Enforcement operation
THE MEASUREMENT
The specific measurement in this cost efficiency measure is: The number of
cases closed in the fiscal year divided by the fully burdened cost for the Code
Enforcement operation. Cases are those complaints found to be valid and
violations of a Municipal Code. Costs include the fully burdened salaries of the
code enforcement officers, the clerical staff, allocated supervision,
management, and Deputy City Attorney salaries, along with vehicle and
telephone costs.
WHAT THE DATA MEAN
The cost of providing Code Enforcement services will be tabulated each year for
comparative purposes in order to assist in determining the optimal level of
service in the community. The number of cases may vary, and the department
is reviewing case-types to determine means by which caseloads can be lowered.
This may be by providing more information to residents and businesses about
codes and standards most commonly violated. This may result in the cost per
case rising since some of the expenses are fixed.
DEPARTMENTS INVOLVED
Code Enforcement
RESULTS
Fiscal Year
2O04
20O3
Expenditures
$352,000
$332,000
Cases Closed
869
987
Average Cost per Case
$405
$336
BENCHMARK
The expenditures for 2003 were updated to more accurate figures. This is the
second year for this measure, and subsequent years will be compared to this
year's results. Benchmarking may be possible using ICMA database.
ANALYSIS
This is the second year for this measure. Caseloads dropped about 10%,
resulting in a rise of the average cost per case. Code Enforcement Officers are
using more discretion in the number of actual cases opened, so that number
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decreased. Cost increase was about 6%, slightly higher than CPI increases.
However, there were no additional staffing increases this year. The cost
increases were ordinary M&O increases assigned to the current personnel.
ACTION PLAN
Continue tracking costs, caseloads, and begin surveying cities for comparables.
POINT OF CONTACT
Patrick Kelley; Building and Code Enforcement Manager, (760) 602-2716,
pkell@ci. carlsbad. ca. us
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Community Development
CODE ENFORCEMENT CUSTOMER SATISFACTION
m
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THE OUTCOME
A high level of Code Enforcement customer satisfaction
THE MEASUREMENT
Results of a customer satisfaction survey sent to Code Enforcement customers
at case closure
WHAT THE DATA MEAN
The Code Enforcement Department sends a mail-back survey to customers at
the completion of their cases. The self-selecting survey asks customers to rate
the Office Services, and Code Enforcement Officer Service on four-point scale
(Excellent, Good, Fair, and Poor). The survey also asks for an overall ranking
using the same scale.
DEPARTMENT INVOLVED
Building
BENCHMARK
90% of survey respondents rank all Code Enforcement services as either
"Good" or "Excellent."
RESULTS
Six surveys were returned ranking Office and Code Enforcement Services
Survey results. The results are included in the table below:
m
Courtesy
Timely Call Backs
Professionalism
Overall Service
Benchmark
90%
90%
90%
90%
FY 2OO4 Results
92%
75%
83%
100%
ANALYSIS
The number of self-selecting surveys returned was low, although the results
received were encouraging. Surveys were only sent out for the last two months
of the reporting period. In the six surveys returned with nine ratings each,
93% were marked "Good" or "Excellent."
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ACTION PLAN
Surveys will be mailed earlier in the year to ensure a higher number of returns.
Any obvious trends will be analyzed and reported in next year's State of
Effectiveness Report.
POINT OF CONTACT
Patrick Kelley, Building and Code Enforcement Manager, (760) 602-2716,
pkell@ci. carlsbad. ca. us
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Community Development
LAND USE PLANNING SERVICE DELIVERY
THE OUTCOME
A well-planned community through implementation of the City's General Plan
THE MEASUREMENT
Annual General Plan Implementation
WHAT THE DATA MEAN
Annual General Plan Implementation: The City is implementing its General
Plan, and the department reports the status of the implementation each year to
the City Council. There are over 500 action programs contained in the City's
General Plan, which are proposed in order to implement the goals and
objectives contained in the Plan and move forward with the City's vision. The
annual General Plan Implementation Status Report allows each department to
review each action program they implement, and provides a status on major
accomplishments.
DEPARTMENTS INVOLVED
Planning
BENCHMARK
The General Plan Implementation Status Report will be presented to City
Council each year.
RESULTS
The General Plan Implementation Status Report was presented to City Council
on January 20, 2004.
ANALYSIS
In 2003, 40 major accomplishments were identified in the Annual General Plan
Implementation Status Report.
ACTION PLAN
Continue to prepare Annual General Plan Implementation Status Report.
POINT OF CONTACT
Don Neu, Assistant Planning Director, (760) 602-4601, dneu@ci.carlsbad.ca.us
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Community Development
LAND USE PLANNING CUSTOMER SATISFACTION
THE OUTCOME
A high level of customer/applicant satisfaction
THE MEASUREMENT
This is a multi-method approach combining:
• Results of the Citywide Survey
• Customer satisfaction survey sent to all Planning applicants at the
completion of their project
WHAT THE DATA MEAN
It is important that our citizens are satisfied with the overall quality of design
of newly constructed development projects. Is the architecture, site layout,
landscaping, recreational, and open space amenities of the highest quality
possible? A good ranking indicates citizen satisfaction with the quality of new
development projects regardless of their views about the rate of growth.
The Planning Department sends a mail-back survey to applicants at the
completion of their project. The survey asks applicants to rate the Front
Counter Services and Planning Department processing of their application on a
four-point scale (Excellent, Good, Fair, and Poor). The survey also asks for an
overall ranking using the same scale.
DEPARTMENTS INVOLVED
Planning
BENCHMARKS
Since this is a new measure, a benchmark will be developed through the
survey response regarding citizen satisfaction with the quality of development
projects. A preliminary benchmark has been set: 90% of all responses rate the
overall design of new development projects as good-or excellent.
RESULTS
This is a new performance measurement. There were no questions submitted
for inclusion on the 2004 Citywide Survey. Results will be presented after the
first, full-year of surveying.
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ANALYSIS
This is a new performance measurement. Results will be analyzed after the
first full year of surveying.
ACTION PLAN
This is a new performance measurement. An action plan will be developed
after the first, full-year of surveying.
POINT OF CONTACT
Don Neu, Assistant Planning Director, (760) 602-4601, dneu@ci.carlsbad.ca.us
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Community Development
REDEVELOPMENT SERVICES
THE OUTCOME
A quality shopping, working and living environment in the Village
Redevelopment area
THE MEASUREMENT
This is a multi-modal approach combining:
• Annual Property Values
• Annual Sales Tax
• Commercial Building Vacancy Rates at an acceptable level
• Redevelopment permits issued
WHAT THE DATA MEAN
A redevelopment area can be determined to be successful when there is a
program being implemented that removes blight and/or blighting influences
(see definition below). The measures of this success can be tracked according
to increases in property values and sales taxes, and maintenance of
commercial building (retail and office) vacancy rates at an acceptable level. To
measure the success of redevelopment in Carlsbad, the following indicators will
be evaluated each year:
Blight and influences: Conditions that cause a reduction or lack of proper
utilization of an area. The blight can be physical or economic. Conditions may
include inadequate public facilities, unsafe buildings, building code violations,
deterioration of buildings, underutilization of property, depreciated or stagnant
property values, high business vacancies, abandoned buildings, lack of
necessary commercial facilities, and/or an excess of bars, liquor stores and/or
other businesses that lead to problems of public safety and welfare.
Annual Property Values: Declining or stagnant property values may indicate
a problem within an area and are typically the focus of redevelopment
programs. Redevelopment activities are funded with tax increments, which is
the incremental increase in property values within an area. Therefore, to
measure success of a redevelopment area, we need to measure the increase in
property values from year to year.
Annual Sales Tax: Similar to property values, declining or stagnant sales tax
may indicate a problem within an area. Increases in sales tax demonstrates the
health of the business community within an area.
23
Commercial Building Vacancy Rates: A significant percentage of vacant
buildings within a redevelopment area create a blighting influence from both an
economic and visual/aesthetic standpoint. Although a certain percentage of
vacancy (i.e., 5% or less) is reasonable within an area and does not indicate a
significant problem, increasing vacancy rates in commercial buildings may
indicate a problem within an area.
Redevelopment permits issued: By measuring the number of redevelopment
permits issued for projects which eliminate blight, we will be able to determine
the level of interest in redevelopment and revitalization from the private sector
and help to determine the overall success of the City's redevelopment programs
and health of the area.
DEPARTMENTS INVOLVED
Housing and Redevelopment Department/ Redevelopment Agency
BENCHMARK
In the Village Redevelopment Area:
• Achieve a 5.0% or higher increase in property tax values each year.
• Achieve a 3.0% or higher increase in sales tax each year.
• Maintain a commercial building vacancy rate of five percent (5%) or less
each year.
• Process at least five (5) new redevelopment permits each year, which
eliminates blight or blighting influences.
RESULTS
Village Redevelopment Area
•el
m
Benchmark
Property Tax
Values
Sales Taxes
Comm. Vacancy
Rates
# Red Permits
Processed
Desired
Increase
5%
3%
5%
or less
5
or more
2001-2002
$220,921,004
$904,149
5%
6 - Major
7 - Admin
13 -Total
2002-2003
$226,382,550
$924,308
5%
3 - Major
7 - Admin
10 - Total
%
Change
3%
2%
N/A
20O3-2O04
$253,301,749
$1,007,119
5%
1 - Major
1 - Minor
8 - Admin
10 - Total
%
Change
12%
9%
N/A
ANALYSIS
The Village Area has experienced an increase in Property Tax Values over last
fiscal year. It also has experienced an increase in sales tax dollars. The vacancy
rates have remained constant over the last three years at an acceptable
24
industry rate. In terms of redevelopment permits, the totals processed each
year have varied. However, the number of project permits processed exceeds
the goal. The permits processed include the Village by the Sea Mixed Use
Project (65 condos & 8,600 SF Retail) and the Laguna Point Luxury
Condominium Project (21 condos). These two projects represent the first
residential properties to be constructed in the Village Area since 1985. They are
consistent with the vision for North State Street, and will hopefully serve as
catalyst projects for other improvements within the area. In the last year, staff
has experienced a significant increase in the number of developer contacts.
These developers are interested in purchasing property within the Village and
constructing new projects. Also, a number of existing property owners have
contacted staff and expressed an interest in pursuing redevelopment. This
signals a renewed interest in redevelopment activities within the Village.
In summary, the Village Area is continuing to grow from a financial health
standpoint. The incremental growth in property and sales tax indicates that the
market is gaining strength in the Village Area. The low vacancy rates combined
with increasing sales tax indicates that the business climate remains healthy.
In the last few years, the Village has experienced a peaked interest from
successful businesses operating in other areas. Those businesses have opened
or will soon open new stores in the Village Area, adding to the diversity of
businesses and helping to ensure more favorable sales tax revenue in the
future.
ACTION PLAN
Staff will continue to implement programs that focus on revitalization and
redevelopment of the Village Redevelopment Area. It is anticipated that within
the next year a retail analysis will be completed for the Village Area. This
analysis will consider the desires and demands of the local populations and
determine the best type of retail to encourage within the Village Area. Staff will
continue to work with property owners to implement improvements on their
Village property, and to encourage them to lease property to desired
businesses. To maintain the success, staff will continue to work with the
Chamber of Commerce's Downtown Enhancement Committee and other
appropriate organizations to implement new programs and/or projects that will
invigorate the downtown area and ensure the sustainability of its financial
health into the future.
POINT OF CONTACT
Debbie Fountain, Housing and Development Director, (760) 434-2815,
dfoun@ci.carlsbad.ca.us
25
Community Development
REDEVELOPMENT SERVICES COST
THE OUTCOME
An efficient Redevelopment Program to encourage private development and
investment in Carlsbad's Redevelopment Areas
THE MEASUREMENT
The specific measurement in this cost efficiency measure is: The ratio of public
dollar expenditures (for administration and projects) to private investment
expenditures to successfully implement redevelopment activities and revitalize
the Village and South Carlsbad Coastal Redevelopment Areas.
WHAT THE DATA MEAN
A redevelopment area can be determined to be successful when there is a
program being implemented that removes blight and/or blighting influences
(see definition below). The measures of this success can be tracked according
to increases in property values and sales taxes, and maintenance of
commercial building (retail and office) vacancy rates at an acceptable level. To
measure the success of redevelopment in Carlsbad, the following indicators will
be evaluated each year:
Blight and influences: Conditions that cause a reduction or lack of proper
utilization of an area. The blight can be physical or economic. Conditions may
include inadequate public facilities, unsafe buildings, building code violations,
deterioration of buildings, underutilization of property, depreciated or stagnant
property values, high business vacancies, abandoned buildings, lack of
necessary commercial facilities, and/or an excess of bars, liquor stores and/or
other businesses that lead to problems of public safety and welfare.
DEPARTMENTS INVOLVED
Housing and Redevelopment Department/ Redevelopment Agency
BENCHMARK
Achieve a 1:10 ratio of public funding to private investment in the Village
and/or South Carlsbad Coastal Redevelopment Area on an annual basis. For
each $ 1 of public expenditures, the goal is to demonstrate that there has been
at least $10 of private expenditures of investment in the area(s) per year.
26
RESULTS
Village Redevelopment Area
Benchmark
Public Funding
Private Investment
Ratio
2001-2002
$412,284
$17,798,619
$1:43
2O02-20O3
$676,825
$5,461,546
$1:8
2O03-2O04
$337,159
$26,919,199
$1:79
ANALYSIS
This is the first year for reporting on this measure. Therefore, staff included
two previous years of data for the Village Redevelopment Area for comparison
purposes. In 2001/02 and 2003/04, the Redevelopment Agency far exceeded
the goal for the ratio (1:10) of public funding to private investment for the
Village Area. However, in 2002/03, we did not achieve our goal. The private
investment represented in the 2003/04 data includes land acquisitions as well
as actual development or redevelopment of various sites in the Village Area. For
the past three years, the average ratio was 1:35. For every $1 of public funding,
there was $35 of private investment.
Recently completed projects include: Escrow Transfers Office, Extended Stay
Hotel, Carlsbad Self Storage and the new KFC/Taco Bell building. Projects
under construction include the Village by the Sea Mixed Use Project and the
Laguna Point Luxury Condominiums. Several more projects are in the
development phase.
From 1981 to 1995, the Redevelopment Agency had been making substantial
investments (over $20 million) to improve and beautify the Village Area. The
Village Master Plan was adopted in 1995. An objective of the Master Plan was
to begin to reduce the public investment while increasing private investment in
the area. The funding of the Agency after 1995 was primarily for planning and
land use regulations, and for stimulating greater private investment, which
would provide benefits to the City as a whole. The average ratio ($1:35)
demonstrates the success of this change in investment focus. The renewed
interest from property owners and developers is demonstrated in the
substantial private investment over the last three years.
ACTION PLAN
Staff will continue to work with property owners and/or developers interested
in development or redevelopment of various sites in the Village Area. It is staffs
intent to continue to encourage private investment in both redevelopment areas
by meeting with property owners and assisting with the processing of proposed
projects. Staff is currently reviewing the development standards for the Village
Area to determine if they are providing constraints to private investment. As
appropriate, recommendations will be made to the Housing and Redevelopment
Commission to revise standards that are a constraint to private development.
27
The South Carlsbad Coastal Redevelopment Area (SCCRA) has been mostly in
planning stages for the last couple of years. Next year, staff will begin reporting
on public funding and private investment activity in the SCCRA as well as the
Village Area to access the Redevelopment Agency's success on this measure.
POINT OF CONTACT
Debbie Fountain, Housing and Development Director, (760) 434-2815,
dfoun@ci.carlsbad.ca.us
3
28
Community Development
REDEVELOPMENT CUSTOMER SATISFACTION
THE OUTCOME
A highly positive experience for customers visiting the Village Redevelopment
Area to shop, dine or play
THE MEASUREMENT
The specific measurement in this customer satisfaction measure is: The results
of one or more customer satisfaction survey question(s) on the City of
Carlsbad's annual public opinion telephone survey. The survey questions shall
be as follows:
• How often do you visit the Downtown Village Area of Carlsbad?
• How would you rate your experience while visiting the Village Area?
• What would improve the quality of your experience when visiting the
Village?
WHAT THE DATA MEAN
A redevelopment area can be determined to be successful if the customers
visiting the area indicate that they have had a positive experience while
shopping, dining or playing. This measure will evaluate the success of
redevelopment and other private investment activities in addressing
deficiencies that may be creating a less than positive customer experience,
and/or maintaining a high quality standard for the experience.
DEPARTMENTS INVOLVED
Housing and Redevelopment Department/Redevelopment Agency
BENCHMARK
90% of all respondents to the City public opinion survey rank their Village
experience as seven or higher (on a scale of 0 to 10, with 0 meaning poor and
10 excellent). A ranking of seven or higher will indicate a ranking of good or
excellent.
RESULTS
2004 is the first year for measuring the customer experience within the Village
Area. The results of the survey indicate that 61% of the respondents visit the
downtown Village Area at least once a week. Dining was the most common
reason given for visiting the Village Area.
29
Respondents of the City Survey were asked to give their overall impression of
Carlsbad Village by giving a rating from 0 to 10, with 0 meaning poor and 10
meaning excellent. The average rating was 7.99. A total of 86% of the
respondents gave the Village a rating of 7 or higher, which is in the good to
excellent range.
ANALYSIS
The survey results indicate that the frequency with which residents visited the
Village Area was dependent on where they lived. Those in the north visit the
Village much more frequently than those in the south. This may be due to the
fact that many of the residents in the south are new to Carlsbad and not
familiar with the Village Area. It may also mean that consider that Encinitas or
other areas to be closer for dining and shopping purposes.
The City's goal was to have 90% of the survey respondents indicate that their
Village experience rated a good or excellent. The survey indicates that 86% of
the respondents gave the Village a good or excellent rating. Again, the ratings
varied according to region of residence. Residents in the north gave an average
score of 8.3, and the average for the south was 7.68.
ACTION PLAN
Staff will continue to work with the Village businesses to promote the area as a
desirable shopping and dining experience. Staff will also work with Village
property owners to continue the effort to revitalize the area and to recruit new
businesses that may have greater appeal to local residents, especially those in
the southern section of the City. These actions are intended to increase the
frequency of visits to the Village by local residents and to improve the overall
impression score for the Village Area. These actions will ensure the long-term
sustainability of the area as part of the City of Carlsbad by appealing to local
residents as well as visitors.
The survey this year did not include a question pertaining to questions to
improve the Village experience. If possible, a question will be added to the
survey next year to address the issue of improvements to assist staff in the
identification of additional activities that may be successful to enhance the
overall impression score.
POINT OF CONTACT
Debbie Fountain, Housing and Development Director, (760) 434-2815,
dfoun@ci.carlsbad.ca.us
30
Community Development
SECTION 8 PROGRAM ASSESSMENT
THE OUTCOME
Rental assistance opportunities for low-income residents of Carlsbad
THE MEASUREMENT
The rating from the United States Department of Housing and Urban
Development for the City's Section 8 rental assistance housing program.
WHAT THE DATA MEANS
The United States Department of Housing and Urban Development (HUD) has
instituted a Section 8 Management Assessment Program. Using 15 adopted
indicators; HUD evaluates and certifies a local agency's success of
administering individual federally funded housing programs. HUD's ratings
include "High Performer," "Standard Performer," or "Troubled Performer."
Repeated failure to secure a HUD rating of "Standard Performer" or higher can
jeopardize a local agency's continued federal funding for its Section 8 rental
assistance housing program.
DEPARTMENTS INVOLVED
Housing and Redevelopment - Section 8 Division
BENCHMARK
Achieve a HUD rating of Standard Performer or higher 100% of time.
RESULTS
For FY 2004, the Housing Agency received a rating of Standard Performer.
ANALYSIS
The Housing Agency has met the benchmark by receiving a rating of Standard
Performer for FY 2004, and continues to be considered successful in
administering the Section 8 Rental Assistance Program.
ACTION PLAN
Continue to evaluate the 15 indicators and identify the areas where the agency
can improve in an effort to attain "High Performer."
POINT OF CONTACT
Debbie Fountain, Housing and Development Director, (760) 434-2815,
dfoun@ci.carlsbad.ca.us
31
32
n
I
3noD3n>nr+6'
Citizen
Connection
Be a City that embraces Community Connectivity
through the effective use of technological and
interpersonal mediums.
Citizen Connection Indicators
Volunteer Program Service Delivery
Volunteer Program Cost Effectiveness
Volunteer Satisfaction
Citizen Response Times
Management Goals
CCPS Communication Strategy
Commitment to Volunteerism
Community Planning and Resident
Outreach
Transportation Division Web Page
CCPS for Artists
Cable Franchise Agreement
Regional Fire Training Video
Conferencing System
33
34
Citizen Connection
Why is Citizen Connection important to Carlsbad?
Adopted for the first time in 2004 by the City Council, Citizen Connection addresses the
City's focused effort to enhance ways for citizens to interact both technologically and
interpersonaUy. The intent of this goal is to preserve and strengthen the fabric of the
community, advancing the quality of life enjoyed by the residents of Carlsbad.
Volunteer Program
With the development of the City's
Volunteer Coordinator position in 2003, the
City has begun the process of providing
high-level coordination in building a
comprehensive volunteer program that
encompasses the City as a whole. This
past year the volunteer program was able to
utilize almost 50,000 hours of volunteer
service, which comprised more than 700
volunteers and represents a value to the
City of nearly $1 million. It is anticipated
that the volunteer program will continue to
develop and grow over the coming years.
Civic Involvement
Included in the 2004 Public Opinion Survey
were questions related to how important
residents feel about living in Carlsbad and
specifically their particular neighborhood.
Both questions received a significant
positive response, with the mean score of
7.39 and 7.33 (on a scale of 0-10 with 10
being the highest rating) respectively.
The City also asked as part of the 2004
survey what types of groups members of
the community belonged to. As the chart
on the right shows, double-digit
percentages of respondents rated their
participation in 8 different segments of the
community. This information is a crucial
first step in the process of identifying what
groups' residents belong to in order to
connect with each other.
What does this mean to Carlsbad?
Citizen Connection is a developing council
goal representing the City's transition from
an organization focused on building
"hardscape" to an organization which
spotlights nurturing the character and
spirit of the community. 3|5
Volunteers
Total Hours
Value in $
49,958
$932,000
20O4 Public Opinion
Survey Question
Importance of being a
Carlsbad resident
Importance of being a
resident in a particular
neighborhood
Mean Score
7.4
7.3
0-10 scale with 10 being the highest
Involvement in Carlsbad Community
Groups (2OO4 Public Opinion Survey)
Church or Religious Group
Neighborhood Associations
School Groups
Youth Sports Groups
Social Clubs
Political Party or Interest
Group
Arts or Cultural Groups
Environmental Groups
Service Clubs
Other
None
35%
35%
20%
19%
18%
15%
13%
10%
7%
3%
27%
m
•J
mii
36
Citywide
VOLUNTEER PROGRAM RESPONSE
THE OUTCOME
A prompt and efficient process to involve potential volunteers
THE MEASUREMENT
The number of days from first contact to response and from orientation to
referral to volunteer position.
WHAT THE DATA MEANS
The data will track the efficiency of the procedures used to engage potential
volunteers. Data will measure the timeliness of the response, orientation, and
referral processes. Volunteers who define the initial process as prompt and
efficient are more likely to volunteer for the organization.
DEPARTMENTS INVOLVED
Citywide
BENCHMARK
To be determined
RESULTS
This is a new measure. Results will be reported next year.
POINT OF CONTACT
Sue Irey, Volunteer Services Coordinator, 760-434-2906,
sirey@ci.carlsbad.ca.us
37
Citywide
VOLUNTEER PROGRAM COST
THE OUTCOME
A cost-effective volunteer program
THE MEASUREMENT
Expenditures for volunteer operations will be compared to the calculated value
of hourly volunteer time and the value of volunteer support in the community.
The hourly calculation is established for California by the Independent Sector
and derived from the annual President's Economic Report.
WHAT THE DATA MEANS
The data will establish a benchmark to track the cost effectiveness of the
volunteer program. The 49,958 hours of volunteer service provided to the City
in FY 2003-04 has a clear value in expanding and enhancing the services to
citizens. However, there are associated costs: 1) There are direct costs in the
Volunteer Program budget and for volunteer recognition events held
throughout the City; and 2) Indirect costs in staff time associated with training
and involving volunteers. This combination of hard and soft costs needs to be
evaluated in terms of the dollar value given by volunteers. The indirect value in
terms of volunteer support in the community is an additional consideration.
DEPARTMENTS INVOLVED
Citywide
BENCHMARK
To be determined.
RESULTS
This is a new measure. Results will be reported next year.
POINT OF CONTACT
Sue Irey, Volunteer Services Coordinator, 760-434-2906,
sirey@ci.carlsbad.ca.us
38
Citywide
VOLUNTEER CUSTOMER SATISFACTION
THE OUTCOME
Volunteers with a high level of satisfaction with their civic involvement
THE MEASUREMENT
A newly designed volunteer satisfaction survey
WHAT THE DATA MEANS
The data will assess the current strengths and weaknesses of the City's
volunteer program from the perspective of the volunteers. Recommendations
will be given based on the analysis of the data gathered.
DEPARTMENTS INVOLVED
Citywide
BENCHMARK
At least 90% of City volunteers will rate their volunteer experience as good or
excellent.
RESULTS
This is a new measure. Results will be reported next year.
POINT OF CONTACT
Sue Irey, Volunteer Services Coordinator, 760-434-2906,
sirey@ci.carlsbad.ca.us
39
40
no
3c3
o
3
Communication
Ensure that community members, Council, and staff are
well informed, continuing to be a more responsive
government while providing a high level of citizen confidence
in its government.
76% of 2OO4 Citywide Survey respondents rate confidence 6 or
preater on a O-1O scale
10
0
Not al All Confident 2 8 Very Confident
7 9
Confidence
Communication Indicators
Citywide Communications
Communications Cost per Capita
Confidence In Local Government
Internal Communications
Internal Cost per Capita
41
Management Goals
Cable TV Channel
CCPS Communication Strategy
Citywide Communications
Strategic Plan
EEOC
Web Enhancement
Public Records Act
«J
•I
42
Communications
Why is Communications important to Carlsbad?
A correlation exists between how well informed people feel and their level of confidence in Local
Government. Ultimately, the City wants to have at least 90% of its citizens rate their confidence at six
or higher on a 0-10 point scale in the Carlsbad municipal government. The City Council has
identified communication as one of its Strategic Goals. A strategy that will provide a coordinated
approach to implementing and measuring the city's key communications efforts has been developed.
It provides a framework for identifying key city initiatives, developing key messages and the
dissemination of those messages.
Citizen ratings of
communication
In 2003, there was a 24-point
increase in the percentage of positive
responses (6 or higher) over the prior
year. This increase was significantly
greater than the 2002 ratings. Staffs
analysis shows that one particular
program or initiative does not seem
to be driving the increase. While the
2004 survey responses decreased
slightly, the substantial gains made
over the past several years seems to
be holding. The adjacent table
illustrates the percentage of survey
respondents that identified where
they access information regarding
the City. The items identified do not
represent the entire list - only the
methods the City has direct control
over. Local newspapers and
television remain the primary
method citizens use to gain
information about Carlsbad. As the
table shows, survey responses are
fairly consistent from year to year.
What does this mean to
Carlsbad?
Communications remains a vital part
of the City's efforts due to the impact
it has on Citizen's perceptions of
effective management of local
government. Over the coming years
the efficacy of various
communication vehicles will be
analyzed, to ensure that the overall
strategy is being implemented in the
most cost effective manner, using the
preferred methods of delivery.
BEST
COPY
: Rating of City's Information Dispersal in 2C)I
up
a-
f'OOl
80% of Citywide Survey respondents rate communication 6 or
greater on a 0-10 scale.
Information Method
Community Services
Guide
Billing Statement Flyers
Calling City
City Web Page
City Calendar
City Council Meetings
Citizen Forums
Community Update
Yidee __
2002
64%
44%
43%
37%
32%
23%
11%
7%
2003
61%
34%
41%
37%
30%
17%
11%
7%
2004
61%
44%
45%
41%
32%
22%
N/A
10%
c Communication Cost
^~l^ per capita */
Benchmark
Actual
2002
$6.65
$6.65
2003
$6.94
$10.65
2004
$7.17
$10.15
43
m
U
-
Mil
m
44
Citywide
CITIZEN RESPONSE TIMES
THE OUTCOME
A well-informed citizenry with a high level of confidence in local government
THE MEASUREMENT
City of Carlsbad responds to citizen requests in a timely manner.
WHAT THE DATA MEAN
A key function of local government is the ability to identify and address citizen
and customer concerns in a suitable fashion. By resolving customer requests
appropriately, the City can provide information to the citizens and positively
impact the public's confidence in local government.
DEPARTMENTS INVOLVED
Citywide
BENCHMARK
90% of Request for Actions are resolved within the predetermined timeframes.
RESULTS
Results for this measure will be developed during the coming year.
ANALYSIS
A key function of local government is responding to citizen concerns and
requests in a timely fashion. This is the first year that resolution to customer
issues is being incorporated as a performance measure. While more than
6,000 issues have been captured as part of the RFA system, staff believes that
the information is not entirely accurate.
ACTION PLAN
Continue to develop this measure. Work with departments to find ways to
improve resolution and reporting processes. Identify ways in which certain
departments are currently achieving success and work to share those
processes with others. Ascertain relevant customer service providers with
which to compare.
POINT OF CONTACT
Joe Garuba, Sr. Management Analyst, (760) 434-2893, jgaru@ci.carlsbad.ca.us
45
Citywide
CITYWIDE COMMUNICATIONS
THE OUTCOME
A well-informed citizenry with a high level of confidence in local government
THE MEASUREMENT
Survey results to the question in the citywide survey that asks, "Using a scale
of 0 to 10, where 0 means poor and 10 means excellent, how would you rate
the job the city does in providing you with information about issues that are
important to you?"
WHAT THE DATA MEAN
The dissemination of information to the public is a key function of local
government. Citizens who feel more informed, and are able to access
information about the City when and where they need it should result in
greater understanding of local issues and positively impact the public's
confidence in local government.
DEPARTMENTS INVOLVED
Citywide
BENCHMARK
90% of respondents rate 6 or greater on a scale of 0-10.
RESULTS
Benchmark
90%
2OO1
55%
2002
62%
2OO3
86%
2OO4
80%
ANALYSIS
This is the fourth year residents have been asked to rate the City's performance
in providing them with information on issues that are important to them. This
year's results appear to be tied to residents' impressions of land use decisions.
Survey analysis was conducted that linked the job the city is doing providing
important information to residents with the job the city is doing balancing land
uses. 2004 saw a record number of developments begin construction and
grading, as well as significant road construction that may have affected
citizen's overall impression of the City.
Last year, there was a 24-point increase in the percentage of positive responses
(6 or higher) over the prior year. This increase was significantly greater than
46
the prior years' ratings. One particular program or initiative does not seem to
be driving the large increase. One possible explanation for the change is the
cumulative effect of several years of increased spending and focus on
communication with citizens.
The chart below illustrates the percentage of survey respondents that identified
where they access information regarding the City. The items identified do not
represent an entire list - only the methods over which the City has direct
control. Local newspapers and television remain the primary method citizens
use to gain access to information about Carlsbad.
City Information Method
Community Services Guide
Billing Statement Flyers
Calling City
City Web Page
City Calendar
City Council Meetings
Citizen Forums
Community Update Video
2002
64%
44%
43%
37%
32%
23%
11%
7%
2003
61%
34%
41%
37%
30%
17%
11%
7%
2004
61%
44%
45%
41%
32%
22%
N/A
10%
The Community Update Video saw a 3% increase. Further, there was an
increase in the number of residents who reported using cable television as a
source of information. Some changes have occurred to the website that may
account for the increased number of citizens who use it for information. In
2004, recreation and library rolled out significant online programs that
increased the number of people visiting the website. Library implemented an
improved version of its electronic catalog and Recreation implemented online
registration for classes. As more users become familiar with this service, and
more departments offer online services, the web site should grow in importance
as an information source.
ACTION PLAN
More specific information from citizens about what the question "information
that is important to them" means would assist in refining and targeting
communications programs for maximum effectiveness. Also, the preferred
method of delivery (web, mail, e-mail) would also be helpful in targeting
communications efforts.
Over the past several years, the City Council has identified communication as
one of its Strategic Goals. Staff has been working to develop an umbrella
strategy that will provide a coordinated approach to implementing and
measuring the city's communications efforts. The Strategic Plan ties the City's
key messages into the primary communications methods. The strategy provides
a framework for identifying key City initiatives, developing key messages and
47
1then disseminating those messages throughout the available vehicles. In future !
years, a survey of citizens' knowledge of specific issues could be tested to
determine if citizens are receiving and understanding the messages the City is •*
disseminating. ^
With regard to the website, a goal team is working on enhancing and improving "^
the information architecture. The Communications Strategic Plan also aims to w
improve the dissemination of the Community update video to residents who
may not subscribe to Adelphia as well as other key audiences. "^
mi
POINT OF CONTACT
Denise Vedder, Communications Manager, 760-434-2957, **
dvedd@ci.carlsbad.ca.us "•*
m
M
3
48
Citywide
CITYWIDE COMMUNICATIONS COST
THE OUTCOME
A cost effective external communications program
THE MEASUREMENT:
Citywide communication costs per capita
WHAT THE DATA MEAN
The dissemination of information to the public is a key function of local
government. A more informed public should result in greater understanding of
local issues and positively impact the public's confidence in local government.
This measure evaluates the cost per capita spent by the City for
communication purposes.
DEPARTMENTS INVOLVED
Citywide
BENCHMARK
Base Year (2002) plus Consumer Price Index (2003: 4.2%) (2004: 3.7% = 7.20)
RESULTS
Population
Expenditure
Benchmark
Actual
2OO2
88,400
$586,000
$6.65
$6.65
2003
92,400
$984,900
$6.94
$10.65
2OO4
94,400
$958,711
$7.20
$10.15
ANALYSIS
This measure provides the ability for staff to better evaluate the cost in
conjunction with the effectiveness of the City's many communications efforts.
This measure takes into account the costs outlined in the communication
budget as well as other city communication endeavors. The City Volunteer
Coordinator and associated expenses are also included in the communications
budget.
49
Included in this analysis are:
• Communications budgeted costs (salaries, video production, calendar,
see budget for full details)
• Community Services Guide expenses - printing, mailing, graphic design
• Katz and Associates costs - public affairs and community outreach for
public works related to specific projects
Not included in this calculation are costs associated with Public Works
environmental outreach, Recreation spring camp guide, Arts Department
newsletter, or website maintenance and cost. The costs of water bill stuffers,
which are used by many departments, are also not included. Brochures
completed by individual departments and not coordinated through the
Communications Manager are also not included.
Competitive bidding of the Community Services Guide has resulted in a
reduction in the printing costs of approximately $5,000 per issue; a total
savings of $15,000 per year. Further, this year, only three community services
guides were produced instead of four - a number that was agreed upon by
Community Services as the right number of issues.
A grant was sought and awarded from the Carlsbad Cable Television
Foundation for $65,000, which will help offset some of the video projection
costs association with the Community Update video magazine and the State of
the City production.
Staff has developed an overall Communication Strategy, which includes a
strategy of how best to allocate City resources to meet Council's objectives.
ACTION PLAN
Determine and retain from year to year those costs which are important to
track as part of ongoing measurement of communications program
effectiveness. Under communications strategy, staff will continue to evaluate
cost effectiveness of various communication tools and adjust accordingly.
Through the City's Communications Team and other joint city teams,
opportunities to combine and streamline efforts will be pursued.
Through the annual Citizen's survey and other methods, achieve more in-depth
analysis regarding where information is accessed about the City and what
kinds of information they get from particular sources.
POINT OF CONTACT
Denise Vedder, Communications Manager, 760-434-2957,
dvedd@ci.carlsbad.ca.us
50
Citywide
CITYWIDE INTERNAL COMMUNICATIONS
THE OUTCOME
A well-informed citizenry with a high level of confidence in local government
THE MEASUREMENT
To be determined
WHAT THE DATA MEAN
The dissemination of information to the public is a key function of local
government. Employees who feel more informed, and are able to access
information about the city when and where they need it should result in
greater understanding of local issues and positively impact the public's
confidence in local government. Employees also feel more positively about their
jobs when they have access to information about the organization and
understand the organization's mission and objectives and their role in
accomplishing these objectives.
DEPARTMENTS INVOLVED
Citywide
BENCHMARK
To be developed
ANALYSIS
ACTION PLAN
As part of the implementation of the Communications Strategic Plan, city
employees are identified as one of the key audiences for communication of
information and messages.
Employees are key to disseminating critical information to the public.
Employees are also critical in assisting with identifying issues that are
important to citizens by tracking phone calls, communicating trends in
questions, etc. Employees also feel more confident and satisfied with their jobs
if they have access to information important to them. A method for delivering
and tracking information sent to employees will be developed.
POINT OF CONTACT
Denise Vedder, Communications Manager, 760-434-2957,
dvedd@ci.carlsbad.ca.us
51
Citywide J
CITYWIDE INTERNAL COMMUNICATIONS COST J
THE OUTCOME *i
The delivery of timely information to employees in a cost effective manner
^^I
THE MEASUREMENT J
Citywide communication costs per employee m
WHAT THE DATA MEAN ""*
The dissemination of information to employees is a key function of an
organization. Informed employees are able to present accurate, clear I
information to the public, which should positively impact the public's
confidence in local government. This measure will evaluate the cost per ^
employee spent by the City for internal communication purposes. ,
DEPARTMENTS INVOLVED m
Citywide t-
BENCHMARK ••
To be developed ^
RESULTS m
Ml
ANALYSIS
This measure will evaluate the cost in conjunction with the effectiveness of the *
City's many communications efforts. <**
ACTION PLAN T
Determine which programs are important to track as part of on-going -^
measurement of a communications program. Staff will continue to evaluate
cost effectiveness of various communication tools and adjust accordingly. A
specific list of items included should be developed for consistency of year to *•'
year tracking. m
POINT OF CONTACT **
Denise Vedder, Communications Manager, 760-434-2957, m
dvedd@ci.carlsbad.ca.us
52
Citywide
CONFIDENCE IN CITY GOVERNMENT
THE OUTCOME
A high level of citizen confidence in the City's ability to positively affect the
community
THE MEASUREMENT
Survey results to the question in the citywide survey that asks, "How confident
are you in the Carlsbad City Government to make decisions which positively
affect the lives of its community members?"
WHAT THE DATA MEAN
Evaluating citizen's confidence in the local government in conjunction with
other service rating measures, the City can determine those actions that have a
positive impact on the perception of the effectiveness of local government.
DEPARTMENTS INVOLVED
Citywide
BENCHMARK
90% of respondents rate confidence six or greater on a 0-10 scale.
RESULTS
Benchmark
90%
Median
2OOO
60%
6.0
2O01
68%
6.5
2002
72%
6.6
2OO3
79%
6.9
2OO4
76%
6.7
ANALYSIS
This is the fifth year that the City has asked its residents how confident they
are in local government effectiveness. During this timeframe, the median
confidence rate has increased by three quarters of a point and the percentage
of the respondents who have a positive confidence level in local government has
increased by 16 percentage points. However, this trend showed some signs of
leveling off this year, with positive responses slightly lower than last year.
Although this decrease is within the survey's margin of error, a decline of
citizen confidence is something the City works to prevent.
In evaluating what drives the confidence level, staff has determined that the
degree of information that the residents feel they have as well as the citizen's
perception of how effective the City uses land have an impact on their
53
confidence rating in the City. Land use has a greater impact in affecting the
confidence question than does communication, but one may be a function of
the other, as citizens may not know our land use plan if we are not
communicating effectively on this subject. In 2004, citizen ratings of land use
were essentially unchanged and slightly lower when rating communication.
Staff believes that these corresponding decreases as well as other significant
factors such as major construction projects in the City are reflected in the
lower citizen confidence rating.
ACTION PLAN
Because this measure represents a critical outcome of the City's effort, and
while the decrease in ratings is nominal, staff will continue to monitor this
rating, and will work to identify and implement ways in which to positively
affect both communication and land use perceptions.
POINT OF CONTACT
Joe Garuba, Sr. Management Analyst, (760) 434-2893, jgaru@ci.carlsbad.ca.us
1
•1
54
Records Management
RECORDS INFORMATION RESPONSIVENESS
THE OUTCOME
Timely and accurate dissemination of information to aid in decision-making
THE MEASUREMENT
This is a multi-modal approach combining:
«
• Time for Legislative Documents: A measurement of how quickly Council's
weekly legislative documents are available for internal and external
customers.
• Use of the Online Document Management System: A measurement of
the number of times that both external and internal customers visit the
Document Management System site.
WHAT THE DATA MEAN
Time for Legislative Documents: Managers and the City Council depend on
accurate processing of legislative documents such as Agreements, Resolutions,
and Ordinances. City projects can be stalled without timely attention to
processing cirywide documents.
Use of Online Document Management System: The use of the Document
Management System by both City employees and the public are critical to
providing top quality service. By analysis of how many people are using this
service, and understanding the timeframes of usage, we can gauge the
effectiveness of this service.
DEPARTMENTS INVOLVED
Records Management, Information Technology
BENCHMARK
To be determined.
POINT OF CONTACT
Lorraine Wood, City Clerk, 760-434-2808, lwood@ci.carlsbad.ca.us
55
56
2?01 <_
cu o•8 3
5 32 "><o 33 ^.« HI
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I
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Environmental
Management
Be an environmentally sensitive
community by focusing on:
conservation, storm water, sewage
collection and treatment, solid
waste, and cost effective and efficient
use of energy including alternative
energy sources.
Environmental Management
Indicators
Sewer Service Delivery
Sewer Cost
Sewer Customer Satisfaction
Solid Waste Diversion
Solid Waste Cost
Solid Waste Customer Satisfaction
Storm Water Service Delivery
Storm Water Protection Cost
Storm Water Protection Customer
Satisfaction
Growth Management- Sewer Collection
System
Growth Management- Wastewater
Treatment Facilities
Growth Management- Drainage
57
Management Goals
Agua Hedionda Lagoon Water Quality
Enhancement Program
NPDES BMP/ SWPPP Database
Solid Waste Program Enhancements
Coordinated Spill Response, Cleanup
8s Reimbursement
JURMP Effectiveness Assessment
North Batiquitos Interceptor Sewer
Rehabilitation
58
Environmental
Why is it important?
With 42 square miles, 90,000
residents, three lagoons, six-
plus miles of Pacific Ocean
coastline and thousands of
plant and animal species,
protection and conservation of
this natural environment is
essential for a high quality of
life. Most environmental issues
have an impact beyond our
local borders. It is essential
that we coordinate efforts with
citizens, outside agencies and
industries to promote
cooperative solutions to regional
environmental issues.
Cooperatively we need to
research alternatives, promote
conservation and continually
protect the health and safety of
those who live, work and play in
the community. By ensuring
proper transmittal of
wastewater, disposal of trash
and aggressively monitoring
potential pollutants, we help
keep our environment clean
and safe.
SOLID WASTE
Solid waste rates have remained stable over the past
years. The City, however, has received a request for a
rate increase from Waste Management. This opens up
possibilities to look at various program enhancements
that would provide residents a higher level of service
and continued compliance with state mandated
requirements.
The Solid Waste Program continues to report
consistent results. We have the lowest rates in the
County for commercial and residential customers for
the third year in a row; it is projected that we will meet
the state mandated diversion requirement for the
fourth consecutive year since the higher diversion rates
were put in place in 2000.
Our customer satisfaction ratings reflect that citizens
are "more" satisfied with trash collection than with our
recycling program. When the program is reviewed in
its entirety, we will look for program enhancements
that will significantly improve our performance ratings.
We have the opportunity to make improvements in the
area of recycling that should significantly improve both
our diversion rating and our customer satisfaction
ratings. This may come at a cost, however, we believe
we will continue to meet our benchmark in this area to
have our rates be in the lowest 1/3 in the County.
59
Sewer Service Delivery Cost
{2 $2.000
I
a
«500
$1000
U99 2000 2001 2002 2003 2004
Year
Collectively, the sewer collection system performance measures indicate that the
system is meeting customer expectations in a cost efficient manner.
STORM WATER
The Storm Water Protection Program is part of
a statewide effort to protect our creeks,
lagoons, ocean and other natural water bodies
from pollution.
An adopted Solid Waste fee increase now funds
the program. Previously, it was subsidized by
the City's General Fund.
Response time goals were met for on-site
investigation of reports of illegal discharge into
the storm drain system. In over 90% of all
active cases, a Storm Water Protection staff
member was dispatched within 30 minutes.
When residents were asked if they had seen or
heard anything during the past year about
how they could prevent pollution of creeks,
lagoons and the ocean, 61% of respondents
indicated that they had been exposed to this
information.
Agua Hedionda Creek received a poor rating for
Fecal Coliform bacteria. Potential sources of
Fecal Coliform bacteria include waste from
human encampments, pets (specifically dogs),
horse stables, wild life, sewage leaks or septic
system malfunctions along the creek. The
City's Storm Water Protection program
continues to work with neighboring
jurisdictions to educate and inform
businesses, residents, and visitors on the
importance of protecting the area's water
quality.
SEWER
The City of Carlsbad Sewer Master Plan was
reviewed and updated in 2003 to ensure the
sewer collection system would meet futui
demands as the city continues to develop.
After this review, it was determined that the
City continues to be in compliance wit
Growth Management Standards.
The 2003 City of Carlsbad Sewer Master Pla
Update evaluated the sewer infrastructui
needs of the Carlsbad Sewer District and
identified facilities required to accommodaf
future customers. It was determined the fox
interceptor systems that service the City of
Carlsbad meets the trunk-line capacity £r*
future demands and are in compliance wit
the Growth Management Standards.
A more proactive inspection and cleanir
program of the City's sewer system resulted in
improved service delivery ratings as measured
by a decrease in the number of sewage galloi ;
spilled. Operating and maintenance costs
continue to fluctuate, largely due to costs
associated with the Encina Wastewafc
Treatment Facility. Encina's costs are driveu
by such factors as Capital Improvement
Projects and other programs due
development and expansion. These costs
then passed down to member agencies, which
include the City of Carlsbad.
lem
What Does This Mean for Carlsbad?
