HomeMy WebLinkAbout; ; 2006 State of Effectiveness Report; 2006-06-01Introduction
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 sixth 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.
Departments 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 department or service. 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. Included this year are 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. Since the
organization's efforts to accomplish the Council's
strategic goals involve management goals, those goals
are also listed.
The performance measurement process represents
the feedback loop between organizational effort and
achieving the desired outcomes. In Carlsbad, the State
of Effectiveness Report also represents the beginning of
the next goal cycle. At the beginning of each calendar
year, the 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 published at this time.
The survey results and the report provide information
that helps 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.
The format of this year's State of Effectiveness Report is
similar to last year's. There are many new measures in
this year's report there are still parts of the organization
that are not fully integrated into the performance
measurement program. Staff will continue to develop
measures in the coming year.
Lastly, staff would like to thank the various Departments
actively engaged in continuous improvement 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. Defining an outcome and
measuring progress towards improving that outcome
can be difficult and staff thanks all participants for their
commitment to continuous improvement.
Table of Contents
Introduction
Balanced Community Development
Capital Improvement Program - Engineering Services
Capital Improvement Program - Construction Timeliness
Capital Improvement Program - Construction Cost
Code Enforcement Responsiveness
Code Enforcement Cost Effectiveness
Code Enforcement Customer Satisfaction
Redevelopment Services
Redevelopment Services Cost
Redevelopment Customer Satisfaction
Section 8 Program Assessment
Citizen Connection
Service Delivery Volunteer Program
Cost-Effective Volunteer Program
Customer Satisfaction Volunteer Program
Communications
Citizen/Customer Response Times
Citywide Communications
Citywide Communications Cost Per Capita
Records Information Responsiveness
Confidence in City Government
Environmental Management
Sewer System Service Delivery
Sewer Cost Efficiency
Sewer Service Customer Satisfaction
Growth Management/Sewer Collection System
Solid Waste Diversion
Solid Waste Cost
Solid Waste Customer Service & Satisfaction
Storm Water Service Delivery
Storm Water Protection Cost
Storm Water Protection Customer Service & Satisfaction
Growth Management/Drainage
Growth Management/Wastewater Treatment Facilities
Financial Health
Business Licensing
Finance Report Distribution
Long-Term Fiscal Condition
Outgoing Payment Processing
Finance Call Center - Resolution Rate Effectiveness
Risk Management - Claims Administration
Risk Management - General Liability Expenditures For All Claims
Learning, Culture And Arts
State Library Ranking
Library Operating Cost
Library Services Citizen Satisfaction
Growth Management/Libraries
Employee Training & Development Investment
Employee Training & Development Satisfaction
Recreation Program Sportsmanship
Recreation & Park Planning Operating Cost
Recreation Customer Service & Satisfaction
I
Parks, Open Space And Trails
Parks Service Delivery
Park Maintenance Cost
Parks Customer Service And Satisfaction
Growth Management - Parks
Citywide Trails Program - Service Delivery
Citywide Trails Program - Customer Satisfaction
Citywide Trails Maintenance Cost
Growth Management/Open Space
Top Quality Services - Internal Services
Overall Citizen Satisfaction With City Services
Facilities Service Delivery
Facilities Maintenance Cost
Facilities Customer Service And Satisfaction
Fleet Availability, Maintenance & Repair Cost and Customer
Satisfaction
Human Resources - Injured Employee Time Off
Human Resources - Employee Turnover Rate
Human Resources - Cost Efficiency
Information Technology Network Operability
Information Technology Cost
Information Technology Service and Satisfaction
Growth Management/City Administrative Facilities
Top Quality Services - Safety
Building Inspection Services
Building Inspection Cost
Building Inspection Customer Satisfaction
Fire Response Time
Fire Operating Cost
Fire Customer Service And Satisfaction
Fire Stations Growth Management Standard
Fire Emergency Medical Services Response Time
Fire Prevention Inspections
Fire Prevention Development Process
Police Response Time
Police Cases Cleared
Community Perception of Crime
Police Operating Cost
Police Customer Service & Satisfaction
Transportation And Circulation
Roadway Service Delivery
Roadway Cost Efficiency
Roadway Safety
Roadway Circulation
Roadway Reliability
Transportation Customer Satisfaction
Growth Management/Circulation
Water
Potable Water Quality
Water Service Delivery
Water Delivery Cost Efficiency
Water Service Customer Satisfaction
Recycled Water Service Delivery
Recycled Water Delivery Cost Efficiency
Growth Management/Water Distribution System
Appendix
CO
<D Q-
O OT3 O
33§32-c
Be a city that
connects
community,
place and spirit,
through
balanced and
economically
sustainable *
land uses
Balanced Community 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
Management Goals
• Update Title 20, Subdivision Ordinance
• Fire Station No. 6
• Fire Station No. 3 Relocation Feasibility Study
• Village Retail Analysis Wants & Needs
• Village Redevelopment Standards
Amendments
• Streamline CUP Process
• Carlsbad Centre City Gateway
• Development Process Review
• Public Works Facility
Redevelopment
The Village Area has experienced another year above
the benchmark in terms of Public/Private investment
ratio. Two projects contributed most prominently
to this: The Village by the Sea mixed use project,
and the Laguna Point Luxury Condominiums. Both
projects are keys to improving the North State
Street Area.
Customer experience within the Village Area
was measured in 2004. The results of that survey
indicate that 61.3 percent of the respondents visit
the downtown Village Area at least once a week.
Respondents of the 2004 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. Dining was the most common reason given for
visiting the Village Area. The Redevelopment Agency is
conducting a needs assessment survey to determine
additional ways to make the area more attractive to
visitors, businesses and residents.
Property tax and sales tax increased by 3% and
13% respectively in the Village Redevelopment Area
in 2005. Commercial vacancy rates were at 5% -
within the benchmark standard of 5% or less. The
Agency processed 10 Major and 14 Administrative
Redevelopment Permits - both well above their
benchmarks. The ratio of Public Funding to Private
Investment was $1: $15. This is the third consecutive
year of a positive Public: Private ratio.
Capital Improvement
Program (CIP)
In this initial year of Performance Measurement for the
CIP, Engineering Services reported that their average
project delivery cost percentage was 23% - a smaller
cost percentage than the top four performing cities
in their benchmarking study. 10 of the 12 projects
completed were below the 41 % expected "soft costs"
allowed for Engineering Services. 57% of the projects
were completed within the approved construction
schedule, although two projects missed their deadline
by a few days. The actual construction costs for these
12 projects were all within approved budget (including
change orders).
Public Works
CAPITAL IMPROVEMENT PROGRAM - ENGINEERING SERVICES
THE OUTCOME
Cost effective capital improvement project delivery.
THE MEASUREMENT
Data will be collected on a fiscal year 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 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.
-.•*%
t% 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 then be compared to the California Multi-Agency
* CIP Benchmarking Study (Benchmarking Study), which includes seven cities in
California. It is desirable to maintain project delivery costs, for engineering
services, within the top four of the best performing of the seven cities in the
Benchmarking Study. Certain projects may be precluded from the survey
because they have extreme environmental requirements, include special
financing consultants such as assessment districts, or are relatively small in
construction cost.
31 DEPARTMENTS INVOLVED
I Engineering.
*%
BENCHMARK
Project delivery cost percentages will be compared to the cost percentages of
cities identified in the Benchmarking Study.
The average project delivery cost percentage should not exceed the top range
for the four top performing cities identified in the Study (30%).
Additionally, 75% of all identified City of Carlsbad projects should have project
delivery costs below the maximum average project delivery cost percentage
listed in the Study (40.7%).
RESULTS
Average Engineering costs as a percentage of
total construction costs
Percentage of Projects where Engineering costs
are below suggested maximum of 40.7%
as a percentage of total construction costs
Benchmark
Not to
Exceed
30%
75% or
Greater
FY04-05
23%
83%
ANALYSIS
The City of Carlsbad's average project delivery cost percentage for fiscal year
2004 -2005 is 23% of total construction cost (TCC.) This is below the range of
the top four performing cities in the Benchmarking Study, which ranged from
25.3% to 30.1%. Therefore, Carlsbad's results are better than any of the other
cities identified in the Benchmarking Study.
In reviewing the Project Delivery Percentage Costs, ten out of twelve of
Carlsbad's CIP projects, or more that 75% of Carlsbad's CIP Projects, were
below the maximum allowed of 40.7% for engineering services as listed in the
Benchmarking Study. This result is within the benchmark requirement.
Based on the findings in this first year of analysis, the City of Carlsbad is in
compliance with the benchmark objectives established for project delivery in
relation to engineering costs.
PROJECT DELIVERY PERCENTAGES CALCULATIONS
Projects Receiving Notice of Completion in 2O04-05
1
2
3
4
5
6
7
8
9
10
11
Project Name
Traffic Signal at Calle Barcelona and
PaseoAliso (3894-1)
Rehabilitation North Agua Hedionda
Interceptor Eastern Segment ( 3874)
Carlsbad Water Recycling Facility
(3675-2)
Avenida Encinas Sewer Rehabilitation
(Funded by O&M)
Poinsettia Lane Reach C (3673)
Domestic Transmission Main (3585)
Recycled Transmission Main (3887)
Jefferson Street Sidewalk Project
(3883)
2004-05 Pavement Overlay (3667-9)
Traffic Signal at Alga Road and Xana
Way (3893-1)
Palomar Airport 12-inch Water
Pipeline (3479)
El Camino Real Sewer Tamarack to
Chestnut (3891)
Average Total Percentage of TCC For
All CIP Projects
Total
Engineering
Costs
$13,933
$113,215
$2,561,955
$57,015
$292,191
$275,585
(a)
$72,070
$116,464
$17,797
$39,769
$14,895
$3,574,889
Total
Construction
Costs
$141,980
$183,610
$10,013,754
$167,547
$2,546,598
$784,372
(a)
$472,880
$2,878,380
$178,000
$93,179
$423,699
$17,883,999
Total
Percent of
TCC
10%
62%
26%
34%
12%
35%
12%
15%
4%
10%
43%
4%
23%
(a) Pipeline Cost for Project No. 3887 (Recycled Transmission Main) is included in the total for Project No. 3673 (Poinsettia Lane Reach C) Project.
ACTION PLAN
Data will be collected during the fiscal year to compare the engineering staff
and consultant costs to project construction costs. The data will be analyzed
on an annual basis to determine cost effectiveness of capital improvement
project delivery. Where engineering service costs exceed benchmark
percentages, explanations will be provided in an effort to improve results in
subsequent fiscal year analysis.
POINT OF CONTACT
Bill Plummer (760) 602-2768, Bplum@ci.carlsbad.ca.us.
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. The information for project start
and completion dates is obtained from the final progress payment prepared for
each project. The contract completion date is the date of "substantial
completion" in accordance with the contract documents and the approved
construction schedule. This project milestone was chosen because it represents
the customer service milestone of project delivery, which is not to be confused
with the Notice of Completion (NOC) date, a legal noticing date for the purpose
of notifying anyone who may have a claim against the project. Copies of the
final progress payments for each of the projects completed in fiscal year 2004-
2005 are available. This data is summarized below for reference. The analysis
is based on comparing the "contract completion date" (substantial completion
date) to the "actual completion date."
WHAT THE DATA MEANS
Completing projects according to the approved contract schedule provides a
high degree of customer service and satisfaction. Completion of projects on
time allows public access to designated projects as scheduled.
DEPARTMENTS INVOLVED
Engineering/Construction Management and Inspection, Engineering/Design
Division, Client Departments.
BENCHMARK
90% of CIP projects completed on or before the approved contract completion
date.
RESULTS
Percentage of Projects Completed on Time
Benchmark
90%
FY 04-05
57%
ANALYSIS
The table below shows that four (4) out of the seven (7) projects were completed
within the contract completion date, or 57% of the projects were completed
within the project schedule. The benchmark requiring that 90% of the CIP
projects be completed within the schedule approved by the City Council for any
given fiscal year was not met for fiscal year 2004-2005.
COMPARISON OF REVISED COMPLETION DATE TO ACTUAL
Pavement Overlay of
Palomar Airport Rd, El
Camino Real, & Paseo
Del Norte (3667-5)04-19-2004 08-20-2004 08-11-2004 X
Jefferson Street
Sidewalk (3883)09-08-2004 09-09-2004 X
TS at Alga Road & Xana
Way (3893-1)
09-22-2004
09-15-2004 X
Palomar Airport Rd. 12-
inch Water Pipeline
(3479)08-22-2004 10-14-2004 X
2003/04 Street Sealing
(3667-8)10-19-2004 10-28-2004 11-01-2004 X
2004-2005 Street
Overlay (3667-9)11-15-2004 11-22-2004 11-18-2004 X
ECR Sewer from
Tamarack to Chestnut
(3991)11-05-2004 01-04-2005 12-22-2004 X
TOTAL
Percent of all Projects Completed Within Approved Schedule 57%
Two of the three projects that were not completed on time, missed the actual
completion day by one day or just a few days, which had no effect on customer
service expectations. The Palomar Airport 12-inch Water Pipeline Project
(3479) was delayed as a result of material delivery at the beginning of the
project. Once the material was delivered to the contractor, he proceeded
diligently. There are no recommendations to improve project delivery on these
three projects.
ACTION PLAN
Data will be collected during the fiscal 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. Staff will collect data
for fiscal year 2002-2004 and fiscal year 2003-2004 to provide additional
historical data.
POINT OF CONTACT
Skip Hammann (760) 602-7321, Shamrn@ci.carlsbad.ca.us.
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 at the time of
contract award. The analysis compares the actual construction costs to the
approved construction budget. The construction budget is defined as the
contract award amount, combined with the construction contingency amount,
as approved by Council. The actual construction cost is the amount paid to the
contractor for all work in accordance with the original contract documents or
as amended by Change Order.
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 projects shall be completed within the approved construction
contract budget.
RESULTS
Percentage of Projects Completed Within Approved Budget
Benchmark
90%
FY 04-05
100%
ANALYSIS
One hundred percent of projects completed in fiscal year 2004-2005 were
within their approved construction budget. This result achieves the benchmark
of at least 90 percent of the CIP projects completed during the fiscal year are
within their approved construction budget.
Therefore, City staff is providing a high level of satisfaction delivering
construction projects within budget.
COMPARISON OF ACTUAL CONSTRUCTION COST TO APPROVED
CONSTRUCTION BUDGET
Projects with Notice of Completion Issued in 2004-05
Traffic Signal at Calle
Barcelona and Paseo Aliso
(3894-1)
$141,980 $163.X
Rehabilitation North Agua
Hedionda Interceptor (3874)
$179,940 $206.931 X
Carlsbad Water Recycling
Facility (3675-2)
$8,874,372 $9,298,204 X
O & M Avenida Encinas
Sewer Rehabilitation
$167,574 $194,486
Poinsettia Lane Ranch C
(3673)
$923,098 $948,010
Domestic Transmission
Main (3585)
$713,392 $789.883
Recycled Transmission Main
(3887)
$464,527 $516,706
Jefferson Street Sidewalk
(3883)
$454,488 $495,179 X
2004-2005 Pavement
Overlay (3667-9)
$2.878,380 $3,224,901 X
Traffic Signal at Alga and
Xana (3893-1)
$178,000 $204,700
Palomar Airport 12" Water
(3479)
$93,179 $98.122 X
El Camino Real Sewer (3891)$423,698 $434.700
Total Number of Projects Within Approved Construction Budget
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
Bill Plummer (760) 602-2768, Bplum@ci.carlsbad.ca.us.
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 MEANS
Time for case resolution: Responding to Code Enforcement concerns 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 well being of the community, and the
quality of life in the community. A recheck 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 and RESULTS
The varying case types handled by Code Enforcement have differing degrees of
importance relative to the amount of time 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.
The ten most common complaint categories' standard for compliance and case
closure is:
*»
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 Cases Opened
2005
80
101
20
99
25
49
212
112
123
821
2004
85
117
28
77
46
64
198
107
121
843
2003
75
118
48
50
37
79
220
131
122
880
2002
71
132
53
97
38
84
208
104
161
948
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
2005
81%
77%
85%
71%
76%
84%
77%
68%
89%
79%
2004
80%
79%
82%
90%
91%
92%
82%
64%
81%
82%
2003
88%
77%
79%
82%
89%
88%
84%
75%
86%
83%
2002
87%
79%
79%
78%
76%.
75%
73%
73%
72%
76%
The industry recidivism rate (same violation at same address within 3 years)
benchmark is unknown. The City's rate will become the baseline rate for future
comparisons. Recidivism rate for FY-2005 at same address is:
Total Number of
Cases
2005
2004
2003
2002
2612
2758
2302
1828
Number of Repeat Cases
on Same Property
212
275
221
162
% Of Reopened
Cases
8%
9%
9%
8%
ANALYSIS
Case closure declined in five categories and minimally increased in the other
four. This translated into a slight decrease in the average case closure time for
the first time in four years. Recidivism rate dropped for the first time, perhaps
demonstrating limited success of our efforts in educating the public on our
codes.
ACTION PLAN
Code Enforcement, The City Attorneys Office, Planning Staff, Police Department
Personal and Storm Water Staff meet on a monthly schedule to discuss current
issues and to ensure consistent enforcement. Code Enforcement staff will also
meet independently on a monthly basis to review the declining categories to
determine the cause and implement changes to correct this.
POINT OF CONTACT
Patrick Kelley, Building and Code Enforcement Manager (760) 602 2716
pkell(%ci. carlsbad. ca. us
Community Development
CODE ENFORCEMENT COST EFFECTIVENESS
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 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 MEANS
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
2O05
2O04
2003
Expenditures
$369,000
$352,000
$332,000
Cases Closed
1066
869
987
Average Cost per
Case
$346
$405
$336
BENCHMARK
This is the second year for this measure, and subsequent years will be
compared to this year's results. Benchmarking may be possible using the ICMA
database.
ANALYSIS
As the City continues to grow, the number of Code Enforcement cases is likely
to increase. This past year there was no additional staff added to this
department, and as a result, the cost per case decreased by about 14%.
ACTION PLAN
We will establish a benchmark and perform a survey of comparable cities to see
how we are doing.
POINT OF CONTACT
Patrick Kelley, Building and Code Enforcement Manager, (760) 602 2716,
pkell@ci.carlsbad.ca.us
Community Development
CODE ENFORCEMENT CUSTOMER SATISFACTION
THE OUTCOME
A high level of Code Enforcement customer satisfaction.
THE MEASUREMENT
Results of a customer satisfaction survey sent to Code Enforcement customers
at the close of the particular case.
WHAT THE DATA MEANS
The Code Enforcement Department sends a pre-addressed, postage-paid, mail-
back survey to customers at the completion of cases. The survey asks
customers to rate the Office Service, and Code Enforcement Officer Service on
four-point scale (Excellent, Good, Fair, and Poor).
DEPARTMENTS INVOLVED
Building.
BENCHMARK
90% of survey respondents rank all Code Enforcement services as either
excellent or good.
RESULTS
Six surveys were returned ranking Office and Code Enforcement Services.
Survey results were:
f
c
e
e
Courtesy
Timely Call Backs
Professionalism
Overall Service
BENCHMARK
90%
90%
90%
90%
FY2005
100%
100%
100%
86%
FY2OO4
92%
75%
83%
100%
ANALYSIS
The number of self-selecting surveys returned was low (7), although the results
received were excellent. Surveys were sent out all year, and very few were
returned. In the 7 surveys returned with 9 ratings each, there were only 2
marks below good or excellent (97% good or excellent). The two poor marks
were from a complainant who was frustrated at a repeated violation at a
neighbor's house.
e
e
t
ACTION PLAN
More effort will take place at sending out surveys to ensure a higher number of
returns next fiscal year. The Community Development Department is also
having an audit performed this year by an outside firm. Code Enforcement
Services will also be audited as part of this effort.
POINT OF CONTACT
Patrick Kelley, Building and Code Enforcement Manager, (760) 602 2716
pkell(«jci.carlsbad.ca.us.
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 MEANS
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, which 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 increment, 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 demonstrate the
health of the business community within an area.
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% or higher increase in property tax values each year
• Achieve a 3% or higher increase in sales tax each year
• Maintain commercial building vacancy rate of (5%) or less each year
• Process at least five (5) new redevelopment permits each year that eliminate
blight or blighting influences.
RESULTS
Village Redevelopment Area
Benchmark
Property Tax Values
Sales Taxes
Commercial Vacancy Rates
# Redev. Permits Processed
Desired
Increase
5%
3%
5% or less
5 or more
2003-2004
$253,301,749
$ 1,007,119
5%
10 -Total
2004-2005
$261,930,026
$ 1,140,925
5%
14- Admin
%
Change
3%
13%
N/A
N/A
ANALYSIS
The Village Area has experienced an increase of 3% in Property Tax Values over
the last fiscal year. This did not meet the desired increase of 5%. This is
primarily due to the fact that there were fewer property sales transactions in
2004-05 and the development projects under construction had not yet been
completed by June 30, 2005 in order to be included in the final tax assessor
data. Consequently, it is anticipated that a much larger increase will be
experienced in FY05-06. The Village Area has experienced a 13% increase in
sales tax dollars. This significantly exceeds the desired increase of 3%.
Fortunately for the Village Area, there has been an increase in the number of
new shopping and dining opportunities that have assisted in the sales tax
increase. The new businesses include Sonoma Valley Market, Merle Norman
Cosmetics, the Poached Pear, Le Muse, and Las Olas Restaurant. The vacancy
rates have remained constant at an acceptable industry rate (5% or less). In
terms of redevelopment permits, the totals processed each year have varied.
The permits being processed in fiscal year 2004-2005 include the Carlsbad
Village Townhomes on Roosevelt Street, the Pine Avenue condominiums, and a
new hotel on Carlsbad Boulevard.
In the last year, staff has experienced a significant increase in the number of
developer contacts, preliminary reviews and new applications. Developers are
sincerely interested in purchasing property within the Village and constructing
new projects. This interest continues to signal 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, and most specifically the last fiscal year of 2004-
05, 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.
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. In the
next year, staff will also complete a review of the development standards for the
Village Area to determine if those standards are causing a constraint to new
development. Appropriate revisions to the development standards will be
recommended to the Housing and Redevelopment Commission for
consideration. Staff will also continue to work with property owners to
implement improvements on their Village property, and to encourage them to
lease property to desired businesses. To continue 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 continue to revitalize the downtown area and ensure
the sustainability of its financial health into the future.
POINT OF CONTACT
Debbie Fountain, Housing and Redevelopment Director, (760) 434-2815,
dfoun@ci.carlsbad.ca.us
Community Development
REDEVELOPMENT SERVICES COST
'*", THE OUTCOME
••% An efficient Redevelopment Program that encourages 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 MEANS
A redevelopment area can be determined to be successful when there is a
program being implemented which removes blight and/or blighting influences
*! (see definition below). The measures of this success can be tracked according
*! to the investment of public funding investments as incentives to subsequently
^ encourage private funding investments into the area, which may result from
the construction of new projects, rehabilitation of buildings or sale of property
for investment purposes.
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.
RESULTS
Vi I lage Redevelopment Area
Benchmark
Public Funding
Private Investment
Ratio
2O04-2005
$2,573,887
$37,953,277
1:15
2003-2O04
$337,159
$26,919,199
1:79
ANALYSIS
In 2003/04, the Village Redevelopment Area far exceeded the goal for the ratio
(1:10) of public funding to private investment for the Village Area. In 2004/05,
the Village Redevelopment Area again exceeded the goal.
The two primary projects in the Village Area this year are the Village by the Sea
Mixed Use Project (65 condos/townhomes and 8600sf retail) and the Laguna
Point Luxury Condominiums (21 total). In addition to representing new private
investment in the Village Area, both of these projects are key to the continued
revitalization effort for the North State Street Area. Several more projects are
currently in the development/application phase, which will continue the
increase in statistics for private investment in the Village.
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 investment ratios for the
past two years continue to demonstrate the success of this change in
investment focus.
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, which are a
constraint to private development. The South Carlsbad Coastal Redevelopment
Area (SCCRA) has been mostly in planning stages for the last couple of years.
It will continue in the planning process through the next year. Concurrently
development applications are being processed for new hotels and mixed-use
projects within the SCCRA. In the next year or two, the Agency will begin to
consider this performance measure as related to the SCCRA in addition to the
Village Area.
POINT OF CONTACT
Debbie Fountain, Housing and Redevelopment Director (760) 434-2815,
dfoun(a),ci. carlsbad. ca. us
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:
-a*• 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 MEANS
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, which may be creating a less than positive customer experience,
'*! and/or continuing to maintain 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 7 or higher (on a scale of 0 to 10, with 0 meaning poor and 10
excellent). A ranking of 7 or higher will indicate a ranking of good or excellent.
RESULTS
Fiscal Year 2003-04 was the first year for measuring the customer experience
within the Village Area. The results of the 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 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.
The City survey for 2004-05 did not include the above questions. Therefore, we
do not have any new statistics on customer satisfaction for this year. The
questions will be asked every other year. Therefore, we will have new statistics
in fiscal year 2005-2006.
ANALYSIS
No new statistics for 2004-05 for analysis purposes. The customer satisfaction
questions will appear on the next citizen survey for 2005-2006.
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.
In June 2005, the Redevelopment Agency entered into an agreement with the
Community Land Use and Economics Group to complete a retail analysis and
"wants and needs" study for the Village Area. This study will be complete by
June 30, 2006. It will provide additional information on the retail sales void in
the Village and new retail uses desired by visitors/shoppers. It will assist in
the effort to improve the customer experience in the Village.
POINT OF CONTACT
Debbie Fountain, Housing and Redevelopment Director, (760) 434-2815,
dfoun(@ci. carlsbad. ca. us
Community Development
«! SECTION 8 PROGRAM ASSESSMENT
*Kg
^ THE OUTCOME
* Maximize rental assistance opportunities for low-income residents of Carlsbad.••»i
, THE MEASUREMENT
% The rating from the United States Department of Housing and Urban
Development for the City's Section 8 rental assistance housing program.4
^
1 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
«j 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 2005, 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 2005 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 85 Redevelopment Director (760) 434-2935,
dfounCmci.carlsbad.ca.us.
o
N(D3
Oo
CD
O13
Be a city that
embraces
community
connectivity
through the
effective use of
technological
and interpersonal
mediums
BENCHMARK
Overall recruitment and orientation process
Training recevied to perform volunteer assignment
{ Supervisor in providing guidance and feedback
75%
Level of respect and recognition received
74%
81% |
91% !
j Overall volunteer experience with the City of Carlsbad 92%
Volunteers
In the fiscal year 2004/2005, volunteers donated
46,887 hours of time. Using the Independent
Sector's calculations adjusted for inflaction,
that time was valued at an attention-getting
$951,422.32—a gift to the City of Carlsbad of
almost $1 million.
The table to the left lists the percentage of City
volunteers that rate the mentioned aspects of
the volunteer experience as good or excellent.
Citywide
SERVICE DELVERY VOLUNTEER PROGRAM
THE OUTCOME
A prompt and efficient process to involve potential volunteers.
THE MEASUREMENT
Volunteerism has not been exempt from change. An increased reliance on
technology and a reduction in long-term commitment are apparent when
reviewing volunteer trends. The 21st century volunteer will find often a
volunteer assignment using the Internet. Communication and response are
expected to be immediate.
Staff will measure the number of days from first contact to response and from
orientation to referral to volunteer position. The data will track the efficiency of
the procedures used to engage potential volunteers.
WHAT THE DATA MEANS
A prompt response to an expression of interest from a potential volunteer is
essential to top-quality service. Volunteers who define the initial process as
prompt and efficient are more likely to volunteer for the organization. Staff
created a Pre-Tracking Database to track response time to volunteers during
the process of engagement.
Potential volunteers are entered into the database when they first express an
interest. Then tracked at each step of the process. Those steps are:
• Initial Contact to Response
• Response to Orientation
• Orientation to Referral to Department
DEPARTMENTS INVOLVED
Citywide
BENCHMARK
ACTIVITY
Initial Contact to Response
Offered Orientations
Orientation to Referral
BENCHMARK
<3 days 90% of the time
1 per month
<3 days 90% of the time
RESULTS
ACTIVITY
Initial Contact to Response <3 days
Offered Orientations
Orientation to Referral <3 days
BENCHMARK
90%
1 per month
90%
2OO5
95%
Yes
90%
ANALYSIS
Potential volunteers receive a very prompt response to an indication of interest.
An auto-reply has been added to go out immediately to those who indicate an
interest via our website. One hundred percent of the time, an email or phoned
response is given to all volunteers who express an interest within 3 days.
A Pre-Tracking Database has been designed and implemented to keep track of
the potential volunteer throughout the involvement process. Potential
volunteers are immediately invited to an orientation usually offered within 14
days. They continue to be invited to the next three orientations. Once the
potential volunteer attends an orientation, the application is forwarded on to
the relevant department within 3 days 90% of the time.
ACTION PLAN
Continue to work with departments to find ways to engage potential volunteers
at their earliest convenience.
POINT OF CONTACT
Sue Irey (760) 434-2820, Sireyfa/ci.carlsbad.ca.us.
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
In the fiscal year 2004/05, volunteers donated 46,887 hours of time. Using the
Independent Sector's calculations adjusted for inflation, that time was valued
at $951,422. However, this gift of almost $1 million value has associated costs.
There has been a tendency to subsume the volunteer program costs into our
general operating budget. While we are proud of the contribution of volunteers
and the fact that volunteers contribute without expectation of monetary
reward, we must confront the myth of "free" volunteers. Volunteers cost the
City time, money and effort and we must consider whether or not these costs
are justified.
There are direct costs in the Volunteer Program budget and for volunteer
recognition events held throughout the City. There are indirect costs in staff
time associated with training and involving volunteers. These costs are shared
across different functions and departments and have not been tracked
historically. Equipment costs are often difficult to quantify as the equipment is
often shared with paid staff. Hard data was difficult to gather because staff had
not previously been asked to "break out" their time and effort spent involving
volunteers. However, each department sent in data and will have a greater
ability to present valid measures next year.
Also, the indirect value in terms of volunteer support in the community is an
additional consideration. The support of volunteers to who speak directly to
their friends and neighbors about City programs is an extremely valuable in
terms of community outreach. This Cost Effectiveness analysis does not
include measurement of that important benefit. Staff hopes to find a valid
measurement tool in the future.
DEPARTMENTS INVOLVED
Citywide
••*>•n
BENCHMARK
For every
return.
LJVIY
$1 invested in the volunteer program, the City receives $11.10 in
RESULTS
We have begun to quantify the cost of the volunteer program. To the extent that
the City rallies behind the vision of an engaged citizenry - a citizenry that
recognizes the opportunities to be part of the solution - it will be necessary to
build up the capacity to accommodate these gifts of time and service.
07/01/2004- 06/30/2005
No. of
volunteers
^o. of hours
Avg. hrs per
volunteer
Avg. value
aer
volunteer
Cost Impacts
Avg.
expenditure
per volunteer
Avg. cost
per volunteer
hour
Ratio - Avg.
value/ Avg.
expenditure
Adult
Literacy
103
6,315
61
$1,244
$114,160
$1,108
$18.08
1.1
Art* .
47
1,016
22
$439
$12,880
$274
$12.68
1.6
General
336
1,595
5
$96
$87,160
$259
$54.65
0.4
Library
152
3,644
24
$486
$32,359
$213
$8.88
2.3
Police &
Fire
147
13,652
93
$1,885
$75,000
$510
$5.49
3.7
Recreation
135
7,707
57
$1,158
$6,500
$48
$0.84
24.1
Senior
Center
165
12,225
74
$1,503
$4,545
$28
$0.37
54.6
Trails
80
733
9
$186
$16,250
$203
$22.17
0.9
Avg.
43
$875
$330
11.1
Total
1,165
46,887
*$ Value of a Volunteer Hour $20.29
POINT OF CONTACT
Sue Irey (760) 434-2820, Sirev@ci.carlsbad.ca.us.
Citywide
CUSTOMER SATISFACTION VOLUNTEER PROGRAM
THE OUTCOME
Volunteers express a high level of satisfaction with their volunteer involvement.
THE MEASUREMENT
A goal team was formed to design, distribute and analyze a volunteer
satisfaction survey. The volunteer satisfaction survey measured the satisfaction
of volunteers about several aspects of the volunteer program and their
volunteer experience. In January 2006 the survey was sent out to 801 persons.
Results are based on the 144 that were returned (18% of total sent).
WHAT THE DATA MEANS
The data assessed the current strengths and weaknesses of the City's volunteer
program from the perspective of the volunteers. Recommendations were given
based on the analysis of the data gathered.
DEPARTMENTS INVOLVED
Citywide
BENCHMARK
The following table lists the percentage of City volunteers that rate the
mentioned aspects of the volunteer experience as good or excellent. Since this
is the first year of the survey, no prior benchmark exists.
Overall recruitment and orientation process
Training received to perform volunteer assignment
Supervisor in providing guidance and feedback
Level of respect and recognition received
Overall volunteer experience with City of Carlsbad
2005
75%
74%
81%
91%
92%
RESULTS
In response to the survey question asking volunteers to rate the overall
volunteer recruitment and orientation process, 75% rated it positively (4 or 5
on a 1-5 scale).
A majority of the respondents (74) rated their volunteer training positively.
Over 80% gave positive ratings to their supervisor for providing guidance and
feedback.
Over 90% gave positive ratings about the level of respect and recognition they
receive as a volunteer.
92% of respondents gave positive ratings about their overall volunteer
experience at the City of Carlsbad and 93% of the volunteers indicated that the
Carlsbad volunteer experience met their personal expectations.
ANALYSIS
Overall, the responding volunteers are very positive about their experience. An
impressive 92% rated their overall volunteer experience as Good or Excellent.
They enjoy what they are doing and feel rewarded. About half would like to take
development classes.
However, a few negative comments need to be taken seriously: sometimes
volunteers are not used to their full potential and feel underutilized. Some
would like more guidance from their supervisor or something like a
performance measure. Also, there is a need for more information about
volunteer opportunities and the development classes.
ACTION PLAN
Develop activities and programs to address weaknesses identified in survey.
POINT OF CONTACT
Sue Irey (760) 434-2820, Sirey@ci.carisbad.ca.us
oo
3
3c3
o'Q)
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.
Why is ii important
-*""* -S H « --I*
Bycreatingandmaintainingabalancedcirculation
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.
Communication Indicators
- Citywide Communications
- Communications Cost per Capita
- Confidence In Local Government
- Requests for Action
- Information Responsiveness
Communications continues to be a major
area of effort and focus for the City. The City
evaluates its communication efforts based
on the level of information residents feel they
have, the cost to provide information, the
level of confidence residents have in local
government, and the way in which the City
responds to citizen requests.
A correlation has been established between
the residents' ratings of communication and
the their level of confidence in their City
government - that is, the higher ratings that
citizens give the City's communications, the
higher they rate their level of confidence in
the City organization.
Current Year Results
Results from this year's Citywide survey show that
both citizens' feelings regarding Communication
and Confidence stayed the same as last year (79%
& 78% respectively). Communication expenditures
per capita increased from the prior year ($10.15
vs. $13.55), however, staff believes this increase
is due to more accurate cost reporting and is
comparable to what the City has spent in this area
over the past several years. The primary reason
for the cost increase was the inclusion of the City's
website, which accounts for more than $2.50 of the
per capita expenditure, or nearly 20% of overall
communication expenditures.
Citizen Survey Responses to Communication and
Confidence
100
60
50
40
30
• Confidence
• Communication
2000 i 2001 ! 2002 ! 2003 ! 2004 I 2005
Trends & Observations
While the City has not yet reached its
benchmark in any of the categories, the five
year trend shows a significant initial increase
in results over the first three years followed by
a recent leveling off. This trend is consistent
in all aspects of communications, including
costs when adjusted for accuracy, and though
results have not improved in the last two years,
ratings remain positive. Staff will continue to
identify and evaluate more effective methods
of outreach. This year the City developed a
new performance measure on Request for
Actions, and expects future results to provide
valuable information as to how successful the
City manages its customer relations.
Based on the City's capital construction
program and increasing public expectations,
there appears to be the need to further the
City's communication and outreach efforts in
the near-term. As is the case in other areas,
the primary challenge facing the City will be to
meet this increasing demand (scope, volume,
and responsiveness) in a cost-effective and
efficient manner.
Citywide
CITIZEN/CUSTOMER 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 MEANS
A key function of local government is the ability to identify and address citizen
and customer concerns in a timely fashion. By resolving customer requests
appropriately, the City can 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
% of cases resolved
Benchmark
90%
2005
78%
ANALYSIS
A key function of local government is responding to a variety of citizen and
customer concerns and requests in a timely fashion. This is the first year that
the City has tracked how efficiently it is able to resolve customer issues based
on preset timeframes. In 2005 (from November 2004 - October 2005), the City
opened more than 4400 Requests for Actions. Of these, approximately 3700
required some type of response from the City. Staff was able to respond in a
timely manner in 2900 of those cases. This results in an overall
responsiveness rate of 78%.
There has been increased management oversight of the RFA process, and staff
anticipates that as the City's population increases, so too will the number of
concerns and complaints that the City receives.
ACTION PLAN
Staff will continue to develop this measure and work with departments to find
ways to improve resolution and reporting processes. Ascertain relevant
customer service providers to compare against.
POINT OF CONTACT
Joe Garuba (760) 434-2820, Jgarufeici.carlsbad.ca.us.
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 MEANS
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%
2001
55%
2002
62%
2003
86%
2O04
80%
20O5
79%
ANALYSIS
This is the fifth year residents have been asked how the City is doing in
providing them with information on issues that are important to them. As
shown through previous surveys, there appears to be a correlation between the
way residents rate their level of communication and their impressions of land
use decisions, overall services, and confidence in local government.
While the City has failed to achieve the benchmark in any given year, the
ratings for this measure have stayed relatively consistent over the past three
years, and reflect a significant net increase over the past five years.
Something to note this year is the emerging difference in ratings based upon
the geographic location of the residents and their age.
g 25°
o 200
tf 150
o>
13Z 50 I I I
" I J
I I
I I
10
"How informed do you feel?"
The above chart illustrates the breakdown of the survey respondents and how
well informed they believe they are. As is evident in the graph, the vast
majority of the respondents give the city positive scores in its communication
efforts.
This year the citywide survey included a question asking how people would
want to receive information. The results of the 2005 survey question are
reflected in the chart below.
Information Method
Community Services Guide
Monthly E-mail newsletter
Quarterly Newsletter via Postal Mail
News Highlights in Utility Bill
Quarterly E-mail Newsletter
Monthly Newsletter via Postal Mail
Average Rating
6.7
6.1
6.1
5.9
5.8
5.6
As is evident, several tools that the City uses for information dispersion are not
included in the results. This is due in large part to the way the survey question
was framed, and is part of the ongoing process to clearly identify where and
how citizens would like to receive city-related information.
Citizen access to the internet continues to be high with nearly 90% of the
respondents saying they have some sort of access in their homes. Almost 80%
of those homes with internet have a high-speed connection. The internet is a
vital component to the City's communication efforts, which ultimately provides
a fast yet relatively inexpensive way to deliver information.
ACTION PLAN
While the City has begun the process to better define how people want to C
receive their information, there is still much research and analysis needed in |
this area. Staff has identified the need to conduct a more comprehensive -
evaluation on the different methods of communication and their effectiveness.
C
Over the past several years, the City Council has identified communication as ||
one of its Strategic Goals. Staff continues to develop and implement an g
overarching strategy that will provide a coordinated approach to implementing
and measuring the city's communications efforts.
•POINT OF CONTACT f
Denise Vedder (760) 434-2820, Dveddfeci.carlsbad.ca.us.
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Citywide
CITYWIDE COMMUNICATIONS COST PER CAPITA
THE OUTCOME
A cost effective external communications program.
THE MEASUREMENT
Citywide communication costs per capita.
WHAT THE DATA MEANS
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 on
communication.
DEPARTMENTS INVOLVED
Citywide
BENCHMARK
Base Year (2004) plus Consumer Price Index (3.4%)
RESULTS
Population
Expenditure
Benchmark
Per Capita
Actual
Per Capita
2002
88,400
$586,000
$6.65
$6.65
2003
92,400
$984,900
$6.94
$10.65
2004
94,400
$958,711
$7.20
$10.15
2005*
95,150
$1,290,000
$7.45
$13.55
* 2005 is the first year that the cost of the City's website was included.
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 communication endeavors sent from the City. The City
volunteer coordinator and associated expenses are also included in the
communications budget. As the City's communications program has become
more sophisticated, and more programs are either consolidated or,
partnerships between departments occur, better tracking of costs has ensued,
which allows for a more accurate, detailed understanding of expenses related
to communications.
Included in this analysis:
• Communications budget (salaries, video production, calendar, see budget
for full details)
• City Website
• Community Services Guide - printing, mailing, graphic design
• Public affairs and community outreach for public works related to
specific projects)
Not included:
• Environmental outreach
• Recreation spring camp guide
• Arts department newsletter
• Water bill stuffers
• Brochures completed by individual departments.
A significant change in the expenditures this year is that the cost of the City's
website (approximately $250,000, or $2.60 cents per capita) has been included
for the first time. It is important to note, however, that while costs for the
website are reflected for the first time this year, the site costs are not increasing
and expenses are consistent with those in prior years. The website is proving
to be more and more the primary tool for information and communication, and
will continue to be an area of emphasis for the foreseeable future. While the
overall per capita cost grew by a significant amount, staff believes that this
year is a better representation of the actual amount spent on communications.
Results in the Citywide survey show that residents continue to rank
communication at a fairly high level, which demonstrates by proxy the
effectiveness of the City's communications.
ACTION PLAN
Staff has developed an overall Communication Strategy, and will continue to
identify how best to allocate City resources to meet Council's objectives. Staff
will continue to evaluate cost effectiveness of various communication tools and
adjust accordingly. Staff will also further analyze this year's survey, in which
specific questions on how residents would like to receive their information was
included, in order to better identify the effectiveness and emphasis of ongoing
communication efforts.
POINT OF CONTACT
Denise Vedder (760) 434-2820, Dveddfcici.carlsbad.ca.us.
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 on-line 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 MEANS
Time for legislative documents: Managers and the City Council depend on
accurate and timely processing of legislative documents such as Agreements,
Resolutions, and Ordinances. City projects can be stalled without timely
attention to processing citywide documents.
From July 1, 2005 to date Records Management has achieved a 95% on-time
record in having legislative documents from Council Meetings available on the
DMS by the following Friday.
Use of on-line 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.
At the request of Records Management, the IT Department periodically runs
reports regarding the usage of the DMS system distinguishing both internal
city use and external usage. The last report, run from the September 26, 2005
to October 7, 2005, offers the following measurements:
Time Frame
9/27/05-10/7/05
9/27/05-10/7/05
Customers
Internal
External
User
Number
109
83
Search
Number
3,848
1,630
DEPARTMENTS INVOLVED
Records Management, Information Technology.
BENCHMARK
To be determined.
POINT OF CONTACT
Lorraine Wood, City Clerk (760) 434-2880 x 2970, Lwoodfeci.carlsbad.ca.us.
Citywide
CONFIDENCE IN CITY GOVERNMENT
THE OUTCOME
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 MEANS
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 6 or greater on a 0-10 scale.
RESULTS
Benchmark
90%
200O
60%
2001
68%
20O2
72%
2003
79%
2004
76%
2O05
78%
ANALYSIS
This is the sixth year that the City has asked its residents how confident they
are in local government effectiveness. During this timeframe, the percentage of
the respondents who have a positive confidence level in local government has
increased by 18 percentage points. This trend seems to show some signs of
leveling off, with positive responses essentially unchanged over the past three
years.
In evaluating what drives Citizen confidence, staff has determined that there
are numerous components within the City's sphere of influence that impact
this rating. The degree of information that the residents feel they have the
citizen's perception of how effective the City uses land have an impact on their
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 aren't
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, it is moving in a direction
counter to the City's goal.
POINT OF CONTACT
Joe Garuba (760) 434 2820, JgaruCojci.carlsbad.ca.us.
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Bean
environmentally
sensitive community
by focusing on
conservation, storm
water, sewage
collection and
treatment, solid
waste, and cost
effective and efficient
use of enemy
including alternative
energy sources
SOLID WASTE
Solid Waste Indicators
• Solid Waste Cost
• Solid Waste Diversion
• Solid Waste Customer Service and Satisfaction
Current Results
• The solid waste program continues to report
consistent results in all three areas - customer
service, service delivery and cost.
• For the first time in seven years, solid waste
rates increased. However, the rates continue to
rank among the lowest in the County.
• The state mandated diversion requirement of
50% was exceeded - the 2004 diversion rate is
projected at 57%.
• Customer service ratings are consistent with
prior year results.
Trends and Observations
• The solid waste program continues to introduce
enhancements to the citizens of Carlsbad. During
FY 2006 three new programs will be available
to residents including door to door Household
Hazardous Waste (HHW) collection; composting
and an HHW one day special collection event.
• The City maintains a good working relationship
with the contractor responsible for operating
this program. Through informal negotiations,
the vendor has increased bulky item pick-up
services and will expand recycling efforts by
accepting mixed paper at curbside in the Spring
of 2006.
• Citizen complaints are tracked in the City's RFA
system, the majority of the complaints received
in the area of solid waste are related to the
limited recycling program the City offers. The
introduction of enhancements to this particular
program would most likely result in increased
monthly rates to the residents. Staff continues
to analyze this area, ensuring that enhancements
to the program are cost effective.
• Hazardous Waste Collection is a service that
typically receives some of the lowest customer
service ratings (66% good or excellent). Two
new programs will be introduced in 2006, which
may have a positive impact on these ratings in
the future.
Customer Service Ratings
YEAR Trash Collection Recycling Household Hazardous
Collection Waste Collection
Benchmark
2003
2004
2005
>90%
88.6%
I 87.3%
1 87%
>90%
82.7%
81 .5%
83%
>90%
69
68
5%
2%
66.3%
STORM WATER
Storm Water Indicators
- Storm Water Protection Cost
- Storm Water Service Delivery
- Storm Water Protection Customer
Service and Satisfaction
- Growth Management Drainage
- Growth Management Waste Water Treatment
Facilities
Current Results
- 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 (12 cases in 04-05), a Storm Water
Protection staff member was dispatched within
30 minutes.
- Storm Water personnel operate efficiently, three
of the four components of the cost measure are
the lowest when compared to our benchmark
partners.
- The water quality measure is currently focused
on Agua Hedionda Lagoon and Agua Hedionda
Creek as a pilot program. Staff monitors water
quality of one site at the creek upstream of the
lagoon, and three sites on the lagoon. Samples
from the lagoon sites rated good or fair for all
three measures, namely fecal coli form bacteria,
dissolved oxygen, and turbidity. The creek site
rated fair for fecal coli form, but it exceeded the
benchmark six out of 12 monthly samples.
• Planned drainage maintenance activities did not
meet City standards due to a lack of focused
resources. However, several changes occurred
at the end of FY 04-05 to implement improve-
ments: a new vacuum truck was purchased
and designated for full-time use for storm drain
maintenance, new leadership was established to
direct the program, and a team was put in place
to meet monthly to help with track progress and
make further improvements.
Trends and Observations
• A new NPDES permit is expected to be issued to
the City of Carlsbad (as a member Copermittee)
by the Regional Water Quality Control Board
in the Spring of 2006. More, not less, will be
required of the City to maintain compliance in
all areas under the permit. The City will need
to stress the importance of this permit to all
personnel and develop programs to ensure cost
effective compliance.
• Mandatory requirements to improve water qual-
ity will be issued in the next few years for im-
paired water bodies within the City of Carlsbad
- specifically, Aqua Hedionda Lagoon and Bue-
na Vista Lagoon. These requirements will have
long-term financial impacts to the City.
• The Regional Board has issued a draft Monitor-
ing Order for Aqua Hedionda Lagoon. When this
order is implemented, annual expenses to com-
ply with the order could run as high as $250,000
(not including special studies) and will need to
start being implemented by the Fall 2007. Other
stakeholders in the watershed may share costs
but this is based on their participation and sign-
ing of a Memorandum of Understanding.
• There have been no beach closures in the City of
Carlsbad from high bacteria readings in Storm
water runoff for the past three years.
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 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 so that contaminated water does not enter the
city's surface water and/or storm drain systems. 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 sewer laterals within the city.
Station Facility Maintenance: Percentage of work activities completed
during the fiscal year based on standards established in the Maintenance
Assessment Program.
Sewer Main Cleaning: Percentage of work activities completed during the
fiscal year based on standards established in the Maintenance Assessment
Program.
WHAT THE DATA MEANS
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
Public Works/Maintenance and 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.
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.
1
'tl 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 surveillance operations,
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
sewer system 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
No. of
Reportable
Spills1
Reportable
Gallons Spilledi
Total Miles
of Sewer
Mains
Benchmark
2001
2002
2003
2004
2005
9
14
7
6
11
1,125
7,835
7,550
209
3,030
212
212
232
235
254
Reportable
Gallons Spilled
per Mile
O
5
37
33
0.89
12
1. This column includes all spills that were caused by a failure in the city's sewer system (excludes recycled water spills and/or spills from sewer laterals).
Volume of Spills Recaptured
Fiscal Year
Reportable Gallons
Spilled *
Reportable Gallons
Recaptured 2
Benchmark
2001
2002
2003
2004
2005
1,125 3
7,835
7,550
209
3,030
2,640 4
6,845
2,200
164
1,025
Percentage of
Gallons
Recaptured
10O%
235%
87%
29%
76%
34%
l.This column includes all spills that were caused by a failure in the city's sewer system (excludes recycled water spills and/or spills from sewer laterals).
Figures are adjusted from previous years reports.
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.
Station Facility Maintenance and Sewer Main Cleaning
Activity
Station Facility Maintenance
Pump Station Maint.
Pump Station Electrical Maint.
Pump Station Wet Well Maint.
Pump Station Generator Maint.
Pump Valves & Check Valves Maint.
Pump Station Pump Maint.
Benchmark
90%
90%
90%
90%
90%
90%
Overall
% Maintenance Achieved 1-
FY 2O03
104%
102%
63%
104%
8%
86%
77.8%
FY 2004 FY 2005
100%
51%
41%
113%
61%
17%
64%
102%
94%
49%
98%
91%
30%
77%
Sewer Main Cleaning
Priority Sewer Every 3 Months
Priority Sewer Every 6 Months
Priority Sewer Every 12 Months
VCP Sewer Lines Every 24 Months
PVC Sewer Lines Every 36 Months
Benchmark
90%
90%
90%
90%
90%
Overall
Data not
available
Data not
available
Data not
available
Data not
available
Data not
available
N/A
103%
86%
93%
100%
100%
96%
86%
108%
80%
100%
100%
95%
1. Achievement levels as reported in the "Maintenance Assessment Program" report.
ANALYSIS
Volume of Spills: This component of the sewer system delivery measure
includes reportable spills due specifically to system failure. In past reports, the
volume measure included only those spills of 50 gallons or more per incident.
However, because staff reports all spills regardless of the volume spilled, all
spills are now used in this measure. Also, because our benchmark partners do
not have responsibility for sewer laterals and in order to maintain
comparability of data, this measure does not include spills from sewer 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 12. The volume increase over the previous year are due to five
additional spills that occurred as a result of blockage in sections of the sewer
main system primarily in the older, downtown area. These blockages were
caused by grease and/or root intrusion. These sections were inspected and
subsequently cleaned as part of our routine sewer main cleaning. Sewer mains
in the older areas of the city are categorized as "high priority." These areas are
inspected and cleaned every three months as a proactive measure to mitigate
the potential of possible blockage and/or spills. If staff identifies areas that
•*
continue to have blockage problems, these areas are included in the high
priority maintenance list. The result should be a lowering in potential for
sewer spills.
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 Quality Control
Board to also report recycled water spills. But the focus of this measure is on
the integrity of the City's sewage conveyance system so recycled water spills are
not included in the measure.
Agency
City of Carlsbad
Leucadia W/W District
City of Chula Vista
Reportable
Gallons Spilled
due to System
Failure
3,030
4,880
40,660
Total Miles
of Mains
254
199
400
Reportable
Gallons Spilled
Per Mile from All
Sources
12
25
102
There are too many variables associated with how and when sewer spills occur
to make any meaningful comparisons to other agencies. However, staff believes
it is important to continue with year-to-year internal comparisons to measure
the integrity of the city's sewage conveyance system.
Volume of Spills Recaptured: This measure is included to represent the
effectiveness of the City's "Sewer Response Plan." The number of gallons
recaptured in fiscal year 2005 was 34% 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 did not come in time to allow for the total recapture or containment of
spilled sewage. There were two separate incidences in which staff was unable
to fully recapture spills. Both were related to areas where new construction
was occurring. Staff believes that debris resulting from the construction
blocked the 8" collector mains and was the most likely cause of the stoppages.
The total uncaptured sewage from these two events alone was 1,500 gallons.
This amount represents the majority of the volume of spills that were not
captured.
Agency
City of Carlsbad
City of Chula Vista
Leucadia W/W District
Reportable
Gallons
Spilled
3,030
40,660
4,880
Reportable
Gallons
Recaptured
1,025
3,390
250
Percent of
Gallons
Recaptured
34%
8%
5%
As compared to the partner agencies contacted, Carlsbad reported the highest
percentage of sewage recaptured. However, inconsistent reporting procedures
among other agencies does not allow for establishing any comparability of data
for this measure. It is difficult to determine by comparing to other agencies
whether or not Carlsbad is operating at a high performance level or if any
particular standard is being met. As with the volume of spills measure, staff
will continue with year-to-year internal comparisons to measure the
effectiveness by which staff administers the City's Sewer Spill Response Plan.
Maintenance Assessment Program: A Public Works Maintenance
Assessment Program is used to establish and document the frequency of
recommended preventive maintenance and/or responsiveness to repair needs.
At the end of each fiscal year, the level of accomplishment is measured by
comparing the percent of completed work to planned maintenance. A high
maintenance standard can result in increased costs to provide the required
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 are
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 planned 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. Staff was
able to maintain the benchmark standards in the majority of work activities by
better coordinating planned with corrective maintenance. One area in
particular that was addressed was in generator maintenance. This activity was
contracted out via an annual generator maintenance agreement. This allowed
staff to redistribute time to other planned maintenance and/or repairs. As the
levels of maintenance of activities under Station Facility Maintenance (such as
maintenance of pumps, electrical, etc.) will vary from year to year, staff will
make sure that the more critical components receive a proper level of attention.
Sewer Main Cleaning: The standard for sewer main cleaning includes the
high velocity cleaning of all priority sewer 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 planned maintenance will be completed during the
year. Overall planned sewer main cleaning was completed 95% of the time.
With only small variations in results, fiscal year 2005 was consistent with prior
year's results and demonstrates that staff continues to maintain its annual
sewer main cleaning as planned.
ACTION PLAN
Volume of Spills
• Staff will continue with preventive maintenance sewer line inspection and
monitoring work in a proactive attempt to eliminate the volume of spills.
• Contractors/Developers are required to keep construction debris out of the
sewer system. CM&I inspectors are tasked with inspecting the new sewer
systems and making sure that they are kept clean of debris. However,
debris can inadvertently end up in a sewer system at any time, so
occasionally some spills/blockages will occur. Staff will continue with
ongoing inspection of new construction to ensure that any debris ending up
in the sewer system is held to a minimum and does not result in a spill or
blockage.
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, e.g., line damage due to construction and
blockages caused by grease disposal into sewer system
Station Facility Maintenance
• Staff will look into alternative work methods to improve the balance of
planned versus corrective 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.
Sewer Main Cleaning
• Even though sewer main cleaning is meeting the benchmark, staff will look
into 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 fiscal year 2006, staff will implement a new work management system
(Hansen) that will automate scheduling and record maintenance of work
activities, and tie maintenance and/or repair work to a specific asset in the
sewer system. Priority categories as defined in the Maintenance Assessment
Program will be incorporated into the new system 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.
• Staff of the M&O and Storm Water Protection divisions will review the
possible development of a FOG monitoring and compliance program for the
prevention of fats, oils and grease ("FOG") discharges into the City's sanitary
sewer system. The program may also be used to assist commercial FOG
generating customers in meeting their wastewater discharge limits.
POINT OF CONTACT
Clint Phillips (760) 438-2722, x7110, cphil@ci.carlsbad.ca.us.
Public Works
SEWER COST EFFICIENCY
THE OUTCOME
Sewer operations cost efficiency.
THE MEASUREMENT
The total cost of service per million gallons of sewage collected, treated and
discharged. This measure is calculated by dividing the total annual O&M
expenditures, including payment to the Encina Wastewater Authority (EWA),
less depreciation, by the total sewage flow assessed to Carlsbad by the EWA.
WHAT THE DATA MEANS
The annual expenditures per million gallons of sewage collected, treated and
discharged represent a financially efficient system when the benchmark is
achieved. The outcome is to ensure the safe conveyance and treatment of
sewage within a prudent level of expenditures.
DEPARTMENTS INVOLVED
Public Works/Maintenance and Operations.
BENCHMARK
Annual cost of service will not exceed $2,001 per million gallons of sewage.
This benchmark was established based on the results of a survey conducted by
the American Water Works Association in February 2005. $2,001 per mg is the
median score for all agencies surveyed within the 50,001 to 100,000 customer
base category. The 25th percentile score is $1,258 per mg. The 75th
percentile score is $3,003 per mg. This is the first year that this benchmark
has been used and will be updated based on the results of subsequent surveys
conducted by AWWA.
RESULTS
Fiscal Year
2001
2002
2003
2004
2005
O&M
Expenses 1-
$3,490,008
$3,569,236
$3,151,172
$3,946,119
$3,992,462
Annual Flow
(MG)
2,373
2,278
2,493
2,789
2,688
$/mg
$1,471
$1,567
$1,632
$1,415
$1,485
Benchmark 2-
$2,001
1. The new benchmark excludes depreciation as part of annual costs. As a result, annual costs from previous years were reduced by the amount
budgeted for depreciation in those years.
2. Source: AWWA publication titled, "Benchmarking Performance Indicators for Water & Wastewater Utilities: Data and Analyses Report," dated 02/2005.
Data population category, 50,001 - 100,000.
ANALYSIS
This is the first year that staff has used data from a wastewater agency survey
conducted by the American Water Works Association. For fiscal year 2005,
Carlsbad's cost of service of $1,485 per million gallons (mg) is below the AWWA
survey benchmark of $2,001/mg. The AWWA survey benchmark is the median
score of all results. Carlsbad's cost of service measure ranks slightly above the
25th percentile of all those surveyed. This seems to indicate that Carlsbad's
sanitation system is operating efficiently within existing resources. The
comparatively low cost may also be indicative of a system that is relatively new
and has not yet experienced significant failures or greater than anticipated
reactive maintenance work which can increase as a system ages.
A Public Works Service Plan proposal was implemented in fiscal year 2006 that
included installation of a bypass at larger pump stations. With the bypass,
staff can conduct wet well cleaning during the day. Without a bypass the
cleaning is conducted at night during which time there are low flows. The
ability to do cleaning during the day enhances work safety and reduces
operational costs by reducing overtime pay to employees for after-hours work.
Because the city is in a growth mode, there will continue to be fluctuations on
the amount of flow to Encina. Also, in abnormally wet years infiltration due to
excessive rainfall may artificially inflate the amount of flow registered to the
City of Carlsbad. This could skew the results of the per-mg cost being
measured.
Agency
Chula Vista
San Diego County City 7
Leucadia WW District
Carlsbad
FY 2005
Expenses
$7,961,050
$4,705,568
$2,324,249
$3,992,462
Total Annual
Plow (MG)
6,398
3,762
1,667
2,688
Cost Per MG
$1,202
$1,250
$1,394
$1,485
/. City did not wish to be identified
Costs for maintenance and repair of sewer laterals are included in the City of
Carlsbad's expenditures. Because other agencies do not have responsibility for
sewer laterals, these costs are not included in their budgets.
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.
• The cost of service per million gallons (mg) of sewage flow is one of three
measures that the AWWA reports in its survey report. The other two
measures are cost of service per account and direct cost of treatment per
million gallons. Only one of the three-benchmark standards is being
used in this year's report. The other two measures may be used in
subsequent reports if staff can determine that this data is meaningful to
Carlsbad.
• Staff will continue to conduct research to determine if national
benchmark standards are available for use in this measure.
POINT OF CONTACT
Clint Phillips (760) 438-2722, x7110, cphil@ci.carlsbad.ca.us.
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 MEANS
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 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%
2001
92%
2002
91%
2003
93%
2004
No data
20O5
92%
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. As a result, it was determined that this question would be
asked only in alternating years. 2004 was an "off year," but in 2005 the City's
customer service rating in sewer service once again exceeded the benchmark.
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 fCMWD): The City of Carlsbad sewer service
area covers approximately 65% of the city and generally covers the area
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 fLWWD): 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.
In this years report, staff successfully worked 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 LWWD and VWD. Staff is now able to differentiate sewer service
customer satisfaction results between the City of Carlsbad's service area and
those who receive services from other service providers. The survey results
revealed that customer service and satisfaction within Carlsbad's service area
is still above the benchmark and consistent with citywide results incorporating
the other two 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.
POINT OF CONTACT
Clint Phillips (760) 438-2722 x 7110, cphiKo)ci.carlsbad.ca.us.
Public Works
GROWTH MANAGEMENT/SEWER COLLECTION SYSTEM
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 MEANS
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.
DEPARTMENT INVOLVED
Engineering, Maintenance 86 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
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% 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 VC13, VC14 & VC15. As a
result, during peak period flows, the pipeline is flowing full. The FY 2005/06
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 Carlsbad Sewer District, 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. The Carlsbad Sewer District is currently
working cooperatively with the Buena Sanitation and Vista Sanitation Districts
to develop a project, which will ensure adequate sewer capacity to
accommodate ultimate flows.