Overall, results from the 2004 performance measures indicate that continued growth is
presenting challenges in achieving the Environmental Management Strategic Goal. The
sewer collection system will continually be monitored, evaluated and updated to ensure
compliance with the Growth Management Plan and meet the demands of a developing city.
Solid waste rates will be evaluated to determine whether a rate increase is merited.
Recycling and trash collection program options will be researched and implemented to
enhance the level of solid waste services provided to customers and assist the City in
meeting state mandated solid waste diversion requirements.
Due to the concentration of fecal coliform bacteria found in Agua Hedionda creek,
additional monitoring and investigations will be conducted to further track and eliminate
potential sources of the bacteria. The Environmental Programs Department will continue
both its monitoring programs and outreach efforts in 2005.
As the population increases, there is an ongoing emphasis on research, advanced
planning, surveillance of existing conditions and performance measurement to continue to
improve the environmental health and safety of the community. For instance, the City
has taken steps towards researching and utilizing more environmentally sensitive energy
sources. The City's fleet department has started acquiring hybrid vehicles as part of the
fleet. The City's facilities department is proactively replacing light fixtures and appliances
with energy efficient alternatives. There is ongoing coordination between Carlsbad staff
and other agencies to find opportunities for improvement in our local environmental
programs and seek out regional solutions to environmental concerns. Continued
research and analysis must occur to meet the impacts of a growing city.
61
62
Public Works
SEWER SYSTEM SERVICE DELIVERY
THE OUTCOME
Sewer system reliability
THE MEASUREMENT
This measure uses a multi-modal approach combining:
Volume of Spills: Volume of reportable sewage spills (i.e., spills > 50 gallons
per incident) per mile of sewer mains. For the purposes of this report, a "spill"
is defined as any untreated sewage flow that escapes from the City's sewer
collection system and has the potential for entering the City's surface water
and/or storm drain system.
Volume of Spills Recaptured: Volume of reportable spills recaptured so that
contaminated water does not enter the City's surface water and/or storm drain
system. The volume of spills component looks at spills that were caused by a
failure in the City's sewer system. This does not include spills from private
sewer laterals within the City.
Station Facility Maintenance: Percentage of work activities completed
during the fiscal year (based on the standard established in the Maintenance
Assessment Program).
Sewer Main Cleaning: Percentage of work activities completed during the
fiscal year (based on the standard established in the Maintenance Assessment
Program).
WHAT THE DATA MEAN
Measures the integrity of the sewer system, the ability of staff to respond
quickly and efficiently to spills, and the effectiveness of preventive maintenance
operations.
DEPARTMENTS INVOLVED
Maintenance and Operations/Construction Maintenance, Sanitation
Operations
BENCHMARK
Volume of Spills: Annual volume of reported sewage spills due to system
failure will be zero. This benchmark is consistent with the requirements of the
Regional Water Quality Control Board.
63
Volume of Spills Recaptured: Recapture 100% of all spills from the City
maintained sewer system so that sewage never enters the City's surface water
and/or storm drain system.
Station Facility Maintenance: At least 90% of all pump station electrical
moving parts, wet wells, generators, valves and pumps are tested and repaired
annually. This program includes station maintenance, electrical maintenance,
wet well maintenance, generator maintenance, station operations (runs), valve
maintenance and pump maintenance/repair.
Sewer Main Cleaning: At least 90% of all priority sewer main lines will
receive high velocity cleaning to ensure proper conveyance of sewage and to
prevent sanitary sewer overflows and backups. Priority sewer lines are
scheduled for cleaning depending on the location of the lines, flow rates,
historical information on the frequency of blockages, and pipe material.
**)
RESULTS
Volume of Spills
Fiscal Year
Benchmark
2000
2001
2002
2003
2004
Reportable
Gallons Spilled1
- o-"6"-'"*'^
1,300
1,125
7,835
7,550
209
Total Miles of
Mains
?«%$•'> v^-
212
212
212
232
235
Reportable
Gallons Spilled
per Mile
• o.o ** '*•;'*"
6.1
5.3
36.9
32.5
.89
1 This column includes all spills > 50 gallons that were caused by a failure in
the city's sewer system (excludes recycled water spills and/or spills on
private sewer laterals).
Volume of Spills Recaptured1*
Fiscal Year
Benchmark
2000
2001
2002
2003
2004
Reportable
Gallons Spilled1
:Q ~ <• •>,
1,300
1,1253
7,835
7,550
209
Reportable
Gallons
Recaptured2
' ,
L_ 145
2,6404
6,845
2,200
164
Percentage of
Gallons
Recaptured
100% -'%'&
11.2%
235%
87.4%
29.1%
78.5%
•M.1
m
v
1 This column includes all spills > 50 gallons that were caused by a failure in
the city's sewer system (excludes recycled water spills and/or spills on private
sewer laterals). Figures are adjusted from previous report.
64
2 Data is based on total reportable gallons recaptured from the City's public
sewer system.
3 Of note, two significant spills occurred to the recycled water system and are
not included above.4 Residual and/ or any other water from other areas during recapture was
reported.
* Recycled water spill data was included in prior year's reports because the City
is required by the Regional Water Control Board to also report recycled water
spills. However, including this data in this measure would not accurately
reflect the integrity of the City's sewage conveyance system, therefore, recycled
water spill data will no longer be included in this measure.
Station Facility Maintenance and Sewer Main Cleaning
Activity
Pump Station 90%
FY 02-03
% Maint
Achieved1
103.9%
FY O3-O4
% Maint
Achieved1-
100%
Pump Station Electrical 90%101.5%51.4%
Pump Station Wet Well 90%63.1%40.9%
Pump Station Generator 90%103.8%113.2%
Pump Valves & Check Valves 90%8.2%60.7%
Pump Station Pumi
I
Priority Sewer Every 3 Months
90%86.3%16.7%
90%
Data not
available2-103%
Priority Sewer Every 6 Months 90%
Data not
available2-86%
Priority Sewer Every 12 Months 90%
Data not
available2 93%
VCP Sewer Lines Every 24 Months 90%
Data not
available2 100%
PVC Sewer Lines Every 36 Months 90%
Data not
available2 100%
1 As reported in the "Maintenance Assessment Program" report.
2 Maintenance Assessment Program work activity data for Sewer Main
Cleaning was not available in FY 2002-03. FY 2003-04 is the first year data for
Sewer Main Cleaning was collected. Subsequent reports will contain data from
each preceding fiscal year.
ANALYSIS
Volume of Spills: Last year, this component of the sewer system delivery
measure was adjusted to reflect reportable spills due specifically to system
65
failure instead of all reportable spills from public sewer systems. Because our
benchmark partners do not have responsibility for private sewer laterals, in
order to maintain comparability of data, this measure does not include spills
from private property service laterals even though we report those types of
spills when they occur.
The number of gallons spilled per mile of sewer main as a result of system
failure was 0.89, down significantly from the previous year's figure of 32.5.
Although the results exceeded the established benchmark of zero, a result of
0.89 demonstrates a proactive inspection and cleaning maintenance program.
It should be noted that last year's results of 32.5 increased due to a single spill
of 7,200 gallons that occurred into the Buena Vista Lagoon due to roots
causing a blockage in a main line. Corrective action was taken in the form of
televising the main line to check for pipe abnormalities and accelerating the
regular cleaning schedule. This year there were no major spills in excess of
300 gallons.
Compared to benchmark agencies, Carlsbad had the lowest reportable gallons
spilled due to sewer system failure. It should be noted that we are measuring
only sewage spills. Recycled water spill data was included in prior year's
reports because the City is required by the Regional Water Control Board to
also report recycled water spills. The focus of this measure is to measure the
integrity of the City's sewage conveyance system, therefore, recycled water spill
data will no longer be included in this measure.
Agency
Carlsbad
County of San Diego
City*
Chula Vista
Leucadia W/W Dist.
Oceanside
Reportable
Gallons Spilled
due to System
Failure
2O9
700
9,416
500
1,956,866
Total
Miles of
Mains
235
175
380
195
432
Reportable
Gallons Spilled
Per Mile from
All Sources
.89
4
24.8
2.6
4,529.8
*City does not wish to be identified.
Volume of Spills Recaptured: The volume of spills recaptured was a new
measure in 2002-03. The measure was added to represent the effectiveness of
the City's "Sewer Response Plan." The number of gallons recaptured in FT
2003-04 was 78.5% of total reportable gallons spilled due to system failure.
This did not meet the benchmark of 100%. Staff responds immediately to all
spills upon notification, however, in some cases notification to staff does not
allow for the timely recapture or containment of spilled sewage. Although the
66
City's sewer spill recapture benchmark was not met, the City recaptured the
second highest percentage of gallons recaptured of the benchmark agencies
contacted. This level of achievement was accomplished primarily by continued
effective implementation of the City's Sewer Spill Response Plan.
Agency
Leucadia W/W District
Carlsbad
Oceanside
Chula Vista
San Diego County City*
Reportable
Gallons
Spilled
500
209
1,956,866
9,416
700
Reportable
Gallons
Recaptured
500
164
1,521,897
5,941
0
Percentage of
Gallons
Recaptured
100%
78%
78%
63%
0%
*City does not wish to be identified.
Maintenance Assessment Program: In FY 2002-03, staff developed a
Maintenance Assessment Program to evaluate the condition of public facilities.
This program establishes and documents the frequency of recommended
preventive maintenance and/or responsiveness to repair needs, then measures
the level of accomplishment each year by comparing percent of completed work
to scheduled maintenance. A high maintenance standard equates to increased
costs to provide the preventive maintenance services. Conversely, a decrease
in the amount of preventive maintenance may decrease costs in the short-term,
but puts the overall system reliability at risk. When benchmarks are met or
exceeded, optimal operating efficiency and reliability of the sewer conveyance
system is achieved. This results in reduced repairs and sewage
spills/blockages, and enhanced protection of the environment. The Public
Works Maintenance Management Program and work order systems are used to
collect and analyze performance data.
Station Facility Maintenance: The standard for station facility maintenance
includes the testing and repair of all pump station electrical moving parts, wet
wells, generators, valves and pumps to ensure easy access to station locations
and proper pumping (conveyance) of sewage. The benchmark for these
activities is "90% of all scheduled maintenance will be completed during the
year." Each component was tested and serviced in accordance with the
Maintenance Management Program, with the results shown in the table above.
Due to unscheduled, reactive maintenance work in the other activity areas, the
average of Station Facility Maintenance work activities fell short of the
benchmark. However, the levels of maintenance of activities under Station
Facility Maintenance (such as maintenance of pumps, electrical, etc.) will vary
from year to year. Staff makes sure that the more critical components receive a
proper level of attention as needed.
67
Sewer Main Cleaning: The standard for sewer main cleaning includes the
high velocity cleaning of all priority sewer wastewater main lines to ensure
proper conveyance of sewage and to prevent sanitary sewer overflows, as
required by the California Regional Water Quality Control Board. The
benchmark for sewer main cleaning is "90% of all scheduled maintenance will
be completed during the year." All priority sewer main cleanings were
completed an average of 94% of the time. As shown above, overall scheduled
sewer main cleaning was completed 96.4% of the time. This included cleaning
of all sewer main lines. FY 2003-04 was the first year that these work activity
measures for sewer main cleaning had been collected. Subsequent reports will
contain year-to-year results in these activities.
ACTION PLAN
Volume of Spills:
• Staff will continue with preventive maintenance sewer line inspection and
monitoring work in a proactive attempt to minimize the volume of spills.
• Staff will gather data from benchmark agencies on system failure spills.
• Most other agencies that staff contacted are now reporting all spills, not just
those over 50 gallons per incident. Staff will work with other agencies to
develop a more consistent report standard. This may result in a revision to
our current volume of spills measure.
• A consensus among all benchmark agencies concluded that a better figure
to compare would be a report of all sewer spills resulting from the main and
excluding laterals. As a result, sewer spills originating from sewer main
failures only will continue to be reported in subsequent reports.
Volume of Spills Recaptured: Staff will continue to investigate and implement
mitigation efforts and enhancements to the Sewer Response Plan to increase
the percentage of spills recaptured. The measure of recaptured spills will
include any sewage spill that occurs, whether or not it's the result of system
integrity failure or caused by other occurrences; line damage due to
construction and blockages caused by grease disposal into sewer system.
Station Facility Maintenance: To improve the level of maintenance in the
wet well and valve maintenance work activities, staff will investigate and
analyze alternative work methods to improve the balance of scheduled versus
unscheduled maintenance. This will include, but not be limited to, the use of
contract services, temporary help, and/or consolidation of services with other
Public Works divisions.
68
Sewer Main Cleaning:
• Even though sewer main cleaning is exceeding the benchmark, staff will
investigate and analyze alternative work methods to improve work
productivity in this activity. This will include, but not be limited to, the use
of contract services, temporary help, and/or consolidation of services with
other Public Works divisions.
• In order to track and collect sewer main cleaning data by priority level, staff
will revise the existing work order system to include the levels of priority as
defined in the Maintenance Assessment Program to ensure that the levels of
maintenance are achieved. Staff will monitor this activity on an ongoing
basis and make adjustments as necessary.
• Staff will compare sewer main cleaning procedures and standards with
benchmark agencies.
POINTS OF CONTACT
Louie Montanez, Public Works Supervisor, (760) 438-2722 x7137,
lmont@ci.carlsbad.ca.us or Don Wasko, Public Works Supervisor, (760) 438-
2722 x7138, dwask@ci.carlsbad.ca.us
69
Public Works
SEWER COST
THE OUTCOME
Sewer operations cost efficiency
THE MEASUREMENT
Cost of service per million gallons of sewage. Calculated by dividing the total
cost of service by the total sewer flow assessed to Carlsbad by the Encina
Wastewater Authority (Encina WWA).
WHAT THE DATA MEAN
Measures the use of ratepayer dollars per million gallons of sewage treated.
The total cost of services includes payments to Encina WWA in addition to
maintenance and operation costs in the City's sewer enterprise fund. This rate
can then be compared to other agencies, which are also responsible for the
collection, treatment, and discharge of sewage.
DEPARTMENTS INVOLVED
Maintenance and Operations/Construction Maintenance
BENCHMARK
Annual cost of service per million gallons of sewage will not exceed $2,280.
This benchmark was established based on information reported in the 1998-99
baseline year and has been adjusted each year by the San Diego Consumer
Price Index (4.75% in 2000, 5.73% in 2001, 2.95% in 2002, 4.10% in 2003 and
3.7% in 2004).
RESULTS
Fiscal Year
1999
2000
2001
2002
2003
2004
Benchmark
$1,852
$1,940
$2,051
$2,112
$2,199
$2,280
Expenses
$4,042,365
$4,667,311
$4,930,388
$5,030,578
$4,670,575*
$5,602,873
Annual
Flow (MG)
2,183
2,314
2,373
2,278
2,493
2,789
$/MG
$1,852
$2,017
$2,078
$2,208
$1,873
$2,009
*Based on IFAS data as of October 16, 2004
70
ANALYSIS
FY 2004 cost of service of $2,009 per million gallons (rng) is below the
benchmark of $2,280/mg, and is up slightly from FY 2003. This is due to
increased flows to the Encina Wastewater Treatment Facility. The amount of
flow to Encina can vary based on weather and other conditions.
This year, staff benchmarked against five other San Diego County jurisdictions
and met with each individual benchmark agency to compare operation
methodologies. For the first time, supervisors and managers were invited, , to
attend these meetings with the expectation of beginning a meaningful
conversation in connection with how each organization performs and what
types of levels of standards are in place at each organization.
After an initial analysis, it was found that due to the age of their sewer system,
the City of Escondido has higher costs than Carlsbad on equipment and parts
for their sewer maintenance. Vehicle maintenance is also a higher cost, when
compared to Carlsbad because their vehicles are equipped with laptop
computers, enabling their staff to access the work order system in their vehicle.
Another unidentified County of San Diego City does not maintain sewer
laterals. This activity alone is a significant personnel cost savings for this
particular County of San Diego city.
When staff evaluated the data collected from each benchmark agency, they
found discrepancies in the methodologies used to determine program costs.
Due to these discrepancies, staff decided to remove the benchmark agency
comparison table from this year's measure.
ACTION PLAN
• Staff will continue to use information from the Maintenance Assessment
Program to evaluate operational practices within the Sanitation Operations
and Construction/Maintenance divisions in an effort to ensure the most
cost effective means by which services are rendered.
• Staff will continue ongoing communication with other agencies to ensure
continued collection of comparable data as well as investigate an industry
standard for this measure. In addition, staff will conduct a benchmark
evaluation based on the level of service provided-
• Staff will continue to work with partner cities to further develop meaningful,
comparable data by looking into partner agencies' budgets in greater detail,
including organizational structures and standards of maintenance.
POINT OF CONTACT
Louie Montanez, Public Works Supervisor, (760) 438-2722 x7137,
lmont@ci. carlsbad. ca. us
71
Public Works
SEWER SERVICE CUSTOMER SATISFACTION
THE OUTCOME
A high level of customer satisfaction
THE MEASUREMENT
City of Carlsbad Public Opinion Survey.
WHAT THE DATA MEAN
Highly satisfied customers are an indication that we are providing services in a
manner that is desired and/or expected, contributing greater confidence in the
Construction Maintenance and Sanitation Operations divisions, and local
government in general, resulting in a high quality of life for community
members.
DEPARTMENTS INVOLVED
Maintenance and Operations/Sanitation Operations, Construction
Maintenance and Utility Account Maintenance, Finance/Utility Billing
BENCHMARK
90% of customers rate sewer services as "good" or "excellent."
RESULTS
Benchmark
90%
2OO1
92%
2O02
91%
2OO3
93%
20O4
See analysis
ANALYSIS
The customer service rating for this measure has consistently met or exceeded
the benchmark for a number of years, and there is no anticipated change in
the service levels. Therefore, it was determined that this question would be
asked only in alternating years.
Sewer service citywide is provided by three separate agencies; the City of
Carlsbad, the Leucadia Wastewater District and the Vallecitos Water District.
The service areas that incorporate City of Carlsbad customers are described as
follows:
• City of Carlsbad Service Area (CMWD): The City of Carlsbad sewer service
area covers approximately 65% of the city and generally covers the area
72
north of La Costa Avenue to El Camino Real, east of El Camino Real, and
north of Alga Road extending all the way to the northern City border.
• Leucadia Wastewater District (LWD): The LWD service area is contained
within the Southeast Quadrant of the City and includes the area south of
Alga Road to the southern City border, bordered by El Camino Real to the
west, and to the eastern border of the City.
• Vallecitos Water District Service Area (VWD): The VWD service area is
contained within the central/eastern portion of the Southeast Quadrant of
the City.
Sewer system maintenance and operations, customer service and billing are all
administered independently within each agency service area. The data being
gathered citywide, however, does not categorize customers into those three
service areas. As a result, it's difficult to determine if there is a variance in
customer service satisfaction between the CMWD and the other service
providers.
ACTION PLAN
Continue to include sewer services questions in the citywide public opinion
survey in alternating years. In addition, the Social and Behavioral Research
Institute (SBRI) at Cal State San Marcos, which conducts the survey for the
City, has the ability to determine which quadrant of the City a citizen resides.
Staff will work with SBRI to develop a service area comparative analysis of
customer satisfaction by comparing SBRI's list of respondents from the
Southeast Quadrant to lists of Carlsbad customers being served by LWD and
VWD. This will allow staff to differentiate sewer service customer satisfaction
results between the City of Carlsbad versus those who receive services from
other service providers.
POINTS OF CONTACT
Louie Montanez, Public Works Supervisor, (760) 438-2722 x7137,
lmont@ci.carlsbad.ca.us or Don Wasko, Public Works Supervisor, (760) 438-
2722 x7138, dwask@ci.carlsbad.ca.us
73
Public Works
SEWER COLLECTION SYSTEM GROWTH MANAGEMENT STANDARD
THE OUTCOME
Adequate sewer capacity for City residents and businesses
THE MEASUREMENT
Trunk line capacity will have sufficient conveyance capacity to handle tributary
wastewater flows under peak flow conditions.
WHAT THE DATA MEAN
The sewer trunk capacity is greater than the flow from each respective sewer
basin.
The 2003 City of Carlsbad Sewer Master Plan Update is used to identify the
facilities necessary for development occurring within the City's Sewer Service
Area. These new facilities are funded with development fees and sewer
connection fees. New developments in the City are conditioned to either start
their construction after required facilities are operational, or construct the
facilities concurrent with their projects.
The Leucadia County Wastewater District (LWD) serves the La Costa area in
the southeast part of the City. The City coordinates development with LWD
and conditions projects to ensure facilities are in place prior to the completion
of the development.
DEPARTMENTS INVOLVED
Engineering, Maintenance & Operations
Growth Management Standard: Trunk-line capacity to meet demand, as
determined by the appropriate sewer districts, must be provided concurrent
with development.
RESULTS
Currently in compliance with the Growth Management Standard
ANALYSIS
The 2003 City of Carlsbad Sewer Master Plan Update evaluated the sewer
infrastructure needs of the Carlsbad Sewer District and identified those
facilities required to accommodate future customers. Sewer trunk main
capacities are estimated by comparing wastewater flow projections to the
capacity of the sewer system. Using a sewer model, the existing and future
74
sewer demands are estimated and compared to the capacity. In addition,
annual flow measurement information is also used to determine actual flows in
the sewer trunk mains.
The City of Carlsbad is served by four major interceptor systems and are
described in more detail as follows:
Vista/Carlsbad Interceptor. The Vista/Carlsbad (V/C) Interceptor is jointly
owned by the City of Vista and the City of Carlsbad. The V/C Interceptor is
approximately eight miles long and extends from College Blvd at Highway 78 to
the Encina Water Pollution Control Facility (WPCF). The agreement for
Ownership, Operation and Maintenance was revised in February 2002.
Carlsbad's ownership rights are based on the full flow pipeline capacity and
increases in the direction of flow, reaching approximately 50 percent ownership
in the downstream reaches. Projected flows for Carlsbad are now lower, and
the percentage of flow for Carlsbad in this reach is estimated at 37.2%. The
2003 Sewer Master Plan recommends a new agreement be negotiated based on
the updated flow projections.
A capacity analysis included in the 2003 Sewer Master Plan Update indicates
three relatively flat pipeline portions of Reaches VC14 & VC15. As a result,
during peak period flows, the pipeline is flowing full. The FY 2004/05 Capital
Improvement Program has programmed funds for construction of upgrades to
these reaches projected to begin in FY 2006/07. The replacement pipelines are
sized based on ultimate flows from both the Carlsbad and Vista Sewer
Districts.
Buena Interceptor. The Buena Interceptor begins at the corner of El Camino
Real and Palomar Airport Road and flows through the industrial park parallel
with Palomar Airport Road to the Encina WPCF. The City of Carlsbad leases
capacity in the Buena Interceptor from the City of Vista. Carlsbad's ownership
rights increase in the direction of flow beginning with 17.65 percent as the
interceptor enters the city and approaches 35 percent ownership in the
downstream reaches.
The 2003 Sewer Master Plan Update provided an analysis of available capacity
of this interceptor and concluded Carlsbad will not require additional capacity
to convey projected ultimate flows. It is noted the existing Buena Interceptor
does not have the capacity to convey build out flows based on ultimate flow
projections for the Buena Sanitation District and the City of Vista Raceway
Basin. The City of Vista included a project in their 2001 Master Plan to
construct a new force main from the Buena and Raceway Lift Station to the
Vallecitos Interceptor.
Vallecitos Interceptor. The Vallecitos Interceptor begins near the intersection
of Camino Vida Roble and El Camino Real and follows Palomar Airport Road to
75
the Encina WPCF. The City of Carlsbad currently leases 5.0 MOD of capacity
in the Vallecitos Interceptor. City of Carlsbad ultimate peak flows in this
interceptor are projected to be less than 3.5 MGD.
The existing interceptor does not have the capacity to convey build out flows for
the Vallecitos Water District (VWD) and future flows from the Buena Sanitation
District (BSD) and the City of Vista Raceway Basin. The VWD plans to replace
the existing Vallecitos Interceptor with a larger capacity pipeline. Based on the
projected ultimate flows, Carlsbad could reduce their leased capacity to
approximately 4.0 MGD.
Occidental Sewer. The City of Carlsbad, the Encinitas Sanitation District
(ESD), and the LWD jointly own the Occidental Sewer Interceptor. This
interceptor system enters the city at the intersection of Carlsbad Blvd and La
Costa Ave, and runs parallel the SDNR railroad tracks to the Encina WPCF.
Carlsbad's current ownership capacity, which is estimated to be approximately
8.5 MGD, is projected to be approximately 4.0 MGD in excess of what is
required to convey the ultimate peak wet weather flows.
The LWD projects they will need to acquire an additional 1.6 MGD of
conveyance capacity in the Occidental Sewer to accommodate projected future
flows. It is recommended the ownership capacities defined in the 1972
Occidental Pipeline Agreement be updated based on current flow projections.
The City of Carlsbad also utilizes three localized sewer interceptor systems as
follows:
North Agua Hedionda Interceptor. The North Agua Hedionda (NAH)
Interceptor transverses along the north shore of the lagoon between El Camino
Real and the V/C Interceptor in the SDNR railroad right-of-way. The NAH
Interceptor is entirely owned by the City of Carlsbad and conveys only City of
Carlsbad wastewater. The capacity of the NAH Interceptor is determined to
have sufficient capacity to convey existing flows, with the exception of several
short reaches. Therefore, continued monitoring of this interceptor system
must be performed to determine appropriate capacity upgrades.
South Agua Hedionda Interceptor. The South Agua Hedionda (SAH)
Interceptor will serve areas south and east of the Agua Hedionda Lagoon, and
will connect with the V/C Interceptor at the SDNR railroad right-of-way. The
South Agua Hedionda Interceptor Lift Station is currently under construction
and will complete the last piece of the entire system. When completed, this
system will be adequate to accommodate future flows within the sewer basin.
North Batiquitos Interceptor. The North Batiquitos (NB) Interceptor collects
only City of Carlsbad flows in the upper reaches. The last 2,415 feet into the
Encina WPCF (the Occidental Sewer) is jointly owned by the City of Carlsbad,
76
the LWD, and the ESD. The NB Interceptor begins on the north shore of the
Batiquitos Lagoon near El Camino Real and flows westerly along the north
shore of the lagoon to the SDNR railroad right-of-way. The 2003 Sewer Master
Plan Update determined this interceptor system is adequate to accommodate
future flows within the tributary basin.
The sewer connection fee has been updated based on updated construction
cost with a lower number of equivalent dwelling units projected at build out
compared to the previous master plan. The FY 2004/05 Capital Improvement
Program included a description of the future sewer line projects and allocated
funds for their construction.
ACTION PLAN
• Vista/Carlsbad Interceptor - Reaches 1 IB - 15 (between the Agua Hedionda
Lagoon and the Encina Wastewater Treatment Facility) are scheduled in the
CIP to be replaced in FY 2006/07.
• North Agua Hedionda Interceptor - Scheduled for continued field monitoring
to track existing flows. Currently, the North Agua Hedionda Interceptor has
excess capacity and is conveying a portion of the South Agua Hedionda
basin flow. This basin will be monitored to ensure adequate capacity is
maintained and to determine when and if capacity will be depleted.
• South Agua Hedionda Interceptor - The final project, the Cannon Road Lift
Station, is currently under construction and scheduled for completion in
July 2005.
• Buena Interceptor - Continue routine field monitoring to track existing flows
and remaining available sewer capacity. Coordinate with the City of Vista to
develop a strategy to design and fund a parallel relief sewer.
• Other reaches of concern will continue to be monitored.
POINT OF CONTACT
Steven Jantz, Associate Engineer, (760) 602-2738, sjant@ci.carlsbad.ca.us
77
Public Works
SOLID WASTE DIVERSION
THE OUTCOME
Environmentally sound solid waste services
THE MEASUREMENT
Diversion of solid waste from disposal in compliance with state law (AB 939), as
reported annually to the California Integrated Waste Management Board
(CIWMB).
WHAT THE DATA MEAN
Measures the level at which the City of Carlsbad is maintaining
environmentally sound solid waste services for its citizens.
The diversion rate is a measurement tool for the California Integrated Waste
Management Board (CIWMB) to assess compliance with AB 939. AB 939
requires local agencies to reduce the amount of solid waste disposed in landfills
by 50%. To achieve the AB 939 diversion requirements, jurisdictions are
required to promote: (1) recycling, (2) source reduction, and (3) composting.
Jurisdictions that fail to meet the diversion rate requirements may be subject
to both monetary and non-monetary penalties.
The CIWMB uses three steps to calculate the City's diversion rate. First, the
base-year generation (total disposal + diversion in 1990) is adjusted by the
percentage change in the City's population, employment, and adjusted taxable
sales. This adjustment method is needed so that the City will not be penalized
for changes in population and economics that can have a significant impact on
the amount of waste generated. Changes in these growth indicators are applied
to the base-year generation to get an estimated reporting year generation.
Second, the CIWMB calculates estimated diversion by subtracting the City's
disposal from the estimated reporting year generation calculated above. Lastly,
the diversion rate is calculated by dividing diversion by generation.
DEPARTMENTS INVOLVED
Public Works Administration & Environmental Programs
BENCHMARK
Achieve diversion rate of 50% or greater to be in compliance with AB 939.
78
RESULTS
Benchmark*
>50%
1996
48%
1997
50%
1998
44%
1999
50%
200O
59%
20O1
55%
2O02
55%
20O3
47-5 l%b
aFrom 1996 to 1999, the AB 939 diversion requirement was 25 percent.
''The 2003 diversion rate is not yet available. The diversion rate range provided
is an estimate based on historical data. This range was calculated without the
use of the alternative employment data because the City will no longer be
allowed to use this data starting in 2003.
ANALYSIS
As shown in the table above, the City has achieved the AB 939 diversion goal
for the past seven years. Prior to 2000, the AB 939 diversion requirement was
25%. The City surpassed this requirement by an average of 23% from 1996 to
1999. In 2000, however, two significant changes occurred in relation to the AB
939 diversion requirements. First, the AB 939 diversion requirement increased
to 50%. Second, the state allowed local jurisdictions to use an alternative
source of employment data in the diversion rate calculation.
Prior to 2000, Carlsbad used the California Employment Development
Department's (EDD) county-level employment data to calculate the City's
diversion rate. This data was the default employment value used by all
jurisdictions in the adjustment method formula discussed above. The problem
with this data was that many jurisdictions in San Diego County, including
Carlsbad, were growing faster than the countywide employment rate indicated.
These jurisdictions argued that the county-level data were not representative of
the employment rates in their city and that the rate was higher than the
countywide rate. As a result of this issue, the CIWMB authorized the use of
city-specific employment data as an alternative method to determine a
jurisdiction's diversion rate.
The use of this alternative employment data contributed to sharp increases in
many jurisdictions diversion rates starting in 2000. For example, as shown in
the table above, the City's 2000 diversion rate was 59%. This rate represented
an increase of 9 percent above the prior year level of 50%. In 2001 and 2002,
the City achieved diversion rates of 55%. In all the years prior to 2000, the
City had never achieved a diversion rate higher than 50 percent. Essentially,
the use of the alternative employment data in the diversion rate calculation has
assisted the City in exceeding its diversion rate requirements.
However, starting in 2003, the City was no longer able to use the city-specific
data due to inconsistencies found in this data source. In the absence of the use
of this data source, the City's diversion rate declined. Based on various
analyses conducted by staff, the diversion rate for 2003 could fall within the
79
range of 47 to 51%. For the first time since the 50% diversion was required, the
City could fail to meet the AB 939 diversion requirement.
In the spring of 2003, consultants were hired to complete a diversion rate
projection of the next five years. The projection looked at the following three
factors: (1) population growth, (2) waste generation associated with population
growth, and (3) the current available solid waste services in the City of
Carlsbad. They determined that if diversion services remain unchanged and the
tonnage remained constant at the 2002 level, the City would fall below the 50%
diversion requirement in 2008. Essentially, the consultant's projections did
not take into account the absence of the use of the alternative employment
data in the diversion rate calculation.
ACTION PLAN
Jurisdictions that fail to meet the diversion rate requirements may be subject
to both monetary aiid non-monetary penalties. Staff would like to ensure that
the City continues to meet the diversion rate requirements in the future, devoid
of any sanctions from the state. The diversion rate projection report discussed
above provided information related to various service enhancements that, if
implemented, could increase the City's diversion rate by 5 to 10%.
In the coming year, staff will use the information from the projection report and
resident customer satisfaction information to develop program options for
Council consideration. Specifically, staff will research and recommend the
following programs: (1) semi-automated trash and single stream recycling
collection, (2) curbside household hazardous waste collection, (3) backyard
composting, and (4) various special collection events. Council will be provided
with background information on each service enhancement, its effect on the
diversion rate, and associated costs. This information will be useful to the
Council in evaluating whether the existing level of service is in line with
community interests.
POINT OF CONTACT
Maryza Gutierrez, Management Assistant, (760) 602-2776,
mguti@ci.carlsbad.ca.us
80
•ml
Public Works
SOLID WASTE COST
THE OUTCOME
Solid waste services cost efficiency
THE MEASUREMENT
Solid waste service rates adjusted for franchise and other City fees
In 2004, the City contracted with Brown, Vence & Associates (BVA) to conduct
a review of the solid waste rate structure. BVA completed their solid waste rate
study in June of 2004. Staff used the adjusted service rates information listed
in the report to complete this analysis.
WHAT THE DATA MEAN
Measures the cost of providing solid waste services
DEPARTMENTS INVOLVED
Public Works Administration 85 Environmental Programs
BENCHMARK
Carlsbad's contracted solid waste service rates for residential and commercial
customers will rank in the lowest one-third when compared to other cities in
San Diego County.
RESULTS
See table on following page.
81
Monthly Residential Rates*
City
Carlsbad
Coronado
El Cajon
Escondido
Poway
Encinitas
San Marcos
Del Mar
Lemon Grove
La Mesa
Solana Beach
Vista
Oceanside
Adjusted Rate
(Paid to hauler)
$13.0O
$14.40
$14.41
$14.41
$14.65
$14.68
$14.92
$14.97
$15.01
$15.34
$15.48
$16.18
$16.70
Monthly Commercial Rates*
City
Carlsbad
El Cajon
Escondido
Solana Beach
Encinitas
La Mesa
Lemon Grove
Coronado
Poway
Del Mar
San Marcos
Oceanside
Vista
Adjusted Rate
(Paid to hauler)
$67.80
$68.92
$70.92
$73.44
$75.02
$75.56
$75.85
$76.42
$76.56
$76.94
$77.07
$78.15
$82.96
*Residential rates used in the
analysis are for the standard
once per week collection service.
*Standard 3-yard once per week
pick-up service used for
comparison.
Notes: Chula Vista, Imperial Beach, National City and Santee are not
included due to differences in their fee structure. San Diego is not included
because service is not provided by contract.
Solid Waste Rates Survey From Prior Years
Residential
Commercial
2OOO
2
3
2OO1
3
1
2002
1
1
2O03
1
1
^004
1
1
ANALYSIS
As shown in the tables above, the City's residential and commercial adjusted
rates remain the lowest when compared to the other jurisdictions. This marks
the third consecutive year that the City has maintained this ranking. However,
the City's solid waste services, have continually achieved the cost efficiency
benchmark of ranking in the lowest one-third when compared to other San
Diego cities. A significant factor in the City's achievement of the solid waste
services cost efficiency benchmark is the stability of its adjusted rates. For over
seven years, the City's adjusted rates have remained'unchanged, while other
jurisdictions.rates have increased for varied reasons.
Each jurisdiction varies in regards to the solid waste services provided.
Varying services include automated trash and recycling collection, manual
trash and recycling collection, door-to-door household hazardous waste,
82
electronic waste collection, permanent household hazardous waste facilities
and bulky-item collection. Specifically, Carlsbad provides manual trash and
recycling collection, permanent household hazardous waste facilities, electronic
waste facilities, and various special item collection services.
In searching for a common denominator to compare cost efficiency, the City
selected the adjusted rate because it provides a universal point for cost
comparison by removing the individual fees (franchise, storm water, household
hazardous waste) imposed by the evaluated jurisdictions. The adjusted rate is
what jurisdictions pay to the hauler. The unadjusted rate includes the fees
discussed above. It is the rate that residents and businesses pay for service.
During the past year, the solid waste contractor submitted a request for a rate
increase that could potentially result in an increase to the City's rates. Staff
worked with a consultant to conduct a review of the rate structure to determine
if the existing rates were fair to both the City and the solid waste contractor.
The consultant reviewed financial information from calendar years 2002 and
2003, and determined that the contractor's financial performance fell within a
reasonable range of profitability for companies similar in size and nature.
Based on the consultant's findings, the City determined that a rate increase
was not merited.
However, recently, the solid waste contractor submitted new financial
information for 2004 that indicates a decline in profitability. The City has
agreed to work with a consultant to review this new information. The findings
from this analysis could potentially result in an increase to the City's rates.
ACTION PLAN
While remaining in the lowest one-third for residential and commercial rates is
attractive, it does not necessarily translate into providing top quality service.
In the coming year, staff will continue to work with a consultant on further
analysis of the existing rate structure. Information from this analysis will be
used to determine whether a rate increase should be granted to the contractor.
In addition, staff will research and recommend various program enhancements
(refer to the Solid Waste Diversion Performance Measure for additional
information) that will assist the City in meeting future diversion requirements
while increasing the level of services provided to residents.
POINT OF CONTACT
Maryza Gutierrez, Management Assistant, (760) 602-2776,
mguti@ci. carlsbad. ca.us
83
Public Works
SOLID WASTE CUSTOMER SERVICE & SATISFACTION
THE OUTCOME
A high level of customer satisfaction with solid waste services
THE MEASUREMENT
Results of citywide public opinion survey
WHAT THE DATA MEAN
Indicates how well solid waste customers' needs and expectations are being
met.
DEPARTMENTS INVOLVED
Public Works Administration & Environmental Programs
BENCHMARK
90% of customers rate Solid Waste Services as "Good" or "Excellent" in all
customer service survey categories.
RESULTS
Yeara
Benchmark
20OO
2OO1
2002
20O3
20O4
"Good" or
"Excellent" for
Both Services
>90%
83.3%
81.5%
79.5%
N/A
N/A
Trash
Collection
>90%
N/A
N/A
N/A
88.6%
87.3%
Recycling
Collection
>90%
N/A
N/A
N/A
82.7%
81.5%
aStarting with the 2003 survey, trash and recycling were rated separately to
allow each service to be addressed individually in the performance measure.
Note: The margin of error for the survey results listed above is plus or minus 3
percent.
ANALYSIS
Between 2000 and 2002, trash and recycling services were measured together.
As shown in the table above, customer satisfaction with the solid waste
services indicated a slight but steady decrease in customer satisfaction during
84
that period. In an effort to identify the cause of the decreasing customer service
satisfaction, the city began to measure trash and recycling services separately
in 2003.
The 2003 survey found that 88.6% of the customers surveyed were satisfied
with the trash collection service and 82.7% were satisfied with the recycling
collection service. While the combined ranking for these two services indicated
an increase in customer satisfaction from the 2002 ranking, the 2003 survey
results illustrated that customers were more satisfied with the City's trash
services than the recycling services.
In 2004, the survey results again indicate that customers are less satisfied with
the City's recycling services than with the trash services. As shown in the table,
the recycling services received a satisfaction level of 81.5% whereas the trash
services received a satisfaction level of 87.3%.
Essentially, in both years where the trash and recycling collection services were
separated, the City's recycling collection service have received the lowest
customer service satisfaction rating. For all the years surveyed, the City's solid
waste services have never met the established benchmark level. In reviewing
the types of complaints received about the solid waste services, the top three
complaints were: (1) missed pick-up of regular refuse, recycling, or yard waste,
(2) lack of satisfaction with the list of items that are acceptable for recycling,
and (3) inconvenience of the recycling collection service.
ACTION PLAN
To fulfill the City's goal of providing top quality services, staff will be
researching various solid waste service enhancements for Council
consideration. Specifically, staff will be researching options to enhance both
the recycling and trash collection programs. These options could include one or
several of the following items: (1) semi-automated trash and single stream
recycling collection, (2) curbside household hazardous waste collection, (3)
backyard composting, and (4) various special collection events. The services
listed above would increase the existing solid waste program service level and
potentially increase customer service satisfaction.
POINT OF CONTACT
Maryza Gutierrez, Management Assistant, (760) 602-2776,
mguti@ci. carlsbad. ca. us
85
Public Works
STORM WATER SERVICE DELIVERY
THE OUTCOME
Water quality that maintains the beneficial uses of Carlsbad's creeks and
lagoons
THE MEASUREMENT
A multi-modal approach combining:
• Water Quality (Bacteria, dissolved oxygen concentrations, turbidity)
• Drainage Service Delivery
Water Quality: The City monitors storm water discharges and water quality of
various creeks, lagoons and the ocean (receiving waters) in Carlsbad as part of
the Coastal Lagoon and Outfall Monitoring program and the annual Dry
Weather Program. In addition, the City participates in regional monitoring
programs that collect data on local creeks and lagoons. The receiving water
results are compared to Water Quality Objectives listed in the State's Basin
Plan, which are set by the State to be protective of beneficial uses. Fecal
coliform bacteria, dissolved oxygen and transparency or turbidity results will
be routinely monitored in Agua Hedionda Lagoon and Creek to help determine
if beneficial uses are being met. Results may also show if water quality is
improving or declining over time.
Drainage Service Delivery: In addition to these sampling events, the Drainage
Service Delivery index will provide a statistical comparison of completed
maintenance activities versus scheduled maintenance. This will encompass
the following three maintenance activities:
• Drainage inlets inspected annually
• High priority inlets cleaned annually
• All other identified basins cleaned annually
WHAT THE DATA MEAN
Water Quality: Beneficial uses are the uses of water necessary for the survival
or well being of man, plants, and wildlife. Examples include recreation,
industrial and agricultural water supply and the support of aquatic habitats.
Beneficial uses for all surface and ground waters in the San Diego Region are
designated by the State in the Basin Plan (Water Quality Control Plan for the
San Diego Basin, 1994).
86
Water quality objectives are defined as "the limits or levels of water quality
constituents or characteristics which are established for the reasonable
protection of beneficial uses of water or the prevention of nuisance within a
specific area." If water quality objectives or other conditions are not met, the
State may designate a waterbody as being "impaired," indicating that beneficial
uses may not be adequately protected, thus requiring additional costly
monitoring and pollution control programs.
Agua Hedionda Lagoon is a highly used waterbody that the State has identified
as being impaired by sedimentation and bacteria. This lagoon has many
designated beneficial uses including recreational, commercial, industrial and
habitat for aquatic organisms. This measure is currently focused on Agua
Hedionda Lagoon and Agua Hedionda Creek as a pilot program, and may be
expanded in the future to other lagoons and creeks in Carlsbad.
This measure determines if the numerical water quality objectives for fecal
coliform bacteria, dissolved oxygen and transparency/turbidity are being met
in the Lagoon and Creek. Fecal coliform bacteria concentrations are measured
as human-health related indicators of sewage pollution. Fecal coliform levels
must be met in order to protect the recreation beneficial uses. Dissolved
oxygen in the water column is critical for respiration of most aquatic
organisms. It is one of the most universal indicators of overall water quality.
High dissolved oxygen concentrations represent good conditions, while low
concentrations can indicate organic pollution. A transparency tube or turbidity
measurement can be used to estimate the clarity of surface waters. High
transparency is indicative of clean water. Low transparency is typically
associated with degraded waters, indicating light limiting conditions, which in
turn affect plant growth and the aquatic habitat. The turbidity standard applies
to the creek and the transparency standard applies to the lagoon. Meeting
water quality objectives for dissolved oxygen and transparency/turbidity helps
demonstrate protection of aquatic life and habitat beneficial uses.
Drainage Service Delivery: The Drainage Service Delivery index will measure
the effectiveness of the drainage system maintenance program. In FY 2002-
2003 staff developed a Maintenance Assessment Program to help evaluate the
condition of public facilities. This program establishes and documents the
frequency of recommended preventive maintenance, then measures the level of
accomplishment each year by comparing percent of completed work to
scheduled maintenance. The Public Works Maintenance Management Program
and work order systems are used to collect and analyze performance data.
DEPARTMENTS INVOLVED
PW Administration and Environmental Programs, Maintenance and
Operations/Street Maintenance
87
BENCHMARK
Water Quality: Each sampling measure to achieve a "Good" rating 100% of
the time. The following table details the sampling benchmarks:
Measure
Dissolved
Oxygen
Fecal Coliform
Transparency
Turbidity
(Creek)
Good
> 5.0 ppm
< 200/1 00 ml
> 50% of
depth
< 20 NTU
Fair
< 5.0 less than
half the time
> 200/ 100 ml less
than half the time
< 50% of depth less
than half the time
> 20 NTU less than
half the time
Poor
< 5.0 more than
half the time
> 200/1 00 ml more
than half the time
< 50% of depth
more than half the
time
> 20 NTU more
than half the time
Drainage Service Delivery: 90% completion of all scheduled maintenance
activities.
RESULTS
Water Quality: Results from the twelve monthly sampling events during the
sampling year are shown below:
Site
A3
A6
A17
Creek
Dissolved Oxygen
Good
Fair
Good
Good
Fecal Coliform
Good
Fair
Fair
Poor
Turbidity
Good
Good
Fair
Good
Drainage Service Delivery: This is a new measure. Data for FY 2003-04 are
not available.
88
ANALYSIS
Water Quality. The water quality results represent monthly sampling from
October 2003 through September 2004. Samples from the lagoon sites rated
good or fair for all three measures. However, the creek site was poor for fecal
coliform, failing to meet the benchmark or exceeding tolerance levels in 8 out of
12 monthly samples. Because of this, a special upstream investigation for
bacteria was conducted in June 2004, with samples collected at the creek site
and tributaries upstream, including 4 sites in Vista.
Potential fecal sources could come from humans (encampments), pet waste,
horse stables, wildlife, sewage leaks, or septic systems in the area. The Storm
Water Protection Program has been trying to address the sources that can be
controlled. This has included residential education for pet waste and
commercial inspections for horse stables in this drainage area. Human
encampments are typically transitory and difficult to address, as these remote
areas cannot continuously be patrolled. These results, and samples collected
from other studies, show that fecal coliform bacteria is a problem in this creek
both during the dry season and during rain events, and additional efforts may
be needed to effectively address these sources.
Drainage Service Delivery. Staff were not able to record and report out on
scheduled drainage maintenance activities for the Street Maintenance Division,
as identified in the Maintenance Assessment Program, because the data
collection process for the Hansen Work Order System was not fully
implemented during FY 2003-04.
ACTION PLAN
Water Quality: Continue monthly monitoring and conduct additional
investigations to determine the bacteria sources.
Drainage Service Delivery:
• In conjunction with the Maintenance Assessment Program, collect data as
outlined by the Drainage Service Delivery index, and incorporate results into
this measure linking storm water conveyance system maintenance and
inspection activities with water quality.
• Data on progress toward completing scheduled maintenance will be kept
up-to-date with Maintenance Management Productivity reports and/or the
Hansen Work Order Program. These data collection systems will be
reviewed to ensure that staff can accurately measure its work activities and
strive to achieve the goals set forth in this measure.
POINT OF CONTACT
Jayne Strommer, Environmental Programs Manager, (760) 602-7580,
jstro@ci.carlsbad.ca.us
89
Public Works
STORM WATER PROTECTION COST
THE OUTCOME
Storm Water Protection Program cost efficiency
THE MEASUREMENT
A multi-method approach combining:
• Cost per business inspected
• Cost per outfall monitored
• Outreach and education cost per capita
• Maintenance cost per mile of storm water conveyance system maintained
and cost per catch basin cleaned
Staff time spent on inspection, monitoring, and outreach activities is tracked in
a time sheet database. The total numbers of facilities inspected and outfalls
monitored are maintained in separate spreadsheets. Cost per business
inspected is the time spent on this activity multiplied by the employee hourly
rate (includes benefits) divided by the number of businesses inspected.
Monitoring costs is the time spent on this activity multiplied by the employee
hourly rate plus the laboratory costs for analyses divided by the total number
of outfalls monitored. Outreach and education cost is employee time spent on
this activity multiplied by the employee hourly rate plus printing costs and
promotional materials divided by population. Storm water conveyance system
maintenance activities and costs are electronically tracked in the Hansen work
order program. This last measurement is calculated by taking the total
maintenance costs divided by the total mileage of the system that is currently
maintained. Total mileage of the system currently includes the mileage of
drainageways and ditches that are regularly maintained by the City. It does
not include all of the pipelines, as this number is not available and the
pipelines are not routinely cleaned. Cost per catch basin cleaned is calculated
by dividing the total cost for these activities by the number of catch basins
cleaned.
WHAT THE DATA MEAN
The City of Carlsbad is one of 20 jurisdictions in San Diego County covered
under the State issued NPDES (National Pollutant Discharge Elimination
System) permit. The NPDES permit required each jurisdiction to implement an
Urban Runoff Management Plan, which details how permit requirements will be
implemented and annually assessed. As this is still a new and evolving
program, implementation methods vary from one jurisdiction to the next.
90
Coastal jurisdictions have more monitoring requirements than inland
jurisdictions. In addition, jurisdictions vary greatly in total land area,
population and number of businesses, which prevents meaningful comparisons
of overall program costs. This measure breaks out some of the main required
program activities in order to provide unit costs for a more meaningful
comparison with other jurisdictions or contractors. Results may be used to
determine how specific program activities may be streamlined to improve cost
efficiency, with consideration still being given to quality and customer service.
Storm Water Protection Program staff annually inspect hundreds of commercial
and industrial facilities in Carlsbad included under the storm water
regulations. Staff develops and distributes educational information and
participates in outreach events. Storm Water Protection Program staff also
monitor designated outfalls to the lagoons and ocean bi-weekly or monthly as
required. Maintenance Operations/Streets conducts maintenance activities on
the storm water conveyance system, except for street sweeping which is a
contracted service.
DEPARTMENTS INVOLVED
Public Works Administration and Environmental Programs, Public Works
Maintenance and Operations/Streets
BENCHMARK
Benchmarks will be determined after additional data are collected.
RESULTS
Fiscal
Year
2003-04
Cost Per
Business
Inspected
$96.37
Cost Per
Outfall
Monitored
$353.59
Outreach
Cost Per
Capita
$0.24
Cost Per Mile
Maintained
NA
Cost Per
Catch
Basin
$42.10
NA = Not Available
ANALYSIS
Benchmark partner relationships were established with the Cities of Encinitas
and Oceanside. In most measures, Carlsbad's costs fall in between the two,
with Encinitas reporting lower costs than Carlsbad.
Agency
Encinitas
Oceanside*
Cost Per
Business
Inspected
$69.36
$187.60
Cost Per
Outfall
Monitored
$101.00
$709.51
Outreach
Cost Per
Capita
$0.18
$0.40
Mainten-
ance Cost
Per Mile
NA
NA
Cost Per
Catch
Basin
$161.6
$66.12
Based on budget figures NA = Not Available
91
The cost per business inspected for Carlsbad includes all office and field time
and represents 242 commercial facilities and 181 industrial site inspections.
Industrial sites are typically more complex than commercial sites, and may
require more field and office time. This may be a reason for Encinitas' lower
inspection costs, since they have very few industrial facilities within their
jurisdiction. While Oceanside's costs are higher, it may be because the
numbers submitted are based on budget figures, which may be different than
actual costs.
During FY 2003-04, Storm Water Protection Program staff began conducting
the Coastal Outfall monitoring program in-house instead of contracting out
this service. This change was the result of a Public Works Service Plan
proposal that was approved during FY 02-03. As anticipated, current in-house
costs are significantly lower than contracted costs, which were over $1,000 per
outfall during FY 02-03.
The education and outreach costs vary between all jurisdictions. During this
time period, Oceanside had some additional funding available for these
activities, which may or may not be available to them in future years.
The maintenance costs are broken out into drainageway and brow ditch
cleaning, and cost per catch basin cleaned. During FY 03-04, 1,118 catch
basins were cleaned at a cost of $42.10 per basin. Brow ditch cleaning costs
approximately $0.78 per lineal foot and drainageway cleaning costs $1.88 per
lineal foot. There have been some discrepancies in the calculation and
reporting of this measure on a per-mile maintained basis. This will be reviewed
in the coming year to determine the best way to calculate and report this
information.
Encinitas' costs per catch basin were $161.60 and Oceanside hired a
contractor to perform annual inspection and cleaning of catch basins at a cost
of $66.12 per catch basin. Oceanside's internal costs for maintenance were not
readily available. They employ six full-time flood control workers who also
perform other street maintenance activities. Comparisons are difficult because
of the different methods employed at each City.
ACTION PLAN
• Collect data, evaluate maintenance cost comparisons, and develop
benchmarks for all activities.
• Continue to develop a comprehensive Environmental Programs outreach
message and efficiently use available funds.
POINT OF CONTACT
Jayne Strommer, Environmental Programs Manager, (760) 602-7580,
jstro@ci.carlsbad.ca.us
92
Public Works
STORM WATER PROTECTION CUSTOMER SERVICE AND SATISFACTION
THE OUTCOME
A high level of customer service and satisfaction
THE MEASUREMENT
A multi-modal approach combining:
• Complaint response statistics
• Survey results
The Suite Response Request for Action (RFA) system is used by the Storm
Water Protection Program to document reports of illegal washing or dumping
incidents into the City's storm drain system. When a caller reports a potential
discharge or dumping violation that is in progress, the person taking the report
creates an issue in the RFA system with a high priority code. Storm Water
Protection Program personnel are notified and respond to the site. This
measure focuses on the response time, which is the time from the creation of
the RFA issue to the time of the first action step, which is staff dispatched to
the site. This time will be tracked in the RFA system.
The survey measure is the results to the question in the citywide public opinion
survey that asks, "Have you seen or heard anything during the past year about
how residents can prevent the pollution of our creeks, lagoons or ocean?" If
yes, the citizen is asked where they heard or saw this information.
WHAT THE DATA MEAN
The "Complaints" portion of the measure indicates how well customer
expectations are being met. The Storm Water Protection Program has a Hotline
number (760-602-2799) and investigates all types of reports of illegal
discharges to the City's storm drain system, which discharges directly to our
creeks, lagoons, and ocean. A person calling to report an illegal discharge in
progress now expects an immediate response. In addition to meeting customer
needs, an immediate response also minimizes the potential for the harmful
discharge to enter our waterways. Being able to catch someone in the act also
provides a better opportunity for education or enforcement to prevent repeat
occurrences.
The survey question can be used to determine if the storm water protection
program message is reaching the public. Current outreach materials include
the hotline number that the public can call for more information or to report
93
illegal discharges. Results from the survey question can be used to more
effectively direct education and outreach methods and efforts in order to
provide customer service through requests for action or information.
DEPARTMENTS INVOLVED
Public Works Administration, Environmental Programs
BENCHMARK
• Complaint Response: 90% of reports of washing or dumping incidents
happening at the time of the report are dispatched within 30 minutes.
• Survey Results: 90% of the public report having heard or seen messages
regarding ways to prevent water pollution.
RESULTS
Following are results from Fiscal Year 03-04 and from the Public Opinion
Survey.
Complaint Response: Percent of high priority incidents dispatched within 30
minutes:
Year
2004
%
90.5
Survey Results: Percent of survey respondents reporting that they had heard
or seen messages regarding ways to prevent water pollution:
Year
2003
2004
%
58
61.1
ANALYSIS
During FY 03-04, there were 42 reports of washing or dumping to the storm
drain system that met the high priority criteria. Inspectors were dispatched to
all but 4 of these incidents within 30 minutes, thus achieving the benchmark
of 90%. Tracking dispatch time required a change in the way that information
is entered into RFA, and FY 03-04 was the first year for gathering this
information. Staff continues to implement this procedure and make
adjustments as necessary.
It had previously been noted that the survey benchmark is a very high
standard and it is too early to assess whether it is achievable with existing
resources. The action plan required research of other surveys and statistics
related to public awareness campaigns to determine if the benchmark is
appropriate. Researchers from The Social and Behavioral Research Institute as
94
well as from Rea 85 Parker Research both confirmed that it is improbable that
90% awareness can realistically be achieved. Researchers report that it would
take major penetration of the market to achieve that level of awareness, and
that is unlikely without putting tremendous money into advertising. That
would entail advertising in mass media and methods that reach many different
segments of the population. The importance of mass media is confirmed in the
survey results themselves, as most respondents report having seen or heard
these messages on television (55%) and newspapers (47%). It should be noted
that the survey question is not restricted to Carlsbad information, so it
includes any messages residents are receiving from other sources including
television. As part of our education efforts, we have been attempting to get this
information out to the public through a variety of mechanisms.
An appropriate or potentially achievable benchmark would likely be lower than
90%, however, there are so many variables that it is difficult to definitively
state what level would be appropriate. Last year's response was 58%, which
was seen very positively by researchers, indicating that current levels of
awareness are already relatively high. The current response was 61%. This is
a slight increase over the previous year, but the survey has a margin of error of
+/- 3%, so this change is not statistically significant. It is expected that there
may be incremental increases in awareness up to a point where it will level off,
most likely well below 90%. Therefore, a more appropriate benchmark may be
75%, which provides a high level of awareness without being viewed as
completely unrealistic.
ACTION PLAN
• Continue to develop and implement regular education and outreach
programs.
• Continue to survey the public to establish any trends in awareness.
• Reevaluate the benchmark for survey results.
• Continue to implement and assess the new RFA procedures.
POINT OF CONTACT
Jayne Strommer, Environmental Programs Manager, (760) 602-7580,
jstro@ci.carlsbad.ca.us
95
Public Works
WASTEWATER TREATMENT GROWTH MANAGEMENT STANDARD
THE OUTCOME
Adequate sewer treatment plant capacity for projected City build-out
THE MEASUREMENT
The City currently owns 9.24 MGD (million gallons per day) of sewer treatment
capacity at the Encina Water Pollution Control Facility (EWPCF). Current flows
are monitored by the EWPCF and reported to the city on a monthly basis. Staff
evaluates the average annual flow rate and probable land use projections in an
effort to anticipate future flows to ensure continued compliance with the
Growth Management Performance Standard. This analysis is also used during
the development of the annual Capital Improvement Program to project the
construction timing and funding allocations for needed sewer treatment plant
upgrades.
WHAT THE DATA MEAN
The City is one of six member agencies that own and operate the EWPCF where
the City's wastewater is collected and treated. The current treatment capacity
at the EWPCF is 36 MGD with the city owning 25.7% of treatment plant
capacity (9.24 MGD).
DEPARTMENTS INVOLVED
Engineering, Maintenance & Operations
GROWTH MANAGEMENT STANDARD
Sewer treatment plant capacity is adequate for at least a five-year period.
RESULTS
The City's average sewage flow to EWPCF for September 2004 is 7.48 MGD, or
78% of the City's 9.24 MGD capacity rights. Comparing actual sewer flows for
September 2003, Carlsbad flows experienced an increase of 9% compared to
last year's average flow.
ANALYSIS
The 2003 City of Carlsbad Sewer Master Plan Update indicates the City's
projected build-out flow is approximately 9.87 MGD. The master plan
conducted an analysis of annual future sewer flow based on General Plan land
use projections. The comparison of annual projected flows and existing sewer
plant treatment rights indicates a need to secure additional treatment capacity
by the year 2015 to accommodate anticipated sewer flows within the Carlsbad
96
Sewer District. Therefore, based on the performance standard, adequate
treatment capacity is available at the EWPCF through the year 2010.
Encina Wastewater Authority is completing design plans for the construction of
the^ Phase V expansion of the treatment facility, which will provide build-out
treatment capacity for the Encina basin. The City has requested capacity
rights to 10.14 MGD in the expansion project. The request for capacity at the
EWPCF is based on sewer projections identified in the 2003 Sewer Master Plan
Update.
ACTION PLAN
• Monitor existing flows.
• Work with EWA to construct the Phase V expansion to meet build-out flow
capacity requirements.
POINT OF CONTACT
Steven Jantz, Associate Engineer, (760) 602-2738, sjant@ci.carlsbad.ca.us
97
Public Works
DRAINAGE GROWTH MANAGEMENT STANDARD
THE OUTCOME
Adequate drainage facilities for protection against flooding and flood damage
THE MEASUREMENT
Drainage facilities are adequate for runoff as determined by the Master
Drainage and Storm Water Quality Management Plan.
WHAT THE DATA MEAN
The Master Drainage and Storm Water Quality Management Plan is used to
identify the facilities necessary for development in the City. These facilities
include both new drainage improvements and upgrade existing storm drain
facilities. The facilities are funded with developer fees and Planned Local
Drainage Area (PLDA) fees. New development areas are typically conditioned to
construct the facilities concurrently with the projects.
DEPARTMENTS INVOLVED
Engineering, Maintenance & Operations
GROWTH MANAGEMENT STANDARD
Drainage Facilities must be provided as required by the City concurrent with
development. During the review of both public and private development
projects, the Engineering Department Design Standards are used to determine
the appropriate drainage facilities based on the following criteria:
• For areas one square mile in size and larger, all drainage facilities shall be
sized for the 100-year storm.
• For areas less than one square mile in size the drainage facilities shall be
sized to accommodate the following:
100 Runoff shall not damage adjacent existing or potential
building and structure sites.
50 Runoff shall not overflow outside of property lines on
private property or right-of-way in public streets
10 Minimum storm drain and inlet size to accommodate
flow
98
RESULTS
All areas of the City meet current Growth Management Standards with the
exception of the following:
The Rancho Carlsbad Mobile Home Park is located where the Calavera Creek
flows into the Agua Hedionda Creek and has experienced flooding during heavy
rains.
In addition, new NPDES Permit requirements may require modifications to the
City's existing drainage systems and additional drainage facilities. An
assessment of these modifications and additions is ongoing and includes such
items as dredging desiltation basins and the possible installation of new test
stations.
ANALYSIS
The 1994 Master Drainage and Storm Water Quality Management Plan
identifies facilities necessary for City build-out conditions. Fiscal analyses
indicate current Planned Local Drainage Area (PLDA) fees are adequate for the
facilities identified in the 1994 Master Plan. The Master Drainage Plan will be
updated based on several changes in the City's growth patterns due to the
Habitat Management Plan and the Habitat Conservation Plan that impact
growth projections and densities in various areas of the City. These changes
not only impact expected run-off, but also expected PLDA revenues.
Drainage facilities required to meet NPDES standards require funding. A
separate fee structure was developed for the maintenance of NPDES facilities
and was recently approved by Council.
Analysis of the Calavera Creek Channel was completed by the Engineering
Department. Facilities to help control flooding are identified in the Drainage
Master Plan and Storm Water Quality Management Plan as Detention Basins
BJ and BJB. Recommendations for additional facilities to reduce potential
flooding includes the following:
• Construct Basin BJB with the College Boulevard extension project.
(Completed July 2004)
• Construct Basin BJ with the extension of College Boulevard east of El
Camino Real.
• Construct two additional detention basins in the Faraday Avenue and
Melrose Drive extension project area. These will be constructed concurrent
with the roadway projects.
99
• Analysis of the Agua Hedionda Creek channel near the confluence with the
Calavera Creek is being reanalyzed due to environmental restrictions.
• Construct a parallel overflow channel for Calavera Creek in the Robertson
Ranch area. This work is pending development in the area.
ACTION PLAN
An update to the Master Drainage and Storm Water Quality Management Plan
is ongoing and scheduled to be complete by the end of FY 04/05. The program
Environmental Impact Report necessary for environmental approvals is
expected to be complete at the end of 2005.
The following action steps will lead to improvements in the flooding condition at
the Rancho Carlsbad Mobile Home Park:
• Construction of Basin BJ will begin with the construction of College
Boulevard between El Camino Real and Cannon Road.
• Construction of the basins near Melrose Drive and Faraday Avenue will
begin with the associated roadway projects in late 2004.
• Complete the preliminary design of the Agua Hedionda Creek channel
dredging.
• Construction of the Calavera Creek overflow channel will occur concurrent
with the development of the Robertson Ranch area.
POINT OF CONTACT
Steven Jantz, Associate Engineer, (760) 602-2738, sjant@ci.carlsbad.ca.us
100
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COPY
Financial Health
Pursue and implement proactive strategies that
support sustainable economic health and
manage fiscal resources effectively
Financial Health Tr.di-,-.;<; - .• -
Long Tern Financial Health
General Fund Revenue Per Capita
Financial Reporting
Business License Registration
General Liability Expenditures Per
Capita
Outgoing Payment Processing
/-H~-*v)i i
,:,,,„,,,,: ^,1S
• Workers' Compensation
• Technology Asset Management
« Uniform Billing and Collecting
• Financing Plan for Unfunded Circulation Element
Roads
• Recreation Department Strategic Plan
• Police Fleet Management
• Police Fiscal Risk Reduction
• Purchasing System Implementation
V Storm Drain Master Pan Update
102
Financial Health
Operating General Fund
Forecast
Millions
$15
$10
$5
$0
-$5
-$10
-$15
2004 Forecast
'04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14
Net Revenues over (under) Expenditures
Why is Financial Health important to Carlsbad?
Financial health is the cornerstone of any viable public or private organization. The
City of Carlsbad has strong core values around fiscal conservatism, and the
municipal corporation has devoted considerable effort to preserving its fiscal integrity
for the foreseeable future.
A robust budget is important to meet the increasing citizen and customer demands on
services and infrastructure that are anticipated as the City transitions from a
developing community to one that is predominantly "built out".
Ultimately, financial resources provide the City with the opportunity and ability to
deliver top quality service to all those who live, work, and play in the City of Carlsbad.
103
Financial Health
Because of organizational efforts to
contain ongoing spending, Carlsbad's
long-term financial health improved this
past year, The current forecast shows
the City's General Fund Budget being at
least balanced until 2011.
Over the past several years the City has
successfully demonstrated the ability to
generate revenue in comparison to other
North County cities. The outcome - a
positive impact on the City's General
Fund. General Fund revenues
increased by $3.2 million from fiscal
year 2003 to 2004. The largest
increases were a $2 million increase in
property taxes caused by increasing
property values in the area, and a $1.2
million increase in franchise fees from
San Diego Gas & Electric due to higher
natural gas prices and usage.
Carlsbad has almost equal revenue
generation from property and sales tax -
(29%) and (27%) respectively. Transit
occupancy tax generates nearly 10%
and development revenue generates 5%.
This balance in the revenue portfolio
provides a modicum of stability to the
City's general fund.
The Finance Department continues to
provide the municipal organization with
timely information., and while the
average number of days to issue
financial reports is approximately 13
days, the department was able to meet
their benchmark 9 out of 12 months.
A particular note of interest is that the
City's general liability expenditures per
capita increased this year, from $7.35 in
2003 to $15.07 in 2004. Nearly half of
this increase is due to one liability case.
The most significant impact on the
City's budget occurred at the State level
this year, with the successful passage of
Proposition 1A. This proposition is
expected to provide a high degree of
stability to local revenues, allowing for
greater reliability in financial planning.
Average Working Days to Issue Financial
Status Report
2000 2001 2002 2003 2004
Fiscal Year
What does this mean for Carlsbad?
Based on estimates developed during the 2004-05
budget process, revenues exceed expenditures, or
the budget is essentially balanced through fiscal
year 2011-12. At that point expenditures begin to
exceed revenues. The City is facing a picture of
short to mid-term financial health, however long-
term projections raise some important concerns.
Revenues over the 10-year period are not
projected to grow as quickly as operating costs.
Continued effort to control the growth of
expenditures, and to enhance revenues is needed,
however the immediate concerns raised over the
past year have been addressed. Changes made at
the state level are expected to reduce the potential
for General Fund revenue shifts in the coming
years, which will have a positive impact on th
City's future budgets.
104
North County General Fund
Revenues Per Capita
City
Carlsbad
Encinitas
San
Marcos
Poway
Oceanside
Escondido
Vista
FY
2002
$992
$635
$572
$556
$474
$446
$414
FY 2003
$1004
$667
$613
$609
$477
$461
$439
FY
2004
$1014
$654
$693
$564
$470
$468
$447
%
Change
+ 1%
-2%
+ 13%
-7%
-1%
+2%
+2%
Administrative Services
BUSINESS LICENSING
THE OUTCOME
Efficient, timely and accurate management of the City's Business License
system and functions
THE MEASUREMENT
This is a multi-modal approach combining:
• Percentage of license applications and renewals in a pending status
• Percentage of delinquent renewals
• Percentage of business license applications and renewals processed online
via the City website
WHAT THE DATA MEAN
Pending Status: Without key critical information, a business license cannot be
processed and is given a pending status. This status is generated under the
following circumstances:
• Payment deficiency
• Critical information missing
• Missing verification
A reduction in the percentage of businesses in the pending status results in a
more efficient and effective system, as well as positively impacting the business
owner's satisfaction in dealing with the City.
Delinquent Renewals: Without the proper monitoring and follow up,
delinquent renewals can become more costly. A reduction in the percentage of
delinquent renewals results in a more efficient and effective system. A decrease
in the amount of late penalties created by delinquent renewals should reflect
itself as a positive impact for business owners.
Online Applications and Renewals: The City can benefit from an increase in
the number of licenses processed on-line. A web-based system ensures that
applications and renewals are processed in both a timely and effective manner.
Another advantage of the on-line system is the reduction of the number of
pending and delinquent applications and renewals.
DEPARTMENTS INVOLVED
Finance
105
BENCHMARK
Pending and Delinquent: A reduction from year to year (fiscal) in the
percentage of pending and delinquent licenses and renewals
Online Applications and Renewals: An increase from year to year (fiscal) in
the percentage of online business license processing.
RESULTS
Pending Licenses
Average / Month
Delinquent Renewals
Average / Month
Online Processing
Total Licenses
FY 20O2 - 2003 FY 20O3 - 2OO4
Number
186
102
390
Percentage
2.5%
1.3%
5.1%
7,584
Number
243
113
499
Percentage
2.8%
1.3%
5.8%
8,634
ANALYSIS
During the past year, the City hired a company to assist in identifying
unlicensed businesses. This contributed to increasing the number of business
licenses over the prior year by 12%. We saw an increase in the amount of
pending licenses. This was mainly due to companies who have renewed their
licenses, but have not supplied the Finance Department with the appropriate
information to verify their sales figures.
Delinquent renewals remained constant to last year,
increased by 109 applications, and .64%.
Online renewals
ACTION PLAN
We will continue to work diligently, calling companies that have not complied
with our verification process. In addition, we will review our website for
possible enhancements, which may increase online licensing.
POINT OF CONTACT
Colette Wengenroth, Finance Manager, (760) 602-2468,
cwensfSjci.carlsbad.ca.us
106
Administrative Services
FINANCE REPORT DISTRIBUTION
THE OUTCOME
Timely dissemination of financial information for decision-making
THE MEASUREMENT
Measures how soon after the end of each month financial data is available to
the users of the data (in business days)
WHAT THE DATA MEAN
Managers and the City Council depend on accurate, timely financial data in
order to evaluate the progress of City programs and the ability of the City to
continue to fund the programs. The older the financial information, the less
valuable it is. This data is compiled based upon the City's Fiscal Year.
DEPARTMENTS INVOLVED
Finance
BENCHMARK
The monthly financial status report is to be issued by the fifteenth business
day after the end of the month except for June, which is thirty business days.
This is due to the year-end close procedures, which hold the accounts payable
process open for most of the month of July in order to ensure an accurate
balance for fiscal year end reporting.
RESULTS
Financial Status Report
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN
Date
• Business Days to Issue
107
Benchmark
ANALYSIS
The benchmark was met in every month except three during the year. The
March and April reports were both issued a couple of days past the target date.
During this time, the department was implementing their new redesign, as well
as putting together the City's 2004-05 Operating and Capital Budgets.
However, the June 2004 report was issued eight days earlier than the June
2003 report due to better year-end planning efforts. This was a goal set during
the review of our 2002-03 performance measure. Finance staff is very
conscientious of the monthly closing of the books, and the due date for issuing
the Financial Status Report. Year-to-date activity is posted in the department
so that staff can evaluate how well we are doing in achieving our goal.
Average Working Days to Issue Financial
Status Report
2000 2001 2002 2003 2004
Fiscal Year
ACTION PLAN
The department will continue to work towards issuing the reports earlier than
targeted in most months. For the year-end report, we will target the issuance
for thirty days after year-end with the understanding that if we are aware of
significant adjustments that need to occur, the report will be held until they
can be made.
POINT OF CONTACT
Cheryl Gerhardt, Senior Accountant, (760) 602-2428, cger ci.carlsbad.ca.us
108
Citywide
GENERAL FUND REVENUE
THE OUTCOME
Maintain a financially healthy General Fund revenue stream
THE MEASUREMENT
General Fund Revenue per capita
WHAT THE DATA MEAN
Evaluating the level of General Fund Revenue per capita (RFC) and the sources,
of that revenue provides vital information with regards to the stability and
effectiveness of the City's financial strategy.
DEPARTMENTS INVOLVED
All City Departments
BENCHMARK
$1040 - Base year (2002) plus adjustments for Consumer Price Index (3.6% in
2003)
RESULTS
Benchmark
$1,040
2OO2
$992
2OO3
$1,004
2OO4
$1,014
ANALYSIS
This measure highlights two significant factors of City revenue, generating
capacity (the total amount of revenue derived from the source) and balance
between the different revenue sources.
The chart below compares General Fund revenue per capita generated by North
County cities. For fiscal year 2004, Carlsbad has a General Fund per capita
revenue of $1014, which is the highest of those cities surveyed. This
represents an increase of 1% over the previous year, even though the
population grew by approximately 2,200 people or 2.4%. Carlsbad's total
revenue is measured prior to any transfers in and unrealized gains/losses on
the investment portfolio.
General Fund revenues increased by $3.2 million from fiscal year 2003 to
2004. The largest increases were a $2 million increase in property taxes
caused by increasing property values in the area, and a $1.2 million increase in
franchise fees from San Diego Gas & Electric due to higher natural gas prices
109
and usage. The increases were offset by a decline in Vehicle License Fee
revenues of $1.5 million, due to the State's fiscal problems and lower interest
income from declining interest rates and a lower fund balance.
North County General Fund Revenues Per Capita
City
Carlsbad
Encinitas
San Marcos
Poway
Oceanside
Escondido
Vista
FY 2002
$992
$635
$572
$556
$474
$446
$414
FY 2O03
$1004
$667
$613
$609
$477
$461
$439
FY20O4
$1014
$654
$693
$564
$470
$468
$447
% Change
+ 1%
-2%
+ 13%
-7%
-1%
+2%
+2%
The other component of this measure is the evaluation of revenue generation
by specific sources. Local government has traditionally relied upon property
tax, sales tax, transit occupancy tax (TOT), revenue from development, and the
Vehicle License Fee (VLF) to provide revenues to the general fund.
These revenues are most affected by general economic cycles, with each
reacting slightly differently depending upon regional conditions. In California,
the amount received by the City has also been influenced by the fiscal
condition of the State Government. However, with the recent passage of
California State Proposition 1A, local government's share of the tax revenues
should stabilize. The desire would be to have a diverse revenue stream
generated by a diverse number of industries. This would soften the impact of a
downturn in any one industry. Through evaluation by source type, the City
can better understand the potential level of financial volatility in the general
fund help to offset the cyclical nature of the revenue streams.
110
I
I As shown below, Carlsbad has almost equal revenue generation from the
property tax (29%) and sales tax (27%). Transit occupancy tax generates
nearly 10% and development revenue generates 5%. Due to actions at the
State level, revenue derived from the VLF will be reduced over the coming year
from about $44 per capita to $5 per capita. This will be made up by increases
in property taxes.
2003 -04 General Fund Revenue Per Capita
$0 $100 $200 $300 $400 $500 $600 $700 $800 $900 $1,000 $1,100
Carlsbad
Chula Vista
19 Property Tax
^ Sales Tax
DTOT
m Development Rev.
• VLF
ACTION PLAN
Carlsbad does not have a defined formula for its revenue streams, however, the
identification of the sources of revenue and their overall impact is critical for
the effective development and implementation of the City's economic strategy.
Financial health is a necessity of local government, and based upon Council
direction, staff will continue to monitor, evaluate, and adjust as circumstances
change and relevant information becomes available. Results from any changes
in the revenue structure will take time to materialize and may not be fully
realized for several years.
POINT OF CONTACT
Joe Garuba, SrjManagement Analyst, (760) 434-2893, jgaru@ci.carlsbad.ca.us
111
Administrative Services
LONG-TERM FISCAL CONDITION
THE OUTCOME
Long-term financial health of the City's General Fund
THE MEASURE
Projected expenditures versus projected revenues for a ten (10) year timeframe.
WHAT THE DATA MEAN
The ten (10) year forecast provides the City with an early warning system that
detects fiscal problems before they occur, which provides the City an
opportunity to change its financial structure well before fiscal problems become
unmanageable. As long as the revenue line is equal to or higher than the
expenditure line, the City's fiscal structure is considered healthy. If the lines
cross (revenue falls below expenditure), a financial problem is indicated. The
number of years between today and the crossing of the lines gives an indication
of the immediacy of the problem, and the magnitude of the correction can be
determined by the distance between the expenditure and revenue lines.
DEPARTMENTS INVOLVED
All City Departments
BENCHMARK
A ten (10) year financial forecast for the General Fund that shows that
revenues will be equal to or exceed expenditures in each year.
m
RESULTS
General Fund Forecast Net Revenue over (under) Expenditures
Operating Forecast
General Fund
Millions
'04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15
Net Revenues over (under) Expenditures
ANALYSIS
Based on estimates developed during the 2004-05 budget process, the budget
is essentially balanced through fiscal year 2011-12. At that point, expenditures
begin to exceed revenues. Based on the defined benchmark for this measure,
the City is facing a picture of short to mid-term financial health. However, long-
term projections raise some important concerns. Corrective fiscal action was
taken during the 2004-05 budget process with significant success. The City
implemented a more rigorous budget review process, as well as a number of
revenue enhancement measures during the past fiscal year. The continued
uncertainty over how the State of California will resolve its long-term fiscal
issues remains an issue for future years. However, the passage of Proposition
1A, guaranteeing certain revenues to local government, and Proposition A,
renewing the TransNet program, will have a positive effect on Carlsbad's
financial future. The results of these measures will be reflected in the 10 year
forecast that will be presented to Council in January 2005.
The 10 year forecast summarized in this measure takes into consideration the
City's current operating plan including the construction of new facilities, labor
contracts, development projections, staffing projections, adjustments in
revenues and service level changes. Based on these inputs, the forecast is for
about seven years of General Fund surpluses or balanced budgets followed by
some small General Fund operating deficits. These deficits are related to the
opening of a number of new parks and the construction of a number of
infrastructure projects, as well as growing personnel costs. Revenues over the
10 year period are not projected to grow as quickly as operating costs, causing
the downward movement of the lines on the graph.
Staff has proposed the following system to assist in evaluating the level of
financial concern, and the extent of corrective action required Based on this
standard, the City's financial health falls into the second category, and may
improve to the top category after the effects of Propositions 1A and A are
included in the January 2005 forecast.
^ exceed
jiifrfhe. ':ife of the
Expenditures begin to exceed
revenues in the 6-10 year
range. •.-..• ' -.. ,'.]_•
Benchmark achieved. The City's long-term
financial health appears to be good into the
foreseeable future.
Some structural fiscal problems may exist.
Corrective action will be necessary in the
next few budget years.
Short-term financial health may be
acceptable, but significant concern exists
regarding long-term health. Corrective
action is called for in the next budget year.
Significant financial problems exist that
require immediate attention.
COPY
113
ACTION PLAN
During the last budget cycle, each department prepared a detailed forecast of
its budget needs for the next five years. These forecasts took into consideration
a number of scenarios, including operations under normal fiscal conditions,
and operation using a minimum of financial resources. Departments were
encouraged to look at service levels, alternate ways of delivering services, and
cost containment actions. In addition, staff initiated an effort to identify both
new sources of revenue and ways to enhance existing revenue sources for the
General Fund. The results of this work were successfully incorporated into the
2004-05 operating budget.
Continued effort to control the growth of expenditures and to enhance revenues
is needed, however, the immediate concerns raised in last year's report have
been addressed.
POINT OF CONTACT
Joe Garuba, Sr. Management Analyst, (760) 434-2893, jgaru@ci.carlsbad.ca.us
114
Administrative Services
OUTGOING PAYMENT PROCESSING
THE OUTCOME
Timely and accurate payments to vendors and employees, while ensuring
compliance with City policies and procedures
THE MEASUREMENT
• Percentage of payments made successfully: Successful payments are
payments that in a timely fashion reach the correct person, at the correct
destination and are then promptly deposited. This includes checks and
electronic funds transfers.
• Percentage of payments made electronically: Electronic payments are
payments transferred directly from the City of Carlsbad's bank to the
recipient's bank without a check being cut.
WHAT THE DATA MEAN
Successful Payments: Unsuccessful payments increase both staff time and
banking service costs. Unsuccessful payments include: stop payments,
unclaimed checks and checks returned for incorrect address.
Electronic Payments: Electronic payments ensure timely receipt and proper
delivery of payment.
DEPARTMENTS INVOLVED
All City Departments
BENCHMARK
Percentage of Successful Payments: An increase from year to year (fiscal) in
the percentage of successful payments processed.
Percentage of Electronic Payments: An increase from year to year (fiscal) in
the percentage of electronic payments processed.
RESULTS
Payments
Total Payments
Successful Payments #
Successful Payments %
Electronic Payments*
Electronic Payments %
FY 20O3- O4
39,581
39,420
99-6%
16,317
41.2%
115
Note: Checks returned for incorrect address were not available for inclusion in
this fiscal year.
ANALYSIS
This is a new measure, however, results will be based on both successful and
electronic payments made. Data should reflect an increase year to year when
compared to the prior year.
ACTION PLAN
• Continue to promote electronic payment processing. Electronic payments
are more accurate (correct name and address), promptly deposited, and
require less staff time.
• Take the necessary steps to ensure that all payments being made are as
accurate as possible (amount, payee, address, accounts numbers, etc.).
POINT OF CONTACT
Kevin Branca, Finance Manager, (760) 602-2418, kbran@ci.carlsbad.ca.us
116
Administrative Services
RISK MANAGEMENT - GENERAL LIABILITY EXPENDITURES
THE OUTCOME
Minimization of liability expenditures
THE MEASUREMENT
General liability expenditures per capita. The levels of expenditures reflect
departments' efforts to reduce liability exposure throughout the City.
WHAT THE DATA MEAN
The FY 2003 ICMA benchmark is the mean of general liability expenditures,
defined as miscellaneous claim expenditures, settlements, investigation fees,
attorney fees, court costs and liability insurance premiums for 5 cities,
including Carlsbad, under 100,000 in population. The FY 2000 and 2001
ICMA benchmarks were for non-vehicular liability losses per capita for cities
under 100,000 in population (see more under "Benchmark" below). Carlsbad's
results were limited to non-vehicular liability losses in FY 2001 only.
DEPARTMENTS INVOLVED
All City departments.
/>
BENCHMARK (J,
ICMA's measure was "Non-Vehicular Liability Losses" in FY 2000 and 2001. It
was changed to incorporate all liability expenditures where covered under one
insurance policy. All data, i.e., population and expenditures, reflect the same
period of ICMA's measurement.
RESULTS
Carlsbad
ICMA
Benchmark
FY 1999
$5.74
.
FY 2OOO
$2.94
$6.71
FY 2OO1
$6.74
$9.17
FY 2OO2
$7.35
$10.39
FY 2OO3
$15.07
$6.02
The amount of $15.07 was derived by dividing the total FY 2003 City
expenditures of $1,422,751 by an approximate city population of 94,400 for
this same time period.
117 COPY
ANALYSIS
Carlsbad's liability expenditures per capita for FY 2003 are significantly higher
than FY 2002. In addition, Carlsbad's expenditures were significantly higher
than the ICMA benchmark for the same time period.
The increase in expenditures was due predominantly to claim and litigation
costs, which nearly doubled. Nearly half of these costs represent one case.
Most of the remainder is spread over four cases, all unrelated. None of the
cases are due to any policy or operational changes from the previous year.
Carlsbad does not compare well this year against other cities submitting data
to ICMA and sharing the population category of less than 100,000. The cities
in this category comprising the benchmark last year did not submit data to
ICMA this year. This year, ICMA's participants in the less than 100,000
population category are predominantly small cities, with populations of about
25,000 to 50,000.
ACTION PLAN
Risk Management will continue to use ICMA data for cost comparison
purposes, unless a better benchmark is identified. A service measure will be
developed for next year.
POINT OF CONTACT
Erin Letsch, Risk Manager, (760) 602-2470, elets@ci.carlsbad.ca.us
118
2
OL 2.
3> 3
=T SPi? >-,
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Learning, Culture and Arts
Promote and support continuous
learning, cultural opportunities and
the arts within the community and
the City organization
Learning Indicators
State Library Ranking
Library Cost Effectiveness
Library Satisfaction
Recreation Sportsmanship
Recreation Customer Service and
Satisfaction
Recreation Cost Effectiveness
Growth Management Libraries
Management Goals
• Top Quality Leadership program
• Learning Center
• Library Employee Training
• Staff support for Volunteer program
• Supervisor Training
• Community Development - Skill
Assessment and Appraisal
119
120
Learning, Culture, and Arts
Why is Learning, Culture and Arts important to Carlsbad?
A community organization that continually supports learning represents a community that will
continue to grow, change, and remain vital. Vitality is imperative if a community is going to thrive
and compete. Whether it is to attract businesses that assist with the community's economic
health or to attract quality employees, continual learning must be a priority. Learning enables
Carlsbad to remain both a top quality organization and community.
LIBRARY
Carlsbad libraries continue to rank #1,
against 32 libraries with similar population
size in the State of California. This ranking
compares libraries in 13 categories.
Carlsbad ranks the highest in the State in
total full-time equivalents, expenditures per
capita ($84.80), microforms, and audio
materials.
In the Public Opinion Survey residents
have consistently ranked library services as
good or excellent.
The City has made a significant
commitment to Learning through the
purchase of the former Girls Club of
Carlsbad located on Eureka Place across
from Holiday Park. This new "Learning
Center" will ultimately be home to Centre
de Informacion, the Adult Learning Center
and other library operations.
COPY
Library Cost per capita
Fiscal Year
02-03
03-04
Benchmark
$82.80
$85.86
Carlsbad
$82.80
$84.80
Overall State Ranking
Benchmark
5th or higher
2001
4th
2002
2nd
2003
1st
2004
1st
Citizen Satisfaction
Benchmark
90%
2000
96%
2001
96%
2002
96%
2003
97%
2004
NA
ARTS
The Arts Office continues to provide a wide variety
of art experiences for all ages. During its 2004
program year Jazz in the Parks broke all prior
attendance records.
The Cannon Gallery hosted five exhibitions.
"Beasts & Bones: The Cartoneria of the Linares
family" had over 8,000 attendees, not including
art education classes. The only recipient in San
Diego County, the Cannon Art Gallery was
awarded a prestigious "Museums for America"
grant from the Institute for Museum and Library
Services in Washington.
The Arts office is presently developing a three-year
strategic plan. Performance Measures for the Arts
program will be developed as part of this plan.
121
RECREATION
PROGRAMMING
The Recreation Department provides
opportunities for citizens and visitors to
recreate and continue life long learning
through a vast array of programs and
classes.
The Recreation Department's T.R.U.S.T.
(Teaching Respect, Unity, and
Sportsmanship through Teamwork)
program continues to make great
strides. Since its inception in 2001,
there have been significant
improvements in the sportsmanship
displayed by participants, coaches, and
spectators. In 2004 the T.R.U.S.T.
program was expanded to include all
programs offered by the Recreation
Department from preschool to the
Senior Center. Future plans are to
formalize the program by presenting it
to the City Council and to expand the
program to outside groups that utilize
Carlsbad facilities and fields. Cities
across California have contacted the
department for guidance in setting up
similar programs for their community.
In 2004, to enhance customer service,
on-line registration became a reality for
recreation classes, programs and
activities, including the ability to
determine if a facility or park is
available for rental.
What does it all mean?
The City of Carlsbad has made a
significant financial commitment to its
Recreation, Libraries and Arts
programs. This commitment has
culminated in an array of diverse
opportunities for citizens to participate
in activities encouraging life long
learning.
Overall citizens have expressed their
satisfaction with these opportunities.
With the addition of the new parks
that are presently in various states of
design and development, these
opportunities and the quality of life in
Carlsbad will continue to improve.
Adult Sports Leagues
BENCHMARK
90% rating very
good or better
Technicals /
ejections / susp.
2000
55%
46/37/37
2001
67%
25/27/15
.2002
74%
17/14/6
2003
78%
15/7/4
2004 «r-
80',,
17/12/4 I"
Youth Sports Leag
BENCHMARK
90% rating very
good or better
Technicals /
ejections / susp.
ue
2000
11%
43/7/0
2001
22%
35/4/0
2002
41%
26/3/0
2003
96%
13/0/0
2004 J-
95% J
8/2/1 JL
RECREATION - PARK PLANNING
In an effort to comply with the Growth Management •
Plan, the City has embarked on its most robust,
park development planning in its history, hi 2004,
Leo Carrillo Historic Park was dedicated and -
opened. Aviara Park is under construction, as is ^
Hidden Canyon Park. Construction on Pine Park
will begin in early 2005 and Alga Norte Park is
currently being designed. Phase one of the g'"
course is underway. Park Planning is present..,
working to receive final approval from various
environmental groups. Construction of Phase 2 of
the golf course is slated to begin in late 2005.
122 BEST
Community Services
LIBRARY RANKING
THE OUTCOME
Top quality library services
THE MEASUREMENT
The Library Development Services Bureau of the California State Library
collects statistical data annually from all California libraries. There are 13
basic ratings based on this data that appear annually in CALIFORNIA LIBRARY
STATISTICS covering data from the previous fiscal year. The State uses seven
population categories for public library rankings. Carlsbad is one of 31
libraries in the 60,000 to 100,000-population category.
WHAT THE DATA MEAN
Measurements used in this rating system are basic to all public libraries and,
when related to per capita levels of activity, are accurate ways to compare the
Carlsbad City Library to other top quality libraries in California. High index
ratings are an indicator of excellence and establish benchmarks for both
internal and external comparisons.
DEPARTMENTS INVOLVED
Library
BENCHMARK
The Carlsbad City Library will be ranked above the 90th percentile among
public libraries in the state in cities of 60,000 to 100,000 population. For 2004,
the 90th percentile equates to a ranking of third or better.
RESULTS
The benchmark was achieved by reaching an averaged ranking of first.
Carlsbad remained in first place, which is the same ranking as last year among
the 32 city libraries in California in the 60,000 - 100,000-population category.
(One city changed population categories this year, thereby reducing the total
number of libraries from 32 to 31 in the 60,000 - 100,000 range.)
Benchmark
5th or Higher
2OO1
4th
2002
2nd
2O03
1st
2004
1st
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ANALYSIS
Carlsbad was ranked against 31 other libraries in 13 measurement categories.
Compared to the previous year, Carlsbad improved its ranking in three
categories (Audio Materials, Periodicals, and Reference Questions per capita).
Carlsbad dropped slightly in three categories (Circulation per capita, Library
Attendance, and Children's Program Attendance), but remained the same in all
other categories. The table below shows how Carlsbad ranks with the top rated
public libraries in California in the key measurement categories:
Top Library Rankings
Librarian FTE
Total FTE
Expenditures per
cap.
Volumes
Microforms
Audio materials
Videos
Periodicals
Circulation per cap.
Ref. Questions per
cap.
Library attendance
Program attendance
Registered
borrowers
TOTAL
RANK
Carlsbad
3
1
1
4
1
1
3
2
4
2
6
5
3
36
JST
Newport
Beach
4
4
7
1
2
3
1
4
2
1
3
10
6
48
2ND
Santa
Monica
1
2
3
2
13
.2
5
6
9
4
5
3
4
59
3RD
Mountain
View
5
7
8
5
8
5
7
11
3
5
7
7
80
86
4TH
Palo
Alto
2
6
2
6
20
6
6
3
1
7
2
6
20
87
5™
Redwood
City
6
3
4
13
7
4
2
5
8
22
13
1
12
100
6™
ACTION PLAN
Staff will continue to analyze collection use, patron suggestions, and phasing of
new technologies to see if they lead to any changes in the library's
performance. Staff will also analyze the value of tracking and measuring
categories, such as Collection Holdings, which are more connected to multiple
branches in larger geographical areas. However, these may not be as valid as
per capita measures in indicating quality or performance. Future
measurements may also need a weighting system, so that emphasis can be
placed on categories of highest priority.