Vallecitos Interceptor: The Vallecitos Interceptor begins near the intersection
of Camino Vida Roble and El Camino Real and follows Palomar Airport Road to
the Encina WPCF. The City of Carlsbad currently leases 5.0 MGD 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. With the recent construction of the South Agua
Hedionda Interceptor Lift Station, flows, which were temporarily directed to the
NAH Interceptor, have been removed. Continued flow monitoring of this
interceptor system must be performed to determine if and when appropriate
capacity upgrades must be constructed.
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 operational and all
flows originating east of the lift station are now flowing into the new lift station.
The remainder of the interceptor east of El Camino Real will be constructed
concurrent with development in the area.
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,
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 2005/06 Capital Improvement
Program included a description of the future sewer line projects and allocated
funds for their construction.
ACTION PLAN
• Vista/Carlsbad Interceptor - Reaches 11B - 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.
• South Agua Hedionda Interceptor - Condition future land development
projects east of El Camino Real to construct the remaining reaches of the
South Agua Hedionda Interceptor system concurrent with development.
• 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, (760) 602-2738, sjant®ci.carlsbad.ca.us
Public Works
SOLID WASTE DIVERSION
t
ii
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 MEANS
Measures the level at which the City of Carlsbad
environmentally sound solid waste services for its citizens.
is maintaining
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 percent from an approved base year amount. To achieve the AB 939
diversion requirements, jurisdictions are required to promote recycling and
maximize the use of feasible source reduction and recycling options.
Jurisdictions that fail to meet the diversion rate requirements may be subject
to both monetary and non-monetary penalties.
Diversion rate information is reported on the calendar year prior, so the City is
finalizing its 2004 diversion rate figure now.
DEPARTMENTS INVOLVED
Public Works Administration & Environmental Programs
BENCHMARK
Achieve an annual diversion rate of 50% or greater to be in compliance with AB
939.
*t
RESULTS
Benchmark
>50%
2000
59%
2001
55%
2002
55%
2003
48%*
2004
57%**
'Because CIWMB approves diversion rates in two-year increments, the 2003 Figure has not been approved yet.
** The 2004 diversion rate is calculated using the TSDI data as explained in the Analysis section.
r
f
f
f*-
f
ANALYSIS
In 2004, the City's diversion rate was 57%, well above the State-mandated
minimum level.
Due to the changes in diversion rate calculation methodology, it is difficult to
compare the past several years' solid waste diversion rate to prior years. Over
the last three years the rate has fluctuated from 55% to 48% and back to 57%.
This fluctuation can be explained by examining CIWMB policies for calculating
the rate and their attempts to be flexible and responsive to cities' concerns and
needs.
Specific changes were made in each of the past two years, which resulted in the
rather large disparity. In calculating the results for 2004, the CIWMB allowed
cities to choose between two types of economic data. This change led to the
significant increase in the 2004 data - but is more in line with historical
results.
Comparisons may become even more complicated in 2006 should the Board
adopt proposed changes to AB 939 reporting. Proposals exist that would take
the onus of diversion from individual municipalities and place that burden on
all jurisdictions in a county as a whole.
ACTION PLAN
Staff will continue to ensure residents enjoy the best service possible while also
seeing that Carlsbad meets its state-mandated diversion requirements. To this
end, staff is working to implement three new programs that Council approved
for implementation in the FY05-06 fiscal year: residential composting, a
Household Hazardous Waste (HHW) collection event, and door-to-door HHW
collection. Staff will also investigate other program enhancements, for example
commercial recycling, that could assist with increased diversion.
POINT OF CONTACT
Dan Weinheimer, Associate Analyst, (760) 602-2776, dwein@ci.carlsbad.ca.us
Public Works
SOLID WASTE COST
THE OUTCOME
Solid waste services cost efficiency.
THE MEASUREMENT
Solid waste service rates adjusted to exclude franchise and other City fees.
WHAT THE DATA MEANS
Identifies the services offered and measures the cost of providing solid waste
services.
DEPARTMENTS INVOLVED
Public Works Administration & Environmental Programs
BENCHMARK
Carlsbad 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
Year
Residential Ranking
Commercial Ranking
Benchmark
Lowest One-
Third
Lowest One-
Third
2001
Yes
Yes
2002
Yes
Yes
2003
Yes
Yes
2004
Yes
Yes
2005*
Yes
Yes
I
I
"1
••<*,
RESIDENTIAL RATES*
City
Chula Vista
Carlsbad
Escondido
Del Mar
San Marcos
El Cajon
La Mesa
Lemon Grove
Coronado
No. Co. City
Encinitas
Solana Beach
Vista
Oceanside
Adjusted Rate
What is Paid to the
Hauler
$13.78
$14.07
$14.09
$15.02
$15.07
$15.40
$15.51
$15.66
$15.94
$15.99
$16.07
$16.24
$17.09
$18.53
*Residential rates used in the analysis are for the
standard once per week collection service.
COMMERICAL RATES4
City
Carlsbad
Escondido
Chula Vista
Coronado
El Cajon
Encinitas
Solana Beach
Lemon Grove
Del Mar
No. Co. City
San Marcos
Oceanside
Vista
La Mesa
Adjusted Rate
What is Paid to the
Hauler
$72.69
$73.76
$ 74.46
$75.22
$75.85
$78.18
$78.82
$78.83
$79.32
$79.92
$82.38
$82.52
$83.56
$85.20
*Standard 3-yard once per week pick-up service
used for comparison.
NOTES: 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.
ANALYSIS
As shown in the tables above, the City's residential and commercial adjusted
rates remain among the lowest when compared to the other jurisdictions. For
the first time staff is comparing the City of Chula Vista in the rate comparison.
Chula Vista is significant because that city benchmarks services against others
in the County and their waste hauler agreement mandates that their service be
the least expensive in the County. With that said, Carlsbad ranks number 2
on the survey of San Diego County cities for residential rates and number 1 for
commercial rates.
For the last five years, the City's solid waste services continue to achieve 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 had been the stability of its
adjusted rates. This year marks the first time in seven years that Carlsbad has
increased the cost of solid waste service. The unadjusted rate for residential
service rose from $16.47 to $17.50 per month; a $1.03 increase which factors
to 6.1%. The cost for commercial service also increased - up 7.2% from $86.23
to $92.44. Despite these increases, Carlsbad continued to achieve the cost
efficiency benchmark.
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 and is the rate that residents and businesses pay for service.
Each city varies in regards to the solid waste services provided. Many cities in
San Diego County offer automated trash and recycling collection as opposed to
manual collection. Some cities offer free bulky item collection (bulky items
include appliances or furniture that are often too heavy to be collected during
weekly service), while other cities offer specific free collection dates for bulky
items and otherwise charg' ~r item collected outside those dates.
Carlsbad provides manual trash and recycling collection, access to permanent
household hazardous waste facilities, electronic waste collection sites, and
various special item collection services. Carlsbad is one of only three cities
(others are Oceanside and Coronado) in San Diego County that still have
manual residential trash and recycling. Oceanside is the only other city not
using single stream recycling - where all recyclable material is commingled in a
bin by the resident.
ACTION PLAN
While being in the lowest one-third for residential and commercial rates is
attractive, it does not necessarily translate into providing top quality service.
Staff will continue to ensure residents enjoy the best service possible while also
seeing that Carlsbad meets its state-mandated recycling requirements. To this
end, staff is working to implement three new programs that Council approved
last year: residential composting, a Household Hazardous Waste (HHW)
collection event, and door-to-door HHW collection. Staff will also investigate
other program enhancements that could be added to the solid waste program
that would increase diversion.
POINT OF CONTACT
Dan Weinheimer, Associate Analyst, (760) 602-2776, dwein@ci.carlsbad.ca.us
Public Works
SOLID WASTE CUSTOMER SERVICE & SATISFACTION
THE OUTCOME
A high level of customer satisfaction.
THE MEASUREMENT
Results of annual citywide public opinion survey.
WHAT THE DATA MEANS
Best indication as to whether solid waste customers' needs and expectations
are being met.
DEPARTMENTS INVOLVED
Public Works Administration
BENCHMARK
90% of customers rate Solid Waste Services as "Good" (3 on a 1-4 scale) or
higher in all customer service survey categories.
RESULTS
YEAR
Benchmark
2003
2004
2005
Trash
Collection
>90.0%
88.6%
87.3%
87.0%
Recycling
Collection
>90.0%
82.7%
81.5%
83.0%
Household Hazardous
Waste Collection
>90.0%
69.5%
68.2%
66.3%
ANALYSIS
Although customer satisfaction remains under the benchmark for this goal, the
results are consistent with previous years - with a slight increase in the
satisfaction rate for the recycling program. The number of surveyed customers
who rated Carlsbad's trash collection at good to excellent in 2005 was 87% and
the recycling program was rated at 83%.
The results of the last several years have been quite stable - differences n the
percentages displayed are not statistically significant. Trash collection received
the highest ranking for a contracted service.
The survey results also show that 65.5% of Carlsbad residents rate hazardous
waste disposal as good to excellent. Although this represents a majority of
residents, these numbers also reflect a need for staff to look for improvement in
household hazardous waste (HHW) collection services. Incorporating the door-
to-door HHW collection program and the special HHW collection event
authorized by Council in the FY 05-06 budget is expected to improve the marks
received on HHW collection.
Complaints about the program generally focus on a comparison of services
offered by other San Diego County cities - for example automated trash
collection and single-stream recycling. When contacted by a resident, staff
documents the complaint or service problem using the Request for Action (RFA)
system and works promptly to resolve the matter.
ACTION PLAN
Staff will continue to ensure residents enjoy the best service possible while also
seeing that Carlsbad meets its state-mandated recycling requirements. To this
end, staff is working to implement three new programs that Council approved
last year: residential composting, a Household Hazardous Waste (HHW)
collection event, and door-to-door HHW collection. Staff will also investigate
other program enhancements that could be added to the solid waste program
that would increase diversion.
Staff is working with our Contractor to enhance existing services; an additional
bulky item collection day will be added in 2007 - bringing the total to five
collection event days; in 2006 residents will be able to dispose of two bulky
items per event; and beginning Spring 2006 Carlsbad will have curbside mixed
paper recycling.
POINT OF CONTACT
Dan Weinheimer, Associate Analyst, (760) 602-2776, dwein@ci.carlsbad.ca.us
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 concentration, 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 MEANS
Water Quality: Beneficial uses are the uses of water necessary for the
survival or well being of humans, 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).
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 recreational 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
generally indicative of clean water. Low transparency is typically associated
with degraded waters, indicating light limiting conditions which in turn,
negatively 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, as well as beneficial uses for humans.
Drainage Service Delivery: The Drainage Service Delivery index will measure
the effectiveness of a portion of the drainage system maintenance program.
This program is being revised for FY 2005-06 in order to optimize maintenance
activities and to make full use of new vacuum equipment obtained at the
beginning of the year. The new program establishes and documents the
frequency of recommended preventive maintenance and then measures the
level of accomplishment each year by comparing percent of completed work to
scheduled maintenance. Data are tracked in the Hansen work order system.
DEPARTMENTS INVOLVED
PW Administration and Environmental Programs
General Services/ Storm Drain Maintenance
BENCHMARK
Water Quality: Each sampling measure to achieve a "good" rating 100% of
the time. The following table details the sampling benchmarks.
Please note that turbidity, or cloudiness, is measured in Nephelometric
Turbidity Units (NTU).
MEASURE
Dissolved
Oxygen
Fecal Coliform
Transparency
Turbidity
(Creek)
GOOD
> 5.0 ppm
< 400/100 ml
> 50% of depth
< 20 NTU
FAIR
< 5.0 less than
half the time
> 400/100 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
> 400/100 ml more
than half the time
< 50% of depth
more than half the
time
> 20 NTU more
than half the time
Drainage Service Delivery:
activities.
90% completion of all scheduled maintenance
RESULTS
Water Quality: Results from the 12 monthly sampling events during the
sampling year are shown below.
Site
A3
A6
A17
Creek
Dissolved Oxygen
Good
Fair
Fair
Good
Fecal Coliform
Fair
Fair
Fair
Fair
Turbidity
Good
Good
Fair
Fair
Creek
Drainage Service Delivery: Last year's measure and results are as follows:
Fiscal
Year
2005
Benchmark
90%
% Of High
Priority Inlets
Cleaned
34%
% Of Inlets
Inspected
15%
% Of AllOther
Basins Cleaned
75%
ANALYSIS
Water Quality: The water quality results shown above represent monthly
sampling from October 2004 through September 2005. Samples from the
lagoon sites rated good or fair for all three measures. The creek site also rated
fair for fecal coliform, but it exceeded the benchmark 6 out of 12 monthly
samples. The Storm Water Protection Program has continued to address
potential urban sources of fecal bacteria (pet waste, sewage leaks, septic
systems, horse stables, etc.) through inspections, enforcement and education,
but no single source has yet been identified.
An issue to consider in source identification and assessment is that the Fecal
Coliform group also contains bacteria with species that are not necessarily
fecal in origin. To help determine if the source is human or warm-blooded
animals, it may be best to begin testing for additional bacterial indicators.
These can include Fecal streptococci and/or E. Coli, which may be more
specific to fecal material from humans and other warm-blooded animals.
Other states have changed to some of these indicators, but California still uses
Total Coliform, Fecal Coliform and Enterococcus in most water bodies.
At the end of FY 2004-05, the City purchased a continuous water quality-
monitoring device to be installed at the creek site. This probe is capable of
continuously measuring dissolved oxygen, turbidity, pH, nitrate, ammonium,
temperature, chlorophyll and specific conductance and will be tied into
continuous flow monitoring equipment. This will be useful for further
assessing water quality of the creek and inputs to the lagoon.
Drainage Service Delivery: Previously, storm drain maintenance personnel
did not have dedicated storm drain cleaning equipment, which limited the
amount of maintenance that could occur. At the beginning of FY 05-06, a new
dedicated vacuum truck was put into full-time use for storm drain
maintenance. The program is now being modified to optimize inspection and
cleaning of over 4500 catch basins and inlets. This includes the use of criteria
to determine high priority basins/inlets that will be cleaned every 6 months.
ACTION PLAN
Water Quality:
• Evaluate results from the continuous water quality-monitoring probe
installed at the creek site.
• Conduct a pilot sampling project to analyze creek samples for other
bacterial indicators (fecal streptococci, E. coli, or enterococci) that may
be more specific to human or warm-blooded animal fecal sources.
Drainage Service Delivery:
• Continue to refine the maintenance program to optimize pollutant removal.
• Revise the measure for FY 05-06 as follows:
• Percentage of high priority catch basins/inlets cleaned
• Percentage of non-high priority catch basins/inlets inspected
• Percentage of poor rated non-high priority catch basins/inlets
cleaned.
POINT OF CONTACT
Elaine Lukey, Senior Environmental Specialist (760) 602-7582,
eluke@ci.carlsbad.ca.us
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 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 visits to outfalls for monitoring. 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. 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.
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 that fall 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.
General Services/Storm Drain Maintenance conducts maintenance activities
on the storm water conveyance system, except for street sweeping which is a
contracted service.
•5
'1
DEPARTMENTS INVOLVED
Public Works Administration and Environmental Programs
Public Works General Services/Storm Drain Maintenance
BENCHMARK
Benchmarks will be determined after additional data are collected.
RESULTS
Fiscal
Year
2003-04
2004-05
Benchmark
TBD
Cost per
business
inspected
$96.37
$42.15
*Cost per
outfall
monitored
$75.74
$52.53
Outreach
cost per
capita
$0.24
$0.20
Cost per
catch
basin
$42.10
$60.76
* This measure was modified so that the per outfall costs are based on every
visit to the outfall. For 04-05, there were 341 outfalls visited.
ANALYSIS
Benchmark partner relationships were established with the Cities of Encinitas
and Oceanside.
Agency
Encinitas
Oceanside
Cost per
business
inspected
$212.50
$187.60
Cost per
outfall
monitored
$68.80
$38.69
Outreach
cost per
capita
$0.315
$0.390
Cost per
catch basin
$106.00
$ 67.80
The cost per business inspected for Carlsbad includes all office and field time
and represents inspections of 250 commercial facilities and 289 industrial
sites. Carlsbad costs per inspection decreased significantly over the previous
year, possibly due to streamlined field inspection reports that were used and
having some commercial inspections conducted by student interns.
Under the Coastal outfall monitoring program, the City made 341 monitoring
visits to outfalls and collected 171 samples. Carlsbad uses two people for
sampling in order to help coordinate the sampling and data collection, as well
as for the safety factor due to the remote locations of many of the sampling
sites. This includes one student intern when schedules allow. Costs were also
less than the previous year, as Carlsbad was able to decrease visits to sites
that are routinely dry (432 visits in 2003-04 vs. 341 in 2004-05).
The education and outreach costs vary between all jurisdictions. Carlsbad's
costs continue to be lower than both previous years costs for the city, and
other jurisdictions' costs. Carlsbad has done significant Environmental
Programs outreach in the newspaper and other publications, and these have
often been paid for through Used Oil Block Grant Funds. These funds are not
included in the per capita costs.
The maintenance cost covers the cost per catch basin cleaned. During FY
2004-05, 377 catch basins were cleaned at a cost of $60.76 per basin.
Oceanside uses a contractor to perform annual inspection and cleaning of
catch basins at a cost of $67.80 per catch basin.
ACTION PLAN
• Collect data, evaluate maintenance cost comparisons, and develop
benchmarks for all activities.
• Work with other committees to help standardize the Fiscal Analysis section
of the Jurisdictional Urban Runoff Management Program annual report.
POINT OF CONTACT
Elaine Lukey, Senior Environmental Specialist (760) 602-7582,
eluke@ci. carlsbad. ca. us
Public Works
STOI?M WATER PROTECTION CUSTOMER SERVICE AND SATISFACTION
THE OUTCOME
A high level of customer service and satisfaction.
THE MEASUREMENT
A multi-method approach combining:
• Complaint response statistics
• Survey results
The SuiteResponse 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 dispatch 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 MEANS
The complaints portion of the measure indicates how well customer
expectations are being met. The Storm Water Protection Program has a Hotline
number (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 that is happening
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
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 and 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: 75% of the public report having heard or seen
messages regarding ways to prevent water pollution.
RESULTS
Following are results from Fiscal Year 04-05 and from the Public Opinion
Survey.
Complaint response:
% of high priority incidents dispatched within 30 minutes:
Year
2004
2005
Benchmark
90
90
%
90.5
91
Survey results:
% of survey respondents reporting that they had heard or seen messages
regarding ways to prevent water pollution:
Year
2003
2004
2005*
Benchmark
75
75
75
%
58
61
42
*The question was modified (see below).
ANALYSIS
Complaint Response
During FY 04-05, there were 12 reports of washing or dumping to the storm
drain system that met the high priority criteria, down from 42 during the
previous year. Inspectors were dispatched to all but 1 of these incidents within
30-minutes, thus achieving the benchmark of 90%. This is a big drop in the
number of in-progress calls from the previous year, which may signal that the
public is becoming more aware of these types of illegal discharges and the
City's response to these calls, resulting in fewer incidents.
Survey Results
For the 2005 survey, the question was changed to "Have you seen or heard
anything during the past year about the City's Environmental Programs?" The
results were significantly lower than previous years, possibly since this
C
r
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e
e
question is specific to Carlsbad information whereas the previous question was
not specific to only Carlsbad information.
In addition, people may not yet be making the link between the storm water
program, water conservation, and solid waste program with Environmental
Programs.
ACTION PLAN
• Continue to develop and implement regular education and outreach
programs, emphasizing the City's Environmental Programs as well as
the linkage between storm water, water conservation and solid waste
as Environmental Programs.
• Continue to implement and assess the RFA and complaint response
procedures.
POINT OF CONTACT
Elaine Lukey, Senior Environmental Specialist (760) 602-7582,
eluke@ci. carlsbad. ca. us
Public Works
GROWTH MANAGEMENT DRAINAGE
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 MEANS
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 upgrades to 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:
YEAR
FREQUENCY
STORM
100
50
10
REQUIREMENT
Runoff shall not damage adjacent existing or
building and structure sites.
Runoff shall not overflow outside of property
private property or right-of-way in public streets
potential
lines on
Minimum storm drain and inlet size to accommodate flow
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 on going 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 is
currently being 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 approved by Council in 2004.
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:
• Construction of Basin BJB at the northeast corner of College Blvd and
Cannon Road. (Complete)
• Construction of Basin BJ with the extension of College Boulevard east of El
Camino Real. (Under review)
• Construct two additional detention basins in the Faraday Avenue and
Melrose Drive extension project area. (Under construction)
• Dredging and improvement of Agua Hedionda and Calavera Channels within
and downstream of Rancho Carlsbad. (Under design)
• Construction of a parallel 84" storm drainpipe for Calavera Creek in the
Robertson Ranch area. (Under design and environmental review)
ACTION PLAN
An update to the Master Drainage and Storm Water Quality Management Plan,
including a program Environmental Impact Report, is on-going and scheduled
to be complete by the end of FY 05/06.
The following action steps will lead to improvements in the flooding condition at
the Rancho Carlsbad Mobile Home Park.
• Complete construction of the basins near Melrose Drive and Faraday
Avenue.
• Complete the preliminary design and initiate environmental review for
the Agua Hedionda and Calavera channel dredging, and implement
project.
• Construction of the Calavera Creek 84" storm drain pipe concurrent with
the development of the Robertson Ranch area.
POINT OF CONTACT
Steven Jantz, (760) 602-2738, Sjantteci.carlsbad.ca.us.
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Public Works
GROWTH MANAGEMENT/WASTEWATER TREATMENT FACILITIES
THE OUTCOME
Adequate sewer treatment plant capacity for projected build-out of the City.
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 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 MEANS
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 the period from July 2004
through June 2005 was 7.36 MGD. This represents 79% of the City's 9.24
MGD capacity rights.
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 in order to accommodate anticipated sewer flows within the
Carlsbad Sewer District. Therefore, based on the performance standard,
adequate treatment capacity is available at the EWPCF through the year 2010.
Encina Wastewater Authority is currently advertising 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 10.26 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.
With the completion of the Encina Phase V expansion, the additional sewer
treatment capacity will ensure compliance with the Growth Management
Standard through build-out of the Carlsbad sewer service area.
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 (760) 602-2738, sjantCajci.carlsbad.ca.us.
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Pursue and
implement
proactive
strategies
that support
sustainable
economic health
and manage
fiscal resources
effectively
Financial Performance
Indicators
• Business Licensing
• Financial Report Distribution
• Long Term Fiscal Condition
• Outgoing Payment Processing
• Finance Call Center Response Rate
Effectiveness
• Risk Management - Claims Administration
• Risk Management - General Liability
Expenditures
Management Goals
• Cash Handling/Refunds Process
Improvement
• Tax Administration
• Business Improvement District
• Property Damage/Loss Claim Guidelines
• Records Retention Goal
• City Fiscal Policies
• Implement new GASBs 44 & 45
• Fixed Asset Management
• CIP Development Process
• Franchise Fee Audit
One area of concern is the trend in general liability
expenditures. Although per capita liability expendi-
tures went down this year ($16.17 to $12.30), it is
still in excess of the national benchmark, and reflects
the negative impact that a relatively few number of
cases can have on Carlsbad's risk exposure.
Trends and Observations
The current forecast shows the City's General Fund
Budget being balanced at least until 2012. However,
this balance is dependant on a variety of factors,
and could be adversely impacted if any of these are
realized.
Potential factors are
• Unanticipated changes in the upcoming
operational budgets,
• Increasing capital costs which have the potential
to strain the general fund,
• National, state and local expenditure trends
which effect our revenue,
• Changes in the types and levels of service 'the
City provides,
Carlsbad's economic health is partially due to
its diversified general fund revenue base. This
diversity helps to soften the effect of economic
downturns, and allows the fund to grow at a stable
rate during good economic periods. The major
revenue sources in the general fund are:
- Property tax (30%)
- Sales tax (27%)
- Transient occupancy tax (TOT) (10%)
- Development revenue (5%)
- Franchise Tax (5%)
Carlsbad's financial future includes a projected
decline in development related revenues as the
City approaches buildout. This reduction is offset
by the expected increases in property tax, sales
tax, and TOT resulting from the development of
residential, commercial and office property during
the forecast period.
Administrative Services
BUSINESS LICENSING
THE OUTCOME
Efficient, timely and accurate management of the City's Business License
system and functions.
THE MEASUREMENT
• Percentage of license applications and renewals in a pending status
• Percentage of delinquent renewals
• Percentage of business license applications and renewals processed on-line
via the City website
WHAT THE DATA MEANS
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: Fee is calculated or paid incorrectly
• Critical information missing: Incomplete application or renewal forms
• Missing verification: If required, verification is not received
A reduction in the percentage of businesses in the pending status should result
in a more efficient and effective system, ensuring that all businesses are
treated in a fair and equitable manner. In addition, it will positively impact the
business owner's satisfaction in dealing with the City.
Delinquent Renewals: Without the proper monitoring and follow up
delinquent renewals can become burdensome, creating additional costs.
A reduction in the percentage of delinquent renewals should result in a more
efficient and effective system, allowing for businesses to be treated consistently.
A decrease in the amount of late penalties created by delinquent renewals,
should reflect itself as a positive impact for business owners.
On-line Applications and Renewals: The City can benefit from an increase
in the number of licenses processed on-line. Without creating a manual
burden on staff, the 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.
BENCHMARK
Pending and Delinquent: A reduction from year to year (fiscal) in the
percentage of pending and delinquent licenses and renewals.
On-line Applications and Renewals: An increase from year to year (fiscal) in
the percentage of on-line business license processing.
RESULTS
Pending Licenses
Delinquent Renewals
On-Line Processing
Total Licenses
FY 2003 - 2004 FY 2004 - 2005
#/ month
192
113
499
Percentage
2.23%
1.31%
5.78%
8,634
#/ month
181
172
449
Percentage
2.12%
2.02%
5.28%
8,507
Our goal is for the Finance Department to monitor the businesses operating in
the City of Carlsbad, to ensure that they are paying the appropriate business
license tax in a timely manner.
ANALYSIS
During fiscal year 2003-04, the City hired a company to assist in identifying
unlicensed businesses. This resulted in an increase in licenses processed.
With the audit complete, the number of licenses processed in fiscal year 2004-
05 decreased slightly. Pending licenses decreased .11%. We have become
more diligent in monitoring our delinquent accounts, and turning the
businesses over to Code Enforcement.
On-line renewals decreased by 50 applications or 0.5%.
ACTION PLAN
We instituted a Finance Call Center in June 2005. This increased the number
of people available to answer business license calls. In addition, we will
continue to work diligently, following up with companies that have not
complied with our verification process and delinquent companies.
The Finance website is currently under review. We are looking closely at the
business license section for possible enhancements to increase on- line
processing.
POINT OF CONTACT
Colette Wengenroth, Finance Mgr. (760) 602-2430, cweng@ci.carlsbad.ca.us.
Finance Department
FINANCE REPORT DISTRIBUTION tr
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 MEANS
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
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JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN
Date
» Business Days to Issue
Benchmark
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ANALYSIS
The benchmark was met in every month except two during the year. The
October report was issued a day past the target date. During that time, the
department was finishing up the annual Comprehensive Annual Financial
Report (CAFR) and related reports. However, in the previous fiscal year, the
benchmark was met in every month except for three, an improvement by one
month. As in prior years, the June report was issued several days after our
target date of 30 business days. The month of June continues to be a month
where we will focus additional attention in order to improve our performance.
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
25
15
10
5
0
114.8 14
12.4 13.1 12.8
2001 2002 2003 2004 2005
Fiscal Year
ACTION PLAN
We will continue to work toward issuing the reports earlier than the monthly
target date. For the year-end report, we will target the issuance for thirty days
after year-end with the understanding that if any significant adjustments that
may occur, will delay the report issuance.
POINT OF CONTACT
Kevin Branca, Assistant Finance Director, (760) 602-2430,
kbran(«jci.carlsbad.ca.us.
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 MEANS
The 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
Citywide.
BENCHMARK
A 10-year financial forecast for the General Fund that shows that revenues will
be equal to or exceed expenditures in each year.
RESULTS
t
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*
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e-
General Fund Forecast Net Revenue over (under) Expenditures
Operating Forecast
General Fund
^6
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«*.___ FY OG Forecast
"*^-^~^ _^— — *— -~ T. __ *.
^— — -
^ — • Balanced
•OS '06 •02' '08 '09 '10 'IS. '0.2 '3.3 '14
Net Revenues over (under) Expenditure*
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ANALYSIS
Based on estimates developed during the 2005-06 budget process, revenues
exceed expenditures, and the budget is essentially balanced through fiscal year
2014. Projections do not go beyond this point, however the trend reflected in
the above chart would indicate that, with continued conservative financial
management, the City should be in a good financial position into the
foreseeable future.
Based on the denned benchmark for this measure, the City's general fund
appears to be entering a period of good financial health. Forecasts prepared
during 2003 and 2004 suggested that the City needed to take action to avoid a
budget imbalance in the mid-term. Corrective fiscal actions were 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 and expenditure control measures during the past fiscal year
resulting in the balanced projection shown above.
There is continued uncertainty over how the State of California will resolve its
long-term fiscal issues. According to the State Legislative Analyst's Office
(LAO), the state is facing a structural budget imbalance of $9 billion per year in
the years beyond 2006. Although, the passage of Proposition 1A guaranteed
certain revenues to local government, and Proposition A, renewing the
TransNet program, have had a positive effect on Carlsbad's financial future,
there is still concern about the ongoing fiscal crisis at the state level and how
the future deficits will affect Carlsbad.
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
continued budget surpluses through 2014.
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 first category for the
foreseeable future.
Current Financial Status Recommended Corrective Action
Revenues exceed
expenditures over the life of
the forecast.
Benchmark achieved. The City's long-term
financial health appears to be good into the
foreseeable future.
Expenditures begin to exceed
revenues in the 6 to 10 year
range.
Although the current financial health appears
to be good, some structural fiscal problems
may exist. Corrective action will be necessary
in the next few budget years.
Expenditures begin to exceed
revenues in the 3 to 6 year
range.
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.
Expenditures begin to exceed
revenues in the 1 to 2 year
range.
Significant financial problems exist that
require immediate attention.
The above chart is designed to identify the current financial state and to
provide a recommended course of action.
During the 2004-05 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. These
forecasts were very useful during the preparation of the 2005-06 budget, and
provided a strong basis for creating the operating plan for the current year.
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 2005-06 operating budget.
ACTION PLAN
Continued effort to control the growth of expenditures, and to enhance
revenues is needed, however the immediate concerns raised in last years report
have been addressed.
POINT OF CONTACT
Jim Elliott (760) 602-2409, Jelli(a)ci.carlsbad.ca.us.
"I Finance Department-
<s OUTGOING PAYMENT PROCESSING
•**
THE OUTCOME
Facilitate timely and accurate payments to vendors and employees while
ensuring compliance with City policies and procedures.
THE MEASUREMENT
• Percentage of payments made successfully
• Percentage of payments made electronically.
WHAT THE DATA MEANS
Successful Payments
Unsuccessful payments increase both staff time and banking service costs.