POINT OF CONTACT
Cheryl Mast, Management Analyst, (760) 602-2014, cmast@ci.carlsbad.ca.us
124
Community Services
LIBRARY OPERATING COST
THE OUTCOME
Efficient use of library funding
THE MEASUREMENT
Operating costs per capita for library services
WHAT THE DATA MEAN
Tracking the library's costs per capita provides an opportunity to compare
year-to-year costs of library services and an opportunity to compare costs to
other cities of similar size and economic composition.
.o-year COSLS 01 iiorary services ana an oppon
cities of similar size and economic composition.
WHAT THE DATA MEAN
Tracking the
year-to-year c<
other cities of:
BENCHMARK
The operating cost per capita will not exceed baseline budget plus annual CPI.
2003-04 library actual expenditures = $8,004,952/94,400 pop. = $84.80 per
capita
RESULTS
Fiscal Year
02-03
03-04
Benchmark
$82.80
$85.86*
Carlsbad
$82.80
$84.80
*02-03 Benchmark plus CPI (3.7%)
ANALYSIS
This is the second year for this analysis. Library expenditures did not exceed
the Baseline General Fund budget.
ACTION PLAN
For FY 2004-05, library staff will utilize CALIFORNIA LIBRARY STATISTICS
data for expenditure comparisons. Future measurement may also include
grant funding and revenue utilized to offset General Fund expenditures.
POINT OF CONTACT
Cheryl Mast, Management Analyst, (760) 602-2014, cmast@ci.carlsbad.ca.us
125
Community Services
LIBRARY SERVICES CUSTOMER SATISFACTION
THE OUTCOME
High level of citizen satisfaction with library services
THE MEASUREMENT
Satisfaction with library services is measured by results from the Citywide
phone survey asking the question, "How do you rate the library's overall
services?"
WHAT THE DATA MEAN
Results of the annual phone survey provide feedback to staff on how citizens
rate their satisfaction with library services. Changes in this rating give staff a
snapshot of how users perceive library services and whether there are any
trends over a period of years.
BENCHMARK
90% of survey respondents rate their satisfaction with Library services as
"Good" or "Excellent."
RESULTS
Benchmark
90%
2000
96%
2001
96%
2002
96%
2003
97%
2O04
NA
ANALYSIS
Due to the consistently high rating that residents have expressed in their
overall satisfaction with library services over the past four years, staff decided
to exclude customer satisfaction from this year's survey.
ACTION PLAN
Continue to monitor and evaluate the overall satisfaction rating of library
services through the Citywide survey in future years.
One possible change may be to have "services" more accurately defined in the
Citywide survey. It would be helpful to know, for example, whether the public
perceives services to include resources, staff attitudes, hours of operation, and
condition of facilities. It may be useful to break out these as separate
components of "services" so that staff can focus on specific areas that may
need improvement. If it is not possible to include these specifics in the
126
Citywide survey, the library may develop an in-house survey of patrons or
possibly develop a focus group.
POINT OF CONTACT
Cheryl Mast, Management Analyst, (760) 602-2014, cmast@ci.carlsbad.ca.us
127
Community Services
LIBRARY GROWTH MANAGEMENT STANDARD
THE OUTCOME
Adequate facility space to house library services and resources
THE MEASUREMENT
Square footage per capita. The current Growth Management Standard is 0.8
square feet of library space per capita.
WHAT THE DATA MEAN (
Space (leased/owned, public/non-public) is a standard library measurement of
customer use and satisfaction and includes collection space, seating, meeting
rooms, staff areas, technology, and other public facility needs. A performance
standard for library facilities was adopted by the City Council in 1986 as part
of the Growth Management Program's Citywide Facilities and Improvements
Plan. This standard was originally developed at that time based on surveys of
other libraries of comparable size and based on related standards (such as
volumes per capita) set by the American Library Association.
DEPARTMENTS INVOLVED
Library
RESULTS
Based on the benchmark standard and assuming a January 2004 estimated
population of 92,995, the library, with 92,240 square feet of leased and owned
space, is currently 16,479 square feet in excess of the standard.
ANALYSIS
The latest SANDAG forecast estimates the City's build-out population will be
128,723 in 2030. Carlsbad's population would need to reach about 115,000 to
trigger the need for expanded library space. Growth to this population level is
projected to be achieved in 2016, when there will be an estimated population of
115,245. The needed additional space will likely be programmed into a new
Cole Library. Future space will also be added with a Learning Center and the
possible relocation of existing resources at Cole, such as Genealogy and Local
History, to another facility. Some of these steps may need to be taken in the
next few years to enable the library to manage the projected growth of
collections until a major expansion occurs.
128
ACTION PLAN
Staff will continue to monitor population growth projections, trends in library
use, customer service issues, impacts of new technology, and how all of these
relate to space needed for resources and services.
POINT OF CONTACT
Cheryl Mast, Management Analyst, (760) 602-2014, cmast@ci.carlsbad.ca.us
129
Community Services
RECREATION PROGRAM SPORTSMANSHIP
THE OUTCOME
A High level of customer satisfaction, program enrichment and safety through
sportsmanship
THE MEASUREMENT
This measure uses a multi-method approach combining:
• Survey results
• Participant complaints/compliments
• Incident reports
The Recreation Department surveyed participants, coaches and parents on
their perception of sportsmanship in our programs. The survey results rate
their responses to their perception of sportsmanship, their agreement with the
implementation of the sportsmanship philosophy, and experiences they have
had involving sportsmanship in our current programs.
We have collected data on the number of ejections, suspensions and
"technicals" administered during our sports leagues.
WHAT THE DATA MEAN
The survey results measure the sense of sportsmanship our participants,
parents, and volunteer coaches experience and observe in our programs.
The number of ejections, suspensions and "technicals" measure the actual
number of customers who are directly affected by their own unsportsmanlike
conduct.
DEPARTMENTS INVOLVED
Recreation
BENCHMARK
This measure is unique to the City of Carlsbad's Recreation Department;
therefore the benchmark has been developed through our own surveys. An
initial benchmark of 90% of all surveys received will rate Carlsbad
Sportsmanship program as "very good" or better (4 or 5 on a 1-5 scale) was set.
130
MM RESULTS
The year 2000 figures are statistics taken prior to the implementation of the
TRUST program. The year 2001 reflects statistics after introducing the
program to league officials, team managers, volunteer coaches, and/or City
staff. The year 2002 results are after training, implementing and enforcing the
program to league officials, team managers volunteer coaches, and/or City
staff. 2003 numbers represent statistics after expanding our TRUST program
further in each program area. The year 2004 numbers represent further
expansion and implementation of the TRUST Program to all Adult Sports
participants, the Department's inaugural Pee Wee Indoor Soccer Program, and
all contractors of seasonal camps.
Results of the survey asking, "What are your observations regarding the level of
sportsmanship in our leagues?" are contained in the tables below:
Carlsbad Adult Sports Leagues:
Softball, Basketball, and Soccer
Benchmark
90% rating very good or better
Technicals/ ejections/ suspensions
2OOO
55%
46/37/37
2001
67%
25/27/15
20O2
74% .
17/14/6
2OO3
78%
15/7/4
2004
80%
17/12/4
Carlsbad Youth Sports Leagues:
Basketball, Pee Wee Indoor Soccer, and Sports Camps
Benchmark
90% rating very good or better
Technicals/ ejections/ suspensions
2000
11%
43/7/0
20O1
22%
35/4/0
20O2
41%
26/3/0
2003
96%
13/0/0
2O04
95%
8/2/1
ANALYSIS
Adult Sports Program: The expansion of our TRUST program in the adult
sports Softball, basketball and soccer leagues continues to have a positive
influence. For the 2004 seasons staff focused on expanding the promotion of
the TRUST program, not only to team managers, but also to the league
participants. Literature with information about our TRUST program was given
to each player, and staff verbally communicated and promoted the
sportsmanship program prior to the first game, and required the participants
to sign a "Code of Conduct" high lighting the TRUST Program.
In the four years since implementing the program, we have seen a significant
decrease in the number of technicals, ejections, and suspensions within the
programs, and the team manager's perception of sportsmanship has risen. We
attribute this to the efforts made by the adult sports office staff to educate and
enforce our sportsmanship philosophy to all of our adult softball, basketball
131
and soccer league managers and participants, officials, spectators and City
staff. Training the team managers and participants involves using the National
Alliance for Youth Sports (NAYS) training material. The overall response and
feedback from our league managers is in support of continuing this program.
We also introduced, educated and enforced sportsmanship in all Recreation
activities. Staff has been successful in developing a department-wide "Code of
Conduct" for all programs; from Youth and Adult Sports Leagues, Youth
Seasonal Camps, Preschool Programs, After School Stay *N' Play Programs,
Aquatics Center, Senior Center Activities, and during "open play" gym sessions.
Staff is passing on this philosophy by verbal communication and promotional
materials. These materials include banners and posters displaying the TRUST
Program in the gymnasiums, Aquatic Center, Administration Offices,
Recreation Facilities, and Athletic Fields.
Youth Sports Program: The YSO introduced our TRUST program during the
2001 season of youth basketball. The initial introduction was done at the
volunteer coach's level in addition to City staff. The Youth Sports Program
incorporates four different populations that influence the level of
sportsmanship within the program (officials, coaches, parents and youth
participants).
During the 2002 season, staff selected only volunteer coachs who were
supportive of our TRUST philosophy. We also initiated a coach's clinic to
educate and train the volunteer coaches regarding the TRUST program.
Our 2003 season focused on continuing our education of the TRUST Program
for officials, volunteer coaches, parents, and staff. The success of our TRUST
program in the youth sports arena can be attributed to the training material
used from NAYS. With this material, we have successfully trained and re-
trained our volunteer coaches through the National Youth Sports Coaches
Association (NYSCA). The parents continued to be educated and certified
through the Parents Association for Youth Sports (PAYS). The NAYS training
program involves certification through educational testing materials,
brochures, and training videos.
For the 2004 Youth Basketball Season, staff has continued with the above-
mentioned training for all patrons, as well as implemented a "Code of Conduct"
for all youth participants to sign with a parent.
ACTION PLAN
Adult Sports Program: The Adult Sports staff will continue in its effort to
further educate and enforce the TRUST program to the league managers and
participants, officials, spectators and City Staff. This will be accomplished by
continuing to use the NAYS training material, communicating with the team
managers on an ongoing basis during the seasons, implementing more severe
132
penalties to discipline violators, and mandating all managers to sign a "Code of
Conduct" in order to participate in our leagues. In 2004, staff required that all
participants also sign the Adult Sports "Code of Conduct", which entailed
conducting sportsmanship training prior to the beginning of each sport's first
game. (This endeavor involves over 4,000 program participants).
In 2005, staff will continue to train all managers and participants in softball,
basketball, and soccer programs of the TRUST/Sportsmanship Program. Staff
will explore different ways to promote sportsmanship.
Youth Sports Program: The Youth Sports staff will continue to educate, train
and enforce the TRUST program to City staff, volunteer coaches, parents, and
youth participants through clinics and training opportunities. This will involve
requiring re-certification annually for all staff, coaches, and parents through
the NAYS training program. In 2004, staff expanded sportsmanship training to
all sports camp contractors. This required each instructor to sign the
Department-wide "Code of Conduct" to promote this philosophy in our youth
seasonal sports camps.
Staff has also conducted presentations of the TRUST Program to the Parks and
Recreation Commission, California Parks and Recreation Society (CPRS)
District 12 meeting, and the Southern California Municipal Athletic Federation
(SCMAF) District 10 meeting. The progress Carlsbad has made in raising the
awareness of Sportsmanship has brought the idea to other agencies to
implement a similar program.
POINT OF CONTACT
Gian Lauro, Recreation Area Manager, (760) 602-4691, glaur@ci.carlsbad.ca.us
133
Community Services
RECREATION & PARK PLANNING OPERATING COST
THE OUTCOME
Provide recreation and park planning services in a cost effective manner
THE MEASUREMENT
Operating costs per capita for recreation and park planning services
WHAT THE DATA MEAN
Tracking Recreation and Park Planning costs per capita provides an
opportunity to compare year-to-year costs of these services and an opportunity
to compare costs to other cities of similar size and economic composition.
BENCHMARK
Thls_0perating cost per capita will not exceed baseline budget plus annual CPI.
RESULTS
FISCAL YEAR
02-03
03-04
BENCHMARK
$52.80
$54.75*
CARLSBAD
$52.80
$55.30
* 02-03 benchmark plus 3.7% CPI
ANALYSIS
Recreation spent $5,220,680 in fiscal year 03 - 04. Utilizing the population
figure of 94,400 and the CPI of 3.7% the cost per capita is $55.30. This is an
increase of 55 cents per citizen over fiscal year 02-03. This increase could be
due in part to the increases in employee benefit costs, particularly PERS.
Staff has been working with many cities in San Diego County regarding their
per capita costs. Carlsbad is the second highest city in per capita spending on
recreation services with Vista being number one ($61.18).
Unfortunately, what is being discovered is that cities do not provide identical
services through their recreation departments. For example, Carlsbad costs
include park planning, many cities do not include park planning in their
recreation budgets. Just as, many recreation departments include park
maintenance, which Carlsbad does not.
134
ACTION PLAN
Staff will continue to compare themselves to other Cities of similar size and
economic composition. In the coming year, further efforts will be made to
clarify what costs are being reflected in each of the comparison cities recreation
budgets. Efforts will be made to identify and back out those programs/services
that do not match the divisions/services provided in the Carlsbad Recreation
Department budget.
Staff was unable to develop this measure utilizing the revenue raised through
Recreation programs, which offset General Fund expenditures. In the corning
year, staff will work with Finance to develop this cost measure to more
precisely reflect the true Recreation budget and costs. Also, Park Planning may
be removed from this measure depending on which recreation departments will
be used against which to benchmark.
Recreation has a required goal level of a self-sustaining percentage for many
programs. An intense analysis of self-sustaining and how that is defined is
currently underway. Due to the complexity of this analysis, it is difficult to
predict how this particular measure may evolve once that information is
ascertained.
POINT OF CONTACT
Sue Spickard, 760-434-4651, sspic@ci.carlsbad.ca.us
135
Community Services
RECREATION CUSTOMER SERVICE & SATISFACTION
THE OUTCOME
A high level of customer satisfaction
THE MEASUREMENT
Customer surveys will be distributed to residents through the water bills of
Carlsbad Municipal Water District and Vallecitos Water District.
WHAT THE DATA MEAN
Highly satisfied customers are an indication that the Recreation Department is
providing services in a satisfactory manner.
DEPARTMENTS INVOLOVED
Recreation
BENCHMARK
90% of customers rate all Recreations services as "Good or Excellent" (4 or 5
on a 1-5 scale) in all customer service survey categories.
RESULTS
Recreation Department
Staff Courtesy
Staff Knowledge
Quality of Telephone Contact
Classes/Activities Offered
Fees - Competitive
Registration Procedures
Overall Rating - Recreation Programs
% Respondents at Good or
Excellent
20O1
98
94
91
93
92
89
97
2002
98
96
94
95
93
90
97
2O03*
96
93
86
87
88
81
92
2OO4
94
91
85
83
84
83
89
*Survey methodology changed
ANALYSIS
Survey methodology has changed over the years. In 2001 and 2002, the
survey was available through handouts provided at the different City facilities
and parks. However upon analysis, staff felt that many residents were
overlooked. In 2003, the survey was distributed in the water bills of Carlsbad
Municipal Water District (CMWD). Through this process, over 1,000 surveys
were returned. A drawback to primarily using CMWD was that it does not
136
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:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
:
service the entire City, particularly the southeast quadrant. In an effort to
reach the southeast portion, the recent survey was mailed out and included in
the Vallecitos Water District. This resulted in an increase in the number of
surveys returned from 1,000 in 2003 to 1,800 in 2004; an 80% increase in
participation from the prior year.
Distributing the survey through the water bills of both agencies provided a
broader resident perspective of customer service and satisfaction. After
gathering the data, two factors became evident: (1) the number of respondents
increased by using another delivery source and (2) that the service and
satisfaction levels have decreased. At this time it is unknown what may have
caused this decrease, and staff will evaluate future surveys to identify any
trends.
RECREATION CUSTOMER SERVICE & SATISFACTION
Staff Courtesy Staff Knowledge Overall Rating -
Recreation Programs
Although ratings are down throughout most of the categories, the lower
rankings are not considered statistically significant. Only a minor percentage of
residents responded that their needs were not met. Of the seven surveyed
questions, each received ratings of 80% or higher in the categories of "Good" or
"Excellent." A category that declined from prior years was "Classes/Activities
Offered." Currently, staff attempts to schedule facilities for maximum
utilization for instructional programs while balancing time for community
activities and rentals. In the future, the City is expected to open several
facilities, which may impact this rating. Another area that received lower
ratings was registration procedures. By offering online registration, this rating
might reflect the unfamiliarity with the new system.
137
With responses of "Good" or "Excellent^ the overall rating of Recreation is 89%,
which almost meets the benchmark of 4*0%.
ACTION PLAN
Surprisingly, there were many respondents who are unaware of the parks,
recreation programs, and facilities in Carlsbad. Those who included an
address or a phone number will be contacted by staff to let them know about
the Community Services Brochure mailed to each household in Carlsbad three
times per year.
After analysis of the survey results, staff believes that some of the survey
questions may be ambiguous. Staff will be reviewing the questions and
working with the Performance Measurement Team to clarify questions for next
year.
Staff will continue to analyze the data to ascertain why responses to the survey
questions resulted in lower ratings across the board this year. One possibility
is differences in satisfaction between residents in the North and South. The
reason for these discrepancies and others will become more clear after next
year's survey results are compiled and analyzed. Although the ranking of
registration procedures did improve somewhat, it is difficult to give credit to
online registration, until next year's results are evaluated.
Fee studies for programs and facilities are done annually. This process will
continue to make certain that our charges are competitive with neighboring
programs.
Customer service will remain among the top issues for the Department.
Telephone and front desk customer service guidelines are being established to
ensure that there is consistency in service delivery at all centers and park
facilities.
The manner in which the survey is delivered will be examined. The current
delivery of surveys in the water bills seems to be effective, but is not cost
efficient. Consideration will also be given to the inclusion of addresses in
Carlsbad that are in the Olivenhein Municipal Water District and working with
Public Works to distribute the survey through Waste Management.
POINT OF CONTACT
Sue Spickard, 760-434-4651, sspic@ci.carlsbad.ca.us
138
Administrative Services
TRAINING & DEVELOPMENT COST - CITY EMPLOYEES
THE OUTCOME
Provide employee development and training services in a cost effective manner
THE MEASUREMENT
Human Resources annual training and development expenditures per number
of full-time employees and number of staff trained
WHAT THE DATA MEANS
This cost efficiency measure can monitor the fiscally responsible use of funds
allocated to the Human Resources Training and Development budget.
DEPARTMENTS INVOLVED
Human Resources
BENCHMARK
Expenditure figures include training/instructor fees, supplies, materials and
other direct costs. The figures do not include facilities costs, support staff
salary or time away from the job. Benchmark agencies of similar size that
provide similar services will be selected.
RESULTS
New measure - to be developed. '
ANALYSIS
New measure - to be developed.
ACTION PLAN
The Human Resources Department will continue to analyze training and
development expenditures and compare them with other high-performing
agencies. Staff will also work on the development and acquisition of an
accurate and effective training tracking mechanism necessary to provide
training and development head count statistics.
POINT OF CONTACT
Harriet Gerza, Human Resources Manager, 760-602-2437,
hgerz@ci.carlsbad.ca.us
139
Administrative Services
TRAINING & DEVELOPMENT SATISFACTION- CITY EMPLOYEES
THE OUTCOME
A high level of employee satisfaction with the City of Carlsbad's training and
development program
THE MEASUREMENT
A newly designed training and development satisfaction survey
WHAT THE DATA MEANS
The data will assess the current strengths and weaknesses of the City's
employee training and development program from the perspective of City staff.
Recommendations will be given based on the analysis of the data gathered.
DEPARTMENTS INVOLVED
Human Resources
BENCHMARK
90% of City staff attending citywide training will rate their employee
development experience as "Good" or "Excellent."
RESULTS
New Measure - to be developed.
ANALYSIS
New Measure - to be developed.
ACTION PLAN
The Human Resources Department will work to develop an employee
satisfaction survey instrument.
POINT OF CONTACT
Harriet Gerza, Human Resources Manager, 760-602-2437,
hgerz@ci. carlsbad. ca. us
140
01 T3
— rt><f 3
inTJ0)
Parks, Open Space and Trails
i
i
Acquire, develop and maintain a broad range of open space and
recreational facilities that actively address citizen needs which are
fiscally responsible and are consistent with the General Plan and
Growth Management Standards.
i
i
Parks, Open Space and Trails
Indicators
Park Service Delivery
Park Maintenance Cost
Parks Customer Service and
Satisfaction
Trails Service Delivery
Trails Maintenance Cost
Trails Customer Satisfaction
Growth Management Parks
Growth Management Open Space
Management Goals
Parks Performance Improvements
Habitat Management Implementation
Carlsbad Golf Course Project
Pine Park (NW Quadrant)
Alga Norte Community Park (SE
Quadrant)
141
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142
Parks, Open Space and Trails
Why are Parks, Open
Space and Trails
Important to Carlsbad?
Parks are an important part"
of the City for those who
live, work and play in
Carlsbad. They enhance the
quality of life by providing
attractive, colorful and
diverse green spaces.
Parks and open space
encourage a healthy lifestyle
by creating opportunities for
recreation and relaxation.
As the open space around
the City diminishes, the
preservation of natural areas
becomes increasingly
important.
(j
1
Highlights
• There are now 14 miles of trails in the Citywide
trails network
• Park customer satisfaction and service delivery
measures are very strong.
• Park maintenance costs continue to escalate
• The addition of several parks in the next few
years will address identified Growth
Management issues.
Customer satisfaction levels show the vast majority of respondents giving a
favorable rating of the city parks over the last five years. This year was no
exception with 92 % of the respondents rating the condition of the parks as good
or excellent
The service delivery component of the parks evaluation was revised and
implemented last year. Feedback is obtained from an evaluation that uses
citizens, outside professionals, and City employees to rate maintenance levels as
observed on-site at various parks throughout the City. This year, the
benchmark of obtaining 90% of the ratings as good or excellent (7 or higher on a
10-point scale) was obtained for the first time.
% Of Responses Greater Than Or Equal To 7
Evaluation
Date:
Nov. 17, 2003
May 5, 2004
Nov. 18, 2004
Laguna
Riviera
75%
100%
97%
Calavera
Hills
73%
100%
95%
Stage-
coach
Park
90%
98%
N/A
La Costa
Canyon
Park
85%
93%
90%
Leo
CarriOo
Park
N/A
N/A
100%
Poin-
settia
Park
N/A
N/A
100%
Magee
Park
N/A
96%
90%
Holiday
Park
84%
98%
96%
Cannon
Park
N/A
N/A
86%
Down-
town
90%
98%
92%
Overall<.-trating
83%
98%
94%
COPY 143
Parks currently in the development
process include:
• Aviara Community Park
• Hidden Canyon Community
Park
• Alga Norte Park
• Pine Community Park
The addition of these parks will
address all identified areas of
concern with the Growth
Management Plan for Parks.
Park maintenance costs (based on
costs per acre) have exceeded the
benchmark for the third consecutive
year.
The most significant contributing
factor to the rising costs per acre is
that personnel costs have risen, on
average, 16% each year for the past
three years.
PARK MAINTENANCE
CARLSBAD
2000
2001
2002
2003
2004
BENCHMARK
$8,329
$9,043
$9,310
$9,692
$10,051
COST /ACRE
$8,329
$8,956
$9,422
$10,305
$11,078
The Citywide Trails Master Plan identifies
approximately 58 miles of multi-use
recreational trails to be completed at build out.
At the end of fiscal year 2004, there were
approximately 14 miles of maintained trails
throughout the City. Additional trails are
expected at a rate of approximately 4 miles per
year for the next ten years.
COPY
What Does This Mean For Carlsbad?
Overall results from the 2004 Performance Measures and Growth Management Standards
indicate that the City is doing a good job in maintaining the existing parks, trails and open
space. Customer satisfaction remains high, but the associated cost of park maintenance
has exceeded the benchmark in each of the last three years.
Identified areas of concern in the Growth Management Plan have been addressed and park
sites are being developed to ensure compliance with the Growth Management Standard in
the future. Trails have been added at a rate of at least 4 miles of trails per year in each of
the last two years, and a plan is in place to continue this development. As customer
satisfaction and service delivery continue to be strong, the major area of concern is
maintenance costs for new park facilities.
144
Public Works
PARK SERVICE DELIVERY
THE OUTCOME
Well maintained and safe parks
THE MEASUREMENT
By utilizing the Maintenance Assessment Program, rate the condition of City
parks based on observation by community representatives, City employees,
and outside professionals.
WHAT THE DATA MEANS
The Maintenance Assessment Program utilizes community representatives,
outside professionals, and city employees to rate the overall quality of care a
park is receiving. Observers complete a rating form while conducting an on-
site evaluation, results are tabulated and an overall score is obtained. Areas of
focus include irrigation, turf maintenance, tree maintenance, ground cover,
litter control, restroom maintenance, tot lot maintenance, parking lot
maintenance, park furnishings, and sports court maintenance. By establishing
an objective rating value for City parks, the data from observers can be
measured and compared to the established benchmark and opportunities for
improvement in procedures, policies and/or methods of operations can be
explored.
DEPARTMENT INVOLVED
General Services/Parks Maintenance
BENCHMARK
90% of the ratings are at or above 7 on a 10-point scale (1 being the lowest and
10 being the highest).
RESULTS
BENCHMARK
90%
Fall
2003
83%
Spring
2OO4
98%
Fall
2004
94%
ANALYSIS
This is a measure that uses the Maintenance Assessment Program to obtain
feedback from outside observers on the condition of City parks. If the
condition of a park is rated low, staff will investigate and take corrective action
if appropriate.
145
Last year's performance measure reported on the first full-scale assessment
that was conducted in the fall of 2003. Since that time, we have conducted two
reviews in 2004, one in the spring and the other in the fall. In these two
reviews, three observer teams consisting of three to four raters visited a total of
seven parks in the spring and nine parks in the fall. Teams consisted of at
least one outside professional, one representative from the Parks and
Recreation Commission and one City employee. In addition to the parks, the
downtown area of Carlsbad was also rated using the same form. The parks
that were evaluated are listed below. For every assessment, a sampling of
different parks will be selected for review to achieve an overall representation of
park maintenance; therefore not all parks will have a rating for each
evaluation.
A breakdown of the ratings for the parks that were evaluated follows:
J/o Of Responses Greater Than.Or Equal To 7
The most recent evaluation resulted in an overall park rating of 94%. This
fluctuated between locations from 86% at Cannon Park to 100% at Leo Carrillo
and Poinsettia. Although the overall results meet the benchmark, and the
results were not significantly less than the previous evaluation, all of the park
sites showed a slight decline in maintenance levels from the previous
evaluation results. This is believed to be due primarily to seasonal variations
in the parks appearance. Areas of concern were noted for ground cover, and
shrub and planter maintenance, although these ratings were still strong with
an overall rating of 89%.
The downtown area is a highly visible area of the City and requires many of the
same types of maintenance activities as a park. It is frequented by tourists,
business people and citizens, and is a central location for a variety of special
events. The downtown area received an excellent overall rating of 92%, and
received comments such as, "The walk along the above sea wall is clean and
well-maintained."
1
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146 COPY
ACTION PLAN
• Analyze identified areas of concern and consider the submission of
Capital Improvement Projects during the 05-06 budget process. Areas to
consider are:
~ Tot lot equipment at La Costa Canyon Park
~ Park furnishings at Holiday Park
• Recently a Parks superintendent position has been filled to oversee the
Parks Department. The Parks superintendent is currently in the process
of developing a staffing plan that balances fulltime staffing needs with
seasonal help. Over the next year, this plan should be finalized and
implemented.
• Review results of pilot program to contract out school field maintenance
and restroom maintenance. Analyze results and achieve balance.
POINT OF CONTACT
Kyle Lancaster, Parks Superintendent, (760)434-2941, klanc@ci.carlsbad.ca.us
147
Public Works
PARK MAINTENANCE COST
THE OUTCOME
Park cost efficiency
THE MEASUREMENT
Maintenance cost per acre (annual actual expenditures/total acres of developed
parkland). This measurement excludes costs for capital expenditures.
WHAT THE DATA MEAN
A goal for park maintenance is to provide aesthetically appealing, well
maintained, and preserved parks. This measure can demonstrate fiscally
responsible use of funds allocated to park maintenance, and show how
resources are being used to achieve the identified goal.
DEPARTMENTS INVOLVED
General Services/Parks Maintenance
BENCHMARK
Carlsbad annual park maintenance cost per acre will not exceed $10,051. This
benchmark is calculated by taking the base year's benchmark and adjusting it
by the San Diego Consumer Price Index (CPI) each year (2.95% in 2002, 4.1%
in 2003, and 3.7% in 2004).
RESULTS
Carlsbad
2000
2001
2002
2003
2004
Expenditures
$2,248,783
$2,418,122
$2,544,013
$2,782,299
$3,079,933
Total Acres
270
270
270
270
278
Benchmark
$8,329
$9,043
$9,310
$9,692
$10,051
Cost/ Acre
$8,329
$8,956
$9,422
$10,305
$11,078
ANALYSIS
The results of our historical cost analysis show that park maintenance costs
per acre have increased at a rate greater than the CPI adjustment to
benchmark. This has occurred almost entirely as a result of increased
personnel and benefit costs. In particular, fiscal year 2004 costs showed a
27% increase in personnel costs with significant increases in Worker's
Compensation and PERS contributions. Also, part-time salary allocations
between the Parks Division and the Street Trees and Medians Landscaping
148
District resulted in increased part-time costs in Parks with a corresponding
reduction in the Street Trees and Medians Landscaping Districts budgets. In
contrast, operating expenses have generally increased more in line with the CPI
adjustment.
Park maintenance comparisons have always been difficult, as park
maintenance costs vary as a result of the intensity of use, the user groups and
park amenities, as well as seasonal and climatic variations, which all
contribute to the overall cost. As part of the division's benchmarking efforts, a
template was distributed to five other San Diego County jurisdictions. In
addition, staff met with each of these agencies to discuss methods of
operations. Supervisors and managers were invited to participate in these
discussions with expectations of beginning a meaningful conversation in
connection with how each organization is structured and the standards of care
they have in place.
However, when staff evaluated the data that was collected from each
benchmark agency, they found inconsistencies between the methodology used
by each agency to collect data related to costs and acreage. As a result, the
benchmark agency comparison table has not been included in this year's
measure. In making this determination, staff spent many hours reviewing
budgets, organization charts and other information provided by our partner
agencies in anticipation of finding common ground. Staff also followed up with
phone conversations to better establish exactly what was included in the costs
from each agency. It was concluded that the data gathered did not present an
accurate comparison between the jurisdictions.
In conclusion, staff learned that the expectation of the level of service played a
significant role in determining the costs for a program. For example, Chula
Vista park maintenance staff removes litter three days a week, while Carlsbad
staff removes litter seven days a week. Chula Vista mows lawns once a week,
which is similar to many parks in Carlsbad, but Escondido is trying to extend
the mowing frequency to once every nine days. The City of Escondido does not
perform yearly field renovations. Carlsbad will perform field renovations in
preparation for the new soccer season. Thus, costs are correlated to the
expected level of service at each municipality.
ACTION PLAN
Staff will continue to work with partner cities to determine and define a
meaningful and comparable benchmarking standard. Action plans will also be
formally tracked by Public Works to measure progress throughout the year.
Continue working with partner cities to learn more about the different
maintenance standards and/or procedures. Compare programs and budgets
to determine like activities and associated costs. Ultimately, determine and
implement methods to perform maintenance activities more efficiently.
149
Submit findings from the pilot study of the Public Works Service Plan that
analyzes the use of private contractors to provide landscape maintenance
activities on multi-purpose school fields.
POINT OF CONTACT
Kyle Lancaster, Parks Superintendent, (760) 434-2941, klanc@ci.carlsbad.ca.us
m
150
Public Works
PARKS CUSTOMER SERVICE AND SATISFACTION
THE OUTCOME
A high level of customer satisfaction
THE MEASUREMENT
A multi-modal approach combining:
• Annual City of Carlsbad Public Opinion Survey
• Recreation Department customer survey distributed through City of
Carlsbad water bills
WHAT THE DATA MEANS
Highly satisfied customers are an indication that we are providing services in a
manner that is desired and/or expected.
DEPARTMENT INVOLVED
General Services/Parks Maintenance
BENCHMARK
90% of customers rate the condition of developed parks at "Good" to "Excellent"
as reported in both the annual City of Carlsbad Public Opinion Survey and the
Recreation Department customer survey distributed through the City of
Carlsbad water bills.
RESULTS
City of Carlsbad Public Opinion Survey
BENCHMARK
90%
2000
90%
2001
95%
2002
91%
2O03
94%
2004
92%
City of Carlsbad Water Bills Survey
Focus Area
Facility Safety
Facility Appearance
Condition of Sports Fields
Condition of Tennis / Basketball Courts
Condition of Tot Lots/ Playgrounds
Condition of Picnic Areas
Condition of Landscaping / Fields
Condition of Park Restrooms
Overall Rating
2001
93%
90%
91%
91%
89%
86%
82%
77%
93%
20O2
95%
88%
91%
93%
87%
90%
88%
80%
92%
20O3
88%
86%
90%
88%
85%
73%
77%
65%
85%
2004
91%
90%
88%
88%
84%
80%
84%
70%
88%
151
ANALYSIS
The benchmark for the City of Carlsbad Public Opinion Survey has been met
for the fifth consecutive year. The Recreation Department survey results
achieved an overall rating of 88%, representing a slight increase of 3% from last
year's results.
The amount of Recreation Department returned surveys continues to climb.
This year, 1,810 surveys were returned, which is up 75% from last year. This
was primarily the result of more surveys being distributed, as surveys were
included with both the City of Carlsbad and Vallecitos Water District utility
bills. Vallecitos Water District provides water service to portions of the
southeast quadrant of the City.
Respondents to the Recreation Department survey are asked to identify the
specific park being rated. All responses are then combined to provide an
overall category rating reported on the previous page. As a result, ratings for
individual parks can be obtained to better understand specific areas of
concern. Leo Carrillo Park, which opened during fiscal year 2004, received an
overall score of 92%. Magee Park received the lowest overall rating at 76%.
The lowest single category was restroom maintenance at Holiday Park, which
received a rating of 53%. Last year, as a result of comments received on the
survey, the basketball courts at Cannon Park were resurfaced and lighting
improvements at Chase Field were also completed.
Five of the nine areas surveyed were at or approaching benchmark, with scores
ranging from 88% to 91%. Of the remaining four categories, only Restroom
Maintenance fell below 80%. To address this concern, restrooms at Holiday
Park and Laguna Riviera Park are currently being considered for remodel or
complete reconstruction and should be completed in the next year.
Additionally, we are contracting out restroom maintenance and will continue to
monitor the success of this program.
ACTION PLAN
• New capital projects are being planned for next year that should improve
and/or maintain customer satisfaction levels. Projects that have been
initiated but not yet completed include restroom remodels at Holiday
Park and Laguna Riviera Park, and rubberized surfacing in place of sand
in the tot lots at Laguna Riviera Park.
• Include any parks completed by July 2005 in next year's evaluation.
• Complete both surveys and utilize feedback, as well as the Maintenance
Assessment Program, to explore opportunities for improvement.
POINT OF CONTACT
Kyle Lancaster, Parks Superintendent, (760) 434-294l,klanc@ci.carlsbad.ca.us
152
Community Services
PARKS GROWTH MANAGEMENT STANDARD
THE OUTCOME
Adequate parkland to support the recreational needs of those who live, work
and play in Carlsbad
THE MEASUREMENT
The Carlsbad Park Standard identified in the Parks and Recreation Element of
the City's General Plan is as follows:
• Special Use Areas: 0.5 acres/1,000 population
• Community Parks: + 2.5 acres/1,000 population
3.0 acres/1,000 population.
(Collectible standard Per Quimby Ordinance & Growth Management Standard)
• Special Resource Areas: + 2.5 acres/1,000 population
• Overall Park Standard: = 5.5 acres/1,000 population
Provisions for recreation facilities in the industrial zone are based upon, and
provided by the collection of $0.40/square foot of industrial development.
There is no standard of acreage exclusively for the industrial based population.
WHAT THE DATA MEAN
According to the "Citywide Facilities and Improvement Management Plan", the
growth management standard for parks that must be provided concurrent with
growth is three acres per 1,000 population.
Carlsbad's standard for park adequacy is based upon the collective amount of
Special Use Areas and Community Parks within each of the four quadrants of
the City. The collective acreage within each quadrant is then compared to the
population of each quadrant to ensure adequacy.
A standard of three acres per 1,000 population is an accepted level of park
space to meet active or passive recreational needs. In addition, a standard of
three acres per 1,000 population insures a fiscally responsible maintenance
and operation program that is allocated on an annual basis, and required to
sustain a safe and aesthetically pleasing recreation facility.
The overall park standard of 5.5 acres/1,000 population has been in existence
since 1982. The standard includes Special Use Areas, Community Parks and
153
Special Resource Areas. Essentially, the majority of those collective acres
within Carlsbad belong to the Special Resource Area classification. They are
typically sites that are over 100 acres in size and are of a unique character
such as lagoons and beaches. These amenities are typically outside the
operational jurisdiction of the City of Carlsbad and require minimal operating
expense.
For the purposes of the Growth Management Monitoring Report, the Citywide
population figures are derived from information provided by the California
Department of Finance. The per quadrant population figures are determined by
the number of dwelling units in each quadrant, multiplied by a density figure
of 2.3178 persons per dwelling unit.
DEPARTMENT INVOLVED
Recreation Department
BENCHMARK
The park adequacy standard means three acres of Special Use Area and/or
Community Park, either active or passive per 1,000 population. The measured
park acreage needs to be existing and open to the public. If it is not existing, it
must be developed within a five year period, or prior to construction of 1,562
dwelling units within the park district beginning at the time the need is first
identified, in accordance with the Growth Management Ordinance.
RESULTS
The current population in each quadrant, compared to the existing and
planned park acreage in each quadrant determines park adequacy. That level
of adequacy is three acres of parkland for each 1,000 population. The required
park acres to population ratio is in a shortfall situation at this time in all of the
four City quadrants. In accordance with the Growth Management Ordinance,
acquisition, planning, and development efforts are taking place to ensure
compliance with the Ordinance. The Parks Performance Standard of the
Growth Management Plan is in compliance with the Growth Management
Ordinance.
ANALYSIS
The population figures that the department currently uses are based upon the
Finance Department's "Growth Projection" chart. This population figure
includes units built through January 1, 2004. The equation to determine
population is based on the number of units built, multiplied by 2.3178 people
per unit.
The matrix presented on the following page illustrates the status of the Park
Performance Standard in each of the City's four park districts. Park acreage
amounts are based upon Community Park (Com.) and Special Use Areas (SUA)
collective acreage totals.
154
Quadrant
NW
NE
SW
SE
Current
Population
28,390
11,646
21,674
31,337
Required
Acres COM
&SUA
85.17 AC.
34.93 AC
65 AC
94 AC
Existing
Acres COM
&SUA
79.9
20
47
73.34
Current
Surplus/
Deficit
- 5.27 AC
-14.93 AC
-18 AC
-20.66 AC
The City is currently in a shortfall situation in the Northwest (-5.27 ac.),
Northeast (-14.93 ac.), Southwest (-18 ac.) and Southeast quadrant (-20.66
ac.).
ACTION PLAN
Northwest Quadrant: The Quadrant is currently in a shortfall situation of
5.27 acres of parkland. The Northwest Quadrant Community Park at the site
of the former Pine School is presently out to bid. Construction is anticipated to
begin by the first quarter of 2005 with completion anticipated by the second
quarter of 2006. This park will add an additional 7+ acres to the inventory of
the Northwest Quadrant, which will bring the park acreage to a surplus based
on the current population in this quadrant.
Northeast Quadrant: To meet the current park shortfall of 14.93 acres in the
NE Quadrant, the entire Hidden Canyon Community Park (22.2ac) is being
developed. The quadrant will then be in compliance with the Growth
Management Ordinance. Another source of park acreage within the NE
Quadrant will be the acquisition of an additional 10-15 acres. Although
acquisition of a site is currently being pursued, its development and
subsequent acreage amount is not required to meet the Park Performance
Standard for the Quadrant.
Southwest Quadrant: Although there is currently a shortfall situation of 18
acres in the Southwest Quadrant, Aviara Community Park is under
construction. Development of the site should be complete by the second
quarter 2005. This will assure continued compliance with the Growth
Management Ordinance by the addition of 24.25 acres of developed parkland.
Southeast Quadrant: The current park acreage shortfall in the quadrant is
20.66 acres .Staff is currently processing plans and specifications for the park
Master Plan for the 30+-acre Alga Norte site. It is anticipated to be completed
by the fourth quarter of 2006. This will assure continued compliance with the
Growth Management Ordinance as the site will add 30+ acres to the park
inventory in that quadrant.
POINT OF CONTACT
Keith Beverly, Sr.
kbeve@ci.carlsbad.ca.us
Management Analyst, (760) 434-2827,
155
Community Services
TRAIL MILEAGE
THE OUTCOME
A multi-use recreational trail system that addresses the recreational and
leisure needs of Carlsbad residents, while supporting the protection and
preservation of open spaces in accordance with the City of Carlsbad General
Plan
THE MEASUREMENT
This measure will monitor and track the expansion of the Citywide trail system
by providing increased trail mileage each year.
WHAT THE MEASURE MEANS
The Citywide Trails Master Plan identifies approximately 58 miles of multi-use
recreational trails to be completed at build-out in Open Space areas of the City.
Approximately 90 miles of Circulation Element Trails will be built as part of
roadway construction. Some of these trails are completed. Many of the trails
will be built as part of private development. The remaining trail mileage is to
be constructed by Citywide Trail volunteers as part of the Citywide Trail
Volunteer program.
This measurement will measure how many miles of trail are being added on an
annual basis to the City trails system.
DEPARTMENTS INVOLVED
Recreation/Park Planning Division, Planning, Parks
BENCHMARK
The amount of trails made available to the public depends upon three factors:
• The amount of trail mileage being built as part of private development.
• The amount of trail mileage being adopted into the system as part of Trail
Easement Agreements for outstandi
• The amount being built by citywide volunteers.<_3 ./ J
The benchmark for expanding the trail mileage on an annual basis will be four
miles per year. This is based upon the above three factors and the pattern of
trail development thus far.
156
Year
2000
2002-03
2002-03
2003-04
2003-04
2003-04
2003-04
2003-04
2003-04
Trail Name
Hosp Grove
Rancho Carrillo
La Costa Valley
Arroyo Vista
Villagio
La Costa Glen
Hidden Canyon Park
Poinsettia Lane
College Ave.
Quadrant
NW
SE
SE
SE
SE
SW
NE
SW
NE
Length (Miles)
<3>
4
2.8
.5
.5
1.5
.25
.25
1
Constructed By
Volunteers
Private Dev.
Private Dev.
Private Dev.
Private Dev.
Private Dev.
Volunteers
Private Dev.
Private Dev.
RESULTS
The chart summarizes the trail mileage for multi use recreational trails that
have been made available to the public from 2002-2004.
ANALYSIS
Since 2002, Carlsbad has met its benchmark of constructing four miles of
trails per year.
ACTION PLAN
Continue to require public trail easements and the construction of trails as
part of ongoing private development for trails identified in the Citywide Trails
Master Plan that fall within private development areas.
Continue to process Acceptance Agreements for Irrevocable Offers of Dedication
(lODs) for Citywide public trail easements that were previously rejected as part
of private development.
Continue the construction of those trails that have been identified in the Trails
Master Plan that will occur on public lands. (Examples: Lake Calavera and
Veterans Park).
POINT OF CONTACT
Liz Ketabian, Trails Coordinator, 760-434-2978, lketa@ci.carlsbad.ca.us
157
Community Services
TRAILS CUSTOMER SATISFACTION
THE OUTCOME
A high level of customer satisfaction with Citywide trails
THE MEASUREMENT
City of Carlsbad Public Opinion Survey
WHAT THE MEASURE MEANS
One of the four target issues identified in the Recreation Strategic Plan is to
"Enhance Access to Open Space." The survey will indicate citizens' satisfaction
with the development of trails throughout the City, and if the Department is
reaching its goal of increasing access to open space.
DEPARTMENTS INVOLVED
Recreation/Park Planning Division, Planning, Parks
BENCHMARK
90% of all surveys received will rate Carlsbad trails as "Good" or "Excellent."
RESULTS
This is a new measure; no data from the survey is available this year.
ACTION PLAN
Continue to require public trail easements and the construction of trails as
part of ongoing private development for trails identified in the Citywide Trails
Master Plan that fall within private development areas.
Continue to process Acceptance Agreements for Irrevocable Offers of Dedication
(lOD's) for Citywide public trail easements that were previously rejected as part
of private development.
Continue to utilize the Citywide Trail Volunteer Program to assist in the
maintenance and construction of the Citywide Trails.
Continue the construction of Citywide trails for those trails that have been
identified in the Trails Master Plan that will occur on public lands. (Examples:
Lake Calavera and Veterans Park).
158
Develop and organize an "Adopt a Trail" Program to assist in the trail
improvements and maintenance of the Citywide Trails. This program will be
developed further in 2005.
POINT OF CONTACT
Liz Ketabian, Trails Coordinator, 760-434-2978, lketa@ci.carlsbad.ca.us
159
Community Development
OPEN SPACE GROWTH MANAGEMENT STANDARD
THE OUTCOME
A comprehensive, connected, open space system that protects and conserves
the City's natural resources
THE MEASUREMENT
The amount of land set aside for permanent open space. At build-out of the
City, there will be approximately 40% of the land area in the City reserved for
permanent open space.