*** • Stop payments
* • Unclaimed checks
*, • Checks returned for incorrect address
•¥
"" Electronic Payments
Electronic payments ensure timely receipt and proper delivery of payment. In
addition, electronic payments on average run $.19 per payment (excluding staff
time) while check processing runs approximately $.65 per payment (excluding
staff time).
Both measures support enhanced customer service as the customer will receive
accurate and timely payment.
^ DEPARTMENTS INVOLVED
* Finance
"*. 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
Successful Payments
Electronic Payments
Total Payments
FY 2O03 - 04
# %
39,420*
16,317
99.6%
41.2%
39,581
FY 2004-05
# %
41,151
18,124
99.5%
43.9%
41,354
*Checks returned for incorrect address were not available for inclusion in this fiscal year.
Our goal of increasing the percentage of successful payments from year-to-year
is difficult to evaluate since we were not able to quantify the number of checks
returned for incorrect addresses in fiscal year 2003-04. However, if we exclude
those checks returned in fiscal year 2004-05, and compare percentages from
the two fiscal years, the percentage of successful payments increases from
99.59% to 99.7%.
ANALYSIS
The City continues to have a very high successful payment rate, and we realize
that this is a direct correlation to the number of electronic payments made (in
addition to an accurate vendor database). In the early part of 2005, the City
actively encouraged employees to sign up for direct deposit for their bi-weekly
compensation through a promotional campaign. Through these efforts, an
additional 50 employees signed up for this benefit. The success of this
program can be seen through the increase in electronic payments from 41.22%
to 43.86%.
ACTION PLAN
Continue to promote electronic payment processing, and take the necessary
steps to ensure that all payments being made are as accurate as possible
(amount, payee, address, accounts numbers, etc.). We also plan to initiate a
pilot accounts payable electronic payment program for select vendors. Based
on the success of the pilot program, our goal is to continue to expand the
program to include additional vendors.
POINT OF CONTACT:
Kevin Branca, Assistant
kbran(Sci. carlsbad. ca. us.
Finance Director, (760) 602-2430,
Administrative Services-
FINANCE CALL CENTER - RESOLUTION RATE EFFECTIVENESS
THE OUTCOME
A centralized, functional, knowledgeable Finance Call Center.
THE MEASUREMENT
The number of requests resolved on the first contact with the Finance Call
Center - "One and Done".
WHAT THE DATA MEANS
The measure is an indication of staffing levels, staff knowledge, and staff
initiative to ensure that calls are resolved in both a timely and effective
manner.
DEPARTMENTS INVOLVED
Finance - Call Center unit.
BENCHMARK
80% of all priority 1 service calls resolved on the first contact with the Finance
Call Center.
RESULTS
One & Done
Escalated
Benchmark
80%
> 20%
2005-06
TBD
TBD
ANALYSIS
Analysis of the call volume by resolution type showed the following results:
Calls
One & Done
Escalated
Total
2OO5-O6
TBD
TBD
TBD
ACTION PLAN
This is a new measure. The system went live on 6/2/05. We have begun to
gather statistics and there will be data to report for fiscal year 2005-06. When
the data is available further analysis will be performed.
POINT OF CONTACT
Colette Wengenroth, Finance Manager (760) 602-2468,
cweng(a;ci.carlsbad.ca.us.
Administrative Services
RISK MANAGEMENT - CLAIMS ADMINISTRATION
THE OUTCOME
Protections afforded by the claim statutes are observed to the greatest extent
possible and claimants receive determinations on their claims in a timely
manner.
THE MEASURE
The percent of claims with a determination made within 45 days of receipt.
WHAT THE DATA MEANS
The departments' efforts to investigate, analyze and make determinations on
claims within the statutory timeframe of 45 days are reflected in this measure.
If the 45-day time limit passes without a determination, the claim is deemed
denied by law and the claimant may sue. Also, the time limit for a suit is
extended without a timely and formal determination. Finally, the measure
reflects the City's level of responsiveness to claimants. Claimants have a time
frame within which to expect claims to be investigated and then accepted,
adjusted or denied.
Although not frequent, there are occasions when determinations cannot be
made based on the information or lack thereof in the claim, or when prudence
dictates postponement of a decision. Some occurrences are on-going and it
may be some time before all the facts needed for a determination regarding
liability can be made. For this reason, as well as others, it may be in the City's
best interest to postpone a decision beyond the 45-day timeframe.
DEPARTMENTS INVOLVED
Risk Management, all other departments.
BENCHMARK
90% of claimants receive a determination on their claim within 45 days.
RESULTS
BENCHMARK
90% w/in 45 days
FY 20O4
95%
The percent of determinations made within 45 days was derived by dividing the
number of claims with determinations made within 45 days by the total
number of claims received within the reporting period.
ANALYSIS
2004 is the first year of the measure. The results reflect data collected for
calendar year 2004. The results show that the benchmark has been met and
exceeded.
ACTION PLAN
Continue to meet or exceed benchmark.
POINT OF CONTACT
Erin Letsch, Risk Manager (760) 602-2470, Elets@ci.carisbad.ca.us.
Administrative Services
RISK MANAGEMENT - GENERAL LIABILITY EXPENDITURES FOR ALL
CLAIMS
THE OUTCOME
Minimization of liability expenditures.
THE MEASUREMENT
General liability expenditures per capita. The level of expenditures reflect
departments' efforts to reduce liability exposure throughout the City.
WHAT THE DATA MEANS
The FY 2004 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 6 cities,
including Carlsbad, under 100,000 in population. The FY 2000 and 2001
ICMA benchmarks were for non-vehicular (non-vehicular means losses related
to City vehicles are not included) liability losses per capita (see more on
"Benchmark" below). Carlsbad's results were limited to non-vehicular liability
losses in FY 2001 only.
DEPARTMENTS INVOLVED
Risk Management, all other departments.
BENCHMARK
ICMA's measure was "Non-Vehicular Liability Losses" (non-vehicular means
losses related to City vehicles are not included) 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
BENCHMARK
FY 1999
$ 5.74
-
FY 2000
$2.94
$6.71
FY 2O01
$6.74
$9.17
FY 2002
$ 7.35
$10.39
FY 2O03
$16.17
$ 6.02
FY 2O04
$12.30
$ 5.32
The amount of $12.30 was derived by dividing the total FY 2004 City
expenditures of $1,160,920 by an approximate city population of 94,400 for
this same time period.
ANALYSIS
Carlsbad's liability expenditures per capita for FY 2004 are lower than FY
2003. Carlsbad's expenditures were higher than the ICMA benchmark for the
same time period, although less so than last year.
Expenditures were due predominantly to claim and litigation costs, over half of
which were the result of one case. Most of the remainder is spread over five
cases, all unrelated.
Although better than last 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. Only one of the cities in this category
comprising the benchmark last year submitted 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 30,000 to 50,000.
ACTION PLAN
Risk Management will continue to use ICMA data for cost comparison
purposes, unless a better benchmark is identified.
POINT OF CONTACT
Erin Letsch, Risk Manager (760) 602-2470, EletsfSci.carlsbad.ca.us.
CO
Promote
and support
continuous
learning, cultural
opportunities and
the arts within
the community
and the city
organization
Library Department -
STATE 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 33
libraries in the 60,000 to 100,000 population category.
WHAT THE DATA MEANS
Measurements used in this rating system are basic to all public libraries and,
when related to per capita levels of activity, is an accurate way 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 populations. For
2005, the 90th percentile equates to a ranking of fourth 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 31 city libraries in California in the 60,000 - 100,000-population category.
(Two cities changed population categories this year thereby increasing the total
number of libraries from 31 to 33 in the 60,000 - 100,000 range.)
BENCHMARK
5™ or higher
2001
4TH
2002
2ND
2003
1ST
2004
1st
ANALYSIS
Carlsbad was ranked against 33 other libraries in 13 measurement categories.
Compared to the previous year, Carlsbad improved its ranking in 3 categories
(Periodicals, Library Attendance, and Program Attendance). Carlsbad dropped
slightly in 3 categories (Librarian FTE, Reference Questions Per Capita, and
Registered Borrowers), and stayed the same in all the others. 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
4
1
1
4
1
1
3
1
4
3
4
4
5
36
JST
Newport
Beach
3
4
7
2
2
2
1
3
2
1
3
12
2
44
2ND
Santa
Monica
1
2
4
1
13
NR
NR
NR
11
10
5
2
NR
49
3RD
Palo
Alto
2
6
2
8
NR
5
5
2
1
5
2
5
18
61
4TH
Mountain
View
7
9
8
5
8
4
4
9
3
6
6
6
6
81
5TH
Redwood
City
5
5
3
14
7
3
2
4
8
24
15
1
19
110
6TH
NR = Not Reported
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, that are more connected to multiple
branches in larger geographical areas. These may not be as valid as per capita
measures as indicators of quality or performance. Future measurements may
also need a weighting system, so that emphasis can be placed on categories
that are more significant than others.
POINT OF CONTACT
Cheryl Mast, Management Analyst (760) 602-2014, Camastfoci.carlsbad.ca.us.
Community Services
LIBRARY OPERATING COST
THE OUTCOME
Efficient use of Library resources.
THE MEASUREMENT
Under Development.
WHAT THE DATA MEAN
Under Development.
STATUS OF THE MEASURE
Under Development.
DEPARTMENTS INVOLVED
Library.
BENCHMARK
To be determined.
RESULTS
To be determined.
ANALYSIS
None Available.
ACTION PLAN
The Library has assembled a team of managers to develop and implement a
balanced scorecard. The purpose of this scorecard is to assist the Library in
identifying and evaluating their service delivery standards and cost
effectiveness, which ultimately should impact their customer satisfaction. The
Library is in the process of creating cost measures that will evaluate several
different facets of library services as they relate to both cost and value of
services provided. This measure will be available next year.
POINT OF CONTACT
Cheryl Mast, Management Analyst (760) 602-2049, Camast(ajci.carlsbad.ca.us.
Learning, Culture, and Arts
LIBRARY SERVICES - CITIZEN SATISFACTION
THE OUTCOME
High level of citizen satisfaction with the Library services.
THE MEASUREMENT
Survey results to the question in the citywide survey, "How do you rate the
City's library services?"
WHAT THE DATA MEANS
This measure of how the citizens rate their level of satisfaction with the city's
library services provides staff with a better understanding of the effectiveness
and customer satisfaction with city programs.
DEPARTMENTS INVOLVED
Library
BENCHMARK
90% of respondents rate satisfaction with Library services as "Good or
Excellent".
RESULTS
BENCHMARK
90%
2000
96%
2001
96%
2002
97%
2003
97%
2O05
97%
ANALYSIS
This is the fifth year that the City has asked its residents how they rate their
satisfaction with Library services. The trends shown by the survey reflect
significant positive ratings from the public at large (less than 1% of the survey
respondents rated City Library services as poor). The consistency and level of
the rating is worth noting (over 95 % for the past five years).
ACTION PLAN
The Library staff is working on a more specific survey, which will identify,
among other things, services or amenities the customers want but which may
not be currently offered. This data will used in developing the next Strategic
Plan for Library Services, and ultimately should reflect in a continuation of a
high degree of satisfaction of the library's patrons.
POINT OF CONTACT
Cheryl Mast, (760 602 2014), Cmast@ci.carlsbad.ca.us.
Library Department -
GROWTH MANAGEMENT /LIBRARIES
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 MEANS
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
The Library acquired a new facility location in 2004, which is referred to as the
Learning Center. This location currently contains a building with 5,723 square
feet of space that is not occupied nor being used for library services to date.
Future plans include renovating and expanding the facility in order to house
the Adult Learning and Centre de Informacion programs.
The Library owns three facilities and leases two facilities, for a total of 96,874
square feet of leased and owned space.
Owned:
Dove Library 64,000 s.f.
Cole Library 24,352 s.f.
Learning Center 5,723 s.f.
Leased:
Adult Learning 1,359 s.f.
Centre 1,440 s.f.
Based on the benchmark standard and assuming a June 2005 estimated
population of 95,146, the library is currently 20,757 square feet in excess of
the standard.
ANALYSIS
The latest SANDAG forecast estimates the city's build-out population will be
140,980 in 2030. Carlsbad's population would need to reach about 121,093
before it would trigger the need for expanded library space. Growth to this
population level is projected to be achieved in 2013, when there will be an
estimated population of 122,337.
Additional space needed will likely be programmed into a new Cole Library.
When the Adult Learning and Centre de Informacion programs move into the
renovated and expanded Learning Center facility, their leased space will be
eliminated with a net result of 2,201 square feet of additional owned space.
Additional space will also be added with 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.
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
Michele Masterson (760) 602-4600, mmastCajci.carlsbad.ca.us.
Administrative Services
EMPLOYEE TRAINING & DEVELOPMENT INVESTMENT
THE OUTCOME
To develop a highly qualified and competent staff.
THE MEASUREMENT
Human Resources annual training and development expenditures as a percent
of total payroll.
WHAT THE DATA MEANS
This investment comparison can aid monitoring the fiscally responsible use of
funds allocated to Human Resources Training and Development budget.
DEPARTMENTS INVOLVED
Human Resources.
BENCHMARK
According to the American Society for Training and Development's 2002
survey, organizations spend between 1% and 4% of total payroll on training
and development.
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.
RESULTS
Training Program
Carlsbad Academy
Tuition Reimbursement Program
Fire Department Training
Police Department Training
Total
% of Payroll
Annual Expenditures
FY 2004/2O05
$141,700
$131,900
$ 22,900
$71,000
$ 367,500
1%
ANALYSIS
This is a new performance measure. Since Training and Development is not a
centralized function, data was collected on only the largest training related
programs in the City. The overall cost of city training, including technical
training paid for by departments, is difficult to calculate and therefore may be
understated.
ACTION PLAN
The Human Resources Department will continue to analyze training and
development expenditures and find more tangible measures of performance.
Staff will work with the Finance Department to see if tracking training
expenses citywide is possible and feasible. Staff is working on acquiring a
better attendance and reporting system in order to gather and provide more
reliable data. Currently staff does not have a more comprehensive Learning
Management System that will also track expenses.
POINT OF CONTACT
Rebecca Melillo, Management Analyst (760) 602-2442,
Rmelwiici. carlsbad. ca.us.
Administrative Services
EMPLOYEE TRAINING & DEVELOPMENT SATISFACTION
THE OUTCOME
A high level of employee satisfaction with the City of Carlsbad's training and
development program.
THE MEASUREMENT
The percentage of training survey respondents that "Strongly Agree" or "Agree"
with survey statements regarding the effectiveness and value of City-wide
training programs.
WHAT THE DATA MEANS
The data assesses the current strengths and weaknesses of the City's employee
training and development program from the perspective of City staff. Training
recommendations will be given based on the analysis of the data gathered.
DEPARTMENTS INVOLVED
Human Resources.
BENCHMARK
The benchmark is that 90% of City staff attending citywide training will
"Strongly Agree" or "Agree" with the survey statements.
RESULTS
C
C-
e
II
t
e
t
•
*t
*
*
*c
Fiscal Year 2OO4-2005
Survey Statement
The instructor was knowledgeable about the topic.
This course was valuable for my job.
Overall, this class was worthwhile.
I am satisfied with the services provided by the City of
Carlsbad Employee Development Program.
% Strongly Agree
or Agree
99%
92%
96%
97%
ANALYSIS
The data shown is from 280 respondents who participated in 1 or more of 28
different courses offered in fiscal year 2004-2005. The survey data collected
clearly demonstrates that the employees who are attending classes are satisfied
with the instructors, believe the classes are valuable, and are satisfied with the
services provided by the Employee Development Program.
fk
f.
t
t
*
ACTION PLAN
The objective of the training program at the City of Carlsbad is to improve and
enhance the performance of individuals and teams throughout the
organization, and to create an organizational environment that encourages and
supports lifelong learning. Although the satisfaction data is useful in
evaluating whether employees "like" the training offerings, the Human
Resources staff is continuing to explore ways to demonstrate the value of the
employee development program to the organization through performance
measures. Human Resources will also continue to share this information
through their annual training report to the organization.
POINT OF CONTACT
Rebecca Melillo, Management Analyst (760) 602-2442,
Rmeli@ci. carisbad. ca. us.
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 has 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 MEANS
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. We set
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).
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. The year 2003 numbers represent statistics after expanding our TRUST
program to include all Youth Basketball Officials in the program. The year
2004 numbers represent further expansion and implementation of the TRUST
Program to all Adult Sports participants in Softball, Basketball, and Soccer
Leagues, and all Youth Sports participants in Basketball, Indoor Soccer
Programs, and all contractors of seasonal camps. The year 2005 reflects
programmed sports with the Adult and Youth Sports Divisions.
Results of the survey asking, "What are your observations regarding the level of
sportsmanship in our leagues?"
CARLSBAD ADULT SPORTS LEAGUES
Softball, Basketball, and Soccer
BENCHMARK
90% rating very good or better
Technicals / ejections / suspensions
2000
55%
46/37/37
2001
67%
25/27/15
2002
74%
17/14/6
2003
78%
15/7/4
2004
80%
17/12/4
2005
83%
15/11/3
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
2001
22%
35/4/0
2002
41%
26/3/0
2003
96%
13/0/0
2004
95%
8/2/1
2005
95%
13/0/0
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 2005 season's staff focused on further developing of the
TRUST program by communicating the Department's expectations of proper
sportsmanship to all managers and league participants. Literature is now
distributed to all managers prior to each season. Sportsmanship is
emphasized on the Sports Division Webpage. It is also promoted at all game
locations and at each City athletic Facility through promotional banners and
signs displaying the TRUST logo and message.
In the five years since implementing the program, we have seen a significant
decrease in the number of technical fouls, ejections and suspensions within
the programs and the team manager's have overwhelmingly embraced this
philosophy of sportsmanship. We attribute this to the efforts made by the
adult sports staff to educate and enforce our sportsmanship philosophy to all
of our adult softball, basketball and soccer league managers, participants,
officials, spectators and City staff. Training the team managers and
participants involves using the National Alliance for Youth Sports (NAYS)
training material that is used by our youth sports program for its volunteer
coaches. The overall response and feedback from our league managers has
been supportive of continuing this program. Staff has also strived to promote
proper sportsmanship behavior in all advertising and marketing of the Adult
Sports Leagues, material, awards, schedules, and webpage by continually
addressing proper behavior and sportsmanship while participating in our
leagues. Over 90% of teams that participate in our Adult Sports Programs
enjoy our leagues so much that they return season after season therefore in
most cases new teams have to be placed on a waiting list to join our leagues.
Youth Sports Program: The youth sports office 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 deals with four different populations that influence the level of
sportsmanship within the program (officials, coaches, parents and youth
participants).
During the 2002 season, staff only selected volunteer coach's 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 continue 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.
In the 2004 Youth Basketball Season, Staff has continued with the above-
mentioned training for all patrons, as well as implementing a "Code of
Conduct" for all youth participants to sign with their parent(s).
In the 2005 season, Staff will work on implementing all facets of the
Sportsmanship training into the Youth Basketball Program. The Program will
also strive to recognize all participants with some type of prize for displaying
proper sportsmanship behavior during the program.
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 in an on-going basis during the seasons, implementing harsher
penalties to discipline violators and mandating all managers to sign a "Code of
Conduct" in order to participate in our leagues. The creation of a Department
Sportsmanship Video has been discussed as a method of marketing this
message to our participants and community.
In 2006 staff will continue to train all managers and participants in softball,
basketball, and soccer programs of the TRUST/Sportsmanship Program. Staff
will be looking at 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 2005 Staff was successful in implementing
sportsmanship training as a requirement for all resident Non-Profit
Organizations in order to maintain a higher category status for field usage.
Council Policy #28 was amended to include these requirements for field users.
Staff has also been successful in implementing proper field behavior training
sessions for organizations not associated with these types of trainings.
In 2006 Staff will also look at expanding the TRUST/Sportsmanship Program
to all Recreation sections. These programs will include, Youth and Adult Sport
Programs, Preschool Programs, Seasonal Youth Camps, and Aquatic and
Senior Programs. The Program will be implemented during Department
activities. Surveys will be taken to measure the success. This information will
be included as part of the 2006 Performance Measure Report.
POINT OF CONTACT
Gian Lauro (760) 434-2826, glaur.ci.carlsbad.ca.us.
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 MEANS
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
The Operating Cost per capita will not exceed Baseline Budget plus annual CPI.
RESULTS
FISCAL YEAR
02-03
03-04
04-05
BENCHMARK
$52.80
$54.75
$56.99*
CARLSBAD
$52.80
$55.30
$58.92
* 03-04 benchmark plus 4.1% CPI
ANALYSIS
Recreation and Park Planning spent $5,656,613 in fiscal year 2004-05.
Utilizing the population figure of 96,000 and the CPI of 4.1% the cost per capita
is $58.92. This is an increase of $3.62 per citizen over fiscal year 03-04. This
increase could be due in part to improvements in our programs, services, trails
8& parks, including the preparation for the opening of two new parks. Another
contributing factor is the increased cost of employee benefits.
ACTION PLAN
Recreation has a required goal level of a self-sustaining percentage for many
programs. An intense analysis of self-sustaining 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. Once this analysis is
complete, the department intends to refine this measure further. This may
include removing Park Planning and including the revenue raised through
Recreation programs.
POINT OF CONTACT
Ken Price (760) 434-2826, Kpric^ci.carlsbad.ca.us.
Community Services
RECREATION CUSTOMER SERVICE & SATISFACTION
THE OUTCOME
A high level of customer satisfaction.
THE MEASUREMENT
Customer surveys will be distributed at all the Department recreational activity
offices.
WHAT THE DATA MEANS
Highly satisfied customers are an indication that the Recreation Department is
providing services in a satisfactory manner.
DEPARTMENTS INVOLVED
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
Customer Service
Facility Appearance /Operation
Overall Rating - Recreation Programs
% Respondents at Good or Excellent
2001
98
94
91
95
92
89
97
2002
98
96
94
95
93
90
97
2003*
96
93
86
87
88
81
92
2004
94
91
85
83
84
83
89
2005*t
N/A
98
N/A
98
90
100
98
95
N/A
* Survey methodology changed
t Sample size not representative of community base
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 not
reached. In 2003 the survey was distributed in the water bills of Carlsbad
Municipal Water District (CMWD). Through this proves, over 1,000 surveys
were returned. A drawback to using CMWD was that they do not service the
entire City, particularly the southern quadrants. In an effort to reach more of
the southern portion, the 2004 survey was mailed (bulk) to residents in 92009
not serviced by the CMWD.
Consequently, the number of surveys returned increased to 1,800 in 2004, an
80% increase in participation from the prior year. The cost of expanding
survey distribution to southern Carlsbad was more than $6,800, not including
staff costs.
In 2005, staff evaluated the high cost of the business reply mail and printing
costs and elected to use comment cards already in use by the Recreation
Department. In addition to cost containment, the cards helped us to achieve
our action plan goal of creating clear and understandable survey questions.
Comment cards were distributed at each of the Recreation Department
facilities. Each patron who came to the registration counter or office was asked
to fill out a comment card. The card contained major areas of service we
wished to survey. The only difference was that it had a four-level rating scale
of Exceptional-Good-Fair-Poor. Staff evaluated the ratings from last year and
found that less than 0.03% of our survey participants rated the survey
questions 1 or poor and that using a numeric 5 (Exceptional), 4 (Good), 3
(Fair), and 2 (Poor) rating scale would give us comparable data to the previous
year.
RECREATION CUSTOMER SERVICE & SATISFACTION
• 2002
D2003
D2004
• 2005
Services
Although staff made every effort to ask each patron to fill out a card, the
response was poor. The number of responses in 2005 was 63. This small
sample does not provide enough data to allow for a valid comparison to
previous years.
In preparation for updating the Recreation Department Strategic plan, the
Department did contract with SBRI to conduct a Recreation telephone survey.
Survey results indicate that Carlsbad Residents feel that Recreation programs
offered are important to their household and are of high quality.
ACTION PLAN
The manner in which the surveys are delivered and the type of survey
instrument will be analyzed. The current delivery of surveys was cost effective
but did not provide a large enough sample to give valid data or provide an
overall rating opportunity. Staff will investigate survey distribution
mechanisms including utilizing the internet to email the survey to the
thousands of families currently in the CLASS Activity Registration & Facility
Reservation data base, and possibly returning to distributing surveys through
the water districts or Waste Management bills.
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.
Although customer convenience has been enhanced through our online
registration site CarlsbadConnect, the Recreation Department is working
closely with the IT Department to improve access and timeliness for patrons
registering during the first day of our seasonal priority registration periods.
POINT OF CONTACT
Gail Lynn (760) 434-2826, glynn@ci.carlsbad.ca.us
Q)
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
Public Works
PARKS 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, government
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
2004
98%
Fall
2004
94%
Spring
2005
91%
Fall
2005
91%
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 the issues noted, and take
corrective action if appropriate.
In addition to all the normal parks on the assessment list the Downtown area
of Carlsbad Village is also included on the MAP tours. 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.
A breakdown of the ratings for the parks that were evaluated follows:
% Of Responses Greater Than Or Equal To 7
Evaluation
Date:
Nov. 17,
2003
May 5,
2004
Nov. 18,
2004
May 26,
2005
Oct. 20,
2005
Laguna
Riviera
75%
100%
97%
90%
96%
Calavera
Hills
73%
100%
95%
96%
89%
Stage
coach
Park
90%
98%
__
LaCosta
Canyon
Park
85%
93%
90%
88%
86%
Leo
Carrillo
Park
__
100%
95%
90%
Poinsettia
Park
100%
100%
94%
Magee
Park
96%
90%
91%
..
Holiday
Park
84%
98%
96%
90%
„
Cannon
Park
86%
79%
84%
Cadencia
100%
Down
town
90%
98%
92%
95%
97%
Overall
rating
83%
98%
94%
91%
91%
The most recent fall evaluation resulted in an overall park rating of 91%. This
fluctuated between locations from 84% at Cannon Park to 94% at Poinsettia
and 100% at Cadencia. The overall results of 91% exceeded the benchmark of
90%. This is considerably higher than the first assessment of Fall 2003 but
slightly lower than the 2004 assessments. Specific comments received from
the evaluators in the 2005 sessions follow with the plan to address concerns
outlined in the action plan section below.
Areas receiving a high rating were the Downtown section of the City, Cadencia,
Laguna Riviera, and Poinsettia Parks. The Downtown area had comments that
the planter boxes were "amazing", Poinsettia Park received a comment that
maintenance is very good and that the citizens of Carlsbad are very fortunate to
have such a place.
Areas rating lower in the assessment were Cannon and La Costa Canyon Park.
Comments for Cannon Park referred to picnic tables and park benches in need
of replacement and a surrounding concrete block wall that is not aesthetically
appealing. The portable restroom facility at this site was also pointed out as
unattractive. La Costa Canyon Park received comments that the restroom
facility required more cleaning and some of the fixtures could use updating.
ACTION PLAN
• Analyze identified areas of concern and consider the submission of Capital
Outlay/CIP during the 06-07-budget process.
• Proceed with plans to enhance Cannon Park with the replacement of old
picnic tables, painting of perimeter wall, planting additional vines and trees,
and the installation of a screened and handicapped accessible portable
toilet.
• Utilize the Hansen information system to summarize staff time allocation
and determine where resources are being allocated.
• Complete the hiring of a contract inspector for Parks to assist in obtaining
high quality maintenance from the contracted services, such as restroom
maintenance.
• Begin Capital Outlay plan to remodel the La Costa Canyon, Laguna Rivera
and a Holiday Park restroom. In the interim staff will take measures to
update hand drying appliances and the light fixtures where appropriate.
• Begin CIP project at La Costa Canyon Park to add a shade structure/picnic
area.
• Begin CIP projects at Scout House, and Stagecoach, Holiday, Hosp Grove,
Laguna Riviera, and Poinsettia parks for upgrading ADA compliant tot lot
equipment/rubberized matting.
POINT OF CONTACT
Kyle Lancaster, Parks Supervisor (760) 434-2941, Klanc(<x'.ci.carlsbad.ca.us.
Public Works
PARK MAINTENANCE COST
THE OUTCOME
Park cost efficiency.
THE MEASUREMENT
Cost per Acre
Maintenance cost per acre (annual actual expenditures/total acres of developed
parkland, roadside vegetation abatement, and downtown planter/tree
maintenance). This measurement excludes costs for capital expenditures.
Acres Per FTE
This measure could be compared to other jurisdictions once the basis for
determining what acreage should be included in the calculations is finalized.
The Park acreage figure used below is the developed Park acreage number. The
FTE figure used in the table includes full and part-time Park staff, less
management and clerical support staff.
WHAT THE DATA MEANS
A goal for the Park Maintenance Department is to provide aesthetically
appealing, well maintained parks, roadsides and high profile planter/tree
areas. 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.
DEPARTMENT INVOLVED
General Services/Parks Maintenance.
BENCHMARK
Cost Per Acre
Carlsbad's Cost per acre will not exceed the benchmark of $10,463. This
benchmark is calculated by taking the base year's benchmark and adjusting it
by the San Diego Consumer Price Index each year (4.1% in 2003, 3.7% in
2004, and 3.3% in 2005).
Acres Per FTE
The benchmark is to be determined as this is the first year of this measures
use.
RESULTS
Carlsbad Cost Per Acre
Carlsbad
2003
2004
2005
Expenditures
$2,782,299
$3,079,933
$3,311,116
Total Acres
270
278
278
Benchmark
$9,692
$10,051
$10,383
Cost/ Acre
$10,305
$11,078
$11,910
ANALYSIS
The results of our historical cost analysis show that park maintenance costs
per acre increased by a rate of 7.5% over last year, which is greater than the
CPI adjustment to benchmark. Several factors have contributed to this
increase. First, additional responsibilities have been placed on staff in this
division as reviews of the Assessment Districts related to Tree and Median
Maintenance have resulted in a realignment of both staff and work activities.
Additionally, the City's park base, including open space is expanding. The
Parks department must work closely with other related programs such as
Trails, Tress and Median maintenance to manage this growth. Finally,
personnel and benefits costs increased by 16.4% over the last year. All of these
factors should begin to stabilize in the near future leading to more consistent
increases over the new few years.
Benchmark Partner Cost Data
Agency
Carlsbad
Chula Vista
San Diego County City*
Santa Clara
FY2005
Expenses
$3,311,116
$4,535,490
$1,506,373
$4,912,800
Total Acreage
278
420
224
236
Cost Per Acre
$11,910
$10,799
$6,725
$20,817
* City did not wish to be identified.
Benchmark partners were asked for cost data this year, and the responses are
shown in the table above. There is more investigation required to examine
what criteria the partners used to determine which acreage they included, (e.g.
developed parkland vs. open space reserves) as well as which expenditures they
included. For example the San Diego County City does not include water costs
as the city receives free water from the water utility for parkland. In addition,
the level of service and maintenance that each partner provides plays a role in
the level of costs incurred.
Parks Acres per FTE excluding Management and Clerical Support
2004-05
Carlsbad
Chula Vista
Santa Clara
San Diego County City
Non-Admin
FTE
24.4
42
44.5
17
Total Acreage
278
420
236
224
Acres per FTE
11.4
10.0
5.3
13.2
The acreage per FTE data above shows benchmark partner cities figures for
comparison to Carlsbad's figure of 11.4 acres per FTE. Santa Clara maintains
5.3 acres of parkland per FTE; Chula Vista maintains 10 acres per FTE versus
the San Diego County City that maintains 13.2 acres per FTE. The San Diego
County City stated that they used volunteer teams and community service
groups for hire to augment the regular city staff. Of note, the acreage per FTE
data reflects the first year we have collected this data and as such represents a
work-in-progress that will need to be refined as more data is collected.
ACTION PLAN
• Continue working with partner cities to learn more about the different
maintenance standards and/or procedures. Ultimately, determine
methods to perform maintenance activities more efficiently.
• Continue to refine measures and examine the balance of maintenance
work between contractor and City staff.
POINT OF CONTACT
Kyle Lancaster, Parks Supervisor (760) 434-2941, Klanc(o)ci.carlsbad.ca.us.
Public Works
PARKS CUSTOMER SERVICE AND SATISFACTION
THE OUTCOME
A high level of customer satisfaction.
THE MEASUREMENT
Annual City of Carlsbad Public Opinion Survey.
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 the annual City of Carlsbad Public Opinion Survey.
RESULTS
City of Carlsbad Public Opinion Survey
BENCHMARK
90%
200O
90%
2001
95%
20O2
91%
20O3
94%
2004
92%
2005
94%
ANALYSIS
The benchmark for the City of Carlsbad Public Opinion Survey has been met
for the sixth consecutive year. The Parks Department survey results achieved
an overall rating of 94%.
ACTION PLAN
• New CIP 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 ADA compliant rubberized surfacing in place
of sand in several tot lots, including Laguna Riviera Park.
• Include the newly constructed Aviara and Hidden Canyon Parks in next
year's evaluation.
• Complete survey and utilize the customer's feedback, to explore
opportunities for improvement.
POINT OF CONTACT
Kyle Lancaster, Parks Supervisor (760) 434-2941, Klanc@.ci.carlsbd.ca.us
Community Services-
GROWTH MANAGEMENT - PARKS
THE OUTCOME
To provide adequate parkland that will support the recreational needs of those
that live, work and play in Carlsbad.
THE MEASURE
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 for by the collection of $ .40/square foot of industrial development.
There is no standard of acreage exclusively for the industrial based population.
WHAT THE MEASURE MEANS
According to the "Citywide Facilities and Improvement Management Plan", the
growth management standard for parks that must be provided concurrent with
growth is 3 acres/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 3 acres per 1,000 population is an accepted level of park space to
meet active or passive recreational needs. In addition, a standard of 3 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
Special Resource Areas. For the most part, the majority of those collective
1 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 little if no 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.
*) DEPARTMENTS INVOLVED
» Recreation Department.
^ BENCHMARK
**• The park adequacy standard means 3 acres of Special Use Area and/or
Community Park, either active or passive, per 1,000 population. Because of an
A existing Joint Use and Maintenance Agreement that the City and School
District(s) operate under, several school sites are included within the park
^ inventory under Special Use areas. Those sites have been "Grandfathered" into
•*5 the parks inventory and as of 1986, no further school sites will be included
» within the park inventory. Currently there is a total of 32.2 acres of school
^ property being counted as park acreage; 20.4 ac. in the Northwest Quadrant,
• 2.8 ac. in the Northeast Quadrant, 5 ac. in the Southwest Quadrant and 4 ac.
in the Southeast Quadrant.
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 3 acres of parkland for each 1,000 population. The required
park acres to population ratio are in a shortfall situation at this time in three 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, 2005. The equation to determine
population is based on the number of units built, multiplied by 2.3178 people
per unit.
The matrix presented below 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.
QUADRANT
NW
NE
SW
SE
CURRENT
POPULATION
28,809
13,019
.22,029
33,366
REQUIRED
ACRES COM
&SUA
86.42 acres
39.05 acres
66.08 acres
100.09 acres
EXISTING
ACRES COM
&SUA
79.90
20.00
71.25
73.34
CURRENT
SURPLUS/
DEFICIT
- 6.52 acres
-19.05 acres
+ 5.7 acres
-26.75 acres
The City is currently in a shortfall situation in the Northwest (-6.52 acres}, Northeast
(-19.05 acres.), and Southeast quadrant (-26.75 acres.).
ACTION PLAN
Northwest Quadrant: The Quadrant is currently in a shortfall situation of
6.52 acres of parkland. The Pine Avenue Park at the site of the former Pine
School is currently under construction. Construction began in May 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 19.05 acres in the
NE Quadrant, the entire Hidden Canyon Community Park (22.2 acres) will be
developed and opened for public use by early 2006. 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, at this time,
its development and subsequent acreage amount is not required to meet the
Park Performance Standard for the Quadrant.
Southwest Quadrant: Currently, the western half of Aviara Community Park
is open and being utilized by the public. The eastern half of the park site is
presently undergoing a maturation process to ensure longevity of the
landscape. A dedication ceremony for the 24.25 acre park is anticipated in
early 2006. The quadrant will be in compliance with the Parks Performance
Standard at that time and will have in excess of 5 acres of parkland.
Southeast Quadrant: The current park acreage shortfall in the quadrant is
26.75 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 second quarter of 2007. 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
Ken Price (760) 434-2826, Kpricfrici.carisbad.ca.us.
Community Services
CITYWIDE TRAILS PROGRAM - SERVICE DELIVERY
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 sidewalks and bike lane 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 literally measure how many miles of trail are being
added on an annual basis to the Trails system.
DEPARTMENTS INVOLVED
Recreation/Park Planning Division
Planning
Parks
BENCHMARK
The amount of trails made available to the public depends upon 3 factors:
1. The amount of trail mileage being built as part of private development.
2. The amount of trail mileage being adopted into the system as part of Trail
Easement Agreements for outstanding lODs
3. The amount being built by Citywide Volunteers.
The benchmark for expanding the trail mileage on an annual basis will be 4
miles per year. This is based upon the above 3 factors and the pattern of trail
development thus far.
RESULTS
The chart below summarizes the trail mileage for multi use recreational trails
that were made available to the public from 2002-2004.
Year
Existing
2000
2002-03
2002-03
2003-04
2003-04
2003-04
2003-04
2003-04
2003-04
2004
Trail Name
Hosp Grove
Rancho Carrillo
La Costa Valley
Arroyo Vista
Villagio
La Costa Glen
Hidden Canyon Park
Poinsettia Lane
College Ave.
Total Trail Mileage
Length (Miles)
<3>
4.0
1.3
0.5
0 .5
1.5
0.25
0 .25
1.0
14.O
Constructed By
Volunteers
Private Dev.
Private Dev.
Private Dev.
Private Dev.
Private Dev.
Volunteers
Private Dev.
Private Dev.
ANALYSIS
In 2005, Carlsbad exceeded its benchmark of providing 4 miles of trails per
year as summarized in the chart below.
Open Space Trails
Villages of La Costa-The Ridge
Total
Circulation Element Trails
Poinsettia Lane- VLC- The Greens
El Fuerte- Bressi Ranch
Alicante Rd.- Bressi Ranch
Total
Special
Coastal Rail Trail
Total New City wide Trail Mileage 2OO5
Trail
Surface
Paved /old
RSF Road
Unpaved
Unpaved
Paved
Length
in miles
1.0
1.0
2.1
1.0
1.0
4.0
0.7
5.8
Construction
Developer
Developer
Developer
Developer
City
This Performance Measurement has been met for 2005 and is due mainly to
the construction of trails as part of private development and the Phase I
construction of the Coastal Rail Trail.
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(IODs) 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 (760) 434-2826, Lketa@ci.carlsbad.ca.us.
Community Services
CITYWIDE TRAILS PROGRAM - 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
The survey will indicate if citizens are satisfied with the development of trails
throughout the City and if the Department is reaching its goal of increasing
access to Open Space. It is anticipated that this measure will change once the
trail system is built out.
DEPARTMENTS INVOLVED
Recreation/Park Planning Division
Planning
Parks Maintenance
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 Fiscal Year.
ACTION PLAN
Include trail questions in the 2006 Citywide survey.
POINT OF CONTACT:
Liz Ketabian (760) 434-2826, LKeta@ci.carlsbad.ca.us.
Community Services
CITYWIDE TRAILS MAINTENANCE COSTS
THE OUTCOME
Trails maintenance cost efficiency.
THE MEASUREMENT
Maintenance cost per mile (total miles maintained/annual expenditures). This
measurement excludes costs for Capital Improvement Projects.
WHAT THE MEASURE MEANS
A goal for the Recreation and Parks Maintenance Departments is to provide
well-maintained and safe trails for those using them to walk, hike, bike, jog, or
view nature.
This measure will demonstrate fiscally responsible use of funds allocated for
trail maintenance and indicate how volunteer resources are being used to
supplement the maintenance program for the trails.
DEPARTMENTS INVOLVED
Recreation Department and Parks Maintenance.
BENCHMARK
The benchmark is subject to change and may need to be adjusted in
accordance with the number of volunteer resources available to supplement the
City's Parks Maintenance staff.
RESULTS
For the past two years citywide trail maintenance and operations have been
performed within the amounts budgeted for the program. Annual Maintenance
and Operations costs for the trails are currently estimated at $3,276/mile.
However, it is important to note that the amount budgeted for Maintenance
and Operations in the past few years also includes materials and equipment
costs for construction of new trails by Citywide trail volunteers.
The table below indicates a summary of the miles of trails
constructed/maintained over the past two years, the actual expenditures, and
the cost per trail mile.
Fiscal
Year
2003-2004
2004-2005
Total Miles
Maintained
8
12.5
Actual
Expenditures
$20,381
$40,951
Maintenance
Cost Per Mile
$2,548
$3,276
ANALYSIS
Maintenance costs have increased as additional trails have been added to the
citywide trails system. Salaries, materials, tools, and equipment needs have
been adjusted in the Citywide Trails Budget to reflect these increases. The
increased maintenance cost of $728 per trail mile in FY 04-05 was partially due
to added construction by trails volunteers (e.g., Rancho Carrillo ADA Ramp,
kiosks, signs/markers, and other improvements). The maintenance cost per
mile is expected to further increase in FY 05-06, as a result of the
incorporation of City Council approved budget additions to staffing and
materials. These additions were approved in order to allow for the continuing
construction and maintenance of the Citywide Trails System at a level that is
appropriate to the citizens of Carlsbad's needs.
Previous research and information from other municipalities in the region with
similar trails programs, was utilized to determine an initial cost per mile of
maintenance. This figure ranged between $2,500 and $5,800 per trail mile.
ACTION PLAN
In FY 05-06 the City Council approved the addition of a Parks Maintenance
position whose duties will include Citywide Trails System maintenance. The
recruitment is expected to be completed by January 2006. The person hired
will provide maintenance assistance on the existing trails, and the balance of
the 8.5 miles of trails projected to be accepted in FY 05-06. This addition
increases the Parks Maintenance Department's ability to coordinate and
maintain the trail system to ensure user safety and enjoyment.
Since the implementation of the Citywide Trails Program began in 2002, the
City has also utilized Trails Volunteers to assist in the maintenance and
construction of trails. It is recommended that the use of the Citywide trail
volunteers continue, as they are a valuable resource for providing and assisting
Parks Maintenance staff in the effective delivery of well maintained trails to the
public. As the amount of trail mileage increases, and as the number of
volunteers fluctuates, adjustments will need to be made for the amount of Park
Maintenance staff required to provide the maintenance care established by the
Parks Department Citywide Trail Maintenance Plan. A Citywide Adopt-A-Trail
Program will also be considered for possible future implementation.
Over the next several years, a new benchmark will be established based on
internal historical data and industry standards. It is anticipated that the
maintenance costs per mile will steadily increase each year as private
development and volunteer construction efforts continue. This pattern is
expected to level off as the Citywide Trails System nears build-out.
POINT OF CONTACT
Liz Ketabian, (760) 434-2826) - Recreation, Lketa(ajci.carlsbad.ca.us.
Community Development
GROWTH MANAGEMENT - OPEN SPACE
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 set-aside for
permanent open space.
WHAT THE DATA MEANS
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. Local
Facility Management Plans have also been adopted to designate which
additional land needs to be set aside.
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 set-aside for permanent open space and must be
available concurrent with development. This does not include environmentally
constrained, non-developable land.
RESULTS
At build-out of the City, 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. 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.
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 major projects such as Robertson Ranch
and the Villages of La Costa.
POINT OF CONTACT
Michele Masterson(760) 602-4600, mmst@ci,carlsbad.ca.us.
» O
5) 03.
.o <.fl> oW CD
Be a city that
provides
exceptional
services on a
daily basis
Goals
• Performance Measurement Resource Team
• Technology Disaster Recovery Plan
• Human Resources Business Process Plan
• Integrated Financial & Personnel
Management Systems
• HR Service Center Work Processes
• Library Balanced Scorecard Implementation
• Library Information Security/Privacy
• Recreation Department Marketing &
Sponsorship Guidelines
• Naming Rights for City Facilities
• New Customer Service Initiative
• Section 8 Management Administrative
Handbook
• PUD/Code Modifications
• Land Status Database
• Facilities Replacement Program
Implementation
• Capital Improvement Projects
• Standard Operating Procedures for
Maintenance & Operations
• Performance Improvement for Sanitation
Operations
• Capital Improvement Projects
• Water & Sewer Work Management Program
• Assessment of Public Works Administrative
Support Operations
• Contract Maintenance Inspection
• Downtown Maintenance/Enhancement
Program
Parks' Tot Lot Improvements
Public Works Contract - Electronic Bidding
Irrigation and Landscape Enhancement
Fleet Inventory Control Program
Fleet PM Maintenance Benchmarking Study
Performance Improvement for Water
Operations
Technology Enhancement
Construction Project Transition
Northwest Quadrant Storm Drain Study
Construction Specification Institute (CSI)
Contract Document Update
PW Performance Measurement Program
CM Records Retention Update
Management Goal Administration
Citywide Customer Service Initiatives
Leadership Team Achievement of MSA Goals
Rancho Carlsbad Flood Control
Maintenance Program Update
Library Service Reorganization
Tow Contracts
Growth Management
There are adequate City Administrative Facilities
for the current population in Carlsbad, and the City
is in conformance with the Growth Management
Ordinance for City Administrative Facilities.
Trends and Observations
• Across the six years of the survey, the evaluation
of Overall City Services has been very positive
- over 90% of respondents have given ratings
of Excellent or Good in each year. In 2005, the
percentage of respondents rating city services
as Excellent was the highest of any year
surveyed.
• The increase in expenditures for Facilities is
due to an increase in associated personnel
costs (34%) and an increase in contracted
services (64%)
• Police Department employees were responsible
for over 60% of the Carlsbad's lost working
days due to injury - with a total of 628 "lost
days." The Fire Department has improved in this
area significantly over the last year, with a total
loss of 193 days. Police and Fire employees
together were responsible for 79% of the lost
days. Senate Bill 899 / Workers' Compensation
Reform will play a significant role in reducing
worker's compensation costs. City staff is
actively pursuing worker's compensation claim
closure and will work towards integrating and
maximizing the efforts of accident prevention
and claims management.
Citywide
OVERALL CITIZEN SATISFACTION WITH CITY SERVICES
THE OUTCOME
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 MEANS
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
Citywide.
BENCHMARK
90% of respondents rate their satisfaction with overall City services as "Good or
Excellent".
RESULTS
BENCHMARK
90%
2000
92%
2001
96%
2002
95%
2O03
96%
2O04
91%
20O5
92%
ANALYSIS
This is the sixth year that the City has asked its residents how they rate their
overall satisfaction with City services. As was the case last year, the trends
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 six years), and continues to be
above the benchmark.
Through prior evaluation, staff has determined that a correlation exists
between how respondents rate the City on land use, communication,
confidence in Local Government, and overall services that the City provides.
These numbers stayed fairly consistent with last years, thus the relatively
small amount of change in the results.
ACTION PLAN
Continue to monitor and evaluate the overall satisfaction of city services.
Continue to work to increase citizen satisfaction in communication, the City's
use of land, and Citizen confidence in the local government.
POINT OF CONTACT
Joe Garuba (760)434-2820, Jgaru(a'ci.carisbad.ca.us.
Public Works
FACILITIES SERVICE DELIVERY
THE OUTCOME
Well-maintained and safe facilities.
THE MEASUREMENT
The condition of city-owned buildings based on observation by community
representatives, City employees, and outside professionals.
WHAT THE DATA MEANS
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/or methods of
operations can be explored.
DEPARTMENT 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
2003
89%
Spring
2004
98%
Fall
2004
96%
Spring
20O5
96%
Fall
2005
94%
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.
Last year's MAP results included the first full-scale assessment conducted in
the fall of 2004. Since that time we have conducted two reviews during 2005.
In each review, two observer teams consisting of three to four raters visited a
total of 6 buildings in the spring and 7 in the fall. The buildings 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:
% of responses greater than or equal to 7
Eval.
Date:
Oct.
10,
2003
May
5,
2004
Nov.
18,
2004
May
26,
2005
Oct.
20,
2005
Calavera
Comm.
Center
98%
98%
86%
93%
86%
Dove
Library
85%
99%
98%
Faraday
100%
100%
97%
Stagecoach
Comm.
Center
87%
96%
98%
96%
100%
City
Hall
92%
100%
97%
98%
93%
Safety
Centex
--
--
-
98%
Fire
Station
#1
-
--
--
100%
Fire
Station
#2
78%
92%
Fire
Station
#5
--
--
-
96%
Harding
Comm.
Center
--
--
--
93%
Carrillo
Ranch
--
--
--
90%
Cole
Library
95%
92%
95%
Magee
House
98%
100%
Maint. &
Operations
95%
95%
Overall
Rating
89%
98%
96%
96%
94%
ACTION PLAN
• Continue to examine workload to determine what blend of contract and City
staff should be used.
• Continue to analyze current contract inspection practices to ensure contract
work meets standards.
• Analyze specific comments received during evaluation process and
implement any Capital Improvement Projects during the 06-07-budget
process. An area to consider is the interior of Calavera Community Center.
POINT OF CONTACT
Thomas Moore, Facilities and Streets Superintendent (760) 434-2939,
Tmoor(a';ci.carlsba.d.ca.us.
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 MEANS
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). The
IFMA survey is not completed on a yearly basis; the benchmark will be
adjusted by the San Diego Consumer Price Index (CPI) on alternating years
(3.3% in 2005).
RESULTS
Fiscal Year
2003
2004
2005
Expenditures
$2,286,155
$2,687,338
$2,910,799
Total Maintained
Square Feet
410,649
419,424
419,424
Cost per
Square
Foot
$5.57
$6.41
$6.94
Benchmark
$6.57
$6.39
$6.60!
1IFMA standards, revised benchmark multiplied by CPI of 3.3%
ANALYSIS
The 2004 IFMA report included the results of 440 returned surveys from IFMA
professional members in the U.S. and Canada. The IFMA benchmarking report
is completed only every second year so for this year's comparison the 2004
figure was multiplied by the San Diego CPI of 3.3% to create the benchmark
number. The IFMA standard for cost per square foot is based on custodial,
utility and maintenance costs of a facility. Based on the collected data, the
City is $0.34 above the national mean. It should be noted that the IFMA
figures are a national average and do not take into account the variations in
costs between regions of the country. For example the March 2005 Civil Works
construction Cost Index System report mentions that California has a
weighting factor for costs of 1.19 above the national average. If this factor were
applied to the IFMA figure of $6.60 it would result in a figure of $7.85 per
square foot.
Overall there was an increase in expenditures of $223,461 in the most recent
fiscal year. 38% of the increase is attributable to an increase in the City
employee benefit rate and 62% to an increase in contracted services costs. The
contract service cost increase can be attributed to the increased cost of
materials and labor in the booming southern California construction industry
as well as a large increase to Heating and Air conditioner repairs required to
keep some of these aging systems operating.
The City owns approximately 54 buildings and is involved in managing and
maintaining these facilities. Some of these facilities were not calculated in the
total square footage because the City does not use these sites to conduct City
business to any large degree. Of note, buildings such as Farmers Insurance
Building, Helen Allman Girls Club and the Senior Center Annex (formally
CUSD) require staff and contractor time to remain operational which create
costs that register against the expenditure portion of the measure but due to
the minimal City usage of these spaces the square footage has not been
included with the total square footage in the above calculations.
ACTION PLAN
• Continue to learn which tasks can best be contracted out and which
should remain the function of City staff.
• Investigate the work being provided by contract staff and determine what
level of inspection would ensure quality work is being provided.
• 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.
• Replace some of the City's high maintenance HVAC systems such as at
the Cole library.
• Investigate the use of a Regional weighting for cost measurement
comparison.
POINT OF CONTACT
Thomas Moore, Facilities and Streets Supervisor (760) 434-2939,
Tmoorfo),ci.carlsbd.ca.us.
Public Works
FACILITIES CUSTOMER SERVICE AND SATISFACTION
THE OUTCOME
Buildings/offices that are safe, attractive and comfortable allowing 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 MEANS
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).
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 - Overall quality of service
BENCHMARK
90%
20O2
81%
2003
83%
2004
95%
2005
89%
Facilities Maintenance
% Good or Excellent
Timeliness of service
Courtesy of staff
Competence of staff
Completeness of service
Helpfulness of staff
2002
67%
96%
93%
80%
92%
2003
63%
96%
86%
81%
92%
20O4
83%
98%
94%
86%
94%
2005
80%
100%
98%
89%
96%
Work Order Response Time:
YEAR
2001-02
2002-03
2003-04
2004-05
BENCHMARK
90%
90%
90%
90%
EMERGENCY
97%
97%
97%
96%
HIGH
PRIORITY
97%
98%
93%
93%
MEDIUM
PRIORITY
84%
92%
95%
96%
LOW
PRIORITY
82%
74%
88%
94%
ANALYSIS
Internal Customer Service Survey: The Facilities department received an
overall quality of service rating of 89% this year. This rating was very close to
the benchmark of 90% but a drop of six percentage points from the previous
year. This rating will be closely monitored in next year's survey to ensure that
the overall satisfaction rating remains at the current level or higher. Courtesy
of staff continued to be a department strength with a 100% rating being
received this year. Timeliness of service continued to be the lowest rated
service attribute in the survey with a rating of 80% this year however this is an
overall increase over the 2002 and 2003 years for this measure.
The Facilities survey was sent to the entire 690 City full-time staff members
this year compared to 2004 when only 270 surveys were distributed to targeted
City staff. Sixty-five (9%) of surveyed employees returned their completed
survey in 2005, which is down from a 33% response rate in 2004. This drop in
response rate can be contributed in part from the shorten time line for
returning the survey forms this year as well as the fact that the surveys were
sent to all City staff this year.
Total Work Orders and Percentage Completed:
PRIORITY
Emergency
High
Medium
Low
Total
2003
Work
Orders
42
307
482
290
1,121
Percent
Complete
97%
98%
92%
74%
2OO4
Work
Orders
39
247
382
263
931
Percent
Complete
97%
93%
95%
88%
2005
Work
Orders
25
286
303
240
854
Percent
Complete
96%
93%
96%
94%
For the third year in a row, emergency-, high- and medium-priority work orders
achieved benchmark with low priority work orders also exceeding the
benchmark for the first time this year. Low priority work order completion
within target has increased from 74% in 2003 to 94% in 2005. Overall there is
a decrease in the total number of work orders opened from 1,121 in 2003 to
854 in 2005. While the decrease is most likely attributable to several factors,
there were several large projects that took a considerable amount of time last
year including the City Council chamber remodel, the Stagecoach lobby
remodel and various jobs resulting from the winter storms. Additionally, small
"add-on" jobs that are created by a request that occurs while a technician is
completing another request are not necessarily captured, and this might have
been heightened by the immediacy of dealing with requests related to last
winter's storms.
ACTION PLAN
• Investigate the use of handheld Mainstar work order devices to allow staff to
enter and close work orders from the field. This would assist in ensuring
that jobs are always tracked on the system in the form of a work order.
• Need to identify additional resources to assist facility staff to complete all
requests in a timely manner. This will likely come in the form of contracted
services.
• Actively working to create a web based version of the survey so that staff
can complete it online next year. It is expected that this easy-to-complete
format would encourage a larger response rate and simplify compilation of
the results.
• As the department is under new management, the new Superintendent and
Supervisor will review current processes to ensure adequate tracking and
reporting is conducted.
POINT OF CONTACT
Thomas Moore, Facilities and Streets Superintendent (760) 434-2939,
Tmoor(a}ci.carlsbad.ca.us.
Public Works
FLEET AVAILABILITY, COST & CUSTOMER SATISFACTION
THE OUTCOME
A fiscally responsible fleet maintenance program with highly satisfied
customers and high levels of fleet availability.
RESULTS
MEASURE BENCHMARK RESULTS
Customer Satisfaction 90%88%
Fleet Availability 90% maintenance
95% availability
75%
98%
Maintenance Costs Costs equal to or lower
than National estimates
5 classes lower or equal to
national benchmarks
2 classes slightly higher
than national benchmarksl
2 classes benchmark to be
determined.
ANALYSIS
Costs for Carlsbad's fleet maintenance program are in-line with national
standards. The availability of the fleet is strong. Turnaround times for
scheduled maintenance continue to be a challenge, and customer satisfaction
while relatively strong, slipped just below benchmark levels.
The vehicle liaison program was implemented this year, with the intent of
improving timeliness of preventative maintenance and increasing overall
customer satisfaction. The concept of the vehicle liaison program is to have a
few specific individuals from each MSA, or major customer groups as contacts
for Fleet. These individuals receive maintenance updates and messages from
fleet, and communicate their divisions' needs to fleet. The liaison program was
implemented in the final quarter of the fiscal year, so the full impact of this
program is not reflected in the survey results. Additionally, staff continued to
make efforts to notify employees via e-mail or by phone on the status of their
vehicle. It is largely believed that communication is the most important
component in achieving customer satisfaction. The percentage of customers
who rated overall satisfaction as "Good" or "Excellent" dipped just below the
1 These classes are Light Truck Police and Police Motorcycle. ICMA standards combine these
classes with Police Sedan, whereas the City considers them separately.
•4
'«%
benchmark of 90%, at 88%. Survey response rates continued to be low, at 26%
(28 of 109 surveys returned). With low response rates, any individual survey
would have a more significant impact on the overall results.
This was certainly the case this year as survey results were generally favorable
although a couple of respondents did relay concerns and their scores were
reflected in the decreased results for this year. To address continuing low
response rates, the Public Works Performance Measurement team is working to
create a web-based survey for next fiscal year, with the hope of simplifying the
customer service measurement process and providing more timely feedback.
24-hour turnaround of scheduled preventative maintenance continues to be a
challenge. For the last three years, results have consistently been in the range
of 70% to 78%. The department liaison program was created with the hope
that improved communication would improve timeliness of vehicles being
brought in for scheduled maintenance so that vehicles are serviced when there
is adequate staffing available to complete the work on time. Implementation of
the program occurred too late in the year to really have an impact in fiscal year
2005 results. However, staff is optimistic that it will have a positive impact in
the coming year as a review of the 2005 data shows that many of the vehicles
that did not meet the 24-hour turnaround are clustered around the same day
which is indicative of vehicles brought in outside of their regular schedule.
Vehicle drop-off time has impacted this measure. Of note, only 60% of the
vehicles logged in during the afternoon were completed under 24-hours, and no
vehicles logged in on Friday afternoon were completed within 24-hours.
Afternoon drop-offs are generally a convenience for the customer; but, while it
represents good customer service, it does decrease the ability of staff to get that
vehicle back within the 24-hour target timeframe. Although adjustments to
allowable drop-off times may improve the results for this particular measure,
they would have a negative impact on customer service and potentially the
overall quality of the service provided.
With a full-year of the department liaison program in place, we expect
turnaround rates to improve. However, missed appointments, and late drop-off
times will continue to limit staffs ability to meet the 90% benchmark in this
category.
Once again we exceeded the benchmark for vehicles available for use (95%)
reaching a 98% fleet availability rating.
This year is the second full year in which the new Computerized Maintenance
Management System (CMMS) reports were available. The cost data includes
labor, parts, outside repairs, fuel, and oil. This data represents the cost per
mile over the life of the vehicle from the inception of the CMMS. A significant
change for this year is the introduction of new categories of vehicles, including
breaking out police vehicles and fire apparatus. This is a more accurate
snapshot of the various vehicle classes in the City's fleet. Maintenance costs
should therefore be more accurately reflected. The chart below shows
comparisons of costs of the various categories in the City's fleet:
Vehicle Class
Sedan
Police Sedan**
Light Truck
Light Truck Police**
Medium Truck
Heavy Truck
MICU**
Fire Apparatus**
Police Motorcycles**
Avg. Cost for Fleet+
Benchmark
National
Estimates
$0.17-$0.31
$0.23
$0.23-$0.41
$0.23
TBD
TBD
$0.66
$2.30
$0.23
CPM
End of
2003*
$0.16
$0.22***
N/A
$0.22***
$1.65
N/A
N/A
CPM
End of 2004
$0.28
$0.31***
N/A
$0.35***
$0.80
N/A
N/A
CPM
End of FY 2005
$0.19
$0.19
$0.32
$0.37
$0.58
$2.79
$0.41
$1.98
$0.38
$0.63
* Only 7 months of data available.
**These classes either were not reported or were combined with other classes prior to 2005.
***Combination of classes in prior years' reports. These specific classes as currently defined are new for 2005.
+Includes fuel for all classes of vehicles
In an effort to determine if national standards existed, we were able to find
comparisons for several of our vehicle classes. Two primary sources of data
were used for comparison: Fleet Central, publisher of Government Fleet
magazine, and ICMA. Fleet Central provides a lifetime cost analyzer for several
models of sedans and light and medium duty trucks. ICMA provides data for
classes including Police Vehicles, EMS vehicles (ambulances) and Fire
Apparatus. Sedan costs for Carlsbad totaled $0.19 per mile; Fleet Central
provides costs for compact and intermediate sedans that are model specific and
range from $0.17 to $.31/mile. For light trucks, the cost range is $0.23 to
$0.41/mile. This category includes compact and larger pick-up trucks, mini-
vans, SUVs and full-size vans, which accounts for the broad range of costs.
The City's average cost for this category is $0.32/mile. Some data was
garnered from ICMA's survey of local jurisdictions, and is included here.
Where ICMA data was used, the cost comparison does not include fuel costs, in
order to provide amore accurate comparison. There are some drawbacks to
using ICMA data. First, ICMA includes Motorcycles and SUVs in the Police
Vehicle category, whereas the City separates these categories. Second, ICMA
does not include fuel costs in their analysis, while Carlsbad does. However, as
the chart illustrates, Carlsbad is generally within the range of expected costs
for most vehicle classes.
ACTION PLAN
Customer Satisfaction
• Continue department liaison program.
• Work on Internet survey for post-service follow-up with customers.
Preventive Maintenance Work Orders Completed in 24 hours:
• Analyze impacts of the department liaison program after a full-year of
implementation.