WHAT THE DATA MEAN
At the time of preparation of the Growth Management Plan, it was determined
that an additional amount of open space (15%) needed to be set-aside in all
areas of the City. This open space dedication is in addition to the
environmentally constrained land that cannot be otherwise developed.
The measure has been implemented in many parts of the City. Local Facility
Management Plans have also been adopted to designate which additional land
needs to be withheld.
DEPARTMENTS INVOLVED
Planning
GROWTH MANAGEMENT STANDARD
Fifteen percent (15%) of the total land area in each of the 25 Local Facilities
Management Zones must be reserved for permanent open spac,e and must be
available concurrent with development. This does not include environmentally
constrained, non-developable land.
RESULTS
As a result of this Growth Management Standard, there will be approximately
40% of the land area in the City set-aside for permanent open space when the
city is fully built-out. This is a product combining the 25% environmentally
sensitivity open space and the 15% additional requirement of this Growth
Management Standard
ANALYSIS
The performance standard is working as anticipated.
160
ACTION PLAN
Continue to determine the acreage and location of the 15% performance
measurement open space land at the time of preparation or amendment of
Local Facility Zone Management Plans. Require land to be set-aside at time of
individual project development. Over the next five years, it is anticipated that
substantial amounts of open space will be set aside in compliance with the
performance standard as a result of several major projects including Kelly
Ranch, Calavera Hills, Bressi Ranch and the Villages of La Costa.
POINT OF CONTACT
Don Rideout, Sr. Management Analyst, (760) 602-4602,
dride@ci. carlsbad. ca. us
161
Ml,
162
Oc
I/IIt
no>
'op Quality Service - Internal Services
Become a City that provides
exceptional service on a daily basis
Top Quality Service
Internal Services Indicators
t
Overall Citizen Satisfaction
IT Network Operability
IT Support Cost per Desktop
IT Service & Satisfaction
HR - Injured Employee Time Off
HR - Employee Turnover Rate
HR - Cost
HR - Service & Satisfaction
Facilities - Service Delivery
Facilities - Maintenance Cost
Facilities - Service & Satisfaction
Fleet Availability
Fleet Maintenance & repair Cost
Fleet - Service & Satisfaction
Management Goals
Sewer Svstem Management
Regional Fire Efficiencies
Re-location of Lower Faradav
Program Cost Accounting
Goal Process Administration
Administrative Order Review
Collection Management
Personnel Rules/Municipal Code
Three-Year Strategic Plan for Arts
Aquatic Staff Recruitment and
Citv Wide Customer Service Initiative
Sportsmanship
Recreation Department Procedures
Hourlv Emplovee Orientation
Competencv-Based Selection Tools
Training Facilitv Goal
Performance Measurement
Candidate Handbook
Librarv Technologv
Leadership Team Achievement of MSA
Public Works Facilitv
Insurance Requirements
E-Records
Passport Acceptance Service
Technologv Disaster Recovery
Customer Service Center - Finance
Online Registration
DMS-GIS Linkage
Facilitv Replacement Program
Fleet Business Process Review
Performance Measurement
Critical Assets
Section 8 Administrative Plan and
Construction /Inspection Performance
Capital Proiect Service Deliverv
Public Works Resource Plan
Parks Performance Improvement
Capital Improvement Projects
Facilitv Structure Improvement
Improvement Initiatives
Enhanced Service Levels - Facilities
Capital Improvement Projects
163
164
I
i
i
i
Top Quality Service - Internai^feivi&es
Why is it important to Carlsbad?
The City of Carlsbad is a "full-service"
city providing a broad range of services,
including: municipal water and sewer,
refuse collection, police and fire services,
and a public library system. Citizens
expect their municipal government to
provide services in the most effective and
efficient manner possible.
The City uses a yearly public opinion
survey as one way to determine
satisfaction with municipal services that
affect residents' daily lives, such as street
maintenance, trash collection and public
safety. Such surveys enable to the City to
identify strengths and weaknesses in the
provision of services. The physical
condition of City parks and facilities has
a measurable impact on the resident's
quality of life as well as the perception of
visitors.
Facilities Maintenance Cost Per Square Foot
Fiscal
Year
2000
2001
2002
2003
2004
Benchmark
$4.45
$4.78
$4.92
$6.57
$6.39
Cost per
Square
foot
$4.45
$4.96
$5.22
$5.57
$6.41 165
Facilities
The newly implemented Maintenance
Assessment Program (MAP) uses
community representatives, outside
professionals, and City employees to rate
the overall quality of care a facility is
receiving. Last year's evaluations met the
benchmark (90% of ratings at or above 7 on
a 10-point scale) with a rating of 98% in the
spring and 96% in the fall of 2004.
Last year, Public Works adopted a
benchmark on accepted industry standards
as reported by the International Facilities
Management Association (IFMA). Carlsbad
was within 0.3% of the national mean for
facilities maintenance cost per square foot.
Providing buildings that are safe, attractive
and comfortable in which to conduct City
business is a goal of the Facilities
Department. The department surveyed City
staff using a scale of 1 to 5, where 1 means
very poor and 5 means excellent. Staff was
asked "How would you rate your level of
satisfaction with Facilities Maintenance
performance?" The department received an
overall 95% satisfaction rating. This is a
significant improvement over last year's
results of 83%.
Fleet
Fleet Maintenance Division provides
routine preventive maintenance and
repairs to nearly 300 City vehicles and 150
other pieces of equipment. With a
benchmark of 90% of preventative
scheduled maintenance work orders
competed within 24 hours, the Fleet
Maintenance Division saw an 8-point
increase in 2004, meeting the standard
78% of the time. The division exceeded its
fleet units availability benchmark, and had
99% of all fleet units available for staff
business use.
As part of the division's benchmarking
efforts, a template was distributed to five
partner cities to collect fleet maintenance
and repair costs. After the initial data was
gathered, follow up visits were scheduled
to review the submitted data and discuss
service procedures, organizational
structure, and other pertinent information
that could contribute to variations in the
reported data. Cost efficiency
benchmarking will grow in detail next
fiscal year.
A mobile mechanic program was initiated
that resulted in maintenance and / or
repair of heavy-duty vehicles being
performed on-site. This helped streamline
the repair and maintenance process.
Human Resources
The Human Resources department is working
to minimize costs to the City organization that
result from employee turnover. The turnover
rate for the City of Carlsbad is about
percentage points less than the ICMA average.
An exit interview program for all resignations
was developed this year and the department
continues to work to ensure that the right
employees are performing the right jobs.
Last year represented the first year Human
Resources compared expenditures with other
agencies. The Human Resources operating
expenditures per full-time employee were very
similar to the two benchmark agencies.
A second customer service survey was
conducted in the spring of 2004. The
department set their sights on the
achievement of their benchmark - 90% of
customers rate their experience with the
Human Resources Department as at least
satisfied in all customer service categories.
The Human Resources Department saw
significant improvement in the percentage of
staff reporting a rating of satisfied or bette.
Several initiatives contributed to this marked
improvement. One of the most visible is
Employee Development. A team has
implemented a training calendar and catalog,
and a program that addresses both core
competency training and personal and
professional development.
Employee Satisfaction with Human
Resources Services
Customer Service Categories
Overall Training and Development Satisfaction
Overall Recruitment and Staffing Satisfaction
Overall Employee Information Satisfaction
Overall Health and Disability Satisfaction
Overall Employer/Employee Relations
Satisfaction
Overall Workers Compensation/Industrial
Medical Clinics Satisfaction
Survey Administration
Spring 2002
Percent Reporting
Satisfied or Better
166
88
86
86
85
i
I
i
Information Technology
Information Technology continues to measure the amount of time required for City
staff users to return to operational status after experiencing a technology failure work
stoppage. The measure is a indication of IT staffing levels, IT staff knowledge and
initiative to ensure that calls are resolved and completed in both a timely and effective
manner. Results can be seen in the table below.
Priority 1
Priority 2
Benchmark
90%
90%
2001
85%
95%
2002
80%
98%
2003
84%
98%
2004
85%
97%
To strive for an efficient Information Technology service, the department has
developed a cost of service per desktop computer. The current cost per desktop
calculation reflects that the City of Carlsbad as having a slightly higher cost per
desktop than our benchmarking partners. While the highest, Carlsbad also provides a
broader range of services and has a larger site base and infrastructure. The goal for
next fiscal year is to expand IT cost figures used in the benchmark calculation to
include a more complete expenditure listing.
Agency
Carlsbad
Chula Vista
Escondido
IT Salaries
$1,747,792
$2,110,072
$1,832,270
#
Desktops
729
1100
900
Cost/
Desktop
$2,398
$1,918
$2,036
Agency
Carlsbad
Chula Vista
Escondido
#Of
IT Staff
18.5*
28
22
# Of
Sites
30
17
22
#0f
Desktops
729
1100
900
#Of
Telephones
853
1252
1000
# Of
Printers
371
200
70
#Of
PBX's
5
2
2
#Of
Servers
90
50
35
Information Technology's yearly service and satisfaction survey indicates over an
eight-point increase in customer satisfaction.
Information Technology Service & Satisfaction
Year
Benchmark
2001-2002
2002 - 2003
2003 - 2004
Good or
Excellent
+ 90%
96%
81%
89%
167
Overall City Services
Since the inception of the Public
Opinion Survey, City services have
been rated favorably by the
majority of respondents. Almost all
of the residents surveyed in 2004
gave an overall rating of City
services as good or excellent. The
ratings were higher in 2001
through 2003 than they were in
2000 and 2004.
Overall City services ratings did not
vary by region or income level of
the resident. However, overall
ratings of city services did vary
slightly by length of residence.
Newer city residents (those who
have lived in the City of Carlsbad
for six or less years) generally rated
services more positively than long-
time residents (those living in
Carlsbad for more than six years).
COPY
Overall City Services Rating
by Year
100%-
Percentage of respondents rating City
services as good or excellent
What does this mean for Carlsbad?
Because of the volatility of the State's budget, several years of economic downturn,
contractual obligations with employees, and rising costs, Carlsbad, like most
communities, is faced with the dilemma of trying to maintain acceptable levels of service
while trying to control or reduce overall expenditures.
Knowing what citizens think about the services they receive from the City of Carlsbad is
a good beginning. In the future, the Performance Management Resource Team will seek
to discover why residents feel as they do in order to identify effective options and
strategies for improving service delivery. For example, the rating for the job the City has
done in providing important information to its residents has increased yearly since 2001.
The City will continue to gather data to help determine the reasons behind the success of
this service and work to ensure that these high ratings continue in future years.
Conversely, if a service receives low ratings, the options available to reverse this trend
need to be investigated.
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•
I
:
Citywide
OVERALL CITIZEN SATISFACTION WITH CITY SERVICES
THE OUTCOME
A high level of citizen satisfaction with the overall City services
THE MEASUREMENT
Survey results to the question in the Citywide survey, "How do you rate the
overall City services?"
WHAT THE DATA MEAN
Part of the City of Carlsbad's mission is to provide top-quality services to all
those who live, work, and play in the City. This measure of how the citizens
rate their overall level of satisfaction with City services provides staff with a
better understanding of the overall effectiveness of city programs.
DEPARTMENTS INVOLVED
All City Departments
BENCHMARK
90% of respondents rate their satisfaction with overall City services as "Good or
Excellent".
RESULTS
Benchmark
90%
20OO
92%
2001
96%
2002
95%
20O3
96%
2O04
91%
ANALYSIS
This is the fifth year that the City has asked its residents how they rate their
overall satisfaction with City services. The trends, as shown by the surveys,
reflect significant positive ratings from the public at large (less than 1% of the
overall survey respondents rated City services as poor). The consistency of the
rating is worth noting (over 90 % for the past five years), and while this
measure saw a bit of a drop in the most recent survey, it is still higher than the
benchmark.
Through evaluation, staff has determined that a positive correlation exists
between how respondents rate the City on land use, communication,
confidence in local government, and overall services that the City provides.
There was a slight decrease in each of these survey questions, and staff will
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continue to explore this relationship to see how the City can positively affect
future results.
ACTION PLAN
Continue to monitor and evaluate the overall satisfaction of city services. Work
to increase citizen satisfaction in communication, the City's use of land, and
Citizen confidence in the local government. Continue to evaluate other
possibilities for determining general satisfaction levels with City services.
Change survey to ask citizens who rate services as "Poor" or "Fair" the reason(s)
for that rating. This will better help staff in identifying ways in which to
improve City services.
POINT OF CONTACT
Joe Garuba, Sr. Management Analyst, (760) 434-2893, jgaru@ci.carlsbad.ca.us
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Public Works
FACILITIES SERVICE DELIVERY
THE OUTCOME
Well-maintained and safe facilities
THE MEASUREMENT
By utilizing the Maintenance Assessment Program, rate the condition of City-
owned buildings based on observation by community representatives, City
employees, and outside professionals.
WHAT THE DATA MEAN
The recently implemented Maintenance Assessment Program (MAP) utilizes
community representatives, outside professionals, and City employees to rate
the overall quality of care a facility is receiving. Observers complete a rating
form while conducting an on-site evaluation, results are tabulated and an
overall score is obtained. Areas of focus include exterior maintenance, interior
maintenance, interior general space, custodial services, and restroom cleaning.
By establishing an objective rating value for City-owned buildings, the data
from observers can be measured and compared to the established benchmark
and opportunities for improvement in procedures, policies, and methods of
operations can be explored.
DEPARTMENTS INVOLVED
General Services/Facilities Maintenance
BENCHMARK
,90% of the ratings are at or above 7 on a 10-point scale (1 being the lowest and
10 being the highest).
RESULTS
Benchmark
90%
Fall
2OO3
89%
Spring
2004
98%
Fall
2O04
96%
ANALYSIS
This measure utilizes the Maintenance Assessment Program to obtain feedback
from outside observers on the condition of City facilities. If the condition of a
facility is rated low, staff will investigate what caused the low score, and take
corrective action if appropriate.
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COPY
Last year's results included the first full-scale assessment that was conducted
in the fall of 2003. Since that time, we have conducted two reviews during
2004, one each in the spring and fall. In each review, two observer teams
consisting of three to four raters visited a total of six buildings in the spring
and seven in the fall. The buildings that were evaluated in each review are
listed in the table below. For each evaluation, a representative sampling of
facilities will be selected for review. Consequently, not all facilities will have a
score for each evaluation. A breakdown of the ratings for the buildings that
were evaluated follows:
Percent of Res
Oct. 10,
2003
May 5,
2004
Nov. 18,
2004
98%
98%
86%
85%
99%
N/A
N/A
100%
100%
87%
96%
98%
92%
100%
97%
78%
92%
N/A
N/A
N/A
95%
N/A
N/A
98%
N/A
N/A
95%
89%
98%
96%
Results for the last two evaluations met the benchmark with a rating of 98% in
the spring and 96% in the fall of 2004. The only significant decrease in the
ratings was noted at Calavera Community Center where the scores dropped
from 98% to 86%. Comments were noted on the condition of the interior
furniture, walls, and carpeting at Calavera Community Center as a
contributing factor to the lower overall rating. All comments from the
evaluations are compiled and forwarded to supervisors in order to be
investigated for possible action.
ACTION PLAN
• Continue high level of facility maintenance.
• Analyze specific comments received during evaluation process and
implement any Capital Improvement Projects during the 05-06 budget
process. Areas to consider are:
• Lighting at Stagecoach and Calavera Community Centers
• Resurfacing/restriping of City Hall parking area
• Interior of Calavera Community Center
POINT OF CONTACT
Greg Clavier, Facilities
gclav@ci.carlsbad.ca.us
Superintendent, (760) 602-2400, ext. 2991,
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I
:
Public Works
FACILITIES MAINTENANCE COST
THE OUTCOME
Facility cost efficiency
THE MEASUREMENT
Maintenance cost per square foot of building space. Building space is defined
as City-owned facilities that the City is obligated to maintain (utilized by city
staff or leased to private and/or non-profit organizations). This measurement
excludes capital expenditures. (
WHAT THE DATA MEAN
This measure demonstrates the efficient use of funds allocated to facilities
maintenance, and shows how resources are being used to achieve objectives.
DEPARTMENT INVOLVED
General Services/Facilities Maintenance
BENCHMARK
Maintenance cost per square foot will be consistent with the national mean as
reported by the International Facilities Management Association (IFMA).
RESULTS
Fiscal
Year
2000
2001
2002
2003
2004
Benchmark
$4.45
$4.78
$4.92
$6.57!
$6.39!
Expenditures
$1,833,587
$2,037,475
$2,144,771
$2,286,155
$2,687,338
Total
Square Feet
411,607
410,649*
410,649*
410,649*
419,424
Cost per
Square foot
$4.45
$4.96
$5.22
$5.57
$6.41
XIFMA standards, revised benchmark
*Adjusted from previous reports to reflect revised square footage estimates
ANALYSIS
Last year, Public Works adopted a benchmark based on accepted industry
standards as reported by the International Facilities Management Association
(IFMA). Prior to 2003, the benchmark was based on historical data. The IFMA
benchmarking study completed this year included 440 returned surveys from
IFMA professional members in the U.S. and Canada. The IFMA standard for
cost per square foot is based on custodial, utility, and maintenance costs of a
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facility. Based on the collected data, the City is within 0.3% of the national
mean.
While costs are consistent with the benchmark, there was a considerable
increase in total costs during the current year compared to last year. Just
under 50% of this increase was related to full-time salaries and benefits. The
increase in salaries and benefits was primarily due to full staffing levels being
maintained throughout most of the year. Additionally, significant expenses in
contract services and building maintenance were incurred to address issues at
buildings that are owned by the City but not fully utilized, such as the Bauer
Lumber building, Farmers Insurance Building, Helen Allman Girls Club and
Senior Center Annex (formally CUSD). These services accounted for just over
50% of the remaining increases from the prior year. Without these anomalies,
expenditures remained relatively flat. Of note, the buildings listed above are
not counted with the total square footage in the above calculations. However,
costs have remained in the total expenditures calculation, as they have
previously been considered insignificant. These types of costs will need to be
monitored to ensure they do not continue to impact year-to-year comparisons.
The City owns approximately 52 buildings; as mentioned, some of these
facilities were not calculated in the total square footage because Facilities
Maintenance is not responsible for the interior maintenance of these buildings.
In addition, the Farmers Insurance building is not included in the calculation
because this building is not occupied and requires minimal maintenance. The
major increase in total square footage from prior years is related to facilities
added at Carrillo Ranch.
In addition to IFMA standards, staff has worked with five partner cities to share
benchmarking data, discuss data consistency issues and different maintenance
standards/procedures. However, when staff evaluated the data that was
collected from each benchmark agency, staff found inconsistencies between the
methodology used by each agency to collect data related to costs and square
footage. As a result, the benchmark agency comparison table has not been
included in this year's measure. In making this determination, staff spent
many hours reviewing budgets, organization charts and other information
provided by our partner agencies with the expectation of finding a more
accurate comparison. Staff also followed up with phone conversations to better
establish exactly what was included in the costs from each agency. It was
concluded that the data gathered did not present an accurate comparison
between the jurisdictions.
As the City grows, the need to contract out services or perform the services in-
house is always a key consideration. Our benchmark partners have
approached this question from different angles. For example, Chula Vista
relies more on internal staff and does less contracting. Carlsbad has fewer
individuals on staff and consequently relies more on contracting. The
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unidentified San Diego County City relies more on contracting, but had a
dedicated Contract Inspections Group to monitor results of the various
contracted services. The level of service and customer expectations cannot be
ignored in this equation, and follow-up conversations with our partner agencies
should help evaluate the success of these different models to determine the
ultimate direction the City should take as it approaches build-out,
ACTION PLAN
• Conduct further research with partner agencies to determine significant
elements of their maintenance program and associated costs in order to
highlight similarities and differences between similar activities in Carlsbad.
• Seek out energy efficient solutions to building maintenance needs that can
heat, light, and cool the facilities more efficiently. Use incentive and rebate
programs where available to install energy efficient systems.
POINT OF CONTACT
Greg Clavier, Facilities Superintendent, (760) 602-2400, ext. 2991,
gclav@ci.carlsbad.ca.us
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Public Works
FACILITIES CUSTOMER SERVICE AND SATISFACTION
THE OUTCOME
Buildings and offices that are safe, attractive, and comfortable, for employees
to conduct City business and provide services to the community
THE MEASUREMENT
This measure uses a multi-modal approach combining:
Internal Customer Service Survey. Survey results to questions in an annual
survey of City employees that asks, "Using a scale of 1 to 5, where 1 means
very poor and 5 means Excellent, how would you rate your level of satisfaction
with Facilities Maintenance performance?"
Work Order Response Time: The length of time it takes to complete work
orders.
WHAT THE DATA MEAN
Internal Customer Service Survey: This measure is an indication of how well
expectations are met while providing services to ensure buildings/offices are a
safe and comfortable place to work.
Work Order Response Time: This measure is an indication of how quickly
staff can respond to work orders ensuring the safety, attractiveness, and
comfort of the workspace.
• Emergency work orders eliminate hazards, unsanitary conditions and
reduce liabilities (e.g. broken plumbing or electrical, trip hazards, etc.).
• High Priority work orders are repairs and alterations so the City can
conduct its business and provide services to the community (e.g. audio
visual equipment, furniture and HVAC repairs).
• Medium Priority work orders are requests and/or repairs for scheduled
activities that do not impede staffs ability to effectively perform his/her
duties (e.g. hanging pictures on the wall, moving surplus, replacing
doorstops, etc.).
• Low Priority work orders are requests and/or repairs to improve the working
environment of City staff (e.g. painting an office, changing furniture styles,
etc).
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DEPARTMENT INVOLVED
General Services/Facilities Maintenance
BENCHMARK
Internal Customer Service Survey. 90% of internal surveys returned indicate
the overall quality of service by Facilities Maintenance at "Good" or "Excellent."
Work Order Response Time:
• 90% of Emergency work orders completed within 24 hours
• 90% of High Priority work orders completed within 72 hours
• 90% of Medium Priority work orders completed within 20 days
• 90% of Low Priority work orders completed within 30 days
RESULTS
Internal Customer Service Survey
Benchmark
90%
2000
65%
2O01*
85%
2002
81%
2OO3
83%
2OO4
95%
''Survey instrument revised from baseline year
Facilities Maintenance
% Good or Excellent
Timeliness of service
Courtesy of staff
Competence of staff
Completeness of service
Helpfulness of staff
Contract Services
2OOO
56%
78%
65%
N/A
N/A
N/A
2O01
67%
100%
93%
91%
88%
N/A
2002
67%
96%
93%
80%
92%
N/A
2OO3
63%
96%
86%
81%
92%
N/A
2OO4
83%
98%
94%
86%
94%
76%
Work Order Response Time
Year
20OO-01
20O1-02
2002-03
2003-04
Benchmark
90%
90%
90%
90%
Emergency
100%
97%
97%
97%
High
Priority
97%
97%
98%
93%
Medium
Priority
N/A
84%
92%
95%
Low
Priority
N/A
82%
74%
88%
ANALYSIS
Internal Customer Service Survey: Overall, the department received a
customer satisfaction rating of 95%, which is a significant improvement over
last year's result of 83%. It is believed that increased communication has
contributed significantly to these results. Bi-monthly meetings are held with
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the Library, Police, and Fire Departments as well as a monthly meeting with
Recreation. Existing work orders or upcoming events will be discussed
allowing the Facilities Department to be more proactive in their responses to
these departments. This has also added to an increase in the "Timeliness of
Service" category, which still received one of the lowest marks, but was
considerably higher than last year; climbing from 63% to 83% in the most
recent survey.
Additionally, as the City grows, more items are being contracted out and a
question was added to the survey this year to determine the overall perception
of staff to the level of service they received by the various contractors.
Although this was the first year this question was asked, the result was the
lowest of any category at 76%.
Total Work Orders and Percentage Completed
Priority
Emergency
High
Medium
Low
Total
2002
Work
Orders
93
279
482
330
1,184
Percent
Complete
97%
97%
84%
82%
2OO3
Work
Orders
42
307
482
290
1,121
Percent
Complete
97%
98%
92%
74%
2O04
Work
Orders
39
247
382
263
931
Percent
Complete
97%
93%
95%
88%
For the second year in a row, Emergency, High and Medium priority work
orders achieved benchmark. Low priority work order made significant gains;
increasing from 74% to 88% in comparison to last year. This is largely
expected to be the result of having the facilities crew review open work orders
when they are being deployed to a facility to review the status of low priority
items, and determine if there is any additional work they can do while they are
on-site. This not only leads to a more productive visit but increases
communication, lowers response times, and contributes to the overall
timeliness of the service.
In meeting with our benchmarking partners, it was interesting to note similar
department standards in relation to the timeframe of work order response
times. However, some of our partner agencies realizing that maintenance staff
can often be asked to work on things "since you're here," have adopted policies
that only allow staff to work on the items assigned at the beginning of the day.
This has improved response rates in some agencies, but could lead to lower
customer satisfaction. Our staff has been instructed to provide exceptional
customer service and place a priority on customer service versus the number of
work orders responded to during the day.
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No significant changes were made to the survey distribution method last year.
Survey responses continue to be low; only 33% of the distributed surveys were
returned this year.
ACTION PLAN
• Discuss the surveys with the user groups in the bi-monthly meetings.
Solicit input from the user groups on suggestions to improve the number of
survey responses.
• Continue to seek methods for improving low priority response times.
• Explore methods to increase communication by having regular topics of
discussion at the bi-monthly meetings.
• Continue review and grouping work orders at the same facility when a site
visit is scheduled.
POINT OF CONTACT
Greg Clavier, Facilities Superintendent, (760) 602-2400, ext. 2991,
gclav@ci.carlsbad.ca.us
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Public Works
FLEET AVAILABILITY
THE OUTCOME
Fleet vehicle availability
THE MEASUREMENT
This measure uses a multi-modal approach combining:
• Percent of preventive maintenance work orders completed within 24 hours.
• Percentage of time City vehicles are ready and available for use.
Preventive Maintenance Work Orders Completed in 24 hours: When a
vehicle is delivered to the shop for repair, a work order is prepared and a start
time is recorded in the Computerized Maintenance Management System
(CMMS). When the maintenance work is done, the completion time is logged
down and entered into the CMMS. Monthly reports are generated that show
the length of time for completion of each preventative maintenance service.
Units Available for Use: This measure is calculated by the CMMS. It
calculates the total time all vehicles are actually available for use versus the
total time vehicles are potentially available (on a 24-hour clock - 365 days a
year).
WHAT THE DATA MEAN
Preventive Maintenance Work Orders Completed in 24 hours: This
measure indicates the responsiveness of the preventive maintenance program.
Units Available for Use: This component reflects the quality of the preventive
maintenance program as indicated by the availability of City vehicles.
DEPARTMENT INVOLVED
General Services/Fleet Maintenance
BENCHMARK
» 90% of scheduled preventive maintenance work orders are completed within
24 hours.
• 95% of fleet units are available
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RESULTS
Percent of Preventive Maintenance Work Orders Completed Within 24 hours
Benchmark
90%
2000*
84%
2001*
76%
20O2* 1 20O3
97% 1 70%**
2004
78%
* Prior to 2003, this data was measured on a 48-hour turnaround schedule
** Represents only 6 months of data due to the installation of new maintenance
management software.
Percent of Units Available for Use
Benchmark
95%
2OOO
N/A
2001
N/A
2002
N/A
2O03
98%*
2004
99%
* Seven months worth of data
ANALYSIS
Preventive Maintenance Work Orders Completed in 24 hours: The decision
was made last year to switch the standard for completion of preventive
maintenance turnaround from 48 hours to 24 hours. This was largely done as
a result of discussions with our partner agencies last year. However, it was
noted this year that although many of the partner agencies strive for a 24-hour
turnaround, they do not necessarily set this as their standard, nor do they
always track the results. Staff achieved this standard 78% of the time. Major
contributors to slower turnaround times are the result of vehicles not brought
in during their scheduled maintenance time resulting in ups and downs in the
scheduling of a mechanic's time. Additionally, some vehicles are dropped off
the night before, or even on a Friday, for work scheduled the following business
day. Traditionally these vehicles have been logged in at the time of drop-off
even though work may not commence until the next day or week.
Staff is initiating a department liaison to ensure vehicles are delivered for their
scheduled preventative maintenance in a more consistent fashion thus
enabling a mechanic's time to be more thoroughly utilized and avoid spikes in
maintenance completion times.
Units Available for Use: Once again, the benchmark exceeded; reaching a
99% fleet availability rating. The current benchmark was increased from 90%
to 95%. Although there were discussions on revising this measure to calculate
available hours based on work hours, the benefit did not outweigh the
programming costs and a higher benchmark seemed more appropriate.
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ACTION PLAN
Preventive Maintenance Work Orders Completed in 24 hours:
• Implement the department liaison service plan idea to reduce spikes in
maintenance completion times and ensure consistent scheduling of
mechanics time.
• Revise procedures so that vehicles dropped-off ahead of their scheduled
preventative maintenance times do not adversely effect the turnaround time.
Units Available for Use: Continue tracking results and monitoring to ensure
we remain above the established benchmark.
POINT OF CONTACT
Gary Jenner, Public Works Supervisor, Fleet, (760) 931-2192,
gjenn@ci.carlsbad.ca.us
182
Public Works
FLEET MAINTENANCE AND REPAIR COST
THE OUTCOME
Fleet maintenance cost efficiency
THE MEASUREMENT
Maintenance and repair cost per mile by type of vehicle. The cost per mile
includes labor, parts, outside repairs, fuel and oil. The costs reflect all
historical costs and mileage for each vehicle from when it was first placed in
the fleet or from when the computerized maintenance management system was
installed (Dec. 2002).
WHAT THE DATA MEAN
This measure demonstrates fiscally responsible use of funds allocated to fleet
maintenance, and shows how resources are being used to achieve its
objectives.
Vehicle
Class
Sedan
Class 1
Class 2
Class 3
Class 4
Class 5
Description
Intermediate vehicle such as a Ford Taurus
Compact pick-up truck
*/2 ton pick-up truck
3/4 ton pick-up truck
1 ton pick-up truck
Truck over 15,000 pounds gross vehicle weight
Quantity in
Carlsbad Fleet
110
22
23
23
29
28
The vehicles listed above do not comprise the entire fleet. Information was
gathered based on the classes mentioned above. Vehicles such as medic units,
Sports Utility Vehicles (SUV), vans, buses and motorcycles are excluded.
DEPARTMENT INVOLVED
Fleet Maintenance
BENCHMARK
To be determined. Currently, the division has established a business process
review team that is reviewing all aspects of fleet maintenance.
183
RESULTS
Vehicle
Class
Sedan
Class 1
Class 2
Class 3
Class 4
Class 5
Cost per Mile
End of 2OO3*
$0.16
$0.10
$0.22
$0.35
$0.42
$1.65
Cost per Mile
End of 2004
$0.28
$0.24
$0.35
$0.33
$0.40
$0.80
* Only 7 months of data available
ANALYSIS
Last year was the first year data had been collected and analyzed utilizing the
division's new Computerized Maintenance Management System (CMMS). This
year represents the first full year of data. The cost data includes labor, parts,
outside repairs, fuel, and oil, and is determined by taking all costs for a vehicle
from the time it entered into the fleet or when the new CMMS was installed. As
a result, data for 2003 only represented seven months of data, and fluctuated
dramatically depending on the lack of any significant repairs for certain vehicle
classes or excessive repairs during that time period. The numbers for 2004 are
more accurate as there are 19 months of data from which to derive results.
As part of the division's benchmarking efforts, a template was distributed to
five partner cities to collect fleet maintenance and repair costs. The template
provided guidelines on what types of costs should be included or excluded.
After the initial data was gathered, follow-up visits were scheduled to review
the submitted data and discuss service procedures, organizational structure,
and other pertinent information that could contribute to variations in the
reported data.
Unfortunately, two of the five partner agencies were unable to give us
information related to costs per mile. Comparisons between the data we did
obtain noted significant variances that upon further review, were determined to
be more a result of how the information was gathered rather than a difference
in operating procedures. While we had requested cost per mile data for the
most recent fiscal year, our internal data was actually based on all available
historical data. A smaller timeframe can significantly affect the results
depending on the timing of major repairs. As a result, a table outlining cost
comparisons with our partner agencies was not included in this year's report.
In an effort to determine if national standards existed, we were able to find
comparisons for two of our vehicle classes. Sedan costs for Carlsbad totaled
$0.28 per mile to an estimated cost per mile published in the Business Fleet
Magazine survey in November of 2004 of $0.29 per mile. Additionally, Class 1,
which is a compact pick up truck, costs $0.24 per mile compared to $0.26 per
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mile in the same survey. Additional comparisons were not available with our
existing vehicle class structure.
During the current fiscal year, a fleet business process review team has been
formed to look at all aspects of fleet operations. Recommendations are
expected by the end of the fiscal year, and implementation of those
recommendations, if approved by the Public Works Director, can begin next
year. These could include an analysis of the pilot mobile mechanic program
initiated last year, procedural changes, and recommendations for revised
performance measures.
ACTION PLAN
• Review recommendations of the business process review team and
determine implementation strategies, including a benchmark standard, and
methods for comparing data with other cities, as well as reviewing our
vehicle class structure to determine if we could realign our structure to
more easily compare data to national surveys.
• Consider revising the vehicle class table to focus on vehicles that are
currently excluded from the calculation, such as high priority vehicles and
sport utility vehicles, and further delineate trucks that weigh over 15,000
pounds in gross vehicle weight.
POINT OF CONTACT
Gary Jenner, Public Works Supervisor, Fleet, (760) 931-2192,
gjenn@ci.carlsbad.ca.us
185
Public Works
FLEET CUSTOMER SERVICE AND SATISFACTION
THE OUTCOME
A high level of customer satisfaction
THE MEASUREMENT
City of Carlsbad Internal Customer Service Survey
WHAT THE DATA MEAN
This measure is an indication of how well fleet operations are maintained. To
evaluate fleet's performance, surveys are distributed annually to City
employees. Customers were asked to rate their satisfaction with Fleet
Maintenance on a five point scale: l=Very Poor, 2=Poor, 3=Fair, 4=Good,
5=Excellent.
DEPARTMENT INVOLVED
General Services/Fleet Maintenance
BENCHMARK
90% of internal surveys returned indicate the overall quality of service by Fleet
Maintenance at "Good" or "Excellent" in all survey categories.
RESULTS
Benchmark
90%
2000
71%*
2001*
100%
2002
81%
2003
88%
2004
94%
Survey instrument revised from baseline year
% "Good " to
"Excellent"
Timeliness of
service
Courtesy of staff
Staff Competence
Monthly Vehicle
Cost Reports
Completeness of
service
Staff helpfulness
2OOO
62%
85%
73%
92%
N/A
N/A
2OO1
100%
96%
100%
87%
91%
100%
2OO2
79%
87%
91%
88%
79%
95%
2O03
80%
96%
86%
87%
80%
93%
2OO4
91%
100%
97%
100%
94%
100%
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ANALYSIS
This year, we continued to see gains in the overall rating of Fleet customer
service and satisfaction. The benchmark was exceeded for the first time in
three years, reaching a 94% overall approval rating during this year's
evaluation.
This past year, report cards were placed on the rearview mirror when
customers picked up their respective. Additionally, staff continued to make
efforts to notify employees via e-mail or by phone on the status of their vehicle.
It is believed that communication is the most significant contributor to the
gains in customer satisfaction.
Survey responses continued to be low; only 27% of the distributed surveys
were returned this year. To address this low response rate, a different
methodology was tried this year, but with little success. Surveys were placed
in the vehicles along with the report card summarizing the services performed
on the vehicle. However, this method proved even less successful than the
previous method, and consequently the decision was made to utilize both
methods.
Additionally, a mobile mechanic program was initiated that resulted in
maintenance and/or repair of heavy-duty vehicles being performed on-site.
This year, the fleet division has begun work on developing a department liaison
to assist in the coordination of delivering vehicles on time for their preventative
maintenance schedules, which should assist in managing the day to day work
flow for the department.
ACTION PLAN
• Maintain high customer service and satisfaction rating
• Implement department liaison program.
POINT OF CONTACT
Gary Jenner, Public Works Supervisor, Fleet, (760) 931-2192,
gjenn@ci.carlsbad.ca.us
187
Administrative Services
HUMAN RESOURCES - INJURED EMPLOYEE TIME OFF
THE OUTCOME
Minimization of the amount of time that industrially injured employees are off
work
THE MEASUREMENT
Number of days between the date an employee is injured on the job and the
date that the employee returns to full or modified duty with the City
WHAT THE DATA MEAN
Research shows that the greater the amount of time that an injured employee
remains off work, the less likely he/she will return as a productive member of
the workforce. By reducing the number of days that an employee is out of the
workplace, the City can reduce Workers' Compensation expenditures, ensure
adequate staffing levels for City departments, and enhance the connection
between the injured employee and the City.
This measure is used to analyze trends, identify high-risk work groups and as
an efficiency comparison to other agencies. This data is tracked and posted at
sites throughout the City per Cal OSHA requirements. This measure is part of
Human Resources Total Disability Management Program.
DEPARTMENTS INVOLVED
All City Departments
BENCHMARK
An average of 4.8 days or less lost per claim. This benchmark is based on the
ICMA average for agencies with under 100,000 population, and will be reviewed
annually.
RESULTS
Benchmark-ICMA
Carlsbad
FY 200 1-2002
5.5
3.6
FY 2002-2O03
6.0
7.5
FY 2OO3-2OO4
4.8
10.8
ANALYSIS
This measure is an indicator of the success of an agency's disability
management program. The data shows that Carlsbad's average number of
days lost per claim is six days more than the average for cities under 100,000
188
reporting to ICMA. Our average significantly increased by 7.2 days over the
last two years, while the ICMA average decreased. Based upon our analysis,
Fire Department employees were responsible for over 40% of Carlsbad's lost
working days in this reporting period. Public Works employees were
responsible for 27% of the lost working days. Several severe injuries requiring
long-term absences in the last two fiscal years have caused the spike in days
lost per claim.
ACTION PLAN
Human Resources will resume the practice of distributing Workers'
Compensation loss data to the Leadership Team and other managers on a
scheduled basis to ensure this cost center receives attention.
There is a management goal surrounding Workers Compensation issues this
fiscal year 04-05. Planned actions will improve communication, training and
resources available to Fire, Police and Public Works Departments. Accident
review and safety program procedures are also being reviewed and retooled.
The City will continue to monitor this data and encourage the implementation
of programs to reduce the number of days an employee is out of the workplace.
POINT OF CONTACT
Rebecca Melillo, Management Analyst, (760) 602-2442, rmeli@ci.carlsbad.ca.us
189
Administrative Services
HUMAN RESOURCES - EMPLOYEE TURNOVER RATE
THE OUTCOME
Minimization of costs to the organization that result from employee turnover
THE MEASUREMENT
The number of full-time, permanent employees who left the organization during
the reporting period, divided by the total number of employees.
DEPARTMENTS INVOLVED
All City Departments
BENCHMARK
A turnover rate of less than 6.1%. This benchmark is based on the average
turnover rate for agencies with population under 100,000 reporting to ICMA for
fiscal year 2003/2004, and will be reviewed annually.
RESULTS
Resignation
Retirement
Retirement Disability
Retirement Industrial
Termination
Termination during probation
Deceased
Total
*Total for ICMA benchmarking
Carlsbad gross turnover rate
*Carlsbad ICMA comparable turnover rate
Average Turnover rate for ICMA agencies with
under 100,000 population
FY
OO-01
20
2
0
2
2
3
29
22
3.8%
FY
01-02
16
8
0
1
3
4
32
19
3.2%
FY
02-03
23
9
3
5
2
3
45
25
7.0%
3.9%
9.8%
FY
03-04
27
10
""0
3
0
6
1
47
27
7.5%
4.3%
6.1%
*The ICMA turnover figure includes only resignations and non-probationary
terminations.
190
ANALYSIS
This measure is an indicator of the effectiveness of employee recruiting and
selection, quality of the organizational environment, effectiveness of the
employer's wage and benefit structure, and age demographics of an
organization's employees.
The turnover rate for the City of Carlsbad is about two percentage points less
than the ICMA average. The majority of Carlsbad turnover was due to
resignations. There were six resignations in the Police, Department
Communications Center and another four in other Police Department divisions.
The Communications Center resignations may be due to the stressful nature of
that type of work and to an increased emphasis on accountability in that
division. There were also five resignations in the Public Works MSA, which is
the second largest amount after Public Safety.
ACTION PLAN
Human Resources has introduced an exit interview program for all
resignations. The data collected in these interviews provides information that
is often valuable to our client departments and gives us information on our
competitiveness in the salary market. Human Resources will be more pro-
active in sharing turnover data with our clients in the coming year, as the large
amount of anticipated retirements is making staffing a larger organizational
issue.
The Human Resources staff continues to work with departments to ensure that
the right employees are performing the right jobs, and that employees are held
accountable. A turnover rate of up to 8% is considered "health^, and may in
fact prove to be beneficial in enhancing accountability in the organization.
POINT OF CONTACT
Rebecca Melillo, Management Analyst, (760) 602-2442, rmeli@ci.carlsbad.ca.us
191
Administrative Services
HUMAN RESOURCES COST
THE OUTCOME
Provide human resources services in a cost effective manner
THE MEASUREMENT
Human Resources annual operating expenditures per number of full-time
employees
WHAT THE DATA MEAN
The goals of the Human Resources Department are to build people capability,
build employee commitment and alignment, and build organizational capacity.
This cost efficiency measure can monitor the fiscally responsible use of funds
allocated to Human Resources to provide the services stated in our mission.
DEPARTMENT INVOLVED
Human Resources
BENCHMARK
Human Resources centralized expenditures as defined by ICMA Center for
Performance Measurement. Figures include all HR staff salaries and benefits,
all supplies, materials and direct costs. The figures do not include facilities
costs, information technology costs, or Worker's Compensation. The
benchmark agencies selected are California cities reporting to ICMA with HR
Departments that provide similar services and serve similar size populations.
RESULTS
Benchmark
Redwood City
San Mateo
Carlsbad
Population
75,100
93,700
94,400
# FTE's
742
763
788
HR Expenditures
$ 1,238,935
$ 932,154
$ 1,143,822
Expe nditure / FTE
$ 1,670
$ 1,222
$ 1,452
ANALYSIS
This is the first year we have compared Human Resources expenditures with
other agencies. The Human Resources operating expenditures per full-time
employee are very similar to the two agencies identified. The operating
expenditure figure includes: salaries and benefits of Human Resources staff
and all direct costs such as supplies, materials, and professional services. The
operating expenditure figure does not include salaries and benefits for
employees or citywide training expenses.
192
ACTION PLAN
The Human Resources Department will continue to analyze expenditures and
compare them with other high-performing agencies. The Department will
identify individual HR services for benchmarking, such as Recruitment
Advertising, as more specific measures may prove to be more useful.
POINT OF CONTACT
Rebecca Melillo, Management Analyst, (760) 602-2442, rmeli@ci.carlsbad.ca.us
193
Administrative Services
HUMAN RESOURCES SERVICE & SATISFACTION
THE OUTCOME
A high level of employee satisfaction with Human Resources services
THE MEASUREMENT
A customer service survey was conducted in the Spring of 2002 by the Social
and Behavioral Institute at California State University, San Marcos and re-
administered in the Spring of 2004. Most respondents completed the survey
through the Internet, while field staff completed a paper questionnaire. The
survey asked City of Carlsbad employees to assess the performance of the
Human Resources Department in eight service areas. Respondents answered
questions on a zero to ten scale in each Human Resources service area
regarding satisfaction with the content and quality of the services HR provides,
how well Human Resources staff communicate with employees and managers,
and satisfaction with the Human Resources staff that provide information.
WHAT THE DATA MEAN
The product of the survey is an evaluation of Human Resources services and
employee satisfaction. The goal of the survey is to provide practical
information for the Human Resources Department to use to improve service to
City employees. The summary data, along with further detailed data on the
seven survey areas, significant relationships between data areas, correlations,
and year-to-year comparisons provide important information for the Human
Resources Department. The data obtained is used to prioritize programs and
resources, design communication pieces, and identify areas for continued
process and service improvements.
DEPARTMENTS INVOLVED
All City Departments
BENCHMARK
90% of customers rate their experience with the Human Resources Department
as at least "Satisfied" in all customer service categories.
194
I
1 COPY
RESULTS
Customer Service Categories
Overall Training and Development Satisfaction
Overall Recruitment and Staffing Satisfaction
Overall Employee Information Satisfaction
Overall Health and Disability Satisfaction
Overall Employer /Employee Relations
Satisfaction
Overall Workers Compensation/Industrial
Medical Clinics Satisfaction
Overall Classification or Job Design
Satisfaction
Survey Administration
Spring 2002
Percent Reporting
"Satisfied" or better
88
86
86
85
76
78
62
ANALYSIS
As a result of the survey conducted in 2002, Human Resources created an
action plan to address concerns in three areas: Employee Development
Programs, Communication of HR Programs, and Process and Service
Improvements. The new data provided by the 2004 survey indicate success in
improving ratings in the targeted areas.
One of the most visible initiatives Human Resources has devoted resources to,
as a result of survey findings, is Employee Development. The Employee
Development goal team implemented a training calendar, catalog, and program
that address both core competency training, and personal and professional
development. The overall satisfaction rating for Training and Development, on
a zero to ten scale, went from 7.7 in 2002 to 8.4 in 2004. This is the largest
statistically significant change in the overall satisfaction ratings.
For each of the seven service categories surveyed, a satisfaction score was
obtained to rate "how well HR communicates with employees and managers,"
with regard to that specific service area. The average rating for "Satisfaction
with Communication" increased in six of the seven services categories. The
largest rating increase for communication was in the area of Training and
Development. Significant increases in the communication rating were also
seen in the areas of Employee Information Services, and Health Benefits and
Disability Leaves. The areas of the largest rating increases correspond closely
with the areas to which the Human Resources Department devoted the most
resources to improve communications over the past two years.