Units Available for Use:
• Continue tracking results and monitoring to ensure we remain above the
established benchmark.
Maintenance Costs
• Find suitable benchmark data for those classes that do not currently have a
benchmark.
POINT OF CONTACT
Gary Jenner, Public Works Supervisor, (760) 931-2192,
gjennfaici.carlsbad.ca.us
Administrative Services
HUMAN RESOURCES - INJURED EMPLOYEE TIME OFF
THE OUTCOME
Minimization of the amount of time that industrially injured employees are off C
work. (
x*
THE MEASUREMENT /Number of days between the dates 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 MEANS
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. In fiscal year 2004-2005 the City spent over 2 million dollars on (
workers' compensation insurance and claims, and that figure does not even ?>
include the fiscal impact of lost productivity. 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 C
departments and enhance the connection between the injured employee and *
the City. X
V
/*•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
Human Resources, all City departments.
BENCHMARK
An average of 4.2 days or less lost per claim. This benchmark is based on the
ICMA average for agencies with less than 100,000 populations, and will be '
reviewed annually. £
RESULTS ^
Benchmark-ICMA
Carlsbad
FY 2002/2003
6.0
7.5
FY 2003/2004
4.8
10.8
FY 2004/2OOS
4.2
41.4
ANALYSIS
This measure can be used as 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 37 days more than the average for cities under
100,000 reporting to ICMA. Our average radically increased by 30 plus days
over the last two years, while the ICMA average decreased. Based upon our
analysis, Police Department employees were responsible for over 60% of
Carlsbad's lost working days in this reporting period, with 628 lost days. The
Police Department had a total of 16 claims this reporting period. Of those 16,
the 6 largest claims account for 87% of the Police Departments lost days. Back
injuries are responsible for 5 of the 6 largest claims.
Last year, Fire Department employees were responsible for over 40% of
Carlsbad's lost working days with a total of 371 lost days. They improved
significantly this year with a total of 193 lost days. Police and Fire employees
together were responsible for 79% of the lost days in this reporting period.
For both Police and Fire, the large number of lost working days is partially
attributed to the provisions of Labor Code Section 4850, which entitles Safety
personnel who are totally temporarily disabled and not at work, full salary up
to one year. This "benefit" often works as a disincentive for employees to
return to work.
Public Works also had fewer lost days of work compared to last year. They
went from 241 lost days of work last reporting period, to 173 lost days this
year. Public Works recently implemented a new-hire policy requiring pre-
employment physicals for all new part-time employees. This may have
contributed to the improved numbers.
ACTION PLAN
Human Resources has resumed the practice of distributing workers'
compensation loss data to the Leadership Team and other managers in the
City. The Police Department has recently instituted a formal monthly workers'
compensation claim review process. We will work to establish a more formal,
scheduled process to share this data with all city departments to ensure this
cost center receives attention.
In fiscal year 2004-2005 there was a management goal surrounding workers'
compensation issues. As an outcome of the goal, the team created an injury
management toolbox that includes a list of preventative action and cost
mitigation process. The toolbox was shared with all levels of the organization.
Human Resources have commenced a focused wellness strategy targeting the
aging workface in the Police Department. The program designed for the Police
Department consists of baseline medical testing, safety and wellness training
directed toward supervisory and line staff, and the development of fitness plans
for individual employees.
Early in 2006, we will bring on-site, a mobile medical screening, which will <
provide wellness screenings to all City employees. Senate Bill 899/Workers' (
Compensation Reform will play a significant role in reducing workers'
compensation costs. Some of the key elements of the reforms are:
• Management of medical treatment/Developed a Medical Provider Network *
(MPN) M
• Reduction in permanent disability for return to work {
• Apportionment of permanent disability for prior injuries /
/City staff is actively pursuing workers' compensation claim closure by
attending workers' compensation hearings and depositions, delaying claims,
utilizing sub-rosa or surveillance, and maintaining high visibility on every
claim. In addition, staff will work towards integrating and maximizing the
efforts of accident prevention and claims management.
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(fl)ci. carlsbad. ca. us
t
t
»
c
e
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
Human Resources, all City departments
BENCHMARK
A turnover rate of less than 5.8%. This benchmark is based on the average
turnover rate for agencies with population under 100,000 reporting to ICMA for
fiscal year 2004/2005, and will be reviewed annually.
RESULTS
Reason for Separation from Organization
Resignations
Retirement
Retirement Disability
Retirement Industrial
Terminations
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 01/02
16
8
0
1
3
4
0
32
19
3.2%
FY 02/03
23
9
3
5
2
3
0
45
25
7.0%
3.9%
9.8%
FY O3/O4
27
10
0
3
0
6
1
47
27
7.5%
4.3%
6.1%
FY 04/05
23
27
1
3
1
2
0
57
23
8.9%
3.6%
5.8%
The ICMA turnover figure includes only resignations and non-probationary terminations.
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. There were a total of 23 resignations in this reporting
period. There were 9 resignations in the Public Works MSA, 4 of which are
positions in the Management Analyst series. The Community Services MSA
has the second largest number of resignations, with 5. There were only 2
resignations in the Police Department, down from 10 the previous fiscal year.
The majority of Carlsbad turnover was due to retirements. There were 31
retirements in this reporting period. Last fiscal year there were only 13
retirements. The retirements were spread throughout the City. Public Works
and Public Safety had the highest numbers at 8 each. The retirement figures
do not impact the benchmark number we compare against from the ICMA
survey, as ICMA only counts resignations and non-probationary terminations
in their figures. However, retirements have a considerable impact on the
organization and this data is important to consider and forecast.
ACTION PLAN
Human Resources will continue the 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 proactive
in sharing turnover data with our clients in the coming year, as the large
amount of retirements and anticipated retirements are making staffing a
significant 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 "healthy", and may in
fact prove to be beneficial in enhancing accountability in the organization.
POINT OF CONTACT
Rebecca Melillo, Management Analyst (760) 602-2441,
Rmeli@ci.carlsbad.ca.us.
Administrative Services
HUMAN RESOURCES COST EFFICIENCY
1
•**
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 MEANS
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.
DEPARTMENTS 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
75,402
93,100
94,400
tFTE's
511
553
794
HR
Expenditures
$1,243,424
$630,600
1,242,650
Expenditure/ FTE
$2,433
$1,140
$1,565
ANALYSIS
The Human Resources operating expenditures per full-time employee fall
between the expenditures of the two agencies identified. As a result of
significant budget reductions and lay-offs, the numbers reported by San Mateo
are considerably lower than in the previous reporting period and Redwood City
is reporting fewer FTE's. The operating expenditure figure includes: salaries 85
benefits of HR 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.
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,
i. carlsbad. ca.us.
t
e
t
*t
Administrative Services
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 two 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
• Printer issues - can't print and no alternate print source is available
• Hardware failure - monitor/keyboard/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
WHAT THE DATA MEANS
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.
DEPARTMENTS 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%
2001
85%
95%
2002
80%
98%
2003
84%
98%
2004
85%
97%
2005
88%
97%
ANALYSIS
Analysis of the call volume by priority showed the following results:
Calls
Priority 1
Priority 2
Total Tickets all Priorities
2001
107
676
6,676
2002
245
1249
6,423
2003
236
1874
5,361
20O4
27*
148*
5,432
2005
10
85
4,962
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 collected 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 often times brings simplicity to our lives here at 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 for the second year running did increase its performance over the
prior year.
ACTION PLAN
• Continue monitoring of Urgent and High level calls.
• Review the requests for service/tickets for possible trends, which might
lead to a redesign, and new definition for priority levels.
• Find possible benchmarking agencies.
POINT OF CONTACT
Kerry Jezisek, Sr.
KieziCqjci.carlsbad.ca.us.
Management Analyst (760) 602-2448,
Administrative Services
INFORMATION TECHNOLOGY COST
THE OUTCOME
Provide Information Technology Services in a cost-effective manner.
THE MEASUREMENT
Information Technology annual operating expenditures per full-time employee.
WHAT THE DATA MEANS
This measure evaluates the cost per employee spent by the IT Department on
technology. The total cost of services includes all maintenance and operation
costs incurred by Central IT for such items as: IT staff salary professional
services, hardware and software maintenance, travel and communication
charges. It does not include capital asset depreciation.
BENCHMARK
Annual cost of providing IT services per full-time employee will not exceed
$7,555. This benchmark was established using data from the 2003 - 2004
baseline year (as calculated by itmWEB: Information Technology Spending
Scorecard - IT Spending per Employee - All Industries) and has been adjusted
each year by the San Diego Consumer Price Index ( 4.1% in 2004, 3.3% in
2005)
RESULTS
Fiscal Year
2003
2004
2005
Expenditures
$3,064,329
$3,363,786
$3,685,175
# Full Time
Employees
794
794
807
IT Spending/
Employee
$3,859
$4,236
$4,566
Benchmark
$6,918
$7,174
$7,411
Note: Each business is unique, and each may require resources significantly different
from these figures. The intent of these benchmarks and metrics is for use as a "sanity
check" against our current operation.
ANALYSIS
The metrics and benchmarks listed have been collected and summarized from
sources considered to be reliable, and are recommended for use as a general
reference for IT executives. Periodically revised, these statistics change as
updated data becomes available. The City will reflect that changes with the
benchmarking data tables.
The 2005 IT spending per employee, like prior years, is below the benchmark.
Spending in IT has been 2.5 - 3.0 times more than the CPI for that year.
Spending levels have increased primarily due to large technology
implementation efforts including the CAD and Library Web Services projects.
ACTION PLAN
This is the first year for this measure. In the upcoming year, Carlsbad IT
Management will continue to perform industry research and leverage the
relationships with partner IT organizations.
The Department will analyze the year over year increases in expenditures to
determine cause and conduct a SWOT analysis in any areas of concern.
Another opportunity is to determine the best way to clarify, format and collect
other cost data supporting additional meaningful comparisons. Incorporated
into next year's measure are the results of this effort.
POINT OF CONTACT
Kerry Jezisek, Sr. Management Analyst (760) 602-2448,
Kjezi@ci. carlsbad. ca. us
Information Technology
INFORMATION TECHNOLOGY SERVICE AND 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 MEANS
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.
DEPARTMENTS 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 535 surveys distributed via citywide email,
127 surveys completed, for a response percentage of 24%.
Overall Customer Satisfaction with I.T. Services:
Good or
Year Excellent
Benchmark
2001 - 2002
2002 - 2003
2003 - 2004
2004-2005
>90%
96%
81%
89%
90%
Survey Results by % respondents at
I.T. Service Area Good or Excellent
Telephone Services
Quality of Service
Timeliness of Service
Overall Satisfaction
Network Services
Quality of Service
Timeliness of Service
Overall Satisfaction
Application Services
Quality of Service
Timeliness of Service
Overall Satisfaction
Desktop Services
Quality of Service
Timeliness of Service
Overall Satisfaction
Help Desk Services
Quality of Service
Timeliness of Service
Staff Knowledge
Overall Satisfaction
2004-2005
99%
95%
96%
95%
93%
94%
91%
91%
91%
92%
88%
89%
84%
81%
78%
80%
Customer Confidence:
Resolved in one Total #
Benchmark Year on-site visit of Tickets
80%
2001 -2002
2002 - 2003
2003 - 2004
2004 - 2005
92.9%
92.1%
78.3%
82.9%
6,423
5,361
5,432
4,962
ANALYSIS
This year's survey reflects a slight, but none-the-less significant increase in
customer satisfaction. The increase is slight - only 1%, but significant because
the benchmark rating of 90% was achieved.
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.
ft-\.
e
ct
0
*
*
e
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
approximately 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 help desk vendor's 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.)
It is in the category of help desk services that the highest percentage increases
occurred. This increase is due primarily to two things: the vendor's increased
familiarity with our technology environment and analysis of call solutions.
When a call is resolved by the City of Carlsbad IT staff the solution is noted.
The help desk reviews these tickets, reviews the solutions, trains their staff
accordingly and then is able to offer a higher level of support to City staff. City
staff is in-turn better pleased with the response and service they receive.
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. The benchmark was exceeded this
year - 2.9 points over goal. Staffs continued work on developing a stable
infrastructure has paid off. Also seen is an increase in the stability and up
time of the City's core applications/systems. 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, Sr. Management Analyst (760) 602-2448,
KjeziCojci. carlsbad. ca. us.
Citywide
CITY ADMINISTRATIVE FACILITIES
THE OUTCOME '•
Provide Top Quality Services. I!
r
THE MEASUREMENT
Administrative Facility Square Footage per 1000 population.
WHAT THE DATA MEAN
The standard of 1500 square feet per 1000 population is mandated per the
Citywide Facilities and Improvement Management Plan.
DEPARTMENTS INVOLVED f
Citywide. (
BENCHMARK *
1500 square feet of administrative facilities per 1000 city population. *
f"
RESULTS
Based upon a current population of 95, 150, the City is required to have at least
142,725 square feet of administrative office space. We will be required to have
approximately 180,000 square feet at build-out.
At the current time, the city has approximately 165,500 square feet of
administrative facilities. This includes:
• Faraday Center - 68,000 sq. ft
• Public Safety Center - 64,000 sq. ft
• City Hall - 13,000 sq. ft
• Facility and Maintenance (Water Department) - 13,000 sq. ft
• Oak Ave. - 5500 sq. ft
• Redevelopment - 2000 sq. ft
The City also owns the 300,000 sq. ft. Farmers Building which may be used as
a City Hall in the future.
ANALYSIS
The city currently meets this growth management requirement. With the
acquisition of the Farmers Insurance Building, the City is not required per the
growth management standard to acquire any additional administrative space.
The City has acquired the second story of the Senior Center for possible use as
office space, and when renovations are complete, will be included in the City's
' inventory for Growth Management purposes.
1 ACTION PLAN
Continue to monitor the increase in population growth in context of one
required.
POINT OF CONTACT
Joe Garuba (760)434-2820, Jgaru@ci.carlsbad.ca.us.
'*>,
o
So
o ~
0) COII^ o'CDO)
Be a city
that provides
exceptional
service on a
daily basis
Public Safety Indicators
- Fire Regional Study
- Emergency Medical Services Compliance
Tracking
- Fire Special Operations
- Technology Enhancement
- CEMAT
- Joint First Responders Training Facility
- Future Policing Methods
- Police Process Improvements
- Emergency Operating Procedures
- Fire Emergency Operations Facilities Report
- Tow Contracts
Management Goals
Building Inspection Services
Building Inspection Cost
Building Inspection Customer Satisfaction
Fire Response Time
Fire Operating Cost
Fire Customer Service and Satisfaction
Fire Stations Growth Management Standard
Fire Emergency Medical Services
Response Time
Fire Prevention Inspections
Fire Prevention Development Process
Police Response Time
Police Cases Cleared
Community Perception of Crime
Police Operating Cost
Police Customer Service & Satisfaction
Building Department
The measures used to evaluate building inspection
services are: the next day inspection rate,
inspections per day per inspector, and the ratio
of corrections. These three measures are used to
evaluate consistent service delivery and were all
within or close to accepted industry benchmarks.
Staff has the benefit of additional staff with an
increase of productivity that has allowed it to
handle a 36% increase in the number of approved
inspections while experiencing only a 13%
increase in expenses. The customer satisfaction
survey showed that 100% respondents found
the service to be excellent or good. The number
of respondents was low, and staff is working on
adjusting the survey mechanism.
Community Development
BUILDING INSPECTION DELIVERY
THE OUTCOME
A safely built community ensured by prompt and 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 MEANS
• Next Day Inspection Rate: The department is achieving its service
objective - 95% of building inspection service requests is 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 make 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
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%
FY20O2-03
95
18
17%
FY2003-04
96
21
16%
FY2004-05
95
25
13%
ANALYSIS
The three measures indicate a consistent service delivery within or very close to
accepted industry benchmarks. Demand for inspections rose about 20% (21 to
25 inspections per day). Consequently, corrections were noted on about 13%
of inspections made - a 17% drop in corrections cited. Inspectors made about
96% of service requests the next working day and they are still carrying a
workload within acceptable levels.
ACTION PLAN
Staffing has been added 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. The first two months of FY 2005-06 show the rate of
corrections back to 15%. Staff will continue to 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
Community Development
BUILDING INSPECTION COST
THE OUTCOME
Building Inspection Cost Efficiency
THE MEASUREMENT
Cost per approved inspection.
WHAT THE DATA MEANS
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 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 (delivering approved inspection results) is a highly desirable outcome.
DEPARTMENTS INVOLVED
Building
BENCHMARK
This is the third year of this measure and a benchmark has not yet been
established. Staff will be seeking industry benchmarks that will require
contacting other jurisdictions for their expenditures and results.
RESULTS
Building Department
Service
Approved or Partially
Approved Inspections
Department
Expenditures
Cost per Approved or
Partial Approval
Benchmark
TBD
TBD
TBD
FY2002-03
24,278
$1,410,000
$58.08
FY20O3-O4
23,986
$1,304,000
54.37
FY2O04-05
32,859
$1,476,000
$44.92
ANALYSIS
The third year of this measure yields results demonstrate an improved
efficiency. The number of approved inspection was up 36% and expenses rose
only 13%. This improvement in the net cost per approved inspection can be
attributed to two specific actions taken in the past year. Additional part-time
staff was added specifically to work in production housing tracts, and the
introductory packet with checklists for contractors has improved contractors'
use of staff inspection time. Part-time staff added was an experienced inspector
who requires very little supervision or management. Two limited-term
positions were also filled.
ACTION PLAN
Staff implemented an introductory packet of information last year to provide
valuable information to building permit clients. The packet includes the most
typical items inspectors view as causing projects to be not ready for their
inspection. A typical construction project is broken down into phases, and the
typical "not ready" conditions inspectors find are detailed in writing so that
builders can check off the most common reasons for failed inspection. There is
also a great deal of other helpful customer service resource material in the
introductory packet. Staff will develop other helpful checklists to add to the
introductory packet to continue to improve the contractors' efficient use of staff
resources. Staff will continue to monitor this trend and coach staff on
techniques to economize the number of inspections needed to secure approved
inspections. Staff will be seeking industry benchmarks that will require
contacting other jurisdictions for their expenditures and results.
POINT OF CONTACT
Patrick Kelley, Building and Code Enforcement Manager (760) 602 2716
pkell@ci.carlsbad.ca.us
Community Development
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
WHAT THE DATA MEANS
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.
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.
DEPARTMENTS INVOLVED
Building.
BENCHMARK
90% of survey respondents rank all Building Department services as either
excellent or good
75% of all inspections are either approved or partially approved.
RESULTS
Front counter, inspection scheduling, and field inspections survey
results were:
Front Counter
Inspection Scheduling
Field Inspections
Overall Service
FY 2O04
97%
100%
98%
100%
FY 2O05
94%
93%
95%
94%
Approved Inspections:
Inspection Results
Approved
Partially Approved
Combined Approved/
Partially Approved
Benchmark
75%
FY 2003
Results
54%
6%
60%
FY 2004
Results
53%
7%
61%
FY 2005
Results
55%
7%
62%
ANALYSIS
This is the second year of results for this measure, and surveys were sent out
for the entire year. Thirty-six (36) surveys were returned, which is a relatively
low return rate. Although the good/excellent ratings dropped, the results
received were still all above the 90% good/excellent benchmark. In the 32
surveys returned with 9 ratings each, 94% of the marks were good or excellent.
Of the 20 fair or poor marks, 40% of those were for the timeliness of the plan
review process; 60% were for the inspection process. This is roughly
proportionate to the distribution of the work associated with the permitting and
inspection process. Overall, the 94% good or excellent rating was well above
the benchmark.
The rate of Approved, or Partially Approved inspection moved slightly higher
than the two previous years. This is a positive trend given the 23% increase in
service demand between 2004 and 2005.
ACTION PLAN
Customer Service portfolios are now sent out with every permit issued at the
time the permit is issued. There is a self-addressed, postage-paid survey
included in every portfolio. This will assist in ensuring a higher number of
surveys returned next fiscal year. Daily coaching of field inspectors assures
they continue to focus on positive customer contacts at every inspection and
accommodating builders whenever they can without yielding on code
requirements. A third-party consultant is also analyzing the department and its
work processes. This process will reveal any processing or inspection service
improvement opportunities. The department is establishing a "Permit by
Appointment" process that will allow some types of permit applications to be
reviewed and approved over the counter. It is anticipated this will raise
customer satisfaction levels with the permitting process.
POINT OF CONTACT
Patrick Kelley Building and Code Enforcement Manager (760) 602-2716,
pkell(qjci. carlsbad. ca.us.
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 MEANS
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 2004-05 that threatened life, property or the
environment, as well as other responses. Responses that were cancelled
enroute are not included in this data set.
DEPARTMENTS INVOLVED
Fire.
BENCHMARK
First unit arrives on scene in eight minutes or less 90% of the time.
RESULTS
8-Minute Response Time
Fiscal Year
2003-04
2004-05
Benchmark
90%
90%
Carlsbad
87%
88%
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 has created accessible response time data, which has been analyzed
and is graphically presented on the following page. The FY 2003-04 data
serves as the base year benchmark from which future fiscal year response time
information can be analyzed and compared. The data represents the response
time components from dispatch to the first responding unit's arrival on scene.
The shaded bars represent the benchmark response time data from FY 2003-
04 and crosshatched bars represent the response time data from FY 2004-05.
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.
Fire Response Times
0000- 01:00- 02:00-03:00-04:00- 05:00-06:00-07:00- 08:00-09:00- 1000- 11:00- 12:00- 13:00- 14:00- 15:00- 16:00- 17:00- 18:00- 19:00- 2000- 21:00->22:00
00:59 01:59 02:59 03:59 04:59 05:59 06:59 07:59 08:59 09:59 10:59 11:59 12:59 13:59 14:59 15:59 16:59 17:59 18:59 19:59 20:59 21:59
Response Time (Minutes)
Q FY 04-05 I FY 03-04
Throughout the fiscal year, the Fire Department routinely analyzes overall
response time data. The Fire Department has continuously monitored
response times for all Fire Department Priority One calls for service from time
of dispatch to the arrival of the first unit on scene with a benchmark of eight
minutes. 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. In FY 2004-05, the Fire Department
identified potential internal organizational enhancements to include updating
station-alerting technology, decreased personnel turnout time, capture
response time data that includes receipt of the 911 call and continuing
consolidation of resources for mandated training.
ACTION PLAN:
Throughout the fiscal year, the Fire Department routinely analyzes overall
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. In FY 2004-05, the Fire
Department identified potential internal organizational enhancements to
include capturing response time data that includes receipt of the 911 call and
continuing consolidation of resources for mandated training.
From a response time optimization perspective, the Fire Department conducted
research with NCDJPA to determine if response time data could be obtained
that was inclusive of the time of receipt of the 911 call to dispatch. The Fire
Department has concluded that for the Carlsbad Fire Department to capture
this component of response time is currently cost prohibitive. The NCDJPA
dispatch system enhancement required to accomplish this would be
significant. Since this time component is relatively small and it is captured
and routinely monitored by NCDJPA, the additional enhancements required to
add this component to each agency's database is not warranted at this time.
The installation and organizational implementation of the Fire Agencies
videoconferencing system, which links all fire stations and fire administrative
offices in North County, continues to increase the Fire Department's ability to
administer mandated training while keeping apparatus within their districts
and available to respond to calls for service. In FY 2005-06, the Fire
Department will continue to explore, expand and optimize the use of the
videoconferencing system.
With the implementation of the EMS-related response standards, the Fire
Department will be routinely monitoring the personnel turnout time, which is
measured from the time of dispatch to manned apparatus departure. The Fire
Department will be reviewing turnout time averages to identify trends and
follow-up on extended turnout times, which generally occur when personnel
are physically separated from their apparatus during certain training events
and when performing administrative functions.
POINT OF CONTACT
Chris Heiser, Division Chief, (760) 931-2123, cheisfojci.carlsbad.ca.us
Public Safety
FIRE OPERATING COST
THE OUTCOME
Efficient use and recovery of General Fund revenues.
THE MEASUREMENT
Net operating cost per capita for fire, rescue, emergency medical, and fire
prevention services
WHAT THE DATA MEANS
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 $121 (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 2004-05 was
3.3%. Applying the CPI to the $117.18 for FY 2003-04, the FY 2004-05
benchmark is $121.05.
RESULTS
Based upon a current population of 95,146 the FY 2004-05 cost per capita to
provide fire, rescue, and emergency medical and fire prevention services was
$119.
Benchmark
$100
$106
$109
$113
$117
$121
Fiscal Year
1999-00
2000-01
2001-02
2002-03
2003-04
2004-05
Carlsbad
$90
$101
$101
$105
$108
$119
Actual FY 2004-05 Fire Department Expenditures: $12,840,574
Actual FY-2004-05 Fire Department Revenues $ 1,534,095
Net Fire Department Cost $ 11,306,479
Population 95,146
Cost Per Capita $ 119
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 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 were reviewed and new fees
were adopted by the City Council for implementation in FY 2005-06. Mutual
aid fees are revised annually. The Fire Department continues to seek revenue
generation and enhancement opportunities.
ACTION PLAN
The Fire Department has reviewed 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 has analyzed these two (2) 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 Reiser, Division Chief, (760) 931-2123, cheis(ajci.carlsbad.ca.us
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 MEANS
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 a 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.
BENCHMARK
911 Dispatch
Response Time
Competence
Courtesy
Transportation
2002-03
> 95%
97%
99%
100%
99%
96%
2003-04
> 95%
98%
98%
99%
100%
100%
2004-05
> 95%
97%
97%
98%
99%
97%
ANALYSIS
In FY 2004-05, of the 550 mailed surveys, 247 surveys were completed and
returned, resulting in a return rate of 45%. The customer service and
satisfaction survey is conducted only with emergency medical service
recipients, because those calls represent approximately 72% of all Fire
Department calls for service. In FY 2003-04, 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 2004-05, 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 and 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 Heiser, Division Chief, (760) 931-2123, cheis@ci.carlsbad.ca.us
e
t
r
c
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 MEANS
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 miles 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, CIS, Planning.
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 1500 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 1500 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 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) will be relocated as development occurs in their response area. 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, currently located in a
temporary facility at 3131 Levante Street, is being 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 final design and permitting phase of development.
POINT OF CONTACT
Chris Heiser, Division Chief, (760) 931-2123, cheis(a]ci.carlsbad.ca.us
Public Safety
FIRE EMERGENCY MEDICAL SERVICES RESPONSE TIME
THE OUTCOME
Maximization of positive outcomes in a medical emergency.
THE MEASUREMENT
Fire Department response time for the first and second units on scene for
emergency medical service calls.
WHAT THE DATA MEANS
One of the critical factors in achieving a positive outcome in an emergency,
which threatens life, is providing medical services as quickly as possible. The
Fire Department emergency medical services (EMS) response time data
represents all Fire Department EMS responses in FY 2004-05. Responses that
were cancelled enroute are not included in this data set.
DEPARTMENTS INVOLVED
Fire.
BENCHMARK
For EMS calls for service, first Fire Department apparatus on the scene within
five (5) minutes or less ninety percent (90%) of the time and the second Fire
Department apparatus on the scene within eight (8) minutes or less ninety
percent (90%) of the time.
RESULTS
EMS Unit(s) on scene 90% of the time within specified time frames
BENCHMARK
1st Unit on Scene in 5 minutes
2nd Unit on Scene in 8 minutes
Fiscal Year
FY 2004-05
FY 2004-05
ICMA*
57.9
N/A
Carlsbad
* 2004 ICMA Mean for Emergency Calls by responding agencies with a population under 100,000
ANALYSIS
The Fire Department continuously monitors response times for all Fire
Department Priority One calls for service. Since approximately 72% of the
6,706 FY 2004-05 annual Fire Department calls were for emergency medical
services (EMS), EMS-specific response times warrant additional analysis.
The Fire Department researched and analyzed national, state and local
mandates and guidelines, as well as fire and medical industry studies and their
resulting standards. These analyses resulted in the development of the above-
noted new EMS response time goals. For optimal patient outcomes, all of the
mandates, guidelines and studies support the adopted goal of a minimum on
scene arrival of the first apparatus within 5 minutes and the second apparatus
within 8 minutes.
The complement of apparatus required for an EMS call is one (1) Advanced Life
Support (ALS)-equipped fire engine, with three (3) personnel, one (1) of which is
a Paramedic/Firefighter, and one (1) ALS-equipped ambulance with two (2)
Paramedic/Firefighters. Depending upon apparatus location at the time of the
call, the fire engine may be the first apparatus to arrive on scene. Since
effective field emergency medical services require a minimum of two (2)
paramedics and the fire engine has only one (1) Paramedic /Firefighter trained
to begin patient assessment and treatment, it is critical that other dispatched
unit, the ambulance, arrive on scene to add the second Paramedic/Firefighter
to the incident to effectively deliver patient assessment and treatment.
The adopted response time goal for EMS calls will assist the Fire Department in
analyzing EMS service delivery methods to achieve its on-going mission to
efficiently and effectively meet the critical emergency medical needs of the
community.
ACTION PLAN:
Throughout the fiscal year, the Fire Department will routinely analyze EMS
response time data. If these analyses reveal that response times are
consistently less than benchmark, the department will identify the causes and
develop, implement, and monitor new corrective practices. The Fire
Department has identified potential internal organizational enhancements to
optimize EMS response times including updating station-alerting systems.
Recent research has shown that the current technology, which would provide
the greatest enhancement to response times, is a computer-linked dispatch
terminal and an automatic vehicle locator system in each apparatus. The
addition of these systems represents the next logical technological upgrade that
would provide the most significant enhancement to decrease response time to
all emergency incidents. The Fire Department will continue research efforts
and, if warranted, develop a plan to acquire and implement these
enhancements. In FY 2005-06, the Fire Department will also continue to
research changes to station alerting systems.
POINT OF CONTACT
Chris Heiser, Division Chief, (760) 931-2123, cheisfajci.carlsbad.ca.us
Public Safety
FIRE PREVENTION INSPECTIONS
THE OUTCOME
Conduct State-mandated fire and life safety inspections of facilities in the City
of Carlsbad
THE MEASUREMENT
Complete all State of California-mandated annual inspections for all public and
private schools, apartments, and hotels located in the City of Carlsbad.
WHAT THE DATA MEANS
The data will demonstrate that the City of Carlsbad is in compliance with
State-mandated requirements to conduct inspections in high life/safety
occupancies including all public and private schools, apartments, and hotels
located in the City of Carlsbad.
DEPARTMENT INVOLVED
Fire.
BENCHMARK
Applicable benchmarks are being reviewed for use in reporting FY 2005/06
data.
RESULTS
This is a new Performance Measure. Data will be collected and reported for FY
2005/06.
ANALYSIS
The Fire Prevention Division conducts annual required inspections for all
public and private schools, apartment, and hotels located in the City of
Carlsbad. In October 2005, the Fire Prevention Division instituted a new
database management system called "Permits Plus," which allows the tracking
and scheduling of inspections for state-mandated occupancies in the City.
ACTION PLAN
The Fire Prevention Division will establish the total number and types of
occupancies and then develop a plan that ensures annual compliance and a
monthly review process to ensure completion of all required inspections during
the fiscal year.
POINT OF CONTACT
Chris Heiser, Division Chief, (760) 931-2123, cheisfcici.carlsbad.ca.us
Public Safety
FIRE PREVENTION DEVELOPMENT PROCESS
THE OUTCOME
Conduct State-mandated fire and life/safety reviews of all development plans
for building construction in the City of Carlsbad in a timely manner.
THE MEASUREMENT
Conduct fire and life/safety reviews of development plans within ten (10)
business days of submission to the Fire Prevention Division.
WHAT THE DATA MEANS
Enhance customer service by minimizing construction delays due to extended
plan processing time. Ensure a maximum of 10 working days for Fire
Prevention's plan review and processing ensures continuity of the plan check
process with other involved MSAs.
DEPARTMENT INVOLVED
Fire.
BENCHMARK
Ten (10) days from date of submission 90% of the time.
RESULTS
This is a new Performance Measure. Data will be collected and reported for FY
2005/06.
ANALYSIS
The Fire Prevention Division conducts State-mandated fire and life/safety
reviews of all development plans for building construction in the City of
Carlsbad. In October 2005, the Fire Prevention Division instituted a new
database management system called "Permits Plus," which allows the tracking
of plan check turn-around times.
ACTION PLAN
The Fire Prevention Division will establish a process that monitors a plan
throughout the ten (10) day period, highlighting those plans that are
approaching the end of the ten (10) day plan check cycle. Plans nearing the
end of the cycle can then be identified and expedited in order to meet the
benchmark.
POINT OF CONTACT
Chris Heiser, Division Chief, (760) 931-2123, cheis(tx!ci.catisbad.ca.us
Public Safety
POLICE RESPONSIVENESS
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 time frame 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 and can be broken down into two components - the time it
takes to take and dispatch the call, and the officer travel time.
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 one calls are
generally less than one percent 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.
Priority 4 calls are miscellaneous calls that generally are not citizen-initiated
and may not result in a citizen interaction. Examples include a request for an
officer to make a phone call or a request for extra patrol in a certain area.
Although response time data has been measured for many years, a new
computer-aided dispatch system was installed in May 2005 and data between
the two systems is not completely comparable. Data from the former CAD
system reported a combined average response time for citizen calls and officer-
initiated calls. These officer-initiated calls generally have a response time of
zero since the officer reports the call at the same time he is on-scene. The new
CAD system breaks out the citizen calls for service so the response time is a
more accurate reflection of our responsiveness to our citizens.
WHAT THE DATA MEANS
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 one calls are only
two percent of the total police call volume, the response times for priorities two
and three are also examined because they are key to customer satisfaction as
they reflect the majority of our citizen interactions.
DEPARTMENTS INVOLVED
Police
BENCHMARK
The FY 2004 ICMA mean average priority one response time was 6.1 minutes
for cities under 100,000 population. 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
6.1 mins.
N/A
N/A
CARLSBAD
BENCHMARK
6.0 mins.
15.0 mins.
30.0 mins.
CARLSBAD
May 'OS- Jan. 31, '06
6.8 mins.
12.4 mins.
27.7 mins.
May 2005 - January 2006
ANALYSIS
Because the new CAD system data is not fully comparable to the former CAD
system, only the data from the new system is being examined in this measure.
We presently have nine months of data in the new system.
The average priority 1 response time exceeds both benchmarks, however, it is
difficult to determine if this is new or if this has been occurring for an
expanded period since we cannot easily compare to data prior to May 2005.
However, the average priority 1 response time has been fairly consistent
month-to-month over the past nine months. There were two calls identified
that had incorrect, extended response times of almost 60 minutes, thus
increasing the priority one average.
The average priority 2 response time has shown improvement during this time
period due to an improvement in the dispatching time (approximately one
minute faster); this improvement is the result of the communications operators
becoming more familiar with the new system. The average priority 3 response
time has also been consistent over the past nine months.
The travel time component of response time has remained consistent over the
past nine months for all three priorities.
ACTION PLAN
Response time will continue to be closely monitored on a monthly basis. The
police beats were realigned with the new CAD system and response time by
beat will be closely monitored to assure that geographic deployment is
maximized for response time.
The department continues to develop reports from the new CAD system and
will report response time in a call distribution format (ex: 90 percent of all
priority one calls were responded to in six minutes or less) in next year's State
of Effectiveness report.
POINT OF CONTACT
Lynn Diamond, Sr. Management Analyst, 760-931-2170,
ldiam(£;ci. carlsbad. ca. us
Public Safety
CRIME CASES CLEARED
THE OUTCOME
Maximize the number of crimes solved. t
f
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 25 years.
In additional 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 MEANS
The clearance rate is one indicator of the achievement of law enforcement C
personnel in solving crimes. Although generally thought of as a reflection of £
the investigations function, it also reflects the performance of the patrol and *,
police records functions. .%»
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.
DEPARTMENTS INVOLVED
Police.
BENCHMARK
The police department has established a benchmark to be within the top one-
third of the county with regard to clearance rates for all crime, for violent
crimes, and for property crimes. The police department uses San Diego County
data since 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 and regular quality
assurance audits that are conducted.
RESULTS
OVERALL CRIME
VIOLENT CRIME
PROPERTY CRIME
BENCHMARK
Top one-third
Top one-third
Top one-third
CARLSBAD 2004
Yes
Yes
Yes
Note: Individual city data is not yet available for 2005.
RANK
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
CITY
Carlsbad
Lemon Grove
San Marcos
Santee
La Mesa
Poway
>
National City
Vista
Encinitas
Imperial Beach
Unincorporated/ Sheriff s
El Cajon
Oceanside
Chula Vista
San Diego
Escondido
Solana Beach
Coronado
Del Mar
2004 OVERALL CRIME
CLEARANCE RATES
31%
27%
23%
22%
22%
21%
20%
20%
19%
19%
19%
18%
17%
16%
16%
16%
15%
13%
9%
RANK
1
2
3
4
5
6
7
8
9
10
11
12
••" •'>•/ •/
13
14
15
16
17
18
19
verall
iolent
roperty
199
11°/
22°/
go/
2004 VIOLENT CRIME
CLEARANCE RATES
CITY
Del Mar
Carlsbad
Santee
La Mesa
Solana Beach
Unincorporated
-;: - : '?• "' . :
Imperial Beach
Lemon Grove
Vista
San Marcos
San Diego
Encinitas
Escondido
Poway
Oceanside
El Cajon
Coronado
Chula Vista
National City
RATE
77%
69%
69%
68%
64%
59%
58%
58%
56%
55%
53%
49%
": • A ""'
46%
45%
43%
39%
37%
34%
28%
2004 PROPERTY CRIME
CLEARANCE RATES
CITY
Carlsbad
Lemon Grove
La Mesa
National City
Poway
San Marcos
Encinitas
Santee
El Cajon
Vista
Oceanside
Escondido
'••• • •'-,'/. ' : .,'• ' "••'.;
Unincorporated
Imperial Beach
Coronado
Lemon Grove
Solana Beach
San Diego
Del Mar
RATE
26%
22%
18%
18%
18%
18%
15%
15%
15%
14%
13%
13%
- ,:•/'.• -
12%
11%
11%
11%
10%
10%
4%
CARLSBAD'S CLEARANCE RATES: 1994 - 2004
4 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
b 16% 21% 30% 24%
o 43% 48% 52% 48%
o 13% 18% 27% 22%
23% 23% 23% 19% 21% 31%
45% 56% 60% 47% 51% 69%
21% 19% 20% 16% 17% 26%
ANALYSIS
Carlsbad's 2004 overall clearance rate (41%) was the highest Carlsbad has
achieved in at least 16 years. Although there has been much fluctuation in
overall clearance rates over the years, Carlsbad has shown a steady increase
the past three years. In contrast, the county average overall clearance rate has
decreased in the past five years to an average rate in 2004 of 17%, almost half
of Carlsbad's rate of 31%.
Carlsbad's 2004 violent crime clearance rate (69%) was also the highest
Carlsbad has achieved in at least 16 years. Again, there has been significant
fluctuation in the rate over the years but there has been a steady increase in
the past three years. This is especially significant given the downward trend in
the county's average rate over the past five years to 51% in 2004.
With regard to the property crime clearance rate, Carlsbad has had several
other years with clearance rates equally good to those achieved in 2004 (26%),
however, it has fluctuated greatly with no steady trend or predictability. 2004
was the third year of a steady improvement in the property crime clearance
rate. At 26%, Carlsbad continues to far exceed the county average of 13%.
ACTION PLAN
Although our performance has exceeded the benchmark for the past several
years, because of the variability in the results over the years a definitive plan
was needed to maintain high clearance rates for an extended period. As a
result, a management goal was developed last year to analyze the methods by
which cases are reported, documented, assigned, investigated and closed, as
well as the development and implementation of strategies to maximize
clearance rates for an extended period.
Sustaining this performance level is now the challenge. To help assure
performance consistency, last year's team identified and/or implemented the
following to help sustain clearance rate performance:
• Detective training to teach each new detective in proper clearance rate
procedures.
• Fingerprint all misdemeanor arrest suspects and ensure that the policy
is consistently practiced by all patrol shifts.
• Improve patrol follow-up and investigation by better communicating
expectations, education through the field training officer program,
implementing a standard report format (in progress), improved
accountability through the evaluation process, and quality control follow
up including spot checks and feedback from Investigations.
• Improved evidence collection and processing (in progress)
• Ongoing audits in investigations to track the accuracy of clearance data,
and identify potential problems before they adversely affect clearance
rates.
• Quarterly Investigative supervisor's review of detectives' open cases.
POINT OF CONTACT
Lynn Diamond, Sr. Management Analyst, 760-931-2170,
ldiam(S>ci, carlsbad. ca. us
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, gender, city size,
perception of police responsiveness, level of information regarding
neighborhood crime and personal experiences.
DEPARTMENTS INVOLVED
Police
BENCHMARK
The benchmark for community sense of safety is the ICMA "Citizen Rating of
Safety in Their Neighborhoods" for fiscal year 2004 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
2005
85%
57%
9.4
How safe do you feel walking alone in your neighborhood at night?
PERCENT RESPONDING "VERY SAFE"
CARLSBAD
BENCHMARK
AVERAGE
2OOO
41%
31%
7.5
20O1
43%
33%
7.6
2OO2
39%
37%
7.6
2003
43%
35%
7.8
20O4
N/A
N/A
N/A
2O05
44%
45%
7.8
ANALYSIS
Carlsbad's ratings have been consistent for the past five years and are
generally higher than the benchmark. The benchmark for daytime safety
decreased while the benchmark for nighttime safety increased. Even with
these changes, Carlsbad is consistently close to or above the benchmark.
In looking at the safety survey responses, differences were found in the ratings
of daytime as well as nighttime safety based on respondent age. Residents over
60 gave somewhat lower ratings for safety than younger age groups. No other
significant differences in the 2005 daytime safety ratings were found when
comparisons were made based on location of residence, length of residence,
household income, home ownership, presence of children in the household, or
household size.
Homeowners rated their feelings of safety at night higher than renters (7.6),
Respondents with higher incomes generally reported higher ratings of
nighttime safety than those with lower incomes. Location of residence, length
of residence, presence of children in the household and household size did not
affect ratings of nighttime safety.
The general trend for these safety ratings is reflected in the evaluation of
Carlsbad's Police Services. In general residents who feel higher levels of safety
in their neighborhood rate their satisfaction with police services higher.
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. The department will also
continue the crime statistics hotline, providing accurate and timely crime
information to the public and will look for ways to expand the distribution of
crime information.
POINT OF CONTACT
Lynn Diamond,
ldiam@ci. carlsbad. ca. us
Sr.Management Analyst, 760-931-2170,
Public Safety
POLICE OPERATING COSTS
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
01-02
$168
$165
02-03
$184
$173
03-04
$194
$197
ANALYSIS
Carlsbad is close to 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 14% in 2003-04 compared to a 5% increase
for the benchmark agency group overall.
The majority of this increase was due to a 16% increase in salary and benefit
expenditures. Salary and benefit costs make up the majority of the police
department's budget; they were 79% of the 2003-04 budget. The largest
increases in salary and benefits were for retirement, health insurance, and
workers compensation.
Maintenance and operations expenses increased by 8% between 2002-03 and
2003-04. Much of this increase was due to initial expenses associated with the
public safety technology project. The department was able to maintain or
reduce remaining maintenance and operation costs.
Chula Vista
La Mesa
Oceanside
Escondido
Carlsbad
National City
El Cajon
Coronado
Total , .-. " ..--.-
2003-04
Expenditures
$35,831,638
$10,116,154
$32,255,226
$26,914,746
$18,234,521
$12,158,331
$23,046,136
$6,753,652
•- ;,>• $165^10^*
2004
Population
208,510
55,885
172,800
140,088
92,719
60,027
97,359
26,405
• t v 853,793
Per Capita
Cost
$172
$181
$187
$192
$197
$203
$237
$256
$194
Note: The jurisdictions listed above are those in San Diego County that provide
their own law enforcement services. 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
2003-04 was $179 for jurisdictions under 100,000 population (25 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,
ldiam(a)ci. carlsbad. ca. us
Sr.Management Analyst, 760-931-2170,
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 (Public Opinion Survey and Crime Victim Survey)
• Personnel complaints
The survey portion takes the results from the section of the police
department's crime victim 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 15 years. Also reported is the police
service rating from the City's annual public opinion survey.
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
results from the annual public opinion survey reflect the community's overall
perception and satisfaction with police services.
The complaints portion of the measure reflects 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.
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
2004 survey results report an average of 62% 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
PUBLIC OPINION SURVEY
CRIME VICTIM SURVEY
SUSTAINED
COMPLAINTS/ 10,000
ICMA
AVERAGE
-
62%
N/A
CARLSBAD
BENCHMARK
90%
-
0
CARLSBAD
2005
90%
81%
TBD
% RATING POLICE SERVICE AS GOOD OR EXCELLENT
911 Dispatcher
Uniformed personnel
Detectives
Records
Total
2000
89%
94%
85%
89%
89%
2O01
85%
93%
81%
83%
86%
2002
90%
90%
86%
89%
88%
2003
85%
91%
80%
88%
87%
2004
87%
90%
85%
79%
87%
2005
82%
92%
84%
82%
81%
SUSTAINED PERSONNEL COMPLAINTS PER 10,000 CALLS
Sustained Citizen Complaints
Per 10,000 Calls
Calls
2OO1
0
0
68,798
2OO2
2
0.30
66,713
2O03
0
0
73,963
2OO4
1
0.14
73,667
20O5
2
0.27
74,546
ANALYSIS
Customer Survey: Traditionally, uniformed personnel have the highest ^
customer service rating of all the police service areas; they have consistently (j *
rated at 90% or higher in the crime victim survey and this continued in 2005. f-
The Communications Center's rating was lower in 2005; this may be due to the
transition to the new computer-aided dispatch system and the time needed for *•
communications operators to become completely familiar with the system. The C*
investigations ratings maintained consistency in 2005 while the records £*
division rating is showing an increasing trend after a low in 2004. ^,
\
/**•"-The overall citizen satisfaction with services based on the annual public
opinion survey has been consistent with an overall rating of 90% rating police '
services as good or excellent.
Citizen Complaints: The total number of complaints filed each year, as well
as the number of those that are sustained, is 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
2005 we had 2 sustained citizen complaints out of a total of 20.
ACTION PLAN
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.
§
Citizen complaints will continue to be carefully analyzed and monitored. f
#*:•-
POINT OF CONTACT
Lynn Diamond, Sr. Management Analyst, 760-931-2170,
ldiam(£jci. carlsbad. ca. us
V.
^
.o s±.
3 O
Provide and support
a safe and efficient
transportation system
that moves people,
services, and goods
throughout Carlsbad
Current Results
TRAFFIC
• Results of the 2005 Growth Management
Traffic Monitoring program indicate that ALL
roadway segments and intersections within
the study meet the Growth Management
Circulation Standard.
• In general, travel times on El Camino Real
have increased. This is in line with the overall
increase in traffic volumes from year to year.
Construction work has also impacted travel
times.
• Travel times on Palomar Airport Road have
also increased but were found to be within
the ranges established by previous studies.
This is in line with the overall increase in
traffic volumes from year to year. A notable
exception is the decrease in travel times on
Palomar Airport Road for the westbound
direction during the am peak period. This
may be the result of the newly added third
westbound lane between the east City limits
and Melrose Drive.
• The number of reported traffic collisions is
consistent with previous years.
STREET MAINTENANCE
• The City's roadway inventory has increased
due to the development of several large
projects. These projects include Bressi Ranch,
La Costa Greens and La Costa Oaks amongst
others. While these additional roadways
represent a significant addition in total lane-
miles, they have not yet had an impact on
overall programs costs. Consequently for
2005, the results show that expenditures in
Carlsbad decreased from the previous year of
$592 per lane-mile.
• Staff continues to develop annual work
programs to ensure preventive maintenance
is performed. A number of new measures in
this area have been developed; results will be
included in next year's report.
ROADWAY CONDITIONS
• The overall roadway conditions as monitored
through the roadway condition index reflected
an average rating of 90 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 64% of responses as either "Good "
or "Excellent." These results reflect a recent
trend of decreasing satisfaction with road con-
ditions. The positive ratings has slipped from
encompassing over 80% of respondents in
2002-2003 to only accounting for 66% of re-
spondents in the current year. A contributing
factor to this decrease is the significant con-
struction in the south part of the City resulting
in roads being impacted by traffic control plans
that reduce capacity and increase delays.
Overall Road Condition Ratings 2000-2005
25.0% 53.0%
22.3% 56.8%
13.8% 62.3%
13.9% 61.8%
13.7% 59.0%
17.0%58.5%
)% 20% 40% 60%
(POOR HFAIR BGOOD • EXCELLENT
80%
13.4%
16.6%
21.1%
21.2%
25.2%
21.9%
100%
Increase in Mileage of Roadway
850
800
750
700
650
2003 2004 2005
Trends and Observations
• Completion of a number of scheduled main-
tenance activities report results below bench-
mark. Staff continues to analyze alternative
work methods to improve the balance of sched-
uled versus unscheduled work.
• As the roadway system continues to increase
through development of the City, the challenges
in trying to achieve the balance between
scheduled and unscheduled maintenance will
continue.
• The total increase in lane miles between 2004
and 2005 represented a 12% increase to the
streets inventory, and while it did not have a
corresponding increase on the budget this
year, it is expected that it will have a significant
impact in upcoming years.
• Current maintenance expenditures are running
very close to budget. This is concerning as
past budgets have not grown at the same pace
as development. There is a concern that as
the City grows larger and adds more roads,
streetlights, and traffic signals, and more of
these items begin to breakdown and need
routine maintenance and repair, that the Streets
maintenance workload continue to increase.
This demand for service may result in the need
for additional resources.
Public Works
ROADWAY SERVICE DELIVERY
THE OUTCOME
High quality roadway experience.
THE MEASUREMENT
A multi-modal approach combining:
• Roadway Service
• Roadway Environment
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.
WHAT THE DATA MEANS
Roadway Service: 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 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
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
semiannually.
DEPARTMENTS INVOLVED
Street Maintenance and Medians
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).
RESULTS
Roadway Service: In fiscal year 2004-05, the data collection process in Street
Maintenance was not fully implemented. The portions that were tracked this
fiscal year were taken from the Hansen work order system.
Street Striping
Work Activity *
Line Striping -
Major 85 Prime
Line Striping -
Other Arterials
Crosswalks & Stop
Bars (painted)
Pavement
Messages (painted)
Curb & Bull Nose
Benchmark
90
90
90
90
90
2003-04
completed
%
94.8%
125.2%
78.4%
82.0%
2004-05
completed
%
76.4%
159.8%
133.9%
65.9%
62.5%
* Striping Standard: All Primes and Majors and school zones striped annually; all other streets every two years. Replace all thermoplastic markings every
7 years.
Signal Lights
Description
% of days on Recall
Benchmark
1%
Result 2004-05
0.26%
Street Lights
Description
Repair Response within 10 days
•* Benchmark
90%
Result 2004-05
88%
Sidewalk Repairs
Measure
% of high priority repairs completed
within 30 days
% of medium priority repairs
completed within 60 days
% of all repairs completed within 100
days
Benchmark
90%
90%
90%
Result 20O4-05
82.8%
61.7%
76.4%
Roadway Environment: The following table identifies the percent of
responses from each assessment of the City's roadway environment greater
than or equal to 7:
Evaluation
Date:
Benchmark
May 5, 2004
Nov. 18,
2004
May 26,
2005
Oct. 20,
2005
Litter
Control
90%
97%
88%
88%
89%
Median
Maintenance
90%
100%
96%
75%
96%
Weed Control
90%
87%
100%
100%
92%
Overall rating
90%
95%
94%
88%
93%
ANALYSIS
Roadway Service: This measure utilizes the Hasen Work order system 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
results of how much scheduled maintenance was completed in the 2004-05
fiscal year show a great variation between work activities. The striping of
Majors and Primes show a completion rate of 76.4%, which is below the
benchmark of 90%. The striping of other arterials and painting of crosswalks
and stop bars exceeded 100% completion due to the fact that more than the
targeted annual amount of these items was painted during the last fiscal year.
The striping program is not clearly defined and the current work plan the
striping team follows is not linked to the measure to achieve the 90%
benchmark goal. A work plan is in process to attempt to create a schedule for
striping work in the City and then link that plan to the measurement process.
Steps will also need to be conducted to ensure the data entered is accurate.
Traffic Signals: Having functioning signal lights at intersections are crucial
to maintain safety and traffic flow. City staff provides overall coordination and
minor repair work of signal lights with contracted staff conducting preventative
maintenance and major repairs.
Lights that are on "Recall" are often cited as taking too long to change, so a
tracking measure was developed to determine how many days signal lights in
the city were in the "Recall" state. The 2004-05 results of this tracking
resulted in the discovery that the City had 1,334 days that signal lights were
on "recall". This involved a total of 10 signal lights of the 142 currently in the
City inventory. When compared to the 51,830 (365 days x 142 lights) total
number of days that signal lights could be functioning properly, City signal
lights were on "Recall" 0.26% of the time. The signals were in "Recall" almost
entirely because of road construction issues. This construction includes the
installation of reclaimed water piping or road widening and causes the under
pavement loops to be damaged. It is normal City practice to wait to replace the
loops until the construction project is over which leaves the lights needing to
stay in the "Recall" status until that point.
Street Lights: Service requests received for bulb or sensor replacement were
repaired within 10 days 88% of the time last fiscal year. Items that require
power repair require a joint meeting with the utility company and due to
scheduling can be delayed beyond the 10-day benchmark.
Sidewalk Repairs: The Streets department contracts out the majority of the
low and medium priority service requests and complete the high and
emergency items with City staff. The contracting process has historically
delayed the work time to completion, which in turn causes a drop in the
amount of service requests completed within the benchmark time.
Roadway Environment: The raters were asked to respond to a total of 3
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 7 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.
Median Maintenance saw a large increase between the spring and fall
assessments in 2005, from 75% in the spring to 96% in the fall. This was
predominantly due to the time of year the review took place, the medians also
had time to recover from the winter storms of January and March by the time
the Fall survey occurred.
ACTION PLAN
• Data on progress toward completing scheduled maintenance activities
will be reviewed on a regular basis to ensure maintenance goals are
achieved.
• 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.
Roadway Service:
Striping
• Develop and implement a proactive striping program that balances
the use of in-house staff with outside contractors.
• Award thermoplastic contract to overlay painted legends In order to
reduce the number of areas requiring annual repainting.
Traffic Signals
• Two new measures have been developed; staff will be trained on the
proper tracking and entry of the information into the Hansen work
order system so that results can be reported in next year's State of
Effectiveness Report
Street Lighting
• A second measure has been developed; staff will be trained on the
proper tracking and entry of the information into the Hansen work
order system so that results can be reported in next Years State of
Effectiveness Report.
Sidewalk Repairs
• Work with Streets staff to ensure Hansen entering and closing of work
orders is timely.
• Ensure curb, gutter and sidewalk concrete contract is created every
six months to ensure long-term repairs can be completed
Signage
• There will also be several MAP measures for tracking response times
for sign knockdowns of both Priority and Secondary signs. Data will
also be collected over the course of this fiscal year to create a
benchmark for response times to high priority and regular work
orders from Transportation Engineering. The data for these measures
will be tracked in the Hansen Work Management System.
Roadway Environment:
• Results will be analyzed and compared against the established
benchmarks. If scores are below expectations, procedural changes
and/or corrective action will be taken.
POINT OF CONTACT
Thomas Moore, Facilities and Streets Superintendent (760) 434-2939,
Tmoortfflci. carlsbad. ca. us.
Public Works
ROADWAY COST EFFICIENCY
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 MEANS
Measures the use of tax dollars allocated for the City's roadways and the
relative change per year in expenditures.
DEPARTMENTS INVOLVED
Maintenance and Operations/Street Maintenance, Engineering
BENCHMARK
The 2005 City of Carlsbad maintenance cost per lane-mile benchmark will be
set at $5,480 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 = 3.7% and 2005 = 3.3%).
RESULTS
Carlsbad
Maintenance Costs
Total Lane -Miles
$/ Lane-Mile
Benchmark
2003
$3,724,147
728
$5,116
$5,116
2004
$4,014,412
734
$5,469
$5,305
2005
$4,028,523
826
$4,877
$5,480
t
€
C
c
*
ANALYSIS
Annual Roadway Costs: The City's roadway inventory has increased due to
the development of several large projects and subsequent acceptance of their
related road projects into the City's inventory. These projects include Bressi
Ranch, La Costa Greens and La Costa Oaks amongst others. While these
additional roadways represent a significant addition in total lane-miles, they
have not yet had an impact on overall programs costs. Consequently for 2005,
the results show that expenditures in Carlsbad decreased from the previous
year by $592 per lane-mile. This represents a 10.8% decrease from the prior
year. This is lower than the benchmark by $603 per lane-mile. Total
maintenance spending for 2005 was only $14,111 more than 2004 but total
*
*
t
e
lane miles increased by 92 miles. The total increase in lane miles between
2004 and 2005 represented a 12.5% increase to the streets inventory, and
while it did not have a corresponding increase on the budget this year, it is
expected that it will have a significant impact in upcoming years.
Current maintenance expenditures are running very close to budget. This is
concerning as past budgets have not grown at the same pace as development.
There is a concern that as the City grows larger and adds more roads,
streetlights, and signals, and more of these items begin to breakdown and need
routine maintenance and repair, that the Streets maintenance workload will
exceed the annual block budget appropriations. With a 12.5% increase in the
streets inventory, it is only a matter of time until a corresponding increase in
maintenance and repair costs begin to be incurred. It is a reasonable
expectation that costs will escalate for newly acquired roads on a yearly basis
over the first few years after implementation. Routine maintenance will begin
within the first year, while repairs due to road usage will build on a more
gradual basis. When this occurs there will be pressure to defer maintenance to
fit within the block budget provided. It will be very important going forward
that the amount of maintenance that the city should do each year is measured
and quantified so that the annual streets budget will be sufficient to properly
maintain the City's streets.
As the City grows, there are many opportunities to look for efficiencies in doing
business. In FY 2004 a study was conducted to compare the cost of striping
the city streets with contracted versus City staff. The results of this study
showed that costs between these two groups were almost identical. These
results determined that future city striping would remain a City staff function
with contracting out of specialized tasks such as Thermoplasting being
pursued. Thermoplasting of legends and crosswalk bars will last seven years
without requiring repainting is a proven time and cost savings to the City.
Thermoplasting requires equipment that the City does not have so a contract
will be pursed in the later half of the 2005 fiscal year. A striping schedule to
determine the time it takes the striping crew to stripe the City streets, complete
engineering work orders, remove graffiti, and remove algae is being developed
to ensure that the existing City crew can accomplish its core tasks of striping
and engineering work order completion.
Battery back up systems are being installed in many City signal lights to allow
for flash functioning during power outages. This will reduce City staff and
contractor call outs to monitor and reset these intersections as well as make
City intersections safer during these power outages.
The curb, gutter, and sidewalk repair work the Streets department is
responsible for is being conducted using a series of contracts to repair the
damaged areas. These contracts are used to supplement the City's streets
crews to allow for the large volume of this work to be completed in a timely
manner.
Benchmark Partner Comparison
Agency FY 2O05
Chula Vista
San Diego County City
San Marcos
Carlsbad
Maintenance
Costs
$4,956,587
$2,362,160
$2,461,000
$4,028,523
Total Lane-
Miles
937
300
494
826
$/ Lane-Mile
$4,956
$7,874
$4,982
$4,877
Benchmark partner comparison
When staff evaluated the data that was collected from partner agencies it was
noted that each agency had a different configuration of workload that was
encompassed within the designation of "Streets Department." Interestingly the
costs per lane mile results were very similar between Chula Vista, San Marcos
and Carlsbad.
ACTION PLAN
• In conjunction with the Finance Department, develop an annual
maintenance budget for the Streets department to ensure that proactive
maintenance schedules can be implemented.
• Refine the budget process to ensure the annual street maintenance budget
is adequately funded to ensure street maintenance budget accompanies the
transfer of new street mileage inventory to the streets department. This is
necessary to maintain this new inventory according to existing standards.
• Continue determining the best balance between staff and contractors for
completion of striping and the curb, gutter, and sidewalk work.
POINT OF CONTACT
Thomas Moore, Facilities and Streets Superintendent (760) 434-2939.
c
Public Works
ROADWAY SAFETY
THE OUTCOME
Roadway safety.
THE MEASUREMENT
Collision rate per million vehicle miles.
WHAT THE DATA MEANS
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 have a significant impact on roadway safety. This measurement brings
the effectiveness of all these factors, excluding the driver, together to measure
the safety outcome. Data is currently measured by both engineering and
police. Data is gathered throughout the year and is summarized in the
Engineering Department, 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
Public Works Maintenance and Operations, Public Works Engineering, and
Police Departments. .
BENCHMARK
100% of road segments meet Caltrans collision rates by type of segment.
RESULTS
Roadway Segments Within Caltrans Collision Rates
ROADWAY
SEGMENT TYPE
Secondary Arterials
Major Arterials
Prime Arterials
Total Road Segments
within Caltrans collision
rates:
Benchmark
100%
100%
100%
100%
19991
88%
100%
95%
95%
20002
886%
100%
95%
95%
2001^
100%
100%
95%
98%
20O23
79%
77%
90%
82%
20033
79%
77%
95%
85%
20044
71%
79%
95%
83%
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.
4-14 secondary, 14 major, and 19 prime arterial segments.