The last area identified for improvement in the 2002 survey was "Process and
Service Improvements." Specifically, the Employee Assistance Program
provider and the Workers' Compensation program providers were targeted. As
i 195
a result, Human Resources changed the EAP provider in 2003 to better address
the needs of our employees and worked with the Workers' Compensation
provider to obtain data and reports for department staff. The average
satisfaction score for the EAP program increased from 6.9 to 7.6 from the 2002
to the 2004 survey. Satisfaction ratings for Workers' Compensation increased
in each area surveyed.
ACTION PLAN
Several themes were identified in the data from the 2004 survey. One
significant finding is that employees in the Public Works MSA consistently gave
significantly lower satisfaction ratings for HR services across the board.
Human Resources is partnering with the Public Works MSA to identify the
sources of dissatisfaction and work to remedy them.
The area of Recruitment, Selection, and Staffing received lower satisfaction
ratings in the 2004 survey as compared to 2002. Most notable is a decrease in
the satisfaction with the timeliness of the hiring process. An analysis of cycle
time numbers indicates that the cycle time measured from the time Human
Resources receives a requisition to begin recruiting, to the time an eligibility list
is established, has not increased since the last survey. Human Resources will
work with our client departments to analyze the time between the
establishment of an eligibility list and when a new employee is actually seated
in a position. Human Resources may be able to provide tools to assist
departments with "post eligibility list" selection procedures that will expedite
processes. Human Resources will also take a pro-active role in encouraging
client departments to communicate to staff regarding vacant positions that are
"on-hold" and not being immediately filled.
POINT OF CONTACT
Rebecca Melillo, Management Analyst, (760) 602-2442, rmeli@ci.carlsbad.ca.us
196
Administrative Services
INFORMATION TECHNOLOGY NETWORK OPERABILITY
THE OUTCOME
A functional operating information technology network
THE MEASUREMENT
Amount of time required for users to return to operational status. Problems
are divided into four categories.
Priority 1
Total work stoppage on a critical system or operation:
• Server down - affects whole site
• Core system down - Permits plus, IFAS, OPAC for Public Access, SIRSI,
RFA, etc.
• City-wide Internet access down
• Telephones - remote site loses access - no voice and / or data
• Critical failures of technology services regularly provided to the public at
City facilities
Priority 2
Serious or potentially critical work slowdowns:
• User down/locked out/no access
• Printer issues - cannot print and no alternate print source is available
• Hardware failure - monitor/keyboard/etc.
• Login issues - forgotten passwords, etc.
• Public terminal with Internet access
While not falling under the network operability performance measure, Priority 3
and Priority 4 calls are defined as follows and are included in the total tickets
figure in the table below:
Priority 3
• Slight interruptions in work flow, affecting one user.
Priority 4
• Minimal interruptions in workflow and/or waiting action by others for
completion
197
WHAT THE DATA MEAN
The measure is an indication of staffing levels, staff knowledge, and staff
initiative to ensure that calls are resolved and completed in both a timely and
effective manner.
DEPARTMENT INVOLVED
Information Technology
BENCHMARK
• 90% of all Priority 1 service calls resolved in 60 minutes
• 90% of all Priority 2 service calls resolved in 180 minutes
RESULTS
Priority 1
Priority 2
Benchmark
90%
90%
2O01
85%
95%
2OO2
80%
98%
2OO3
84%
98%
2O04
85%
97%
ANALYSIS
Call Volume by Priority
Calls
Priority 1
Priority 2
Total Tickets (all priorities)
2001
107
676
6,676
20O2
245
1249
6,423
2OO3
236
1874
5,361
2O04
27*
148*
5,432
* Service Calls now broken out into four levels: Urgent (1), High (2), Medium (3)
and Low (4). Prior years reflected three levels: High (1), Medium (2), Low (3).
The data tracks the elapsed time from when the service call was opened until
the time the service call was resolved and the user returned to full operational
status.
Technology oftentimes brings simplicity to our lives in the City, however, that
simplicity is very elaborate in its implementation and support. This truth can
be seen in the call trends. We are seeing fewer, yet more complicated calls.
While the Priority 1 benchmark was not met, the Information Technology
Department did increase its performance over the prior year.
The above table reflects a significant decrease in the total call volume at both
Priority 1 -Urgent and Priority 2 - High. Reasons for this include the following:
• To better reflect technology industry Help Desk standards, service call levels
were split into four levels, from the past year's three level methodology. Call
198
routing, response and resolution is more effective now that the levels are
more clearly defined.
• Post-incident analysis of priority calls has been initiated. This process
includes the review of the root cause and then development of methods for
prevention of future reoccurrence (whenever possible).
• Staff has put systems and services in place that increase the stability of the
technology infrastructure here in the City.
ACTION PLAN
• Continue monitoring of Urgent and High level calls
• Find possible benchmarking agencies
POINT OF CONTACT
Kerry Jezisek, Project Manager, (760) 602-2448, kjezi@ci.carlsbad.ca.us
199
Administrative Services
INFORMATION TECHNOLOGY COST
THE OUTCOME
An efficient Information Technology Service
THE MEASUREMENT
Cost of service per desktop computer
WHAT THE DATA MEAN
Measures the fiscal responsibility of IT service compared to other agencies. The
total cost of services represents Central IT staff salaries*. Desktop computers
is the number of computers supported by Central IT.
DEPARTMENT INVOLVED
Information Technology
BENCHMARK
Annual cost of providing IT services per desktop will not exceed the baseline
budget plus annual CPI. The benchmark will be established by using data from
the 2003-2004 baseline year and will be adjusted each year by the San Diego
Consumer Price Index. 03 - 04 Actual Salaries = $1,747,792/729 desktops =
$2,398/desktop.
RESULTS
Fiscal Year
03-04
Benchmark
$2,398
Carlsbad
$2,398
ANALYSIS
This measure has been changed from last fiscal year. Review of last year's data
submitted by partner agencies showed discrepancies in the expenditure
information reported. Because of this, new budget and expenditure figures
were requested and, the San Diego IT Managers Group developed an IT
Services & Applications Survey/Matrix. This tool provided a much clearer
picture of how differing IT agencies operate, which allowed Carlsbad to select
two partner agencies whose IT operations and infrastructure are similar,
allowing a realistic and meaningful benchmarking relationship.
The current cost per desktop calculation reflects the City of Carlsbad as having
a slightly higher cost per desktop than our benchmarking partners. While the
highest, Carlsbad also provides a broader range of services and has a larger
200
site base and infrastructure. To ensure that these cost figures are meaningful,
further analysis at the line-item detail level will be done.
Agency
Carlsbad
Chula Vista
Escondido
IT Salaries
$1,747,792*
$2,110,072
$1,832,270
#
desktops
729
1100
900
Cost/
Desktop
$2,398
$1,918
$2,036
Agency
Carlsbad
Chula Vista
Escondido
# of
IT Staff
18.5*
28
22
# of
Sites
30
17
22
# of
Desktops
729
1100
900
# of
Telephones
853
1252
1000
#of
Printers
371
200
70
#of
PBXs
5
2
2
# of
Servers
90
50
35
*Other agencies Central IT Department includes GIS. To create a more effective
and realistic comparison, Carlsbad has included GIS staff and salaries, though
they are not part of Central IT
ACTION PLAN
This is the first year for this measure. We are grateful that our partner agencies
willingly contributed data for performance comparisons and benchmarking
purposes, as well as gave their interest and commitment to developing a
broader base fiscal comparison. The goal for next fiscal year is to expand IT
costs figures used in the benchmark calculation to include a more complete
expenditure listing. For example, include all maintenance and operations costs
incurred by Central IT for items such as: professional services, hardware and
software maintenance, travel and communication charges, depreciation and or
replacement funds.
In the upcoming year, Carlsbad IT management will continue to leverage the
relationships with partner IT organizations.
Another opportunity is to determine the best way to clarify, format, and collect
other cost data, so that additional meaningful comparisons can be developed.
The results of this effort may be incorporated into next year's measure.
POINT OF CONTACT
Kerry Jezisek, Project Manager, (760) 602-2448, kjezi@ci.carlsbad.ca.us
201
Administrative Services
INFORMATION TECHNOLOGY SERVICE & SATISFACTION
THE OUTCOME
A high level of customer service satisfaction and a high level of customer
confidence in Information Technology (IT) staffs skills, knowledge and abilities
THE MEASUREMENT
Results of an anonymous Citywide employee opinion survey
WHAT THE DATA MEAN
The measure is an indication of customer satisfaction with the Information
Technology service levels provided to City staff. The measure is also an
indication of staff knowledge, efficiency and effectiveness.
DEPARTMENT INVOLVED
Information Technology
BENCHMARK
Customer satisfaction: 90% of customers rate Information Technology as
"Good" or "Excellent" (3 or better on a 1-4 scale).
Customer Confidence: 80% of all service requests will be resolved in one on-
site visit effort by IT staff.
RESULTS
The following results were based on 454 surveys distributed via Citywide email,
165 surveys completed, for a response percentage of 36.3%.
Overall Customer Satisfaction
Year
Benchmark
2001-2002
2002 - 2003
2003 - 2004
Good or
Excellent
+ 90%
96%
81%
89%
202
i
COPY
2OO2-2003 Survey Results by
IT Service Area
Quality of Service
Timeliness of Service
Overall Satisfaction
Quality of Service
Timeliness of Service
Overall Satisfaction
% Respondents at Good or
Excellent
Quality of Service
Timeliness of Service
Overall Satisfaction
t
i
Quality of Service
Timeliness of Service
Overall Satisfaction
92%
92%
94%
Quality of Service
Timeliness of Service
Staff Knowledge
Overall Satisfaction
81%
75%
56%
70%
Quality of Service
Timeliness of Service
Overall Satisfaction
94%
95%
93%
Customer Confidence
Benchmark
80%
Year
2001 -2002
2002 - 2003
2003 - 2004
Resolved in
one
on-site visit
92.88%
92.06%
78.31%
Total #
of Tickets
6,423
5,361
5,432
ANALYSIS
This year's survey reflects over an eight-point increase in customer satisfaction.
The increase is due in part to two items: (1) a significant satisfaction rating
increase in the Application Services area and (2) a format and calculation
correction to the survey itself.
203
The application services group had a 16-point increase in customer satisfaction
in FY 03 - 04. The group went from an overall rating of 74% to 90%. With the
introduction of only one major system (SIRSI Library Automation System), the
IT Application Staff has put significant time into maintaining and enhancing
the current application base. This effort ideally has provided City staff with a
more stable and effective computing environment, and therefore a higher
satisfaction rating.
The change to the survey format was to exclude the option "Don't Know" from
the selection choices. A better option was put into place providing City staff
with the selection choice of "Not Applicable - Did Not Use Service". This
selection choice should have resulted in a more accurate user satisfaction
rating, and therefore an increase in the overall customer satisfaction.
It is important to note that Information Technology is measuring not only our
customer's level of satisfaction with the Information Technology Department,
but also our customer's level of satisfaction with our outsourced Help Desk
vendor. While the survey information is reviewed for overall satisfaction levels
by IT management annually, it is the Help Desk services portion of the survey
that comes under particular examination.
The Help Desk is the functional area of the department that interfaces with
City staff over the phone, but is generally the first contact if City staff requires
assistance with technology resources. It is the Help Desk that receives, records,
services and routes all requests for service by City staff. This group handles
nearly 5,000 customer requests annually. Because of its level of importance,
should the Help Desk receive a low rating (below 90% good or excellent), the
service premiums are reduced. The reduction of payment premium remains in
effect until the appropriate customer service rating is received (at least 90%
good or excellent.)
Because the Help Desk services section of the Information Technology
Department scored only a 70% "Good" or "Excellent" overall satisfaction rating,
changes to this service are being reviewed. Changes may range from
investigating methods to increase call resolution at the Help Desk level,
identifying new vendors supplying this service, or bringing the Help Desk
function in-house.
In order for IT staff to achieve the 80% in one visit confidence measure, work
effort must occur at a high competency and effectiveness level. The customer
confidence measure has the benchmark goal of resolving 80% of all IT service
calls effectively, to the requestor's satisfaction, and requiring only one on-site
effort or contact by the IT staff member. While the benchmark was not achieved
this year, it was very close; only 1.7 points off. Staff continues to work on
developing a more stable infrastructure while at the same time building in
better systems and processes for monitoring, issue detection, and correction.
204
These systems should aide the department in hitting the benchmark. Also
impacting the resolution success rate is the complexity of the service requests
coming into the department. This measure will continue to be a meaningful
challenge - one that will help the Information Technology Department provide a
solid, high level of service.
ACTION PLAN
• Continue monitoring of results of the citywide opinion survey
• Investigate methods for increasing Help Desk call resolution and satisfaction
rate
• Develop a better methodology for tracking customer confidence - 80% of all
tickets resolved in one on-site visit by IT staff
POINT OF CONTACT
Kerry Jezisek, Project Manager, (760) 602-2448, kjezi@ci.carlsbad.ca.us
205
Administrative Services
CITY ADMINISTRATIVE FACILITIES GROWTH MANAGEMENT STANDARD
THE OUTCOME
Provide top quality services
THE MEASUREMENT
Administrative facility square footage per 1,000 population
WHAT THE DATA MEAN
The standard of 1,500 square feet per 1,000 population is mandated per the
Cirywide Facilities and Improvement Management Plan
DEPARTMENTS INVOLVED
All City Departments
BENCHMARK
1,500 square feet of administrative facilities per 1,000 city population.
RESULTS
Based upon a current population of 94,400, the City is required to have at least
141,600 square feet of administrative office space. At the current time, the city
has approximately 300,000 square feet of administrative facilities. This
includes:
• Farmers Building - 134,000 sq. ft • Facility & Maintenance - 13,000 sq.ft
• Faraday Center - 68,000 sq. ft • Oak Ave. - 5500 sq. ft
• Public Safety Center - 64,000 sq. ft • Redevelopment - 2000 sq. ft
• City Hall - 13,000 sq. ft
ANALYSIS
The City currently meets this growth management requirement. With the
acquisition of the Farmers Insurance Building as the potential City of Carlsbad
Civic Complex, the City is not required, per the growth management standard,
to acquire any additional administrative space.
ACTION PLAN
None required
POINT OF CONTACT
Joe Garuba, Sr. Management Analyst, 760-434-2893, jgaru@ci.carlsbad.ca.us
206
Top Quality
Service -
Public Safety
Be a City that provides exceptional
services on a daily basis.
Management Goals
Construction/Inspection Performance
Measurement
Facility Structure Improvement Program
Regional Fire Video Conferencing System
Emergency Resource Response Availability
Landscape Fire Protection Requirements
Electronic Fire Inspection Tracking &
Billing System
Fire Furniture, Furnishings and Equipment
Audit and Replacement Schedule
Fire Station 6
Fire Program Based Budgeting & Service
Reorganization
Fire Administration Services Organizational
Audit & Redesign
Regional Fire Efficiencies
CEMAT
Crime Case Clearance Rate
Critical Assets
Police Risk Management
Police Supervisor Training
Police Mobile Office
Police Improvement Initiaitves
Public Safety Technology Project
Police Communications Operation Manual
Police Department Resource Plan
Public Safety Indicators
Building Inspection Service
Building Inspection Cost
Building Inspection Customer
Service
Fire Department Response Time
Fire Department Operating Cost
Efficiency
Fire Department Customer Service
and Satisfaction
Growth Management - Fire Stations
Police Response Time
Crime Cases Cleared
Community Perception of Crime
Police Operating Cost
Police Customer Service and
Satisfaction
207
208
Top Quality Service - Public Safety
i
I
i
Why is it important to Carlsbad?
The overall quality of life in Carlsbad depends to a
large degree on community safety and resident
perceptions of safety. The citizens of Carlsbad have
high expectations for the safety of the both persons
and property.
The City has made a conscious choice to have a
responsive and responsible public safety element in
the General Plan and as an operational priority.
Proactive, service-oriented, Police, Fire and Building
Department Services enhance the safety of the
people who work, live, and play in Carlsbad. These
departments, although differing in their specific
missions, strive to deal with citizens fairly and
efficiently. This adds value to the everyday quality
of life for everyone in the City of Carlsbad.
BUILDING DEPARTMENT
The Building Department improved the rate
of successful inspections this fiscal year
while lowering costs 7%. Next-day
inspections were delivered at the expected
rate level of 95%. The department added
two limited-term positions to deal with the
increasing demand for services. More
proactive communication with developers
has helped economize the time spent
performing inspections for customers and
the inspectors. Additional time for
requesting inspections was made available
(4 p.m. for next day inspections), which
was very much appreciated by the building
industry.
Building Department Customer Service
Percent Reporting Good or Excellent
Front Counter
Inspection Scheduling
Field Inspections
Overall Service
97%
100%
98%
100%
Inspection Results
Approved
Partially Approved
Approved / Partially
Approved
2003
54%
6%
60%
2004
53%
7%
61%
Cost per Full or Partial Building
Inspection Approval
2002-03 2003-04
209 COPY
FIRE DEPARTMENT
In FY 2003-04, the Fire Department began
dispatch services with the North County
Dispatch Joint Powers Authority. The
customer service and satisfaction survey
results indicate that this dispatch change
resulted in continuing positive satisfaction
levels. The survey results also continue to
validate that the dispatchers and emergency
medical service personnel are providing
excellent customer service.
One of the critical factors in achieving a
positive outcome in an emergency that
threatens life, property, or the environment
is providing emergency services as quickly
as possible. The Fire Department met the
response time benchmark of eight minutes
in 87% of the calls in 2004.
Police Average Response Time
in Minutes
10 20 30 40
Over 88% of Carlsbad
residents report feeling
"very safe" walking alone
in their neighborhood
compared to 66% for
similar cities nationwide.
Fire Department Customer Service
Percent Reporting Good or Excellent
BENCHMARK
911 Dispatch
Response Time
Competence
Courtesy
Transportation
2002-03
> 95%
97%
99%
100%
99%
96%
2003-0
> 95%
98%
98%
99%
100%
100%
Fire Department Response
Fire Department Cost Per Capita
8-Minute Response
Time Benchmark
90%
2004
87%
Fiscal Year
2003-04
2002-03
2001-02
Benchmark
$117
$113
$109
Actual
$108
$105
$101
POLICE DEPARTMENT
The Police Department continued to
response to all levels of calls faster than
the benchmark in 2004.
Carlsbad's police operating cost per
capita stayed within the benchmark for
02-03; the 7% increase in police
expenditures in 02-03 versus 01-02
compared favorably to the 10% average
increase during the same time period
for comparable San Diego County cities.
The Police Department continues to I
nearly meet the benchmark set for L
customer service and is identifying .
areas for improvement. f
Carlsbad leads the County for overall
crime cases cleared.
210
Growth Management - Fire Stations
Growth Management Plan Standard
Growth not exceeding 1,500 dwelling units
outside a 5 minute response time
Carlsbad Fire Stations
In Compliance
The Fire Department is in compliance with the Growth Management Plan
standard. None of the six fire station response areas have experienced growth
that exceeded the 1,500 dwelling units outside a five-minute response time.
What does this mean for Carlsbad?
Building Permits and Inspections are important to ensure that the built
environment is safe and that the business and residential dwelling
investments people make in Carlsbad have high value. The process to
acquire permits in not completely streamlined, and although it may never be
perfect, the Community Development department is endeavoring to make the
process as smooth as practicable.
The Fire Department continues to provide effective fire, emergency medical
and fire prevention services to City of Carlsbad residents, businesses and
visitors. The Fire Department will be routinely analyzing response time data
to identify causes of less than optimal response times, and develop,
implement, and monitor new internal organizational practices to enhance
response time and work with other City departments and outside agencies
whose activities can affect and contribute to optimal response times.
A sense of safety in a community is a key factor in quality of life. Not only do
citizens in Carlsbad report a high sense of safety, the Police Department
continues to respond to calls at all times in a timely manner, and delivers
high customer satisfaction. Improvements have been made in the number of
crime cases cleared and costs are in line with other agencies.
211
212
Public Safety
BUILDING INSPECTION SERVICES
THE OUTCOME
A safely built community ensured by prompt, efficient, professional building
inspection services
THE MEASUREMENT
This is a multi-modal approach combining:
• Next day inspection rate
• Inspections per day per inspector
• Ratio of corrections to inspection requests
WHAT THE DATA MEAN
• Next day inspection rate: The department is achieving its service objective -
95% of building inspection service requests made the next working day.
• Inspections per Day per Inspector: There is adequate staffing to
accommodate the number of inspection requests.
• Ratio of Corrections to Inspection Requests: Inspectors are detecting and
correcting construction deficiencies at an effective rate.
Overall building code compliance is difficult to observe directly except with
proxy indicators. When the following three statistical products are observed in
sum, and the ratios are within acceptable industry standards, it's reasonable to
deduce that an acceptable level of code compliance is being achieved.
The Department's service objective is to complete 95% of all inspection requests
the next working day. When inspections are made in a timely manner, projects
move forward, and compliance with the approved plans and codes is generally
more assured. Builders anticipating timely service are more likely to secure
permits, voluntarily build in conformance with codes and standards, and
schedule all required inspections.
The ratio of inspections per day per inspector is used to gauge the average day-
to-day workload of an inspector. When an inspector is overwhelmed with
inspection requests, their tendency is to move quickly through a series of
inspections increasing the likelihood of missed code violations. The ratio of
corrections detected to the actual inspection requests made is an indication of
213
the inspectors' ability to detect construction deficiencies and cause them to be
corrected. A decrease in this ratio is desired except when decrease is caused by
an increase in daily workload.
BENCHMARK
95% of inspection requests will be made the next working day.
• Inspectors will average no more than 25 inspections per person per day.
• Corrections will be detected on average on at least 15% of inspections made.
RESULTS
Building Department Service
Next Day Inspections
Ave. Inspections per Day per Person
% of Inspections Requiring
Corrections
Benchmark
95%
<25
>15%
2002-03
94.5
18.1
17.3%
2003-04
95.6
21.2
16.2%
ANALYSIS
The three measures indicate a consistent service delivery within accepted
industry benchmarks. Corrections were noted on about 16% of inspections
made. Inspectors made about 96% of service requests the next working day
and carrying a workload within acceptable levels. This workload component
has shifted upwards this fiscal year.
ACTION PLAN
Staffing has been increased this fiscal year with the addition of two limited-
term full time building inspectors and a part-time inspector. This should relieve
the increase in the average inspections per day per person and increase the
next day inspection rate. Staff will monitor indices monthly and watch for
increasing workload combined with lowered corrections detected.
POINT OF CONTACT
Patrick Kelley, Building and Code Enforcement Manager, (760) 602-2716,
pkell@ci.carlsbad.ca.us
214
Public Safety
BUILDING INSPECTION COST
THE OUTCOME
Building Inspection cost efficiency
THE MEASUREMENT
Cost per approved inspection
WHAT THE DATA MEAN
The outcome of the department is to have a safely built community. Timely,
professional, and efficient building inspection service is an important
component of the construction process. Permit fees are collected to provide this
service and the efficient use of those fees contributes to the overall outcome of
the department. Projects are inspected at regular, important intervals for
compliance with the approved plans and adopted building codes. With each
approval or partial approval a project may move into the next phase of
construction. These approvals are what both the department and the builders
desire. Efficient use of the fees collected for a professional service delivery
system (deliver approved inspection results) is a highly desirable outcome.
DEPARTMENT INVOLVED
Building
RESULTS
Building Department Services
Approved or Partially Approved
Inspections
Department Expenditures
Cost per Approved or Partial
Approval
Benchmark 2OO2-O3
24,278
$1,410,000
$58.08
2OO3-O4
23,986
$1,304,000
$54.37
BENCHMARK
This is the second year of this measure and a benchmark has not yet been
established. Staff will be seeking industry benchmarks, which will require
contacting other jurisdictions for their expenditures and results.
ANALYSIS
The second year of this measure yields results that are still somewhat
inconclusive. The number of approved inspection was down slightly, as were
215
expenditures. The initial movement was in the right direction - less cost per
approved inspection - however this measurement should take place over an
extended period of time to determine trends.
ACTION PLAN
Staff implemented an introductory packet of information this year to provide
valuable information to building permit clients. The packet includes the most
typical items inspectors view as causing a project to be unprepared for
inspection. A typical construction project is broken down phases, and the
typical "not ready" conditions inspectors find are detailed so that builders can
check off at least the most common reasons for failed inspection. There is also
a great deal of helpful customer service resource material in the introductory
packet. Staff will continue to monitor this trend and coach staff on techniques
to economize the number of inspections needed to secure approved
inspections.
POINT OF CONTACT
Patrick Kelley, Building and Code Enforcement Manager, (760) 602-2716,
pkell@ci.carlsbad.ca.us
216
Public Safety
BUILDING INSPECTION CUSTOMER SATISFACTION
THE OUTCOME
"• A high level of building inspection customer satisfaction
THE MEASUREMENT
** This is a multi-modal approach combining:
**• Results of a customer satisfaction survey sent to all building permit
"* customers at the completion of their project
«•
• Ratio of Approved or Partially Approved Inspections to Inspection
Requests
«M
WHAT THE DATA MEAN
The Building Department sends a mail-back survey to customers at the
""* completion of their project. The self-selecting survey asks customers to rate the
,„ Front Counter Services (Plan Check) and Building Inspection Service on four-
point scale (Excellent, Good, Fair, and Poor). The survey also asks for an
~* overall ranking using the same scale.
-. if^s
The Building Department also tracks the number of approved or partially
approved inspections and compares that to the number of inspection requests.
Approved inspections are the customer's and the Department preferred
^ expectation, and increasing this ratio is generally regarded as an indicator of a
successful transaction.
-#-«%
« DEPARTMENT INVOLVED
Building
*w»
_ BENCHMARK
**' • 90% of survey respondents rank all Building Department services as either
- "Good" or "Excellent."
• 75% of all inspections are either approved or partially approved.
217
RESULTS
'ront Counter, Inspection Scheduling, And Field Inspections
Front Counter
Inspection Scheduling
Field Inspections
Overall Service
FY 2004
97%
100%
98%
100%
Approved Inspections
Inspection Results
Approved
Partially Approved
Combined Approved / Partially
Approved
Benchmark
75%
FY20O3
Results
53.9%
5.7%
59.6%
FY 2004
Results
53.4%
7.3%
60.7%
ANALYSIS
This is the first year of results for this measure, and surveys were sent out for
only two months prior to this measure's introduction. The number of self-
selecting surveys returned was low, although the results received were
encouraging. In the 16 surveys returned with 9 ratings each, 98.6% were
marked "Good" or "Excellent." The rate of Approved or Partially Approved
Inspection increased from FY 2003. Of particular interest, Partial Approved
Inspection improved about 1.5%.
ACTION PLAN
Surveys will be mailed earlier to ensure a higher number of returns.
Consistent coaching of field inspectors assures they continue to focus on
inspecting completed portions of projects and determining some level of
approval when necessary.
POINT OF CONTACT
Patrick Kelley, Building and Code Enforcement Manager, (760) 602-2716,
pkell@ci. carlsbad. ca. us
218
Public Safety
FIRE RESPONSE TIME
THE OUTCOME
Maximization of positive outcomes in a medical, fire, or rescue emergency
THE MEASUREMENT
Fire Department response time in number of minutes from dispatch to arrival
on scene.
WHAT THE DATA MEAN
One of the critical factors in achieving a positive outcome in an emergency that
threatens life, property, or the environment is providing emergency services as
quickly as possible. The fire department response time data represents all fire
department responses in FY 2003-04 that threatened life, property or the
environment, as well as other responses. Responses that were cancelled
enroute are not included in this data set.
DEPARTMENT INVOLVED
Fire
BENCHMARK
Eight minutes or less 90% of the time.
RESULTS
8-Minute Response Time
Benchmark Carlsbad
90%87%
ANALYSIS
Until June 30, 2003, the City's Computer Aided Dispatch (CAD) system only
had the capability of capturing travel time data, which is only one component
of response time. Response time consists of: 1) dispatch; 2) personnel turnout
time from dispatch to manned apparatus departure; and, 3) travel time to the
scene. In FY 2003-04, the Fire Department began dispatch services with the
North County Dispatch Joint Powers Authority (NCDJPA). The NCDJPA CAD
system created accessible response time data, which has been analyzed and
graphically presented on the following page. This data will serve as the base
year benchmark from which future response time information can be analyzed
and compared. This data represents the response time components from
dispatch to the first responding unit's arrival on scene.
219
The response time benchmark of eight minutes is based upon FY 2002-03
ICMA fire department data. The ICMA response time data includes receipt of
the 911 call as a component of response time, while the NCDJPA data excludes
receipt of the 911 call in response time computations.
17.OO- 17.59
16.OO- 16.59
15.00 - 15.59
14.00-14.59
13.0O- 13.59
12.00- 12.59
§ 11.0O-11.59
i 10.00- 1O.59
09.OO - 09.59
08.0O - 08.59
V
8 07.00 - 07.59|o
2 06.00 - 06.59
05.00 - 05.59
04.OO - 04.59
03.00 - 03.59
02.OO - O2.59
1
1
1
I
•
m^
"•"
1
— •01.OO -01.59 ••
00.00 - 00.59 !•••••
••••
200 400 600 800
Number of Responses
1OOO 1200 1400
ACTION PLAN
Throughout the fiscal year, the Fire Department will be routinely analyzing
response time data. If these analyses reveal that response times are less than
optimal, the department will identify the causes and develop, implement, and
monitor new internal organizational practices to enhance response time and
work with other City departments and outside agencies whose activities can
affect and contribute to optimal response times. Internal organizational
enhancements could include updating station-alerting technology, monitoring
personnel turnout time and consolidating resources for out of district
mandated training. One component of response time that the Fire Department
currently plans to evaluate is personnel turnout time, including processing
dispatch information. In future years, the fire department is working to
present response time data that includes receipt of the 911 call.
POINT OF CONTACT
Chris Heiser, Division Chief, (760) 931-2123, cheis@ci.carlsbad.ca.us
220
Public Safety
FIRE OPERATING COST
THE OUTCOME
Efficient use and recovery of General Fund revenues
THE MEASUREMENT
Net operating cost per capita for fire and emergency medical services (EMS)
WHAT THE DATA MEAN
The efficient use of financial resources allows the City to provide a higher level
of service, additional public services, or reduced service costs to the taxpayer.
DEPARTMENT INVOLVED
Fire
BENCHMARK
The net cost per capita should not exceed $100 (using the 1999-00 as the base
year and adjusting for inflation). The Consumer Price Index (CPI), as reported
by the Bureau of Labor Statistics for San Diego County, for FY 2003-04 was
3.7%. Applying the CPI to the $113.00 for FY 2002-03, the FY 2003-04
benchmark is $ 117.18
RESULTS
Based upon a current population of 94,400 the FY 2003-04 cost per capita to
provide fire, emergency medical services, fire prevention and disaster
preparedness was $108.
Benchmark
$117
$113
$109
$106
$100
Fiscal Year
2003-04
2002-03
2001-02
2000-01
1999-00
Carlsbad
$108
$105
$101
$101
$90
Actual FY 2003-04 Fire Department Expenditures:
Actual FY 2003-04 Fire Department Revenues:
Net Fire Department Cost
Population
Cost Per Capita
$12,159,657
$ 1,941.072
$10,218,585
94.400
$108
221
ANALYSIS
The Fire Department is operationally mandated to provide constant staffing,
which requires the department to maintain a complement of 23 emergency
operations personnel, 24 hours per day, 7 days per week. In order to maintain
constant staffing, personnel must be hired back to cover any personnel absent
due to sickness, vacation, injury or mandated off-site training. Since personnel
costs represent a majority of every Department budget, the non-personnel
budgets related to maintenance and operations are the remaining areas that
are not entirely fixed.
The Fire Department and the Finance Department monitor revenues associated
with emergency medical services, mutual aid reimbursements and fire
prevention activities. Fire prevention-related revenues were extensively revised
and adopted for implementation in FY 2004-05. Fire prevention-related
revenues include fees for fire inspection, fire protection system plan reviews
and hazardous uses. The Fire Prevention Weed Abatement Program is
essentially a self-sustaining program, with fees generally covering the cost of
weed abatement services.
Fire emergency operations revenues include emergency medical services fees,
mutual aid response reimbursements, false alarm response fees, federal grants
and donations. Emergency medical service fees are being reviewed and new
fees will soon be proposed for adoption by the City Council. Mutual aid
response reimbursements are adjusted annually. False alarm response fees
were revised and adopted for implementation in FY 2004-05. The Fire
Department continues to seek revenue generation and enhancement
opportunities.
ACTION PLAN
The Fire Department is reviewing the use of potential additional performance
measures related to cost efficiency for FY 2004-05. These include fire operating
and vehicle expenditures costs per capita and Fire Department staffing per
population served. These two potential additional cost-related performance
measures are reported for fire departments nationwide in the Annual
Comparative Performance Measures Report produced by the Center for
Performance Measurement of the International City/County Management
Association (ICMA). The Fire Department will analyze these two measures as
possible future year additions or replacements for cost-related performance
measurements in order to establish ICMA-recognized national comparative
benchmark standards.
POINT OF CONTACT
Chris Heiser, Division Chief, (760) 931-2123, cheis@ci.carlsbad.ca.us
222
Public Safety
FIRE CUSTOMER SERVICE AND SATISFACTION
THE OUTCOME
A high level of customer satisfaction
THE MEASUREMENT
A survey is mailed to a random sample of customers each month after
emergency medical services (EMS) have been rendered.
WHAT THE DATA MEAN
Highly satisfied customers are an indication that the Fire Department is
providing services in a manner that is desired and/or expected, contributing to
greater confidence in the Fire Department and local government in general,
resulting in high quality of life for community members.
DEPARTMENT INVOLVED
Fire
BENCHMARK
95% of customers rate all EMS services as "Good" or "Excellent" in all customer
service survey categories, utilizing a rating scale of l=Very Poor, 2=Poor,
3=Fair, 4=Good, and 5=Excellent.
RESULTS
The benchmark was exceeded in all categories. The majority of results show
minimal changes from the previous year's survey. The courtesy and
transportation categories received a 100% satisfaction rating.
Benchmark
911 Dispatch
Response Time
Competence
Courtesy
Transportation
FY 2OO1-O2
> 95%
99%
99%
99%
99%
97%
FY 20O2-03
> 95%
97%
99%
100%
99%
96%
FY 2OO3-O4
> 95%
98%
98%
99%
100%
100%
ANALYSIS
In FY 2003-04, of the 500 mailed surveys, 246 surveys were completed and
returned, resulting in a return rate of 49%. The customer service and
satisfaction survey is conducted only with emergency medical service
recipients, because those calls represent approximately 75% of all Fire
223
Department calls for service. In FY 03-04, the Fire Department began dispatch
services with the North County Dispatch Joint Powers Authority (NCDJPA).
The customer service and satisfaction survey results indicate that from a
customer perspective, this dispatch change resulted in continuing positive
outcomes. The survey results also continue to validate that the dispatchers
and emergency medical service personnel are providing excellent customer
service. In FY 03-04, as in previous years, the vast majority of comments
reflected a sincere appreciation for the Fire Department's assistance.
ACTION PLAN
The Fire Department continuously reviews the customer service and
satisfaction survey data to identify trends and patterns. Any identified areas
for improvement are analyzed, recommendations for improvement are
developed, operationally implemented, and monitored. The Department is
reviewing methods by which to best convey survey results to personnel involved
in emergency medical services delivery. The Carlsbad Fire Department is
always seeking new and better opportunities to expand and improve upon the
level and quality of customer service and satisfaction.
POINT OF CONTACT
Chris Reiser, Division Chief, (760) 931-2123, cheis@ci.carlsbad.ca.us
224
Public Safety
FIRE STATIONS GROWTH MANAGEMENT STANDARD
THE OUTCOME
Emergency response resources that are distributed throughout the City in a
manner that ensures effective and efficient delivery to the community of top
quality fire, rescue, and emergency medical services
THE MEASUREMENT
The number of dwelling units outside a five minute "travel time" from the
nearest fire station shall not exceed 1,500 units.
WHAT THE DATA MEAN
It was the intent of the City's Growth Management Plan (GMP) to ensure that
adequate fire department services were maintained as residential development
progressed toward build-out of the City. The GMP standard recognized a five
minute "travel time" from a fire station to the emergency scene as a reasonable
means of locating fire station facilities throughout the community.
At the time the GMP was developed, scientific fire behavior information and
recognized best practices supported the position that a response time of five
minutes would result in effective fire incident intervention. To determine the
most desirable geographic sites for future fire stations, it was necessary to
convert the five minute response time to a measurable distance that could be
applied to a future road network scheme. This distance, or "reach," attainable
by emergency responders in a five minute travel time was calculated to be 2.5
miles at an estimated average speed of 30 mile per hour. The reach of each
existing and potential future fire station locations was then plotted on the
planned road network maps of that time. This process enabled the fire
department to predict the need for six fire stations at build out, each providing
service to several Local Facility Management Zones (LFMZ).
Once the number of fire station sites was determined, the timing of future fire
station installations became the question. The threshold of 1,500 units was
adopted as the maximum number of dwellings that could exist outside a five-
minute travel time, or 2.5 road mile distance of the nearest fire station.
Hence, development within a fire station response area that would exceed the
1,500 unit threshold would be delayed until fire station facilities are relocated
or added in order to alleviate the shortfall.
DEPARTMENTS INVOLVED
Fire, GIS, Planning
225
RESULTS
The Fire Department is in compliance with the Growth Management Plan
standard. None of the six fire station response areas have experienced growth
that exceeded the 1,500 dwelling units outside a five minute travel time.
ANALYSIS
Because the GMP provides no other trigger mechanism for the installation of
additional fire stations, it follows that up to 1,500 dwelling units could exist
outside the five minute reach of the closest fire station for an indeterminate
length of time without violating the GMP standard. The five minute travel time
measure was selected exclusively as a means of logically positioning emergency
response resources throughout the City. Therefore, the standard should be
applied as a means of measuring compliance with locating fire facilities in
accordance with the GMP, not the performance of the Fire Department in
meeting service responsibilities.
ACTION PLAN
The Fire Department continues to monitor the GMP standard compliance as
housing development projects are proposed in the City. Four fire stations have
been constructed at their permanent location. Fire Station 3 (3701 Catalina
Drive) and Station 6 (a temporary facility at 3131 Levante Street) will be
relocated as development occurs in their response areas. Fire Station 3 will
most likely be relocated farther south and east to coincide with development in
the NE section of the city. Fire Station 6 will be relocated farther north to
coincide with the housing development occurring in the SE section of the City.
The permanent site for Fire Station 6 has been determined, and the fire station
is in the design phase of development.
POINT OF CONTACT
Chris Reiser, Division Chief, (760) 931-2123, cheis@ci.carlsbad.ca.us
226
Public Safety
POLICE RESPONSE TIME
THE OUTCOME
Minimize damage to life and property and increase probability of criminal
apprehension with a fast patrol response
THE MEASUREMENT
All calls are assigned a priority. The determination of a call's priority depends
on the severity of the crime and the timeframe in which it occurred. There is a
priority assigned to each crime code within the computer-aided dispatch (CAD)
system but the dispatcher has the option to upgrade a call's priority based on
what the caller says or what the dispatcher may hear. The response time is the
time it takes from the time the call is received to when the first police unit
arrives on scene.
Priority 1 calls are life and death emergencies such as all violent crimes in
progress, some non-violent crimes in progress, armed robbery alarms, injury or
no detail traffic collisions, and burglaries in progress. Other examples include
kidnapping, domestic violence, or assault in progress. Priority 1 calls are
generally less than 1% of the total police call volume.
Priority 2 calls include non-violent crimes in progress such as petty theft and
burglary alarms.
Priority 3 calls include "cold" reports - reports being taken after the crime has
occurred. Examples include coming home and finding that your house was
burglarized earlier in the day or waking in the morning and discovering that
your car has been stolen.
Response time data has been measured since 1988 - the first full year on the
CAD system.
WHAT THE DATA MEAN
Most customers report that they believe response time reflects quality of
service. As a result, response time is often a large factor in a customer's
satisfaction rating. We have numerous data indicating that fast response times
are very important to the customer. In actuality, response times are a
reflection of not only quality of service but also other factors such as traffic
circulation, staffing, and overall activity levels. Since Priority 1 calls are less
than 1% of the total police call volume, the response times for Priority 2 and 3
calls are key to customer satisfaction.
227
DEPARTMENT INVOLVED
Police
BENCHMARK
The FY 2003 ICMA mean average Priority 1 response time was 5.6 minutes for
cities under 100,000 population (19 cities). Carlsbad has used the benchmarks
of 6, 15, and 30 minutes for priorities 1, 2, and 3 respectively for many years.
Since ICMA has no benchmark for the other priorities and Carlsbad believes
that our responsiveness to calls other than Priority 1 is an important customer
service measure and workload indicator, the Police Department is presenting
both internal and ICMA benchmarks.
RESULTS
Priority 1
Priority 2
Priority 3
ICMA
Benchmark
Under 1OO,OOO
5.6 mins.
N/A
N/A
Carlsbad
Benchmark
6.0 mins.
15.0 mins.
30.0 mins.
Carlsbad
2004
5.1 mins.
11.4 mins.
23.5 mins.
Prioritv2 11.2 11.4
Average Response Times for Priority 1 - 3 for 1995 - 20O4
11.0 10.7 10.4 11.2 11.7 11.5 11.6 11.4
Priority 3 23.8 22.7 21.8 22.1 20.5 21.6 22.6 23.7 23.8 23.5
# Calls 55,127 63,495 64,009 67,076 67,284 64,366 68,798 66,713 73,963 73,667
2004 Calls for Service by Priority
228 ^^^F^HB^HB s'f:
ANALYSIS
After several years of increasing response times, it appears that response times
have stabilized or improved in the past two years. While calls for service and
staffing have remained basically unchanged in recent years, response time has
improved slightly or remained the same in spite of increasing traffic volumes.
One reason for the improvement may be the slight improvement in dispatch
time. Total response time includes the time from the call being received to the
call being dispatched, and the time from the call being dispatched to an officer
arriving on scene. Even though the average Priority 1 response time decreased
in 2003 compared to 2002, there was an increase in the dispatch time. This is
likely due to the large amount of dispatch staffing turnaround during that time
period and the time required to fully train a dispatcher. During 2004, the
dispatch employee group stabilized, most dispatchers were fully trained, and
dispatching times improved for Priority 1 calls as expected, (the percentage of
Priority 1 calls dispatched in less than 30 seconds increased from 23% in 2003
to 32% in 2004).
ACTION PLAN
Response time will continue to be closely monitored on a monthly basis. The
recent improvements may be offset in the future by an increase in dispatch
time as the new CAD system is installed and personnel learn the new system.
In addition, it is expected that Priority 2 and 3 response times may increase as
the community continues to develop. The best response time efforts may result
in simply maintaining response times at current levels. Staffing levels, traffic
circulation, beat realignment and patrol officer deployment practices need to
continue to be evaluated. Beat realignment is in progress and will be complete
with the installation of the new CAD system, and there may be improvements
in response time with the realignment.
With the implementation of the new CAD system, the Police Department will
report response time in a call distribution format (90% of all Priority one calls
were responded to in six minutes or less) In addition, the automatic vehicle
locator (AVL) function of a new CAD system may help reduce response times by
making it easier to dispatch the closest available unit.
POINT OF CONTACT
Lynn Diamond, Sr. Management Analyst, (760) 931-2170,
ldiam@ci. carlsbad. ca. us
229
Public Safety
CRIME CASES CLEARED
THE OUTCOME
Maximize the number of crimes solved
THE MEASUREMENT
A case is considered cleared when at least one person is arrested, charged, and
turned over to court for prosecution, or the case is cleared exceptionally. A
case can be cleared exceptionally if there is cause to arrest the suspect, but
there is some reason outside law enforcement that precludes arresting the
suspect. The number of FBI index cases cleared as a percentage of total FBI
index crime cases is a fairly standard measure used throughout the law
enforcement community. Clearance rates have been measured and reported by
the police department for at least 20 years.
In addition to the percentage for all FBI index crime cases overall, we also
measure the percentage separately for violent crimes (homicide, rape, robbery,
and aggravated assault), and for property crimes (burglary, larceny-theft, and
motor vehicle theft) to help further identify strengths and weaknesses.
WHAT THE DATA MEAN
The clearance rate is one indicator of the achievement of law enforcement
personnel in solving crimes. Although generally thought of as a reflection of
the investigations function, it also reflects the performance of the patrol
function and to a lesser degree, the police records function.
Some of the factors that influence clearance rates include: policies and
procedures used by various agencies; workload and/or the volume of cases
reported; personnel staffing for preliminary and follow-up investigation;
differential emphasis placed on investigating specific types of crime; the quality
and nature of the crimes assigned for investigation; and the training and
experience of officers. Changes in clearance rates over time could reflect data
variability and/or changes in productivity.
DEPARTMENT INVOLVED
Police
BENCHMARK
To be within the top one-third of San Diego County with regard to clearance
rates for all crime, for violent crimes, and for property crimes. The Police
Department uses San Diego County data for comparison purposes because
230
clearance data can vary greatly from state to state and even somewhat by
county within California. We are fairly confident in our local county data due
to a shared database that all agencies use coupled with regularly scheduled
quality assurance audits.
RESULTS
Overall Crime
Violent Crime
Property Crime
Benchmark
Top one-third
Top one-third
Top one-third
Carlsbad 2OO3
Yes
Yes
Yes
Note: Individual city data is not yet available for 2004
Rank
8
10
City
Carlsbad
La Mesa
Escondido
El Cajon
Coronado
Chula Vista
National City
20O3 Overall Crime
Clearance Rates
Santee
Lemon Grove
Poway
Oceanside
21%
19%
18%
17%
16%
16%
16%
16%
15%
15%
15%
13
14
15
16
17
18
19
Unincorporated/ Sheriffs
Vista
San Marcos
Imperial Beach
Encinitas
Solana Beach
Del Mar
14%
14%
13%
12%
11%
6%.
3%
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Rank
8
10
11
14
15
16
17
18
19
2003 Violent Crime
Clearance Rates
City
Coronado
La Mesa
San Diego
Carlsbad
Escondido
Powa
Rate
66%
62%
52%
51%
51%
47%
20O3 Property Crime
Clearance Rates
City
Carlsbad
La Mesa
El Cajon
Escondido
Coronado
Chula Vista
Rate
17%
15%
14%
14%
13%
13%
El Cajon
Unincorporated
Santee
Chula Vista
San Marcos
Chula Vista
46%
46%
43%
42%
42%
42%
Santee
National City
Poway
Lemon Grove
Oceanside
Vista
13%
12%
12%
11%
10%
10%
Lemon Grove
Vista
Oceanside
Solana Beach
National City
Encinitas
Del Mar
39%
38%
36%
35%
34%
29%
20%
Encinitas
San Marcos
San Diego
Unincorporated
Imperial Beach
Solana Beach
Del Mar
9%
9%
9%
9%
6%
4%
3%
Carlsbad's Clearance Rates: 1994 - 20O3
Overall
Crime
Violent
Crime
Property
Crime
1994
11%
22%
9%
1995
16%
43%
13%
1996
21%
48%
18%
1997
30%
52%
27%
1998
24%
48%
22%
1999
23%
45%
21%
20OO
23%
56%
19%
2001
23%
60%
20%
20O2
19%
47%
16%
2003
21%
51%
17%
ANALYSIS
Carlsbad's clearance rates have seen significant variance over the past ten
years, not only year-to-year but also compared to the county averages.
Carlsbad's overall clearance rate fell below the county average in the early 90's
and then climbed above the county average and has remained above the
county average. When looking at only violent crimes (homicide, rape, robbery,
and aggravated assault, totaling 265 in 2003), Carlsbad's clearance rate has
consistently been below the county average until recently. When looking at
232
ranked violent crime clearance rates, Carlsbad entered the top one-third in
2001 for the first time, dropped below the top one-third in 2002, and is now
back in the top one-third. There are relatively few violent crimes in Carlsbad,
so the overall clearance rate for the City is more influenced by the property
crime clearance rate.
Property crimes include burglary, larceny theft, and motor vehicle theft, and
totaled 2,199 in 2003. Carlsbad is generally at or above the county average,
and is often well above the county average for property crime clearances.
When looking at ranked property crime clearance rates, Carlsbad remains in
the top one-third countywide and was again the top in the county in 2003. In
general, clearance rates are higher for violent crimes, since they are crimes
against persons, and will usually have witnesses and suspect information. The
nature of property crimes leads toward lower clearance rates.
ACTION PLAN
Although this measure exceeds the benchmark for 2003, there has been
enough variability in the results over the years that a more definitive plan is
needed to maintain high clearance rates for an extended period. As a result, a
management goal is in place that includes analyzing the current methods by
which cases are reported, documented, assigned, investigated and closed, as
well as developing and implementing strategies to maximize clearance rates.
POINT OF CONTACT
Lynn Diamond, Sr. Management Analyst, (760) 931-2170,
ldiam@ci. carlsbad. ca.us
233
Public Safety
COMMUNITY PERCEPTION OF CRIME
THE OUTCOME
Citizens' sense of community safety
THE MEASUREMENT
A general citizen survey to measure how safe people feel in their community.
WHAT THE DATA MEANS
Many factors influence citizens' sense of safety in a community. Some of these
factors include the media, current events including high profile crime cases,
the age distribution in a community, neighborhood lighting, and personal
experiences. This measure may be less influenced by the police department
than any of the other police measures.
DEPARTMENTS INVOLVED
Police
BENCHMARK
The benchmark for community sense of safety is the ICMA "Citizen Rating of
Safety in Their Neighborhoods" for fiscal year 2002 for cities with a population
under 100,000. Although ICMA uses a four-category response (very unsafe,
somewhat safe, reasonably safe, and very safe), the City's survey consultants
recommended using an 11-point scale for increased accuracy. Carlsbad used
responses of 9 or 10 on a 0 through 10-point scale (0 - not safe at all; 10 - very
safe) for the "very safe" category.
RESULTS
How safe do you feel walking alone in your neighborhood during the day?
PERCENT RESPONDING "VERY SAFE"
CARLSBAD
BENCHMARK
AVERAGE
2000
86%
62%
9.5
2001
87%
64%
9.6
2002
87%
67%
9.6
2003
88%
66%
9.5
2004
N/A
N/A
N/A
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How safe do you feel walking alone in your neighborhood at night?
PERCENT RESPONDING "VERY SAFE"
CARLSBAD
BENCHMARK
AVERAGE
200O
41%
31%
7.5
2001
43%
33%
7.6
2002
39%
37%
7.6
2003
43%
35%
7.8
2004
N/A
N/A
N/A
ANALYSIS
Due to the consistently high rating that residents have expressed in their
rating of community safety over the past four years, staff decided to exclude the
community perception of crime questions from this year's survey.
ACTION PLAN
The department will continue programs that give citizens a strong feeling of
police presence such as bicycle patrol and senior volunteer neighborhood
patrols, especially following residential burglaries.
POINT OF CONTACT Lynn Diamond, Sr. Management Analyst, 760-931-
2170, ldiam@ci.carlsbad.ca.us
235
Public Safety
POLICE OPERATING COST
THE OUTCOME
The efficient use of general fund resources
THE MEASUREMENT
Operating cost per capita for police services
WHAT THE DATA MEAN
The efficient use of financial resources allows the City to provide a higher level
of service, more public services, or a reduced cost of services to the taxpayer.
DEPARTMENTS INVOLVED
Police
BENCHMARK
The operating cost per capita shall not exceed the San Diego County average
for comparably sized municipal law enforcement agencies.
RESULTS
BENCHMARK
CARLSBAD
O1-02
$168
$165
O2-O3
$184
$173
ANALYSIS
Carlsbad falls within the benchmark for this measure and is comparable to
other cities of similar size. Compared to the previous fiscal year, Carlsbad's
police expenditures increased by 7% in 2002-03 compared to 10% for the
benchmark agencies.
Salary and benefit costs make up the majority of the Police Department's
budget; they were 76% of the 2001-02 budget and increased to 78% of the
2002-03 budget. This increase in salary and benefit costs as a proportion of
total police costs is expected to continue for at least several years as retirement
and health benefit costs continue to climb.
While salary and benefit costs increased by 9% between 2001-02 and 2002-03,
maintenance and operations expenses increased by less than $50,000 or 1%.
This increase was due to an increase in the contract with the County of San
Diego for animal control services; the annual contract increased from $232,643
236
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in 2001-02 to $297,123 in 2002-03. The department was able to maintain or
reduce remaining maintenance and operation costs.
Chula Vista
La Mesa
Carlsbad
Oceanside
National City
Escondido
El Cajon
Coronado
20O2-03
Expenditures
$33,649,164
$9,590,395
$15,576,546
$30,165,371
$11,372,750
$26,409,569
$21,025,337
$6,150,070
2003
Population
199,680
55,688
9O,271
169,805
59,774
138,015
96,664
26,353
Per Capita
Cost
$169
$172
$173
$178
$190
$191
$218
$233
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Note: For data comparison purposes, expenditures include salary and benefits,
plus department services and supplies. Capital expenditures and animal
control services are excluded.
For comparison purposes, the ICMA average per capital operating cost for
2002-03 was $207 for jurisdictions under 100,000 population (20 cities).
ACTION PLAN
The Police Department will continue to carefully monitor its budget, seek out
alternative, non-general fund sources for funding such as grants, and
continually look for less costly options while maintaining service levels.
POINT OF CONTACT
Lynn Diamond, Sr.
ldiam@ci.carlsbad.ca.us
Management Analyst, 760-931-2170,
-
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Public Safety
POLICE CUSTOMER SERVICE & SATISFACTION
THE OUTCOME
A high level of customer satisfaction
THE MEASUREMENT
This measure uses a multi-method approach combining:
• Survey results
• Personnel complaints
The survey portion takes the results from the section of the Police
Department's customer survey that relates to satisfaction with various police
services. The survey questions ask respondents to rate dispatch, patrol,
detectives, records, and administration. This customer satisfaction measure
has been in place for approximately 14 years.
The complaints portion of the measure is the number of sustained formal
complaints made by citizens about police employees per 10,000 calls for
service. After investigation, complaints are classified as sustained, non-
sustained, exonerated, or unfounded. A sustained complaint is one that
involves a citizen complaint of an incorrect action on the part of a police
employee that is upheld as an incorrect action. Using a ratio takes into account
increasing contacts as the population and size of the workforce increase. The
number of complaints by category has been measured for many years.
WHAT THE DATA MEAN
Highly satisfied customers are an indication that we are providing services in a
manner that is desired and/or expected, contributing to greater confidence in
the Police Department and local government in general, resulting in high
quality of life for community members.
The survey portion of the measure reflects customer satisfaction among those
who have had a direct interaction with us through the filing of a crime report.
Over time, this measure can help us identify areas of strength and weakness,
as well as identify areas where changes in service levels are occurring.
The complaints portion of the measure can be a reflection of the quality of the
police employees and the level of customer service. Both a department
directive (1.13) and a legal requirement (P.C. 832.5) define when a formal
complaint is taken.
238
DEPARTMENTS INVOLVED
Police
BENCHMARK
For the customer survey portion of the measure, the department has set the
benchmark at 90% of customers rate police services as "Good" (4 on a 1-5
scale) or "Excellent" in all customer service survey categories, utilizing a rating
scale of 1 Unacceptable, 2=Poor, 3=Satisfactory, 4=Good, and 5=Excellent.
ICMA FY 2003 survey results report an average of 80% "Good" or "Excellent"
for cities with a population of 100,000 or less and is a comparable data source.
The benchmark the department has set for the citizen complaints portion of
the measure is zero sustained complaints per 10,000 calls for service.
RESULTS
CITIZEN SURVEY
SUSTAINED
COMPLAINTS/ 1O,OOO
ICMA
AVERAGE
80%
N/A
CARLSBAD
BENCHMARK
90%
0
CARLSBAD
2004
87%
0.4
% RATING POLICE SERVICE AS GOOD OR EXCELLENT
911 Dispatcher 86%89%85%90%85%87%
Uniformed personnel 94%94%93%90%91%90%
Detectives 84%85%81%86%80%85%
Records 85%89%83%89%88%79%
Total 87%89%86%88%87%87%
SUSTAINED PERSONNEL COMPLAINTS PER 10,000 CALLS
Sustained
Complaints
Per 10,000
Calls
Calls
*;
3
0.47
64,009
0
0
67,076
1
0.15
67,284
2
0.31
64,366
1
0.15
68,798
2
0.29
66,713
0
0
73,963
3
0.40
73,667
239
ANALYSIS
Customer Survey: Traditionally, uniformed personnel have the highest
customer service rating of all the police service areas; they have consistently
rated at 90% or higher. They continue to meet the benchmark, however, their
rating has decreased slightly in the past several years compared to previous
years. There does not appear to be a trend in the other areas measured,
although the records division experienced a significant drop in their average
rating. The detectives' rating increased in 1998 with the implementation of the
victim follow-up program for unassigned cases conducted by volunteers. In
2001, the detective rating dropped, most likely due to a difficult transition
period between volunteers for the victim follow-up program. Since then, the
ratings have fluctuated mostly due to changes in the staffing for the victim
follow-up function.
Citizen Complaints: The total number of complaints filed each year, as well
as the number of those that are sustained, are a relatively small number. The
rates per 10,000 calls for service presented usually represent just a few
sustained complaints per year out of less than 20 total annual complaints. In
2004 we had three sustained complaints out of a total of 16.
ACTION PLAN
It is recommended that the crime victim follow-up for unassigned cases be
carefully maintained, as there was a direct relationship between the
establishment of this program and the increase in the investigations ratings.
Key customer service processes will be reviewed in the three areas with overall
ratings less than 90% (dispatch, detectives, records) in an effort to increase the
ratings for the upcoming year.
With regard to citizen complaints, the most time-consuming and complex
citizen complaints are now centrally managed by one sergeant on a permanent
basis as outlined in last year's action plan. Specialized training has been
provided to this sergeant and he serves as a resource to others in the
department. We will continue to carefully monitor and analyze citizen
complaints.
POINT OF CONTACT
Lynn Diamond, Sr. Management Analyst, 760-931-2170,
ldiam@ci. carlsbad. ca. us
240
n 2!
II<-* <~to £
3 §
Transportation &
Circulation
Provide and support a safe and efficient transportation
system that moves people, services, and goods throughout
Carlsbad.
Transportation & Circulation
Indicators
Roadway Safety
Roadway Circulation
Roadway Service Delivery
Roadway Cost
Transportation Customer Satisfaction
Growth Management- Circulation
Management Goals
• Faraday/ ECR
• Cannon Road Reach 4
• Poinsettia Lane Reach E
241
242
1
1
11
1
1
1
1
1
1
:
:
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Transportation &
Why is it important to Carlsbad?
By creating and maintaining a balanced
circulation system, the City is able to provide
transportation choices and improvements to
mobility.
The ability to move people and goods is essential
to the economic vitality and quality of life in a
region. Business location and expansion
decisions, consumer choices regarding goods
and services, and land values are largely a
function of accessibility and are directly related
to quality of life.
1
Roadway Condition Customer Satisfaction
p. 90%|S ;• i ,-'•.;.•••' 'l'^/'-:/-?^;,.'.V"J' '"v:/:''-'?>A'.; ;>"'; ^-;.:'-v '"••;•'•'-< •'''•••-
- ^IIli!f:%^ '•-••"• ••.••** •••'*'•-•**'" • ^*-* •fi-JiJifS i ••:••• fe: '. •••.-;,-, )•• : 73*
J 60% •ifSlgs'S""-? •'••••-•' •: : '••.'•.- '-"•"•
1 "ISliM:9 4o%afO'v':" '• -' '.•••"•.
- 30% H '•;.-.-.- .* " -: \ y-'-;vj "..' - -• - -:- v . --0 20% H •'.'••
m
•'•-
2000 2001 2002 2003 2004
Year
Roadway conditions customer satisfaction dropped 10% this year primarily due to impacts
resulting from construction areas.
Traffic
Road widenings, restriping and traffic signal
coordination have helped improve traffic
circulation, particularly on northbound El
Camino Real. Results of the 2003 Growth
Management Traffic Monitoring program
indicate that all roadway segments and
intersections within the study meet the Growth
Management Circulation Standard, except El
Camino Real/Palomar Airport Road during PM
peak hours and Palomar Airport Road/Melrose
Drive during AM peak hours. The Faraday
Avenue and Melrose Drive extension project is
expected to be under construction in 2005,
and is anticipated to resolve growth
management issues.
243
The overall roadway condition as
monitored through the roadway
condition index reflected an
average rating of 88.5 for
roadways within the City,
exceeding the benchmark of 80
or greater. The road condition
rating as reflected in the annual
City of Carlsbad Public Opinion
Survey shows 73% of responses
as either "Good" or "Excellent."
This rating dropped 10% when
compared to last year's results.
A contributing factor to this
decrease is the significant
construction in the south part of
the City resulting in roads being
impacted by traffic control plans
that reduce capacity.
COPY
Safety
Roadway safety, as measured by
frequency of collisions by roadway
segments, remained relatively stable;
85% of all roadway segments met the
collision rate guidelines as
established by Caltrans. The results
of the measure are also impacted by
external conditions such as weather
and driver inattention. Staff
continues to proactively review all
collision reports and investigate
solutions to primary collision factors
where applicable.
Costs
The benchmark for costs was reset using 2003 results as a baseline measurement.
Although previous reports were based on street mile calculations, staff will now use lane
mile comparisons as the standard. 2004 expenditures indicate that Carlsbad exceeded
the benchmark by $164 per lane-mile, primarily due to an unusually high number of
traffic signal repairs resulting from damage due to weather, traffic collisions and/or age of
equipment.
What Does This Mean for Carlsbad?
Overall, results from the 2004 performance measures and Growth Management Standards
indicate that continued growth and expansion of the circulation system through
construction is presenting challenges to achieve the Transportation Strategic Goal. Some
street improvements and alternative routes have been implemented which resulted in
improved levels of service at many of the City's intersections and roadways. After the
completion of this year's unprecedented level of construction activity, it is anticipated that
customer satisfaction will increase.
As traffic volumes continue to grow, the trend is for the number of traffic collisions and
circulation congestion to increase. Correspondingly, there is an ongoing emphasis on
advanced planning, surveillance of existing conditions, performance measurement and a
well-developed Capital Improvement Program to continue to improve traffic circulation and
safety. Construction of infrastructure improvements, coordination between enforcement
efforts and engineering solutions will continue. Intelligent Transportation System
technologies are being explored. There is ongoing coordination between Carlsbad staff,
other local agencies, Caltrans and SANDAG to coordinate the local circulation system
improvements with regional solutions and opportunities.
244
Public Works
ROADWAY SAFETY
THE OUTCOME
Roadway safety
THE MEASUREMENT
Collision rate per million vehicle miles.
WHAT THE DATA MEAN
Many factors contribute to a safe roadway system including design,
maintenance, traffic operations, and traffic enforcement. However, the
experience, expertise, attentiveness and potential degree of impairment of
drivers has a significant impact on roadway safety. This measurement brings
the effectiveness of all these factors, excluding the driver, together to measure
the safety outcome. Both engineering and police currently measure data. Data
is gathered throughout the year and is summarized in the Engineering
Department's Transportation Division's Annual Traffic Report.
The roadway segment collision rate is the number of collisions occurring on a
defined section of road per one million vehicle miles. The California
Department of Transportation has calculated statewide average collision rates
on all State highways to be used to identify potential problem areas. These
rates are reported for roadways with two to three lanes to undivided roadways
with four or more lanes.
Carlsbad Street Classifications Studied:
Prime Arterial: >40,000 vehicles per day; six lanes; divided; access controlled;
provides regional and intra-city circulation; provides connections to the
freeways.
Major Arterial: 20-40,000 vehicles per day; four lanes; divided; access
controlled; provides intra-city circulation; provides connections to the freeways.
Secondary Arterial: 10-20,000 vehicles per day; four lanes, striped median;
moves traffic between collector and larger arterial streets.
DEPARTMENTS INVOLVED
Maintenance and Operations, Engineering, Police
BENCHMARK
100% of road segments meet Caltrans collision rates by type of segment.
245
RESULTS
Roadway Segments within Caltrans Collision Rates
Roadway Segment Type Benchmark 19991 20002 20012 20023 2O033
Secondary Arterials
Major Arterials
Prime Arterials
100%
100%
100%
88%
100%
95%
86%
100%
95%
100%
100%
95%
79%
77%
90%
79%
77%
95%
Total Road Segments
within Caltrans collision 1OO% 95% 95% 98% 82% 85%
rates:
1 ~ 8 secondary, 11 major, and 19 prime arterial segments
2 ~ 7 secondary, 11 major, and 18 prime arterial segments
3 ~ 14 secondary, 13 major, and 19 prime arterial segments
ANALYSIS
In 2003, 85% of the roadway segments measured were within the statewide
collision rate. Although the same number of roadway segments were measured
in 2003 as in 2002, there was a 3% increase in roadway segments measuring
within the statewide collision rate for safety.
The roadway segments below did not meet the statewide collision rate:
Carlsbad Boulevard from Carlsbad Village Drive to Tamarack Avenue
Carlsbad Boulevard from Tierra Del Oro Street to Palomar Airport Road
Carlsbad Village Drive from Harding Street to Pio Pico Drive
El Camino Real from North City Limits to Hosp Way
Paseo Del Norte from Cannon Road to Palomar Airport Road
Paseo Del Norte from Palomar Airport Road to Camino del Parque (N)/ Sea
Gate Road
The Carlsbad Village Drive segments from Carlsbad Boulevard to Harding
Street and from Harding Street to Pio Pico Drive are laden with driveway
entrances/exits from businesses. The short distance between these driveways
introduces traffic conflicts and significantly increases the starting/stopping of
vehicles allowing motorists to enter into traffic flow. This roadway environment
requires extra safety precautions by motorists.
The El Camino Real segment between North City Limits to Hosp Way continues
to be a heavily traveled corridor. Driver inattention in this corridor is a
contributing factor in the number of collisions.
Paseo Del Norte from Palomar Airport Road to Cannon Road has numerous
driveways serving commercial and retail establishments and automobile
dealerships. Significant street parking occurs on the northern portion of this
segment. Drivers inattention and excessive speed contribute to many of the
collisions.
246
The number of collisions has remained steady along many of the roadway
segments compared to last year's numbers. City staff monitors collision
reports on an individual basis, as well as performing trend analysis to
determine possible collision patterns. Much of the City's analysis and action to
improve safety at individual roadway segments is addressed in the Annual
Traffic Report prepared by the Public Works Transportation Division.
Additionally, every two years, the City reports on traffic signal needs and
identifies a priority list of intersections for placement of those signals. Interim
measures are implemented when a collision pattern is identified, unless and
until a permanent solution is attainable.
In 2003, 891 collisions occurred in which a police officer reported to the scene
of the accident as compared to 869 in 2002. Also in 2003, 129 collisions were
classified as hit and run, which is an increase of 16 collisions compared to
2002 data. Eighty traffic collisions were a result of rainy conditions and/or wet
roadways or fog during 2003. There were 14 collisions in construction zones
matching the total in 2002. Bicyclists were involved in 30 collisions in 2003,
which is a 50% increase over 2002.
2003 was the third year the Carlsbad Police Department tracked cell phone
usage in a vehicle when a collision occurred. Of the 759 collision reports
containing cell phone information, 20 reports listed a cell phone in use by the
responsible party. 361 reports listed a cell phone present, but not in use by
the responsible party. The remaining 378 reports indicated no cell phone
present.
An intersection collision rate is defined as the number of collisions occurring
per one million vehicles entering the intersection. Generally, an intersection is
considered to be functioning satisfactorily when the rate is 1.5 or below. All
intersections in Carlsbad function with a collision rate of less than 0.75. The
intersection with the highest number of collisions in 2003 was Carlsbad Village
Drive at the 1-5 northbound ramps.
ACTION PLAN
In 2003, the number of reported traffic collisions was slightly higher than the
previous year. As traffic volumes continue to grow, the trend is for the number
of traffic collisions to also increase. Correspondingly, there will be an ongoing
emphasis on advanced planning, surveillance of existing conditions,
performance measurement, continued high level of Police Department traffic
enforcement, and a well-developed Capital Improvement Program (CIP) to help
counter any increase in the number of collisions that occur in Carlsbad. As a
result, the goal of a safe and efficient transportation system in Carlsbad can be
achieved, and these efforts will help maintain the balance between growth,
accessibility to parcels of land, and mobility.
Many of the factors that result in collisions are outside the control of the City.
Initiating preventive measures is difficult due to the nature of the collisions
(weather or driver inattention.) Almost all Carlsbad street segments have been
fully improved to City standards, including permanent signing, striping and
247
traffic control devices in place. However, it is expected that all roadway
segments could meet the benchmark of being below the Caltrans collision
rates, and staff will continue to strive for this result.
Staff currently monitors and consistently addresses safety needs along roadway
segments where the number of collisions increases significantly or a pattern of
collisions is identified. Solutions are identified and interim measures are
implemented when needed, unless a permanent solution is immediately
attainable. Permanent solutions are typically developed and included as part
of the capital improvement program.
POINT OF CONTACT
Bob Johnson, Deputy City Engineer, (760) 602-2752, bjohn@ci.carlsbad.ca.us
248
Public Works
ROADWAY CIRCULATION
THE OUTCOME
Roadway circulation efficiency
THE MEASUREMENT
Average travel time on El Camino Real and Palomar Airport Road
Travel time studies are conducted at least twice each year on these roadways
by staff in the Transportation Division since June of 2000. The purpose of
these studies is to compare performance measurement benchmarks for
roadway circulation in the City. These studies are conducted once in June and
again in December.
The travel time study on El Camino Real was performed for the full length of
the roadway in the City of Carlsbad, from the south city limit to Haymar Drive
at the north city limit. During each travel time study, three time periods were
evaluated. These were 7:00 a.m. to 9:00 a.m. (the a.m. peak period), 9:15 a.m.
to 11:15 a.m. (the off-peak period), and 3:30 p.m. to 6:00 p.m. (the p.m. peak
period).
The travel time study on Palomar Airport Road was performed for the full
length of the roadway in the City of Carlsbad, from Carlsbad Boulevard at the
west to the east city limit. During each travel time study, three time periods
were evaluated. These were 6:45 a.m. to 8:15 a.m. (the a.m. peak period), 9:45
a.m. to 11:15 a.m. (the off-peak period), and 4:00 p.m. to 6:00 p.m. (the p.m.
peak period).
Two test vehicles are used to conduct travel time studies. The "average-speed"
technique is used, which involves driving the test vehicles along the length of
the test section at a speed that represents the average speed of the traffic
stream. During each of the a.m. peak, off-peak and p.m., peak study periods,
each vehicle makes as many runs as can occur during the timeframe
measured.
WHAT THE DATA MEAN
Palomar Airport Road (East City Limit to Carlsbad Blvd)
Ideal Travel Time (Eastbound or Westbound) 7 min., 21 sec.
El Camino Real (South City Limit to Haymar)
Ideal Travel Time (Northbound or Southbound) 10 min., 53 sec.
249
Ideal Travel Time: The length of time that it takes to travel from one point to
the other based on the posted speed limit assuming no delays for traffic
signals, construction, pedestrians, traffic congestion, etc.
Average Travel Time: The average of actual travel times from one point to the
other, including delays.
Average travel time is most meaningful if reviewed in relationship to peak and
off-peak periods (morning commute/evening commute). Several factors
contribute to an efficient roadway circulation system including design,
maintenance, traffic operations, and police enforcement. These measures can
serve as an initial red flag to help determine the effectiveness of the City's
roadway system to ensure efficient and time-effective travel.
DEPARTMENTS INVOLVED
Public Works Maintenance and Operations, Public Works Engineering, Police
BENCHMARK
Travel times on El Camino Real and Palomar Airport Road will not exceed
baseline rates collected in June 2000.
RESULTS
El Camino Real Average Travel Times in Minutes*
Benchmark Dec.
2002
Jan.
2003
June
2003 vDec.
2003
June
2OO4
% Change
from
Benchmark
-' 'MM. ]Peali:'Tf7:0<f i^QO •
Northbound -
South City Limit to
Haymar
Southbound -
Haymar to South
City Limit
15.7
18.0
18.3
20.1
16.0
17.4
17.2
17.1
16.5
20.3
17.6
21.2
+ 12.1
+ 17.8
'•'- 'vJ/'yv-^' • , -. OffPeak-9ti5io 1U15 •• .-•'.•• '•
Northbound -
South City Limit to
Haymar
Southbound -
Haymar to South
City Limit
15.8
16.0
17.4
18.3
12.9
14.9
16.2
16.5
16.3
16.6
17.0
16.3
+7.6
+ 1.9
• P.M. PeaM-3:30io6:p0
Northbound -
South City Limit to
Haymar
Southbound -
Haymar to South
City Limit
21.8
17.4
34.0
19.4
21.7
16.7
25.4
17.8
22.3
17.5
22.5
20.0
+3.2
+ 14.9
*Benchmarks were established from June 2000 Travel Time Studies
250
Palomar Airport Road Average Travel Times in Minutes*
Benchmark Dec.
2002
Jan
2O03
June
2003
Dec.
2003
June
2004
% Change
from
Benchmark•. . . . --;'.; ^M^s^stofcis ;/;2fii^fiF/:
Eastbound -
Carlsbad Blvd to
East City Limit
Westbound - East
City Limit to
Carlsbad Blvd
11.4
11.3
10.7
10.5
12.0
9.8
11.7
11.6
11.0
10.7
12.0
12.7
+5.3
+ 12 .4
/ ''-- ' -''^:X;^-^r:£i48W^ to. *1*15
Eastbound -
Carlsbad Blvd to
East City Limit
Westbound - East
City Limit to
Carlsbad Blvd
10.6
10.0
11.1
10.1
9.4
8.3
11.5
10.5
10.0
10.7
11.5
10.1
+8.5
+ 1.0
"- •.'-•;•'' P,M. I?eak^ 4:00 to 6:00 . ' " *'' <y;---' V- '.. .
Eastbound -
Carlsbad Blvd to
East City Limit
Westbound - East
City Limit to
Carlsbad Blvd
13.9
12.0
11.6
11.7
10.8
11.4
11.7
11.8
12.9
11.0
12.7
12.0
-8.6
0
*Benchmarks were established from June 2000 Travel Time Studies
ANALYSIS
Staff obtained the average travel time information on both roads based upon
roadway conditions on the day of the study. Both roads are future six-lane
arterials. However, some segments have only been constructed with two-lanes
in each direction. Travel times on both segments are influenced by traffic
volumes, roadway geometries, driveway locations, traffic signals, and
pedestrian volumes. Afternoon peak hour delays are significantly higher due to
the larger volume of traffic on both the subject roads and side streets at that
time of day.
Traffic volumes have steadily increased on El Camino Real and Palomar Airport
Road in recent years. Increases in traffic volume can lead to increases in travel
times due to more vehicles in the traffic stream, less maneuverability and more
congestion. Both roadways have experienced increased travel times in
conjunction with the increased traffic volumes.
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Traffic Volumes, El Camino Real
Location
Between S.R. 78 & Plaza Dr.
Between Faraday Ave. & Palomar Airport Rd.
Between Levante St. & Calle Barcelona
Traffic Volume, ADT
2000
49,449
32,488
30,085
20O3
49,008
33,236
35,977
% Change
-0.9%
+2.3%
+ 19.6%
Traffic Volumes, Palomar Airport Road
Location
Between 1-5 S/B & 1-5 N/B Ramps
Between El Camino Real & El Fuerte St.
Between Melrose Dr. & Paseo Valindo
Traffic Volume, ADT
20OO
38,437
47,968
47,873
2003
41,711
52,994
54,948
% Change
+8.5%
+ 10.5%
+ 14.8%
El Camino Real: The ideal travel time is 10 minutes, 53 seconds on El Camino
Real. In general, travel times on El Camino Real have increased. This is in line
with the overall increase in traffic volumes on El Camino Real from year to
year. A notable exception is the decrease in travel times on northbound El
Camino Real during the p.m. peak period as compared to studies performed in
2003. This is probably the result of the restriping project that added an
additional through lane on El Camino Real over the SR78 bridge by the City of
Oceanside in 2003.
Immediate improvements to travel times on El Camino Real were noted with
the implementation of peak-hour time-based signal coordination plans in 2003
for the entire length of El Camino Real. Since then, changes in vehicle volumes
and construction impacts at various intersections along the corridor have
resulted in some intersections being removed from the coordination plan on a
temporary basis. This may account for some of the increases to travel times on
El Camino Real.
The major traffic delays occur at the intersections of Palomar Airport Road, La
Costa Avenue, Tamarack Avenue and Faraday Avenue during the a.m. peak
period. During the p.m. peak periods, major traffic congestion occurs at the
intersections of Calle Barcelona, La Costa Avenue, Palomar Airport Road,
Carlsbad Village Drive, Plaza Drive and Faraday Avenue.
Palomar Airport Road: The ideal travel time is 7 minutes, 21 seconds on
Palomar Airport Road. In general, travel times on Palomar Airport Road have
increased but were found to be within the ranges established by previous
studies. As was the case with El Camino Real, travel times on Palomar Airport
Road have also increased in conjunction with increases in traffic volume.
252
As noted previously, signals pulled off of the signal coordination plan due to
volume changes and construction affect peak-hour travel and may have
contributed to the increases in travel times.
The major traffic delays occur at the intersections of Avenida Encinas, El
Camino Real, Melrose Drive, Paseo Valindo, El Fuerte Street and College
Boulevard during the a.m. peak period. During the p.m. peak periods, major
traffic congestion occurs at the intersections of Avenida Encinas, El Camino
Real, El Fuerte Street, Melrose Drive, Camino Vida Roble, Armada Drive and
Paseo Del Norte.
ACTION PLAN
Both Palomar Airport Road and El Camino Real are required to be completed to
their full arterial width per the Circulation Element of the General Plan.
Completion of other missing circulation element roadways and widening
existing segments will help distribute traffic volumes to more lanes resulting in
shorter platoons of vehicles traveling between intersections. Portions of both
segments have traffic signals operating in coordination due to the closely
spaced intersections. Additional traffic signals will be constructed on both El
Camino Real and possibly on Palomar Airport Road in the future. At that time,
intersection spacing will be closer and will benefit from coordinated traffic
signals. The City has plans to construct a Transportation Management Center
(TMC) in the future Public Works building to monitor and coordinate timing of
traffic signals. At this time, it is unknown when funding for the TMC will be
appropriated.
With the opening of the College Boulevard/Cannon Road extension in August
2004, there has been a noticeable change in volumes on El Camino Real. The
shift in traffic volumes that results in fewer vehicles on El Camino Real should
improve travel times. These impacts will be analyzed after the December 2004
travel time study has been performed. Completing construction related
impacts on Palomar Airport Road east of El Camino Real should also help
improve travel times.
Barring lawsuits, the projected completion, in 2007, of parallel routes such as
Poinsettia Lane, Faraday Avenue and Melrose Drive, should divert traffic
volume from El Camino Real and Palomar Airport Road and improve travel
times. Similarly, the widening of sections of El Camino Real and Palomar
Airport Road, which have not yet been built to ultimate width to three lanes in
each direction, should improve travel times by increasing capacity and
eliminating operational bottlenecks.
Additional travel time studies will be performed on El Camino Real and
Palomar Airport Road in December 2004. The results from these studies will
enable continued comparisons to be made, with the results contained in this
253
and previous studies, in order to evaluate trends resulting from traffic
improvements or delays on both roadways.
POINT OF CONTACT
Bob Johnson, Deputy City Engineer, (760) 602-2752, bjohn@ci.carlsbad.ca.us
254
Public Works
ROADWAY SERVICE DELIVERY
THE OUTCOME
High quality roadway experience
THE MEASUREMENT
A multi-modal approach combining:
• Roadway Service
• Roadway Environment
• Overall Roadway Condition Index (OCI)
Roadway Service: The roadway service measure is tied to the Maintenance
Assessment Program and is achieved by completing 90% of the scheduled
maintenance activities for the various components of the roadway system such
as sidewalk repairs, traffic signals, street striping, traffic signs, and street
lighting.
Roadway Environment: The roadway environment measure is also tied to the
Maintenance Assessment Program, and monitors such things as litter control,
median maintenance, and weed control.
Overall Roadway Condition Index (OCI): The OCI includes a target of 100%
of roadways achieving a minimum score of 70 or higher. The Pavement
Management software, based on the data collected during roadway condition
surveys, generates OCI values.
WHAT THE DATA MEAN
Roadway Service: In FY 02-03, staff developed a Maintenance Assessment
Program to help evaluate the condition of public facilities. This program
establishes and documents the frequency of recommended preventive
maintenance and/or repair, then measures the level of accomplishment each
year by comparing percent of completed work to scheduled maintenance or
repair standards. The Public Works Maintenance Management and Hansen
Work Management systems are used to collect and analyze performance data.
Through use of the Maintenance Assessment Program, the Roadway Service
measures the level of attainment and response times of the established
preventive maintenance and repair programs.
Roadway Environment: The Roadway Environment measure also utilizes the
Maintenance Assessment Program. In contrast to measuring the frequency of
255
preventive maintenance completed, observers from a pool of community
representatives, outside professionals, and City employees are used to rate the
overall quality of care that a roadway receives in relation to such items as litter
control, median maintenance, and weed control. Observers complete a rating
form while conducting an on-site evaluation of various roadways, results are
tabulated, and an overall score is obtained. Reviews are currently scheduled
semi-annually.
Overall Roadway Condition Index: The OCI reflects the condition of the
roadway surface, which is related to the design and quality of the initial
installation, the age, and maintenance of the roadways. Exposure to the
elements and vehicle loadings cause pavement to deteriorate. Left untreated,
the pavement will develop large cracks and potholes that would impact the
structural integrity of the road as well as degrade the rideabiliry or
"smoothness" of the road. Pavement overlays can prevent cracks from
occurring and help avoid more extensive and expensive roadway repairs. A
proactive pavement management program is the most cost effective way to
improve roadway reliability and protect the City's investment in its roadways.
DEPARTMENTS INVOLVED
Public Works, Engineering and Maintenance, Operations/Street Maintenance
BENCHMARK
Roadway Service: At least 90% of work completed on all scheduled
maintenance and repair activities.
Roadway Environment: 90% of the ratings are at or above 7 on a 10-point
scale (1 being the lowest and 10 being the highest).
Overall Roadway Condition Index: Average OCI of 80 including a target of
100% of roadways scoring a minimum of 70 or higher. The benchmark has
been raised from last year's average score of 75. An OCI in the range of 70-85
indicates that the roadway is in "very good" condition, which means that the
pavement has very few minor defects.
RESULTS
Roadway Service: In FY 03-04, the data collection process in street
maintenance was not fully implemented. As a result, only data for scheduled
maintenance achievement levels in street striping was available. This data was
taken from the Maintenance Management Program Productivity/ Performance
Reports.
256
Below are the results of street striping work that was completed in FY 03-04:
Work Activity *Inventory
Line Striping
Major & Prime
Line Striping -
Other Arterials
Crosswalks & Stop
Bars
Pavement
Messages
Curb & Bull Nose
141 lane-mi.
293 lane-mi.
2,471 ea.
2,268 ea.
62,500 ea.
Fiscal Year 2O03-04
Scheduled
Maintenance
^PPiffisiis&yjSisiiSijBi
141.0
147.0
230.0
1,247.0
39,375.0
Completed
Maintenance
107.0
139.0
288.0
978.0
32,303.0
% of
Scheduled
Completed
76.2%
94.8%
125.2%
78.4%
82.0%
Striping Standard: All arterials and school zones
and collector streets every two years. Replace
every 7 years.
striped annually; residential
all thermoplastic markings
The anticipated schedule for sidewalk maintenance is that high priority
sidewalk repairs will be completed within 30 days of notification, medium
priority repairs completed within 60 days of notification, and all other repairs
completed within 100 days of notification, with any temporary emergency
sidewalk repairs completed within 48 hours. The standard for traffic signals
will be tied to the maintenance schedule and will look at the number of hours a
signal is on flash or recall. The anticipated schedule for traffic sign
replacements is that warning signs will be replaced within one hour of
reporting, regulatory signs within 24 hours and guide or street signs replaced
within 48 hours. Street lighting replacement will be scheduled within 10 days
of a reported burnout and that a routine scheduled surveillance program will
be completed yearly.
Roadway Environment: The following table identifies the percent of
responses from each assessment of the City's roadway environment greater
than or equal to seven:
Evaluation Date
May 5, 2004
Nov. 18, 2004
Litter Control
97%
88%
Median
Maintenance
100%
96%
Weed Control
87%
100%
Overall rating
95%
94%
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Overall Roadway Condition Index: The following table identifies the OCI
values of the City's roadways as of the end of the 2004 calendar year.
Roadway
Class
Local
Industrial
Collector
Secondary
Arterial
Major
Arterial
Prime
Arterial
City Wide
Total
Centerline
Miles
234.3
13.6
3.9
29.4
22.3
24.1
327.6
Benchmark
Average OCI
80
Actual
Average
OCI
89.4
82.9
84.6
87.8
91.0
85.8
88.5
Miles of
Roadway
above an
OCI of 70
216.6
12
3.1
25.6
21.5
21.4
3O0.2
%of
miles
above an
OCI of 70
92.4%
88.2%
79.5%
87.1%
96.4%
88.8%
91.6%
ANALYSIS
Roadway Service: This measure utilizes the Maintenance Management
Program to track and measure the level of achievement for scheduled
maintenance activities as follows:
Street Striping: The Street Maintenance Division currently uses a crew of four
maintenance workers to conduct street striping activities for the City. The
overall percentage of scheduled maintenance completed was 91.32%. This
measure exceeds the benchmark which was established at 90% for the
standard that the City adopted last year as part of the Maintenance
Assessment Program; all arterials and school zones striped annually,
residential and collector streets every two years, replace all thermoplastic
markings every 7 years. The standards for refreshing line striping varied
among the partner agencies. There does not seem to be a generally accepted
"industry standard." The City of Poway uses contract services exclusively for
all its street striping. All of their prime and major street lines are refreshed
annually. Street Legends are done as needed. The other agencies contacted
used in-house crews or combinations of in-house and contract services. In
those instances, contract services were used to augment the line striping being
conducted by city crews. The use of thermoplastic material for legends and
other pavement markings is not yet widely used. However, those agencies that
use thermoplastic markings reported that they like the enhanced durability
that this material provides over paint.
Traffic Signals & Street Lighting: The Street Maintenance Division currently
uses a crew of two electricians and one temporary employee to conduct traffic
258
signal and street lighting maintenance and repairs. Included in this crew's
responsibilities are the installation and/or relocation of traffic signal and/or
street light equipment in support of new construction activity. The hours
required to perform this work reduces the staff-hours available for ongoing
maintenance and repair of existing facilities. As a result, the level of
achievement for traffic signal and street repairs are not at desired levels.
Staff took an opportunity to learn more from partner agencies by discussing
their standards and business practices for Sidewalk Repairs, Traffic Signals,
Traffic Signs, and Street Lights in an effort to achieve a more proactive
maintenance and repair program. Staff will be using this information to
analyze and compare work currently being conducted by city crews during the
coming fiscal year. The results of this analysis will be summarized and
included in next year's report.
Roadway Environment: The evaluation for this measure is somewhat
subjective in nature. A score slightly over or under the benchmark within each
subcategory is probably not significant nor meaningful if the overall score is at
or above the benchmark. This was the case for FT 2003-04. Year to year
comparisons will be meaningful if the MAP evaluations are conducted using
similar scoring criteria and are conducted at about the same times each year
(rater reviews are conducted twice a year).
To date, we have conducted two reviews, one in the spring and the other in the
fall of 2004. In these two reviews, six rating teams consisting of three to four
raters visited a total of eight street locations in the spring and eight street
locations in the fall. Each team consisted of at least one outside professional,
one representative from the community, and one City employee.
The most recent MAP review took place in the fall of 2004. Six rating teams
reviewed a total of eight street locations while in transit from one site to
another. Portions of the following streets were evaluated: Cannon Road,
Carlsbad Boulevard, Carlsbad Village Drive, Faraday Avenue, El Camino Real,
College Blvd. and Melrose Drive.
The raters were asked to respond to a total of three questions, one each
relating to Litter Control, Median Maintenance and Weed Control. Each
question required the rater to provide a rating from 1 to 10 (1 being poor, 10
being excellent). The goal was to receive a seven or higher on 90% of the
ratings. Any questions that were left blank or were not applicable to the
particular street were excluded from the total.
In summary, there were a total of 71 responses with 94.4% of the responses
receiving a rating of 7 or higher. Only four questions received a rating less
than seven. Three of the four low ratings were in litter control, which dropped
259
their percentage down to 87.5%. Areas of concern were noted and will be
reviewed to determine if we can address problems or improve service levels.
Overall Roadway Condition Index: Subsequent to the preparation of the
2004 analysis the City has constructed a set of overlay and seal projects.
These projects resulted in 17.0 miles of roadways being sealed and 15.6 miles
of roadways receiving an overlay. The combined cost of the projects was
$8,315,000. After these projects were completed the OCI analysis was
updated. The analysis indicated that the City Wide OCI value increased from
83.8 to 86.3.
In addition to the construction of the pavement management projects
approximately 40 miles of new roadways have been constructed. When these
roadways are included in the analysis, the OCI increases an additional 2.2
points to a current average overall OCI value of 88.5.
The following table summarizes the OCI values and construction costs noted
above. This table demonstrates the correlation between the funds expended on
pavement management activities and the City Wide OCI values.
Year
1998
2002
2003
2004
Expenditures on
Pavement Mgmt.
Projects
N/A
$2,830,000
$2,935,000
$8,315,000
Average OCI
(System Wide)
75
82.5
83.8
88.5
Miles of Roadway /% of
miles below OCI of 7O
N/A
53.2 miles / 15.9%
49.7 miles / 14.9%
27.4 miles / 8.4%
ACTION PLAN
Roadway Service: Data on progress toward completing scheduled
maintenance will be kept up-to-date with Maintenance Management
productivity/Performance Reports and/or the Hansen Work Management
Program. These data collection systems will be reviewed to ensure that staff
can accurately measure its work activities and strive to achieve the goals set
forth in this measure. Staff will use information obtained from partner
agencies to establish standards and best business practices for each activity.
This information will be used to analyze and compare work being conducted by
city crews during the coming fiscal year. The results of this analysis will be
summarized and included in next year's report. Work activities identified in the
Maintenance Assessment Program subject to review will be as follows:
• Sidewalk Repairs
• Traffic Signals
• Traffic Signs
• Street Lighting
260
Roadway Environment: Maintenance and Operations staff will continue to
work cooperatively with the General Services Department to obtain semiannual
ratings of city facilities in accordance with the Maintenance Assessment
Program. Results will be analyzed and compared against the established
benchmarks. If scores are below expectations, procedural changes and/or
corrective action will be taken.
Overall Roadway Condition Index: Utilize the Pavement Management
software program to analyze the cost and effectiveness of various management
philosophies. The variables that will be evaluated include budget, minimum
OCI values and the various types of pavement management construction tasks.
Upon the completion of the analysis, the activities for next year will include
identifying the scope of work for future projects, design and construction.
POINT OF CONTACT
Glenn Pruim, Deputy Public Works Director, Engineering, (760) 602-2407,
gprui@ci.carlsbad.ca.us, Clint Phillips, Sr. Management Analyst, (760) 438-
2722 ext. 7110, cphil@ci.carlsbad.ca.us
261
Public Works
ROADWAY COST
THE OUTCOME
High quality roadway experience
THE MEASUREMENT
Actual street maintenance, traffic signals and street lighting expenses per lane-
mile of roadway
WHAT THE DATA MEAN
Measures the use of tax dollars allocated for the City's roadways. It also
reflects age, design, and maintenance standards of the infrastructure.
DEPARTMENTS INVOLVED
Maintenance and Operations/Street Maintenance, Engineering
BENCHMARK
The benchmark for this report was reset using 2003 results as a baseline
measurement. This adjustment was necessitated by more accurate inventory
counts as a result of staffs GIS inventory mapping efforts. Although previous
reports had been based on a street mile calculation, this report is now using
lane-mile comparisons as the standard. Using Lane mile data allows the width
of city streets to be considered in the calculation. The 2004 City of Carlsbad
maintenance cost per lane-mile benchmark will be set at $5,305 per lane-mile.
The benchmark was established based on information reported in the baseline
year (2003) and has been adjusted by the San Diego Consumer Price Index
(2004 = 3.70%).
RESULTS
Maintenance Costs
Total Lane-Miles
$/ Lane-Mile
Benchmark
2OO3
$3,724,147
728
$5,116
$5,116
2OO4
$4,014,412
734
$5,469
$5,305
ANALYSIS
Annual Roadway Costs: The results for 2004 show that expenditures in
Carlsbad increased from the previous year by $353 per lane-mile, representing
262
a 7% increase from the prior year. This exceeded the benchmark by $ 164 per
lane-mile. An increase in traffic signal repairs due to signal failure was the
largest single contributor to the increase in expenditures. This was an
unusually high number, and cannot be easily predicted, as it is the result of
damage due to weather, traffic collisions, and/or age of equipment. Of note, in
some cases these types of costs are recoverable, particularly in relation to
traffic collisions. Additionally, personnel costs rose by over 6% this year,
primarily as a result of increased contributions in Worker's Compensation and
the PERS retirement system. Increases related to Workers Compensation and
PERS are expected to continue for next year.
As the City grows, there are many opportunities to look for efficiencies in doing
business. One of the opportunities the department is reviewing is how street
striping services are being accomplished. A street striping study was proposed
to compare the cost of street striping using contracted services versus the use
of City employees. In FY 2004, staff began work on a Street Striping Study to
determine the most cost effective means by which to continue to maintain
street striping standards with the understanding that the City will continue to
add to the number of miles of streets, while at the same time not adding to the
current staff level of full-time street maintenance employees. This past year,
staff advertised and accepted bids for street striping work. A contract in the
amount of $99,210 was awarded. The effectiveness and efficiency of
contracting out street striping work will be evaluated on cost, quality and
customer service. The overall results of this study will be included in next
year's report. Of note, costs associated with these types of studies may lead to
higher costs per lane-mile in the short-term, but the hope is they will
ultimately lead to reduced costs overall.
This year, staff benchmarked against five other San Diego County jurisdictions
and met with each individual benchmark agency to compare operations
methodologies. Supervisors and managers were invited, to attend these
meetings with the expectation of beginning a meaningful conversation in
connection with how each organization performs and what types of levels of
standards are in place at each organization.
When staff evaluated the data that was collected from each benchmark agency,
they found discrepancies in the methodology each agency used to collect street
and lane-mile information, as well as what was included in the overall program
costs. Due to these discrepancies, staff decided to remove the benchmark
agency comparison table from this year's measure.
Staff has done an initial analysis of cost figures for Carlsbad's roadway
program compared to other benchmark agencies. Though minor differences
exist, it was found that Chula Vista outsources their concrete maintenance and
repair work. In doing so, their repair costs and waste disposal costs are lower
than Carlsbad's because the contractor hauls the concrete away for disposal.
263
Also, the City of Chula Vista realizes a substantial savings in their temporary
employee costs, compared to Carlsbad, by utilizing court ordered community
service. Carlsbad's budgeted amount for concrete maintenance and repair
work was found to be significantly higher than the City of Escondido and the
unidentified San Diego County City. This is due primarily to Carlsbad's
proactive program in addressing spot repairs called in by residents and in
completing routine preventative assessments to identify future service repair
needs. It was also found that many of the benchmarking partners shared their
street light and signal maintenance contract with a number of other
municipalities, which made it seem like Carlsbad's street light and signal
maintenance costs were significantly higher. However, when analyzing the
actual maintenance performed, Carlsbad's costs were approximately even with
the other jurisdictions.
ACTION PLAN
Staff will continue to work with partner cities to further develop meaningful,
comparable data by looking into partner agencies' budgets in greater detail,
including organizational structures and standards of maintenance.
During 2004, staff developed a Public Works Service Plan by which field crews
were given the opportunity to develop service proposals that could potentially
improve productivity and/or reduce operating costs. As approved service plans
are implemented, staff will evaluate the impacts to operations and
expenditures. One proposal that was offered by street maintenance staff was
the contracting-out of cement/concrete grinding. This idea was approved and
has already been implemented.
Complete the pilot program for street line striping that was started in FY 03-04
which will compare the cost, quality, and customer service of using
outsourcing versus City staff to conduct street striping activities.
POINTS OF CONTACT
Clint Phillips, Sr. Management Analyst, (760) 438-2722 ext. 7110,
cphil@ci.carlsbad.ca.us and Glenn Pruim, Deputy Public Works Director,
Engineering, (760) 602-2407, gprui@ci.carlsbad.ca.us
264
Public Works
TRANSPORTATION CUSTOMER SATISFACTION
THE OUTCOME
A high level of customer satisfaction
THE MEASUREMENT
City of Carlsbad Public Opinion Survey.
WHAT THE DATA MEAN
Highly satisfied customers are an indication that we are providing services in a
manner that is expected, contributing greater confidence in the Engineering
Transportation Division and local government in general, resulting in a high
quality of life for community members.
DEPARTMENTS INVOLVED
Engineering/Transportation and Design
Operations/Construction Maintenance
Divisions, Maintenance and
BENCHMARK
90% of customers rate the condition of city streets and traffic circulation as
"Good" or "Excellent."
RESULTS
Condition of City Streets
Benchmark
90%
2OOO
80%
2001
84%
20O2
83%
2003
83%
20O4
73%
Traffic Circulation
Benchmark
90%
2OOO
41%
20O1
45%
2OO2
46%
2OO3
44%
2004
44%
ANALYSIS
Carlsbad residents were asked about the condition of City streets. Overall,
road conditions were rated positively, with four-fifths of the respondents giving
a rating of "Good" or "Excellent" in each year of the survey, except for this year.
This year, the Condition of City Streets experienced a 10% decrease in reported
customer satisfaction. One factor that may be contributing to this decrease is
that the City is in a significant construction period that results in many road
closures and/or traffic delays in many parts of the City. There is especially
265
heavy construction in the south part of the City, which causes many of the
roads to be impacted by traffic control plans that reduce capacity during
construction.
Ratings for Traffic Circulation are low, with a little less than half of the
respondents offering a rating of "Good" or "Excellent," which has been
consistent with historical data.
The City of Carlsbad Public Opinion Survey was completed before the opening
of College/Cannon. With the opening of the College Boulevard/Cannon Road
extension in August 2004, there has been a noticeable reduction in volumes on
El Camino Real. The shift in traffic volumes resulting in fewer vehicles on El
Camino Real is improving traffic circulation along this thoroughfare.
Completing the third westbound traffic lanes on Palomar Airport Road east of
El Camino Real should also help improve traffic circulation. It is anticipated
that next year's survey will reflect the impacts of these new roadway
improvements.
ACTION PLAN
Continue to include transportation related questions in the Citywide public
opinion survey. In addition, explore the possibility of adding open-ended
questions to explore reasons why residents rate traffic circulation and road
conditions low.
With the anticipated opening of several major thoroughfares within the next
several years, satisfaction with traffic circulation by region will be carefully
monitored.
POINT OF CONTACT
Glenn Pruim, Deputy Public Works Director, Engineering, (760) 602-2407,
gprui@ci.carlsbad.ca.us
266
Public Works
CIRCULATION GROWTH MANAGEMENT STANDARD
THE OUTCOME
An efficient and effective circulation system is maintained in the City
THE MEASUREMENT
No road segment or intersection within the City, nor any road segment or
intersection outside the City (which is impacted by development within the
City), shall be projected to exceed an unacceptable Level Of Service (LOS).
Growth Management Standard: No road segment or intersection in the City,
nor any road segment or intersection outside the City (which is impacted by
development in the City), shall be projected to exceed a service level as
indicated for the following conditions:
During off-peak hours
During peak hours D
WHAT THE DATA MEAN
The City of Carlsbad's combined North County Series 10 Traffic Model is
maintained by SANDAG, and used by staff to identify necessary roadway and
intersection improvements based upon future traffic projections through the
year 2003. The City of Carlsbad Annual Growth Management Traffic
Monitoring Program conducts traffic counts of existing volumes and analyzes
LOS conditions on critical roadways and intersections throughout the City.
Both programs help identify and determine the timing of additional traffic
mitigation and circulation improvements.
LOS is a quantitative measure of traffic conditions that reflects how restrictive
vehicle movements are or may become. For purposes of monitoring traffic
throughout the City, the capacity of an intersection or roadway segment is
compared to the actual volumes measured in the field. The six levels of traffic
service range from A to F. Level A represents the most ideal conditions, Level E
is at capacity, and Level F indicates forced flow, or stop and go traffic
representing a grid lock condition. The Transportation Research Board
Highway Capacity Manual further defines LOS based on specific measurements
of traffic volumes and roadway capacities.
267
DEPARTMENT INVOLVED
Engineering
RESULTS
The Growth Management Traffic Monitoring Program for 2004 included 30
roadway segments and 56 intersections. Results indicate all roadway segments
and intersections meet the Growth Management Circulation Standard except
the following two intersections:
• El Camino Real/Palomar Airport Road (LOS E in the PM peak hour)
• Palomar Airport Road/Melrose Drive (LOS E in the AM peak hour)
The following intersections and roadway segments, although they have reached
the peak hour threshold, currently meet the Growth Management Standards
and will continue to be monitored:
• El Camino Real/Tamarack Avenue (LOS D in the AM peak hour)
• El Camino Real/Alga Road (LOS D in the PM peak hour)
• Rancho Santa Fe Road/Melrose Drive (LOS D in the AM & PM peak hour)
• Rancho Santa Fe Road/La Costa Meadows Drive (LOS D in the AM peak
hour)
• Rancho Santa Fe Road/San Elijo Road (LOS D in the AM peak hour)
• Carlsbad Boulevard/Cannon Road (LOS D in the PM peak hour)
• Rancho Santa Fe Road between Melrose Drive and La Costa Meadows Drive
(LOS D in the peak hour)
• Palomar Airport Road between Melrose Drive and Paseo Valindo (LOS D in
the peak hour)
ANALYSIS
The Faraday Avenue and Melrose Drive extension project is expected to be
under construction in 2005 and has the potential to alleviate congestion at the
following intersections and roadway segments:
• El Camino Real/Palomar Airport Road intersection
• Palomar Airport Road/Melrose Drive intersection
• Palomar Airport Road between Melrose Drive 85 Business Park Drive
It should be noted that the Palomar Airport Road/Melrose Drive intersection
was reported at LOS of D in the 2003 Traffic Monitoring Report. In 2004 it was
reported at LOS of E. The reduction in LOS is attributed to the day-to-day
variation in traffic using Palomar Airport Road as a connector between inland
communities and the 1-5/coastal corridor, the continued growth in population,
the number of new homes constructed, and the improving economy. This
intersection will continue to be monitored and is anticipated to remain the
same, or improve, when the Faraday Avenue and Melrose Drive extensions are
268
completed, and the additional westbound traffic lane on Palomar Airport Road
is constructed between the east city limit and Melrose Drive.
The College Boulevard and Cannon Road project, which was under
construction during the monitoring period, is expected to alter traffic patterns
in the northern portion of the City. This connection to State Route 78 will
reduce traffic volumes at the El Camino Real/Tamarack intersection. This
roadway connection was opened to traffic in August 2004, and the volume
changes will be monitored in the 2005 Growth Management Traffic Monitoring
Program.
Traffic levels along Rancho Santa Fe Road between Melrose Drive and La Costa
Blvd increased slightly from the previous year. However, this may be due to the
construction activities from the Rancho Santa Fe Road Phase 2 improvements.
The Rancho Santa Fe Road Realignment and Widening project, currently under
construction, is expected to improve the following intersection and road
segment:
• Rancho Santa Fe Road/Melrose Drive intersection
• Rancho Santa Fe Road between San Elijo Road and La Costa Avenue
The Rancho Santa Fe Road/San Elijo Road intersection and Rancho Santa Fe
roadway segment between Melrose Drive and La Costa Meadows Drive are
reported at LOS D in the 2004 Traffic Monitoring Report. As a result of limited
lane capacities associated with on-going construction activities, various
intersections along Rancho Santa Fe Road have declining levels of service. This
intersection and roadway segment will continue to be monitored and is
anticipated to have an improved LOS when the Rancho Santa Fe Road project
is complete.
Several intersections located on Carlsbad Boulevard are identified in the City's
Traffic Impact Fee Report as future hot spots due to their unique character.
Hot spots are locations that primarily serve regional traffic and are within
limited control of the City. Because it abuts the ocean, most major
intersections on Carlsbad Boulevard are "T" intersections that tend to have
high turning movement demands. Studies by both the City and SANDAG
indicate Carlsbad Boulevard is used by regional traffic as an alternative to 1-5.
The Carlsbad Boulevard/Cannon Road intersection will continue to be
monitored with other major intersections on Carlsbad Boulevard.
The Interstate-5/Cannon Road northbound ramps reduced from LOS B
reported in the 2003 Traffic Monitoring Report, to LOS D in 2004 for the PM
peak-hour. This is a result of peak-hour impacts with the on-ramp metering
program at Cannon Road and 1-5. This intersection, like all freeway ramps, is
identified in the current Traffic Impact Fee Report as a future hot spot. The
freeway ramps will continue to be monitored.
269
ACTION PLAN
Although traffic volumes grew at a significant pace in some areas of the City
between 2003 and 2004, other locations have seen slight traffic volume
decreases. Street improvements and alternative routes have been implemented
which resulted in improved LOS at many of the City's intersections and
roadways. This indicates the numbers of through lanes provided on major
roadways are generally appropriate for the prevailing traffic conditions.
Therefore, the Engineering Department recommends the following actions:
• Continue ongoing analyses of new developments.
• Continue to conduct annual Growth Management Traffic Monitoring
Program.
• Complete construction of Rancho Santa Fe Road Realignment and
Widening.
• Construct Melrose Drive/Faraday Avenue connections.
• Complete the spot widening of arterial roadways to their full General Plan
configuration to eliminate congestion points and bottlenecks.
POINT OF CONTACT
Steven Jantz, Associate Engineer, (760) 602-2738, sjant@ci.carlsbad.ca.us
270
Water
Ensure a reliable, high quality,
diversified potable and recycled water
system leading to a drought-resistant
community, in the most cost effective
manner.
High Quality Potable Water
Efficient Water Operations
Water System Reliability
Water Customer Satisfaction
Adequate Fire Flow & Water Supply
Management Goals
• San Marcos Boulevard Transmission
Pipeline
• Mission Basin Water Rights
• SCADA Master Plan
• Water Meter Exchange Program
• Desalination Project
• Recycled Water Performance
Measurement
• Recycled Water Retrofits
• Cathodic Protection Plan
271
272
Water Strategic Goal
Why is it important to
Carlsbad?
The health and safety of all
who work, live and play in the
City of Carlsbad is dependent
upon a reliable, high quality
supply of water.
Carlsbad is located in an arid
region, and like most areas in
Southern California, currently
relies 100% on its supply of
water from outside finite
sources. Carlsbad strives to
ensure that the water
delivered to its customers is
high quality, and distributed
in the most cost effective
manner, with minimal water
losses.
As these sources of water get
depleted, it is critical for the
City to research alternative
methods of obtaining and
providing additional sources
of water for potable, as well as
non-potable (irrigation, etc.)
uses.
Highlights
• Water service to customers was not interrupted by
any scheduled maintenance or repair activities.
• Staff continues to improve on productivity of
scheduled Valve and Fire Hydrant Maintenance.
• Water which was unaccounted for was slightly
higher than in previous years due in part to an
increase in new construction activity.
Valve & Fire Hydrant Maintenance
B Water Valves
O Fire Hydrants
FY 02-03 FY 03-04 Benchmark
273
Potable water quality
continues to exceed both City
and State standards for
bacteriological testing.
Water reliability continued to
be high. . Staff has been
successful in ensuring that
customers are not without
water during repairs of water
mains.
Completion of scheduled
maintenance activities
continued to be below
benchmark. A trend toward
continued improvement in
this area does exist.
Achievement levels in 2003-04
were significantly higher than
the previous year's levels.
Water delivery efficiency
achieved benchmark in cost of
service, but fell slightly short
of benchmark in water loss.
Staff believes a portion of the
water loss is due to an
increase in construction
activity.
The two Growth Management
Standards in this Strategic
Goal are in compliance.
m
m
What does this mean for Carlsbad?
Carlsbad has continued to maintain a reliable supply of water to its customers in a
very cost effective manner. However, over the past several years, Carlsbad has
experienced very rapid growth. This growth has highlighted the need to investigate
and secure additional locally controlled water supplies for Carlsbad.
To ensure continued availability of water, the City and San Diego County Water
Authority continue to work with Poseidon Resources Inc. towards the possible
construction of a Seawater Desalination Facility in Carlsbad. Carlsbad is also
continuing with diversifying its water supply by completion of Phase II of the City's
Recycled Water Program. To be used for irrigation purposes throughout the service
area, the Phase II project will provide an additional four million gallons per day of
recycled water. Finally, the San Diego County Water Authority is continuing to review
its rate structure in light of the approval of its "Water Supply Master Plan" and the
Plan's associated 2.1 billion dollar Capital Improvement Program.
274
Public Works
POTABLE WATER QUALITY
THE OUTCOME
High quality water free of pathogenic organisms
THE MEASUREMENT
Monthly bacteriological samples.
WHAT THE DATA MEAN
Carlsbad purchases treated water from the Metropolitan Water District via the
San Diego County Water Authority. Weekly water samples are taken and
tested for the presence of coliform bacteria. Coliform bacteria are ever-present
and therefore used as an indicator of the potential presence of pathogenic
organisms that cause waterborne diseases. Positive samples are indicators of
potential problems that are investigated then followed by subsequent samples.
Monthly bacteriological reports are sent to the State Department of Health
Services. The goal is to achieve zero positive samples, with anything less than
5% considered acceptable.
DEPARTMENTS INVOLVED
Maintenance and Operations/Utility Operations
BENCHMARK
98% of bacteria samples should be free of coliform. The State requires that at
least 95% of all samples collected during any month are totally coliform-free.
RESULTS
Fiscal Year
Benchmark
1998-99
1999-00
2000-01
2001-02
2002-03
2003-04
Number
Collected
-
1,428
1,615
1,725
1,719
1,719
1,752
Total
Positive
-
3
1
3
1
1
1
Total
Bacteria-
Free
-
1,425
1,614
1,722
1,718
1,718
1,751
Percent
Bacteria-
Free
98.0%
99.8%
99.9%
99.8%
99.9%
99.9%
99.9%
275
ANALYSIS
Data was gathered for FY 2003-04. Of the 1,752 samples taken, one sample
tested positive for bacteria. When positive samples are identified, staff takes
repeat sample sets per State Regulations. 99.9% were above standard for this
measurement, and met all State and Federal legal, health and safety
requirements. Data collected from outside agencies indicated that all maintain
compliance with State and Federal regulations. However, the more samples
that are taken, the more likely that a positive sample may be found. Of the
agencies benchmarked, Carlsbad collected the second most samples, the most
samples were collected by the City of Oceanside. The minimum number of
samples to be collected is based on the number of customers and/or
connections being served. This higher level of testing further assures a safe
supply of potable water to customers.
Agency
San Diego County City*
Rincon del Diablo Municipal Water Dist.
Carlsbad Municipal Water Dist.
City of Oceanside
Escondido
Total
Samples
Collected
679
340
1,752
1754
1554
Total
Samples
Bacteria
Free
679
340
1,751
1753
1552
%of
Samples
Bacteria
Free
100%
100%
99.9%
99.9%
99.9%
* City did not wish to be identified
ACTION PLAN
To ensure a high level of water quality and safety, staff will continue weekly
water sampling and testing in accordance with provisions of the California
State Department of Health Services.
POINT OF CONTACT
Kurt Musser, Public Works Manager, Maintenance & Operations, (760) 438-
2772, ext.7133, kmuss@ci.carlsbad.ca.us
276
Public Works
WATER SERVICE DELIVERY
THE OUTCOME
Water system reliability
THE MEASUREMENT
This measure uses a multi-modal approach combining:
Annual Hours Per Mile Out of Service: Total hours per mile of distribution
line without service. This measure is calculated by taking the number of hours
that a water main is without service, including service interruptions due to
maintenance and development activity, divided by the total miles of
distribution line.
Maintenance Activities: Percentage of scheduled work activities completed
during the fiscal year, based on a standard of maintenance. These activities
include Valve Maintenance and Fire Hydrant Maintenance.
WHAT THE DATA MEAN
This measure reflects the integrity of the water distribution system.
DEPARTMENTS INVOLVED
Maintenance and Operations, Construction Maintenance and Water Operations
BENCHMARK
Annual Hours Per Mile Out of Service: Annual number of hours per mile of
distribution line a water main is out of service should be zero. Service
interruptions include planned service interruptions, such as valve and fire
hydrant maintenance and repair.
Maintenance Activities:
• Valve Maintenance: At least 90% of all valves in the Carlsbad service area
are tested and repaired bi-annually.
• Fire Hydrant Maintenance: At least 90% of all fire hydrants in the
Carlsbad service area are tested and repaired bi-annually.
277
RESULTS
Annual Hours Per Mile Out of Service
Benc 1999 2000 2001 2002 2003 2OO4
Total Hours 18 17 0 0 0 0
Miles Dist.
Lines 350 400 410 431 431 434
Hours/Mile
Dist. Line 0.05 0.04 0.00 0.00 0.00 0.00
Maintenance Activities
Activity
Valve Maintenance (water
distribution)
Fire Hydrant Maintenance
% of Scheduled Maintenance
jBincfcmailfwig^jusj ^Jsgf-^
if-~" 90%-V't
2O03
8.0%
10.0%
2004
24.3%
34.9%
Valve
Maintenance
Fire Hydrant
Maintenance
Fiscal Year 2003-04
Inventory
10,210
3,350
Bi-
Annual
Standard
5,105
1,675
Completed
1,240
584
%of
Standard
Completed
24.3%
34.9%
Staff Hours
Used
1,141
841
ANALYSIS
Annual Hours Per Mile Out of Service: For the fourth reporting period in a
row, there were zero hours where customers were without water service. This
was accomplished by maintenance staff continuing their operations of turning
water off on the City's side of the property's water meter instead of the main,
and using water line "jumpers" to re-route the flow of water around a main
break or blockage. This method is also used during planned service
interruptions such as valve and fire hydrant maintenance and repair. As a
result, customers are not affected by interrupted water service due to
scheduled or unscheduled repairs.
Benchmark agencies use similar practices to minimize the impact to customers
when water transmitted in the mains is interrupted. For some of these
agencies, the physical nature of certain customer's water connections
(especially agricultural connections) results in the possibility that jumpers or
alternative sources of water cannot be used during outages. This results in
service interruptions to these customers.
278
Agency
Carlsbad Municipal Water District
Rincon del Diablo Municipal Water
District
City of Poway
City of Oceanside
Escondido
Hours Per Mile
Dist. Line
0.00
0.00
.42
.10
.042
Maintenance Activities: In 2002-03, staff developed a Maintenance
Assessment Program to evaluate the condition of public facilities. This program
establishes and documents the frequency of recommended preventive
maintenance, then measures the level of accomplishment each year by
comparing percent of completed work to scheduled maintenance. The Public
Works Maintenance Management Program and work order systems are used to
collect and analyze performance data. The standard for the maintenance
activities listed above includes the annual and bi-annual testing and repair of
all water system structures and appurtenances to ensure optimal storage,
distribution and quality of water in the Carlsbad service area. The benchmark
for each of these activities was set at 90%. Ongoing maintenance at the
benchmark level increases the structural integrity of the water distribution
system. Maintenance activities usually include the inspection and testing of
water system structures.
The improvement in work productivity for 2003-04 (8% to 24.3% in Valve
Maintenance, and 10% to 34.9% in Fire Hydrant Maintenance) was in part the
result of additional staff hours becoming available because of the transfer of
responsibility for new water and sewer service installations from city
maintenance crews to contractors and property owners. The benefits of this
change were not fully realized in 2003-04 because a few installations that were
approved prior to the implementation of the new policy still needed to be
handled by City staff. It is expected that full-year impacts of this change will
result in approximately 2,700 additional staff hours, if installation
requirements remain constant. These hours can be redistributed to scheduled
maintenance work such as Valve Maintenance and Fire Hydrant Maintenance.
To get a better sense of manpower requirements to maintain existing
standards, staff analyzed the level of staffing required to complete scheduled
maintenance if work could be conducted entirely on scheduled maintenance
tasks without interruptions from requests for reactive maintenance and/or
repairs. To meet the standard of annual and bi-annual testing and repair for
valve maintenance alone, it is estimated that a work crew of 2.5 employees
would need to work uninterrupted full-time to complete scheduled
maintenance as established (see calculation on following page):
279
Annual Standard (all valves Bi-
Annually)
times Productivity Average
equals Total Staff-Hours
Required
divided by 1.0 FTE
equals Total Staffing
Requirement
5,105
0.92
4,697
1,850
2.5
Valves
Staff-
Hours
Staff-
Hours
Staff-
Hours
Employees
The same formula could be applied to Fire Hydrant Maintenance as well. In
this case, 1.3 full-time equivalents of staffing would be required to meet the
standard for this activity. In summary, to meet the existing standards for both
Valve and Fire Hydrant Maintenance, a total of about four (4) full-time
employees would need to be dedicated entirely to these two activities.
ACTION PLAN
Annual Hours Per Mile Out of Service: To minimize and/or eliminate
impacts to customers during those times when the flow of water in a main was
interrupted, staff will continue to use current service mitigation procedures as
described above.
Maintenance Activities:
• Staff will investigate and analyze alternative work methods to improve the
balance of scheduled versus unscheduled maintenance. This will include,
but not be limited to, the use of contract services, temporary help, and/or
continued investigation and evaluation of service delivery alternatives using
the Public Works Service Plan program.
• Benchmark against other agencies to re-evaluate Carlsbad's Maintenance
Assessment Program standards.
POINT OF CONTACT
Kurt Musser, Public Works Manager, Maintenance & Operations, (760) 438-
2772, ext.7133, kmuss@ci.carlsbad.ca.us
280
Public Works
WATER DELIVERY COST
THE OUTCOME
Water operations delivery efficiency
THE MEASUREMENT
This measure uses a multi-modal approach combining:
Water Loss: The percentage of water unaccounted for in the distribution
system. Water loss is defined as the amount of water produced (water
purchased plus or minus the amount of water held in storage) minus water
sold, and divided by water produced.
Cost of Service: The total cost of service using actual expenditures, including
potable water purchases from the Metropolitan Water District via the San Diego
County Water Authority, divided by the total acre-feet of potable water
produced (i.e., purchased from MWD, plus water taken from Maerkle Darn) per
year.
WHAT THE DATA MEAN
Water Loss: The water loss measure, if kept within the benchmark, represents
the results of an efficient and fiscally responsible operation. If the percentage of
water loss is high, the result is a revenue loss to the Water Operations
Enterprise Fund.
Cost of Service: The annual expenditures per acre-foot of potable water
delivered represents an efficient system when the benchmark is achieved. The
aim is to satisfy customer demands with safe, reliable water within a prudent
level of expenditures.
DEPARTMENTS INVOLVED
Maintenance and Operations
BENCHMARK
Water Loss: Annual water loss not to exceed 6% as set by the California
Department of Water Resources Standard Bulletin 166-4, Urban Water Use in
California, August 1994. Distribution system losses commonly range between
6% and 15%.
281
Cost of Service: The cost of service per acre-foot of water produced will not
exceed $920. This benchmark was established at the 2003 level of revenue
received from providing potable water to the average single-family, residential
customer. Previously this benchmark was based on expenditures per acre foot
of water delivered, and established at the previous year's expenditures plus
inflation.
RESULTS
Water Loss
Fiscal Year Water Loss
1999 4.9%
2000 5.4%
2001 4.3%
2002 4.2%
2003 5.2%
2004 6.1%
Cost of Service
Fiscal
Year
1999
2000
2001
2002
2003
2004
Acre-Feet
Produced
17,467
19,427
18,949
20,689
20,241
21,160
Cost of
Service
$14,162,422
$15,438,988
$15,317,868
$16,409,947
$16,762,146
$17,035,740
Cost Per
Acre-Foot
Produced
$811
$795
$808
$793
$828
$805
Benchmark
$852
$892
$943
$970
$920
$920
ANALYSIS
Water Loss: This is an internal measure that is used to monitor performance
over time and reflects that the established benchmark is being achieved. The
fluctuations of percentages could be the result of variances in water meter
reads. As water meters age or are affected by conditions within a vault pit
setting, mechanical meters can become less accurate.
Staff believes that a portion of water loss may be attributable to the inaccuracy
of older, mechanical meters. However, even though the Meter Services Division
successfully implemented a more aggressive meter exchange program in 2003-
04, the percentage of unaccounted for water increased over previous years.
Staff speculates that the additional "lost" water could be attributed to an
increase in construction activity. The City has a policy of issuing "loan meters"
282
to contractors for work on new construction, but on occasion contractors often
will use un-metered water for wash downs. It is expected that as new
construction slows down, the percentage of unaccounted for water will also
decrease. The approximate dollar value that exceeds 6% is $17,161. This
amount indicates that there is a financial impact to the City if water losses are
not tracked and kept to a minimum.
The table below summarizes the data collected from partner agencies regarding
water loss. Each agency measures water loss by subtracting the amount of
water sold from the amount of water produced, divided by water produced. All
were within or below the 6% to 15% tolerance range described above.
Carlsbad's ranking indicates that its water system is within, and is consistent
with, industry standards.
Agency
Rincon del Diablo MWD
SD County City*
Carlsbad MWD
City of Escondido
City of Oceanside
Water Loss
3.2%
1.1%
6.1%
<7%
8.6%
*City did not want to be identified in the measure
Cost of Service: The cost of service for water is all annual expenditures for
personnel, services and supplies, including the cost of potable water purchased
from the Metropolitan Water District. Carlsbad's cost per acre foot decreased
from last year, due to a slight increase of 1.6% in cost of service, but a larger
increase of 4.3% in acre-feet of water produced.
This year, staff benchmarked against five other San Diego County jurisdictions
and met with each individual benchmark agency to compare operations
methodologies. Supervisors and managers were invited, for the first time, to
attend these meetings with the expectation of beginning a meaningful
conversation in connection with how each organization performs and what
types of levels of standards are in place at each organization.
An initial analysis of agency budgets was conducted in an attempt to realize a
better comparison between municipalities, and it was found that the City of
Escondido utilizes less contracting than does Carlsbad. Escondido has two
primary contracts in their water operations budget, one being a rate study and
the other for consultant fees. Carlsbad contracts primarily consist of Maerkle
Dam studies, landscape maintenance, telemetry maintenance, and
vulnerability assessment. Maerkle Dam cover maintenance is currently being
283
considered as a contract opportunity by the department. Also, the unidentified
County of San Diego City does not pay for ware house/inventory supplies, they
only budget for operating supplies, which lessens their costs compared to
Carlsbad.
When staff evaluated the data that was collected from each benchmark agency,
staff found that there were discrepancies in the methodology each agency used
to determine what was included in the overall program costs. Due to these
discrepancies, staff decided to remove the benchmark agency comparison table
from this year's measure.
ACTION PLAN
Water Loss:
• Staff will continue with the meter replacement program based on the
standards developed in the Maintenance Assessment Program.
• Staff will more closely monitor the use of water by contractors on large
construction sites.
Cost of Service:
• Staff will continue ongoing communication with other agencies to ensure
continued collection of comparable data as well as investigate an industry
standard for this measure. In addition, staff will conduct a benchmark
evaluation based on the level of service provided.
• Staff will continue to work with partner cities to further develop meaningful,
comparable data by looking into partner agencies' budgets in greater detail,
including organizational structures and standards of maintenance.
POINT OF CONTACT
Kurt Musser, Public Works Manager, Maintenance & Operations, (760) 438-
2772, ext.7133, kmuss@ci.carlsbad.ca.us
284
Public Works
WATER SERVICE CUSTOMER SATISFACTION
THE OUTCOME
A high level of customer satisfaction
THE MEASUREMENT
City of Carlsbad Public Opinion Survey.
WHAT THE DATA MEAN
Highly satisfied customers are an indication that we are providing services in a
manner that is expected, contributing greater confidence in the Maintenance
and Operations Division and local government in general, resulting in high
quality of life for community members.
DEPARTMENTS INVOLVED
Maintenance and Operations/Water Operations, Construction Maintenance
and Utility Account Maintenance, Finance/Utility Billing
BENCHMARK
90% of customers rate water services as "Good" or "Excellent."
RESULTS
Benchmark
90%
2000
88%
2001
91%
2002
89%
2003
91%
2004
See
analysis
ANALYSIS
The customer service rating for this measure has consistently met or exceeded
the benchmark for a number of years, and there is no anticipated change in
the service levels. Therefore, it was determined that this question would be
asked only in alternating years.
Water service Citywide is provided by three separate water agencies; - the
Carlsbad Municipal Water District, the Olivenhain Municipal Water District
and the Vallecitos Water District.
The service areas for these agencies are described as follows:
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. Carlsbad Municipal Water District Service Area (CMWD): The CMWD
service area covers approximately 85% of the city and generally covers the
area north of La Costa Avenue.
• Olivenhain Municipal Water District (OMWD): OMWD serves several
thousand Carlsbad residents in the area, generally south of La Costa
Avenue bordered by the southern and eastern boundaries of the
incorporated area of the City of Carlsbad.
• Vallecitos Water District Service Area: The VWD service area resides
generally within the central/eastern portion of the Southeast Quadrant of
the City.
Water system maintenance and operations, customer service requests and
billing are all administered independently within each agency service area. The
data being gathered Citywide, however, does not categorize customers into
those three service areas. As a result, it is difficult to determine if there is a
variance in customer service and satisfaction between CMWD and the other
service providers.
ACTION PLAN
Continue to include water services questions in the Citywide public opinion
survey in alternating years. In addition, the Social and Behavioral Research
Institute (SBRI) at Cal State San Marcos, which conducts the survey for the
City, has the ability to determine in which quadrant of the City a citizen
resides. Staff will work with SBRI to develop a service area comparative
analysis of customer satisfaction by comparing SBRI's list of respondents from
the Southeast Quadrant to lists of Carlsbad customers being served by OMWD
and VWD. This will allow staff to differentiate water service customer
satisfaction results between the Carlsbad Municipal Water District and those
who receive services from other service providers.
POINT OF CONTACT
Kurt Musser, Public Works Manager, Maintenance and Operations, (760) 438-
2772, ext.7133, kmuss@ci.carlsbad.ca.us
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Public Works
RECYCLED WATER SERVICE DELIVERY
THE OUTCOME
Recycled water system reliability
THE MEASUREMENT
This measure uses a multi-modal approach combining:
Annual and Four-Year Cross Connection Tests: Percentage of required
annual and Four-Year Cross Connection Tests completed during the fiscal
year.
Walk-thru Inspections of Recycled Water Sites: Percentage of recycled
water use sites that are physically inspected during the fiscal year.
WHAT THE DATA MEAN
Measures the level at which operations staff is performing required inspections
and testing of recycled water use sites.
DEPARTMENTS INVOLVED
Maintenance and Operations/Cross Connection Control Division
BENCHMARK
Annual and Four-Year Cross Connection Tests: The benchmark for this
measure is currently being developed as part of a management goal for FY
2004-05, and will be included in next year's State of Effectiveness Report.
Walk-thru Inspections of Recycled Water Sites: The benchmark for this
measure is currently being developed as part of a management goal for FY
2004-05, and will be included in next year's State of Effectiveness Report.
RESULTS
Results will be included in next year's report after benchmarks have been
developed and data collected.
ANALYSIS
No data available for analysis at this time.
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ACTION PLAN
• Staff will establish benchmark partner relationships with two outside
agencies who buy and/or sell recycled water.
•
• Meet with partner agencies to develop benchmarks and discuss
performance measurement strategies.
POINT OF CONTACT
Kurt Musser, Public Works Manager, Maintenance & Operations, (760) 438-
2772, ext.7133, kmuss@ci.carlsbad.ca.us, Clint Phillips, Sr. Management
Analyst, (760) 438-2722 x7110, cphil@ci.carlsbad.ca.us
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Public Works
RECYCLED WATER DELIVERY COST
THE OUTCOME
Recycled water operations delivery efficiency
THE MEASUREMENT
This measure uses a multi-modal approach combining:
Water Loss: The percentage of unaccounted for recycled water in the
distribution system. Water loss is defined as the amount of recycled water the
City is contractually obligated to purchase for a year plus any potable water
added to the distribution system (recycled water produced), minus the amount
of recycled water sold for the year, divided by recycled water produced.
Cost of Service: The total cost of service using actual expenditures, including
contractual purchase agreements with the Leucadia Wastewater Authority and
Vallecitos Water District, divided by the total of acre-feet of recycled water
produced.
WHAT THE DATA MEAN
Water Loss: The water loss measure, if kept within the benchmark, represents
the results of an efficient and fiscally responsible operation. If the percentage of
water loss is high, the result is a revenue loss to the Recycled Water Operations
Enterprise Fund.
Cost of Service: The annual expenditures per acre-foot of recycled water
delivered represents an efficient system when the benchmark is achieved. The
aim is to satisfy customer demands for a reliable source of non-potable water
within a prudent level of expenditures.
DEPARTMENTS INVOLVED
Maintenance and Operations
BENCHMARK
Water Loss: Annual water loss not to exceed 6% as set by the California
Department of Water Resources Standard Bulletin 166-4, Urban Water Use in
California, August 1994. Distribution system losses commonly range between
6% and 15%.
Cost of Service: The benchmark for this measure will be established after
meetings with partner agencies have been held.
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RESULTS
Water Loss
FISCAL YEAR
Benchmark
2004
WATER LOSS
< 6.00%
25%
Fiscal Year 2O03-04
Carlsbad
Production
(Ac.-Ft.)
2,277
%of
Production
Lost
25%
Quantity
Lost (Ac.-
Ft.)1
562
Cost Per
Unit Sold2
$1.52
Est.
Unrealized
Revenue
$372,107
'•562 acre-feet is equal to 244,807 units.2- The current recycled water commodity rate charged to customers is 95% of the potable rate ($1.60/unii).
Cost of Service
Fiscal Year
2004
Acre-Feet
Produced
2,277
Cost of
Service
$1,602,711
Cost Per
Acre-Foot
Produced
$704
Benchmark
To be
determined
ANALYSIS
Water Loss: This is an internal measure that is used to monitor performance
over time and reflects that we have exceeded the benchmark of six percent.
Carlsbad currently purchases recycled water from two agencies on a "take-or-
pay basis." This means that recycled water is delivered to Carlsbad in fixed,
agreed-upon amounts. With this arrangement, supply can exceed demand.
And because of Carlsbad's limited storage capacity, the result is a surplus of
recycled water that cannot be stored and is instead discharged to the ocean via
Encina Wastewater Authority's outfall line.
Cost of Service: Carlsbad's cost per acre-foot of $456 to purchase water is a
"melded rate" from the take-or-pay contracts. Water purchases via the
contracts represents 57% of Carlsbad's total cost of service. The cost of service
to "produce" recycled water ($704 per acre-foot) includes all annual
expenditures for personnel, services and supplies, including the cost of
recycled water purchased from the Vallecitos Water District and Leucadia
Wastewater Authority, plus water purchased as "make-up water" from the
Carlsbad Municipal Water District. During the dry summer months, demands
for recycled water occasionally exceeds available supplies. When this occurs,
potable water from the District's supply is piped into the recycled water system
to replace (i.e., "make up for") recycled water shortages. The recycled water
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operating budget is charged for this use and that amount is factored into the
total production cost of recycled water.
Because this measure is new, it is not yet known if the $456 per acre-foot
purchase price, the $704 per acre-foot production cost, or the percentage
relationship between the two are within any existing recognized standards.
Staff will discuss recycled water costs and expenses in more detail when they
meet with partner agencies during the coming year. As additional services are
added to the recycled water system as described earlier, it is expected that
economies of scale will result in lower per-unit production costs.
ACTION PLAN
Water Loss:
It is expected that recycled water loss will decrease as irrigation demands
increase due to the addition of new recycled water irrigation sites, and
implementation of Recycled Water Phase II that will include retrofitting existing
potable water irrigation to recycled water.
Cost of Service:
Staff will meet with partner agencies to establish a benchmark for this measure
and to discuss performance measurement strategies.
POINT OF CONTACT
Kurt Musser, Public Works Manager, Maintenance & Operations, (760) 438-
2772, ext.7133, kmuss@ci.carlsbad.ca.us, Clint Phillips, Sr. Management
Analyst, (760) 438-2722 x7110, cphil@ci.carlsbad.ca.us
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Public Works
WATER DISTRIBUTION SYSTEM GROWTH MANAGEMENT STANDARD
THE OUTCOME
Adequate fire flow and water supply for City residents and businesses
THE MEASUREMENT
Water capacity will meet demands as determined by the appropriate water
district and is provided concurrent with development.
A minimum 10 average-day potable storage capacity is provided concurrent
with development in the Carlsbad Municipal Water District (CMWD).
WHAT THE DATA MEAN
Provide water for the greater demand of the two conditions within the Carlsbad
Municipal Water District service area: 1) maximum-day demand plus a fire
event, 2) peak hour demand. The 2003 CMWD Water Master Plan Update is
used to identify the facilities necessary for construction within the Carlsbad
Municipal Water District.
Water storage in the Carlsbad Municipal Water District is equal to or greater
than 10 average-days. The Vallecitos Water District and the Olivenhain Water
District service the La Costa area. The City coordinates land development with
these agencies and conditions projects to ensure facilities are in place prior to
the completion of the development project.
DEPARTMENTS INVOLVED
Engineering, Maintenance and Operations
Growth Management Standard: Waterline capacity to meet demand as
determined by the appropriate water district must be provided concurrent with
development. In addition, a minimum 10-day storage capacity must be
provided prior to any development.
Demand: Water service demand requirements are estimated using a computer
model to simulate the two water distribution scenarios: 1) maximum day
demand plus a fire event, 2) peak-hour demand, as well as, other possible
scenarios. This computer model was calibrated using actual flow
measurements collected in the field to verify it sufficiently represents the actual
water system.
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1O Average-Day Storage
Existing Demand (MOD)
Existing Storage Requirement
Existing Storage
Future Demand (MDD)
Future Storage Requirement
26.8 MOD
39.5 MOD
50.5 MOD
39.4 MOD
55.0 MOD
MDD - Maximum Daily Demand
RESULTS
Based on the water model analysis prepared with the 2003 Water Master Plan
Update, future pipelines and water system facilities were identified to ensure a
complete water system is constructed to accommodate future customers. In
addition, funds for the construction of future facilities were included in the FY
04-05 Capital Improvement Program. Therefore, the future water infrastructure
is programmed to be in place at the time of need in order to ensure compliance
with the performance standard.
Adequate 10 average-day storage capacities exist for the current customers in
the Carlsbad Municipal Water District based on the capacity of existing and
future reservoirs. The Olivenhain Municipal Water District (OMWD) recently
completed construction of a new water treatment plant at the San Diego
County Water Authority Emergency Storage Reservoir. Therefore, areas of
Carlsbad served by both CMWD and OMWD meet the minimum storage
capacity.
ANALYSIS
The 2003 Water Master Plan Update identifies facilities necessary for City
build-out conditions. The update identified additional improvements required
to meet future water demands and the need for two additional water storage
tanks to meet future 10 average-day storage requirements. Water connection
fees were updated based on these improvements.
Recycled water used for irrigation was incorporated into the 2003 CMWD Water
Master Plan Update. The use of seawater desalination was not included in the
master plan update, but is being considered in a separate study that
incorporates updated future water demands.
As future land development projects are processed through the Development
Services Division, the Sewer Master Plan is periodically used to check pipeline
sizes and facility capacities to verify adequacy. In addition, land development
projects may be required to install a master plan water project concurrent with
construction of that specific project.
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ACTION PLAN
• Update and monitor proposal by Poseidon Resources and the San Diego
County Water Authority to develop a seawater desalination facility for the
benefit of Carlsbad.
• Continue to install the recycled water transmission system. Begin retrofit
work and conversions to expand the use of recycled water.
POINT OF CONTACT
Steven Jantz, Associate Engineer, (760) 602-2738, sjant@ci.carlsbad.ca.us
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APPENDIX 1: TIME LINE
January Survey results to Council and staff
State of Effectiveness report distributed
City Council goal workshop
Department CIPs due
February Management goal preparation
Budget preparation
March Department budgets due
Management goals final
May CIP Council workshop
June Council and citizen's budget workshops
Budget adoption
Management goal evaluations due
July Begin survey rewrite
September Citywide survey begins
November Start State of Effectiveness report preparation
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APPENDIX 2: PROGRAM RISKS AND BENEFITS
A performance measurement system can be used in a variety of ways, both
internally and externally.
Internal Use
• Helps evaluate the success of programs/services
• Clarifies the key roles/responsibilities of an agency through the
identification of the desired outcomes
• Provides a mechanism for informed evaluation/decision making
• Helps to create "the big picture" concept
• Helps drive the strategic planning process
• Helps define budget and planning priorities
• Acts as the mechanism to build a culture of continuous improvement
External Use
• Helps us "tell the story" to the public
• Allows for more informed dialogue between the citizens and staff
• Sets the stage for policy discussions
• Promotes greater public trust and confidence
• Shows accountability in a governmental system
Potential risks to implementing a performance measurement system include:
• Employee fear regarding job security
• Potential that performance measurement may be used as a negative
reinforcement tool
• Could negatively impact morale if scores are low
• May provide information that could be used for negative purposes
• Data is subject to interpretation
• Might be seen as additional work
• "You get what you measure" - if the measures aren't right, your outcomes
may not be either
Although the benefits of performance measurement far outweigh the risks,
attention must be given to those who review the information and may report it
as negative or "not measuring up." The purpose of the program is to point out
successes and weaknesses so that an organization can identify and work
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towards delivering a high level of service. For the ongoing success of the
program, performance measurements should not be looked at as failure to
"measure up", or used as an instrument of punishment. Instead, performance
measurement needs to be seen as another tool to evaluate services and
programs, making certain that they are in line with the organization's mission
and that they are delivered at acceptable levels set by the organization.
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