ANALYSIS
In 2004, 83% of the roadway segments measured were within the statewide
collision rate. In 2004 there was one additional roadway segment that was
measured in 2004 and not in 2003, there was a 2.1% 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 North City Limits to Mountain View Drive
• Carlsbad Boulevard from Mountain View Drive to Carlsbad Village Drive
• Carlsbad Boulevard from Tierra Del Oro Street to Palomar Airport Road
• Carlsbad Village Drive from Carlsbad Boulevard to Harding Street
• Carlsbad Village Drive from Harding Street to Pio Pico Drive
• La Costa Avenue from Rancho Santa Fe Road to Camino de los Coches
• Palomar Airport Road from Avenida Encinas to Paseo del Norte
• Paseo Del Norte from Cannon Road to Palomar Airport 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 and exits serving businesses. The short distance between these
driveways introduces traffic conflicts and significantly increases the starting
and stopping of vehicles allowing motorists to enter into traffic flow. This
roadway environment requires extra attention and safety precautions by
motorists.
The segments of Carlsbad Boulevard from North City limits to Palomar Airport
Road are parallel to the 1-5 Freeway and to the Pacific Ocean. Congestion or
the occurrence of incidents often causes traffic diversion from the freeway to
Carlsbad Boulevard. This increase in volume may be a contributing factor to
the number of collisions on the corridor. The high number of pedestrians and
bicyclists may also be a factor due to driver distraction.
The segment of Palomar Airport Road from Avenida Encinas to Paseo Del Norte
features very high traffic volumes due to the proximity to the 1-5 Freeway on
and off ramps. It also features closely spaced intersections and numerous
business driveways. These factors and driver inattention may contribute to
collisions on the segment.
The segments between North City Limits to Mountain View Drive and Mountain
View Drive to Carlsbad Village Drive continue to be heavily traveled corridors.
Driver inattention in both of these corridors is a contributing factor in the
number of collisions. The segment of Carlsbad Boulevard from the North City
limits to Mountain View Drive is a thirty-five (35) mile per hour segment in
Carlsbad. Drivers often are inattentive and make unsafe lane changes or
attempt U-turn actions inappropriately.
The segment of Paseo Del Norte and Cannon Road to Palomar Airport Road has
numerous driveways serving commercial and retail establishments. Drivers'
inattention and excessive speed contribute to many of the collisions.
The segment of La Costa Avenue from Rancho Santa Fe Road to Camino Del
Los Coches is a short segment serving a commercial development and
residential development. Parking is permitted on the south side only. The road
transitions in an eastbound direction from four lanes to two lanes. The road is
used by high school drivers attending La Costa Canyon High School, residents
in single-family homes south of Camino De Los Coches, and visitors of
Stagecoach Park. This segment has relatively low traffic volumes that result in
a high collision rate when several collisions occur. The collisions follow no
ongoing repetitive pattern.
Each of these segments is in a heavily traveled corridor. The segment on
Carlsbad Village Drive is particularly problematic due to closely spaced
intersections, many driveways, heavy pedestrian volumes and tourist
destinations.
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. Some 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 staff reports on traffic signal needs and
identifies a priority list of intersections for placement of future traffic signals.
Interim measures are implemented when a collision pattern is identified until a
permanent solution is attainable.
In 2004, 880 collisions occurred in Carlsbad where a police officer reported to
the scene of the accident as compared to 891 in 2003. Also in 2004, 158
collisions were classified as hit and run, which is an increase of 29 collisions
compared to 2003 data. Sixty-six traffic collisions were a result of rainy
conditions and/or wet roadways or fog during 2004. There were 37 collisions
in construction zones, an increase of 23 collisions as compared to 2003 which
reflects the significant amount of roadway construction in Carlsbad. Bicyclists
were involved in 23 collisions in 2004, which is a 23% decrease over 2003.
2004 was the fourth year the Carlsbad Police Department tracked cell phone
usage in a vehicle when a collision occurred. Of the 788 collision reports
containing cell phone information, 15 reports listed a cell phone in use by the
responsible party. Six hundred and one (601) reports listed a cell phone
present, but not in use by the responsible party. The remaining 172 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 that experienced the highest number of collisions in 2004 was El
Camino Real at Alga Road/Aviara Parkway. This intersection has a collision
rate of 0.34.
ACTION PLAN
In 2004, the number of reported traffic collisions was about the same as the
previous year. As traffic volumes continue to grow, the trend expected 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, a continued high level of Police Department traffic
enforcement, and a well developed Capital Improvement Program (C.I.P.) 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.
A large number of the primary collision factors that result in collisions are
outside the control of the City. Therefore, initiating preventive measures can
be difficult due to the nature of the accidents/collisions (weather or driver
inattention.) Almost all Carlsbad Village Drive and all Carlsbad street
segments have been fully improved to city standards, including permanent
signing and striping with traffic control devices in place. However, it is
expected that all roadway segments could meet the benchmark of falling below
within the Caltrans collision rates, and Westaff 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 with design and
construction funding included as part of the annual capital improvement
program.
POINT OF CONTACT
Bob Johnson (760) 602-2752, Bjohn(o).ci.carlsbad.ca.us.
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
on a regular basis 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 time frame
measured.
WHAT THE DATA MEANS
• 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 Havmar)
Ideal Travel Time (Northbound or Southbound) 10 min, 53 sec
;
i
Ideal Travel Time is 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 is 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 Minutes4
Bench-
mark
Dec.
2002
Jan
2003
June
2003
Dec
20O3
June
2O04
June
2O05
% Change
Benchmark
to June '05
Northbound -
South. City Limit
to Haymar
15.7 18.3 16.0 17.2 16.5 17.6 16.8 +7.0
Southbound -
Haymar to South
City Limit
Northbound -
South City Limit
to Haymar
18.0 20.1 17.4 17.1 20.3 21.2 20.0
15.8 17.4 12.9 16.2 16.3 17.0 17.1
+ 11.0
+8.3
Southbound -
Haymar to South
City Limit
16.0 18.3 14.9 16.5 16.6 16.3 19.1 + 19.4
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
21.3
19.8
-2.3
+ 13.8
'Benchmarks were established from June 2000 Travel Time Studies
*The Percent Change From Benchmark represents the change from the original benchmark established in June 2000 to June 2005
Palomar Airport Road Average Travel Times in Minutes4
Benchmark
Dec.
2002
Jan
2003
June
2003
Dec.
2003
June
2004
June
2005
% Change ^
from 1
Benchmark,
Eastbound -
Carlsbad Blvd
to East City
Limit
Westbound -
East City
Limit to
Carlsbad Blvd
11
11
11
11
12
10
12
12
11
11
12
13
13
11
«l
+ 12 f 1
V 1
-4 f'
Eastbound -
Carlsbad Blvd
to East City
Limit
11 11 12 10 12 11 +5
Westbound -
East City
Limit to
Carlsbad Blvd
Eastbound -
Carlsbad Blvd
to East City
Limit
10
14
10 8 11 11 10
12 11 12 13 13
10
13
+4
-5
Westbound -
East City
Limit to
Carlsbad Blvd
12 12 11 12 11 12 12 +2
*Benchmarks were established from June 2000 Travel Time Studies
*The Percent Change From Benchmark represents the change from the original benchmark established in June 2000 to June 2005
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, the regional
mall, pedestrian volumes, and lane closures due to construction. The presence
of several major construction projects may have contributed to the increase of
off-peak travel times and volumes. Afternoon peak hour delays are
significantly higher due to the rising 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. A slight decrease was seen in
certain portions of El Camino Real and Palomar Airport Road.
Traffic Volumes, El Camino Real
Location
Between S.R. 78 and Plaza Drive
Between Faraday Avenue and Palomar
Airport Road
Between Levante Street and Calle
Barcelona
Traffic Volume ADT
2000
49,449
32,488
30,085
2005
44,123
35,659
35,169
% Change
-11%
+ 10%
+ 17%
Traffic Volumes, Palomar Airport Road
Location
Between 1-5 S/B Ramp and 1-5 N/B
Ramp
Between El Camino Real and El Fuerte
Street
Between Melrose Drive and Paseo
Valindo
Traffic Volume, ADT
2000
38,437
47,968
47,873
2005
38,217
51,278
49,487
% Change
- .6%
+7%
+3%
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 over the past two years. 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
and general construction impacts.
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, Faraday Avenue and Alga Road during the
a.m. peak period. During the p.m. peak periods, major traffic congestion
occurs at the intersections of La Costa Avenue, Faraday Avenue, Alga Road,
Marron Road, and Cannon Road. The major traffic delays occur at the
intersections of Calle Barcelona, La Costa Avenue, Palomar Airport Road, and
Marron Road during the off peak periods.
The opening of the College Boulevard/Cannon Road extension in August 2004
resulted in a noticeable reduction of traffic volumes on El Carnino Real. The
shift in traffic volumes that results in fewer vehicles on El Camino Real has
improved travel times.
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. A
notable exception is the decrease in travel times for the westbound direction
during the a.m. peak period, which may be the result of the newly added third
westbound lane between the east City limits and Melrose drive.
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 eastbound Palomar
Airport Road where Yarrow Drive, El Camino Real and El Fuerte intersect and
on westbound Palomar Airport Road at the intersections of El Fuerte Street, El
Camino and College Boulevard during the a.m. peak period. During the p.m.
peak periods, major traffic congestion occurs on eastbound Palomar Airport
Road where Armanda Drive and El Camino Real intersect and on westbound
Palomar Airport Road at the intersections of El Camino Real Armanda 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. The opening of the College Boulevard/ Cannon Road extension
in August 2004 resulted in a noticeable reduction of traffic volumes on El
Camino Real. Roadway impacts will be analyzed after the December 2005
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.
The projected completion, in 2006, of Faraday Avenue and Melrose Drive
should divert traffic volume from El Camino Real and Palomar Airport Road
and improve travel times. Poinsettia Lane Reach "E" could be completed in a
three to five year timeframe by private development and would further reduce
traffic volume on Palomar Airport Road. 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 2005. The results from these studies will
enable continued comparisons to be made with the results contained in this
and previous studies in order to evaluate trends resulting from traffic
improvements or delays on both roadways.
POINT OF CONTACT
Bob Johnson (760) 602-2752, Bjohn@ci.carlsbad.ca.us.
Public Works
ROADWAY RELIABILITY
THE OUTCOME
High quality roadway experience.
THE MEASUREMENT
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 MEANS
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 rideability 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 and Operations/Street
Maintenance
BENCHMARK
Average OCI of 80 including a target of 100% of roadways scoring a minimum
of 70 or higher. 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
The following table identifies the OCI values of the City's roadways as of the
end of the 2005 calendar year.
Roadway Class
Local
Industrial
Collector
Secondary Arterial
Major Arterial
Prime Arterial
City Wide
Total
Centerline
Miles
242
14
4
29
26
24
339
Benchmark
Average OCI
80
Actual
Average
OCI
92
83
84
88
91
87
90
Miles of
Roadway
Above an
OCI of
70
231
12
3
26
25
22
319
% of Miles
Above an
OCI of 7O
95%
88%
80%
89%
98%
91%
94%
ANALYSIS
The results reflect the construction of the 2005 Management Program projects
and the addition of approximately 11.1 miles of new roadways. The Pavement
Management Program projects resulted in 17.0 miles of roadways being sealed
and 10.6 miles of roadways receiving an overlay. The combined cost of the
Pavement Management Program projects was $3,400,000. As a result of these
activities, the City Wide OCI value increased from 88.5 to 89.9.
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
2OO3
2004
2005-1 *
20O5-2 **
Expenditures on
Pavement Mgmt.
Projects
N/A
$2,830,000
$2,935,000
$8,315,000
$3,400,000
$0
Average
OCI
(System
Wide)
75
83
84
89
89
90
Miles of Roadway below
an OCI of 70% of miles
below an OCI of 70
N/A
53 miles / 16%
50 miles / 15%
27 miles / 8%
20 miles / 6%
20 miles /6%
*2005-1- represents the results calculated by updating the last year's roadway inventory with the new OCI values after the 2005 Pavement Management
Program projects are constructed.
**2005-2-represents the results of the 2005 Pavement Management Program projects and the new roadways that have been constructed in the last year.
ACTION PLAN
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
Marshall Plantz (760) 602-2766, Mplan(g;ci.carlsbad.ca.us.
Public Works
TRANSPORTATION CUSTOMER SATISFACTION
THE OUTCOME
A high level of customer satisfaction.
THE MEASUREMENT
City of Carlsbad Public Opinion Survey.
WHAT THE DATA MEANS
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
Engineering Transportation Division and local government in general, resulting
in high quality of life for community members.
DEPARTMENTS INVOLVED
Engineering/Transportation and Design Divisions, and Maintenance and
Operations / Construction Maintenance.
BENCHMARK
90% of customers rate the condition of city streets and traffic circulation as
"Good" or "Excellent."
RESULTS
Condition of City Streets
Benchmark
90%
200O
80%
2001
84%
2002
83%
2003
83%
2OO4
73%
2005
64%
Traffic Circulation
Benchmark
90%
2OOO
41%
2OO1
45%
2002
46%
2003
44%
2O04
44%
2005
N/A
ANALYSIS
Carlsbad residents were asked about the condition of city streets. Overall
conditions are rated positively with 13% of respondents giving a rating of
"Excellent" and 53% as "Good."
This year, the Condition of City Streets rating experienced a decrease in
reported customer satisfaction over previous years. One factor that may be
contributing to this decrease is that the City is in a significant construction
period that results in many lane closures and/or traffic delays in many parts of
the City. There is especially heavy construction in the south part of the City,
which results in many of the roads to be impacted by traffic control plans that
reduce roadway capacity during construction.
The rating of road condition was analyzed to look for differences between
demographic groups. Significant differences were found in the ratings given to
road conditions depending upon the quadrant in which the respondent lived.
"Excellent" ratings were given much more often by residents of the Southwest
quadrant (18.6%) and much less often by residents of the Northwest quadrant
(8.5%). Poor ratings were given most often by residents of the Southeast
quadrant. Explanations for these differences may be related to ongoing
construction projects in specific areas (e.g. Rancho Santa Fe Road widening in
the Southeast quadrant) or consistently congested roadways (e.g. SR-78 and I-
5 interchanges in the Northern quadrants).
Length of residence was also significantly related to ratings of road conditions.
In general respondents who have lived in the City of Carlsbad longer were less
likely to give positive ratings and more likely to give negative ratings.
The customer service rating for traffic circulation has been constant 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.
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 completion of construction projects this year and 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
Bob Johnson, Deputy City Engineer, Transportation Division, Engineering,
(760) 602-2752, Bjohn^ci.carlsbad.ca.us.
Public Works
GROWTH MANAGEMENT CIRCULATION
THE OUTCOME
An efficient and effective circulation system is maintained in the City.
THE MEASUREMENT
No road segment or intersection within neither 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).
WHAT THE DATA MEANS
Comparison of traffic volumes to roadway and intersection capacities. 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 2030.
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 quantative 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 gridlock condition. The Transportation Research Board
Highway Capacity Manual further defines LOS based on specific measurements
of traffic volumes and roadway capacities.
DEPARTMENTS INVOLVED
Engineering.
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:
Condition 5 J ^ ~;
During off-peak hours
During peak hours
L0S
C
D
RESULTS
The Growth Management Traffic Monitoring Program for 2005 included 31
roadway segments and 60 intersections. Results indicate all roadway segments
and intersections meet the Growth Management Circulation Standard.
Although traffic volumes grew in some locations of the City between 2004 and
2005, 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. During the
past year, the city had completed the construction of major circulation element
roadways such as the College Boulevard/Cannon Road extensions, the
completion of Poinsettia Lane between Melrose Drive and El Camino Real, El
Fuerte Drive between Poinsettia Lane and El Camino Real, and the widening of
the intersection of Palomar Airport Road and Melrose Drive. The resulting
construction of these roadways has significantly changed the circulation
patterns through the city.
In general, the 2005 Growth Management Traffic Monitoring Program indicates
improved traffic levels of service for various circulation locations when
compared to previously reported years. This indicates the number of through
lanes and turn lanes provided on major roadways and intersections are
generally appropriate for the prevailing traffic conditions. The following
intersections and roadway segments, although reaching the peak hour
threshold, currently meet the Growth Management Standards and will
continue to be monitored:
• El Camino Real/Cannon Road (LOS D in the PM Peak Hour)
• El Camino Real/Palomar Airport Road (LOS D in the PM Peak Hour)
• El Camino Real/Aviara Parkway (LOS D in the PM Peak Hour)
• Carlsbad Boulevard/Cannon Road (LOS D in the PM Peak Hour)
• Cannon Road between El Camino Real and College Boulevard (LOS D in
the Peak Hour)
ANALYSIS
The Faraday Avenue and Melrose Drive extension projects are under
construction and projected to be completed in fall 2006. Both roadways have
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 & Business Park Drive
It should be noted the Palomar Airport Road/Melrose Drive intersection was
reported at LOS of E in the 2004 Traffic Monitoring Report. In 2005 it was
reported at LOS C. The difference in LOS may be attributed to the day-to-day
variation in traffic using Palomar Airport Road as a connector between inland
communities and the I-5/coastal corridor, and completion of Poinsettia Lane, a
parallel arterial located south of Palomar Airport Road. This intersection will
continue to be monitored and the LOS is anticipated to remain the same, or
improve, when the Faraday Avenue and Melrose Drive extensions are
completed.
Completion of the College Boulevard/Cannon Road extension projects has
changed the traffic patterns within the immediate project area. These
extension projects now provide a direct connection to SR 78 via the College
Boulevard interchange. Prior to this connection, access to SR 78 within the
immediate project area was provided at the El Camino Real/SR 78 interchange.
The 2005 volumes along El Camino Real between SR 78 and Cannon Road
show an average decrease of about seventeen percent. In addition, a
significant decrease from the 2004 ADT was calculated along Carlsbad Village
Drive and between Pontiac Drive and Victoria Avenue (37% decrease). With a
direct connection to SR 78, College Boulevard between Tamarack Avenue and
the northern city limits, and Cannon Road between El Camino Real and College
Boulevard should continue to be monitored as part of future traffic monitoring
programs.
Traffic volume levels along Rancho Santa Fe Road between Melrose Drive and
La Costa Avenue have generally remained the same as previous years. The
Rancho Santa Fe Road Phase I project between San Elijo Road and La Costa
Avenue is complete. The Phase II bridge and new roadway is currently under
construction and projected to be completed in the summer of 2006.
Based on the 2005 Carlsbad Traffic Monitoring Program, the Levels of Service
(LOS) for Rancho Santa Fe Road and adjoining intersections were found to be:
• Rancho Santa Fe Road and Melrose Drive intersection - LOS C in the PM
Peak
• Rancho Santa Fe Road and La Costa Avenue intersection - LOS B in the
AM Peak
• Rancho Santa Fe Road between Melrose Drive and La Costa Meadows -
LOSC
• Rancho Santa Fe Road between San Elijo Road and Camino Junipero -
LOS A
When both phases of the Rancho Santa Fe Road Realignment and Widening
project are complete, traffic flow and intersection operations in the surrounding
area is expected to improve.
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 the roadway 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 following is a summary of the Levels of Services for intersections with
Carlsbad Blvd analyzed in the 2005 Carlsbad Traffic Monitoring Program:
Location
Carlsbad Blvd and Carlsbad Village Drive
Carlsbad Blvd and Tamarack Avenue
Carlsbad Blvd and Cannon Road
Carlsbad Blvd and Poinsettia Lane
AM
Peak
A
A
B
A
PM
Peak
B
B
D
A
The Carlsbad Boulevard/Cannon Road intersection will continue to be
monitored with other major intersections located on Carlsbad Boulevard.
The Interstate-5 Interchanges with the Circulation Element roadways in
Carlsbad were also analyzed in the 2005 Carlsbad Traffic Monitoring Program.
Based on the analysis, each on and off ramp intersection meets the Growth
Management Circulation Standard. The freeway ramps will continue to be
monitored on an annual basis.
ACTION PLAN
Engineering Department staff recommends the following actions:
• Continue on-going analysis of impacts from new development.
• Continue to conduct annual Growth Management Traffic Monitoring
Program.
• Complete construction of Rancho Santa Fe Road Realignment &
Widening.
• Complete Melrose Drive/Faraday Avenue connections.
• Complete the spot widening of arterial roadways to their full General Plan
configuration to eliminate congestion points and bottlenecks.
• Complete Poinsettia Lane Reach E.
• Consider initiating environmental studies for Cannon Road Reach 4.
• Complete College Boulevard Reach A.
POINT OF CONACT
Steven Jantz (760) 602-2738, sjant@ci.carlsbad.ca.us
0)
<D
Ensure a reliable,
high quality,
diversified potable
and recycled water
system leading to
a drought-resistant
community, in the
most cost effective
manner.
Water Indicators
- Potable Water Quality
- Water Service Delivery
- Water Delivery Cost Efficiency
- Water Service Customer Satisfaction
- Recycled Water Service Delivery
- Recycled Water Delivery Cost Efficiency
- Growth Management Standard
Water Distribution System
Goals
- Cathodic Protection Program
- El Camino Real Water
Pipeline Improvements
- Water/Sewer System
Connection Permits
Trends and Observations
• Completion of scheduled maintenance activities
continued to be below benchmark. Staff continues
to analyze alternative work methods to improve the
balance of scheduled versus unscheduled work
• As the water system continues to grow through
development of the city, the challenges in trying
to achieve the balance between scheduled and
unscheduled maintenance will continue.
• The percent of lost (i.e., unused) recycled water
continues to be high due to the city's obligation
to purchase recycled water through take-or-pay
contracts. This trend will continue, but will decline
over time as existing services are retrofitted over
to the recycled water delivery system and more
customers become available to utilize the system.
CITY OF CARLSBAD
Current and Projected Water Supplies (AFY)
Water Supply Sources
Purchased from SDCWA
Desalinated Seawater (a)
Recycled Water
Total
18,917
0
1,803
20,720
20,200
0
2,000
22,200 (b>
13,475
5,000
5,000
23,475
14,891
5,000
6,300
26,191
17,607
5,000
6,300
28,907 (c)
a) Denotes Carlsbad's option to purchase up to 25,000 acre-feet per year
from Poseidon Resources or 5,000 acre-feet from CWA as per the
Carlsbad/CWA MOU. (See discussion on Seawater Desalination).
(b) For calendar year 2005, the estimated demand is projected to be
approximately the same as 2004 at 22,000 AFY. Significant rainfall
during the months of January through April in 2005 reduced the
landscape irrigation water demand.
(c) Ultimate demand is projected at 28,907 AFY including recycled water
Public Works
POTABLE WATER QUALITY
THE OUTCOME
High quality water free of pathogenic organisms.
THE MEASUREMENT
Monthly bacteriological samples.
WHAT THE DATA MEANS
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 and followed up with additional
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 five percent being acceptable.
DEPARTMENTS INVOLVED
Public Works/Maintenance and 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 total coliform-free.
RESULTS
Fiscal Year
Number
Collected
Total
Positive
Total
Bacteria-Free
Benchmark
2001
2002
2003
2004
2005
1,725
1,719
1,719
1,752
1,724
3
1
1
1
2
1,722
1,718
1,718
1,751
1,722
Percent
Bacteria-Free
98%
99.8
99.9
99.9
99.9
98.8
ANALYSIS
Data was gathered for fiscal year 2005. 1,724 samples were taken with two
samples testing positive for bacteria. When positive samples are identified,
staff takes repeat sample sets per State regulations. Actual results of 99.8%
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 W
more samples that are taken, the more likely that a positive sample may be ||
found. 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. '*
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. *'
e
POINT OF CONTACT
Clint Phillips, (760) 438-2722, x 7110, cphil@ci.carlsbad.ca.us. X
c
€
ee
•
*f
e
e
Public Works
WATER SERVICE DELIVERY
THE OUTCOME
Water system reliability.
THE MEASUREMENT
Percent of planned 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 MEANS
This measure reflects the level of care with which the integrity of the water
distribution system is being maintained.
DEPARTMENTS INVOLVED
Maintenance and Operations/Construction Maintenance & Water Operations.
BENCHMARK
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.
RESULTS
Activity
Valve Maintenance (water
distribution system)
Fire Hydrant Maintenance
Benchmark
90%
90%
% of Planned
Maintenance
2003
8%
10%
2004
24%
35%
2005
28%
35%
ANALYSIS
A Public Works Maintenance Assessment Program is used to establish and
document the frequency of recommended preventive maintenance and/or
responsiveness to repair needs. At the end of each fiscal year, the level of
accomplishment is measured by comparing the percent of completed work to
planned 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 planned
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 helps maintain the structural integrity of
the water distribution system. Maintenance activities usually include the
inspection and testing of water system structures.
To more effectively balance planned and corrective maintenance schedules
within existing resources, staff will revise the maintenance standard for Valve
and Fire Hydrant Maintenance from bi-annual to every four years starting in
fiscal year 2006. This will ensure that every water distribution valve and fire
hydrant that needs inspection and maintenance will receive attention on a
regular basis. Staff will closely monitor the impacts of this schedule change
and note any "high priority" needs that may require more frequent attention.
ACTION PLAN
• Staff will continue to investigate and analyze alternative work methods to
improve the balance of planned versus corrective 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, and ongoing
review of the impacts of revised maintenance standards.
• In fiscal year 2006, staff will revise the maintenance standard for each water
distribution system valve and fire hydrant from bi-annual to every four
years.
• In fiscal year 2007 staff will implement a new work management system
(Hansen) that will automate scheduling and record maintenance of work
activities, and tie maintenance and/or repair work to a specific asset in the
water system.
POINT OF CONTACT
Clint Phillips (760) 438-2722, x7110, cphil@ci.carlsbad.ca.us.
Public Works
WATER DELIVERY COST EFFICIENCY
THE OUTCOME
Water operations delivery efficiency.
THE MEASUREMENT
This measure uses a multi-modal approach combining:
Unaccounted for Water: The percentage of produced water that fails to reach
customers and cannot otherwise be accounted for through authorized use.
Unaccounted for water 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, less depreciation, divided by the total acre-feet of
potable water delivered produced (i.e., purchased from MWD, plus water taken
from Maerkle Dam) per year.
WHAT THE DATA MEANS
Unaccounted for Water: The unaccounted for water measure, if kept within
the benchmark, represents the results of an efficient and fiscally responsible
operation. If the percentage of unaccounted for water is high, the result is
potential revenue loss to the Water Operations Enterprise Fund.
Cost of Service: The annual expenditures per acre-foot of potable water
delivered represent an efficient system when the benchmark is achieved. The
outcome is to satisfy customer demands with safe, reliable water within a
prudent level of expenditures.
DEPARTMENTS INVOLVED
Maintenance and Operations.
BENCHMARK
Unaccounted for Water: Annual unaccounted for water not to exceed 6.0%
as set by the California Department of Water Resources. Distribution system
losses commonly range between 6% and 15%.
Cost of Service: The cost of service will not exceed $1,531 per acre-foot of
water produced. This benchmark was established based on results of a survey
conducted by the American Water Works Association in February 2005.
$1,531 per mg is the median score for all agencies surveyed within the 50,001
to 100,000 customer base category. The 25th percentile score is $812 per mg.
The 75th percentile score is $2,088 per mg. This is the first year that this
benchmark has been used and will be updated based on the results of
subsequent surveys conducted by AWWA if available.
RESULTS
Unaccounted for Water
Fiscal Year
Benchmark
2001
2002
2003
2004
2005
Water Loss 1-
<6%
4%
4%
5%
6%
5%
1. New water meters have an average rate of error of +1.5%. As a result, the percentage of unaccounted for water
will never be zero.
Cost of Service
Fiscal
Year
2001
2002
2003
2004
2005
Acre-Feet
Produced
18,949
20,689
20,241
21,160
20,178
Cost of
Service J
$13,923,063
$14,979,036
$15,290,549
$16,579,385
$16,716,493
Cost Per
Acre-Foot
Produced
$735
$724
$755
$784
$828
Benchmark 2
;:• ', *'
$1,531
1. The new benchmark excludes depreciation as part of annual costs. Annual costs from previous years were reduced by the amount budgeted for
depreciation in those previous years.
2. Source: AWWA publication titled, "Benchmarking Performance Indicators for Water & Wastewater Utilities: Data and Analyses Report, "dated 02/2005.
Data population category, 50,000-100,000.
ANALYSIS
Unaccounted for Water: 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. A portion of
water loss may be attributable to the inaccuracy of older, mechanical meters.
The Meter Services Division continued with its implementation of a more
aggressive meter exchange program in fiscal year 2005 that resulted, in part, to
a reduced percentage of unaccounted for water.
Water can also be lost as a result of flushing activities designed to maintain
water quality, water used to clean water storage facilities and water used
during new pipeline construction. New construction activity continues to be
high in Carlsbad. It is expected that in subsequent years as new construction
declines, the percentage of unaccounted for water may decline.
Using data from a water survey conducted by the American Water Works
Association, organizations of similar in customer base size to that of the
District reported a median water loss of 9.6%. Using this measure as another
benchmark comparison indicates that the Carlsbad Municipal Water District is
doing an efficient job of ensuring that water purchased/produced is reaching
its customers and is clearly within best practices standards.
Cost of Service: This is the first year that staff has used data from a water
agency survey conducted by the American Water Works Association. The cost
of service per acre-foot of water produced is one of two measures that the
AWWA reports in its survey report. The other measure is cost of service per
account. Only one of the two-benchmark standards is being used in this year's
report. The cost per account measure may be used in subsequent reports if
staff can determine that this data is meaningful to Carlsbad. Not contained in
AWWA's report is the age of the various agencies being surveyed, i.e., whether
or not they are at build-out, etc. and the make up of the agencies customer
base; single-family, commercial, industrial, irrigation, etc. This detail will be
researched in more detail for next year's report.
For fiscal year 2005, Carlsbad's cost of service of $828 per million gallons (mg)
is significantly below the AWWA survey benchmark of $l,531/ac.-ft. The
AWWA survey benchmark is the median score of all results. Carlsbad's cost of
service measure ranks in the 25th percentile of all those surveyed. This
ranking seems to indicate that Carlsbad's water system is being managed in a
financial efficient manner. The low cost may also be indicative of a system that
is relatively new and has not yet experienced significant failures or greater than
anticipated unplanned maintenance work which can increase as a system ages.
ACTION PLAN
Unaccounted for Water:
• 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.
• Continue research of implementation of a mobile or fixed-based radio-read
automated meter reading system.
Cost of Service:
• Staff will continue to use the results of the AWWA survey as a "best
practices standard." If this information is not published next year, staff will
research and review other survey data that is available to determine an
appropriate best practices standard.
• In fiscal year 2006, staff will continue to research the feasibility of
implementing a mobile radio-read meter reading system. If such a system is
approved, the costs associated with data use collection could be reduced
significantly.
• Staff will conduct more detailed research of data from the AWWA report to
determine if this data is meaningful to Carlsbad. Issues such as whether or
not an agency is near build-out, the number and type of customer
classifications, etc., will be reviewed and may be included in next year's
report.
POINT OF CONTACT
Clint Phillips (760) 438-2722, x 7110 , cphilfeci.carlsbad.ca.us.
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 MEANS
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
Maintenance & 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%
20O1
91%
2002
89%
2003
91%
2004
No data
2005
93%
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. As a result, it was determined that this question would be
asked only in alternating years. 2004 was an "off year," but in 2005 the City's
customer service rating in water service once again exceeded the benchmark.
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:
• Carlsbad Municipal Water District Service Area fCMWD): 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 Sendee Area: The VWD service area resides
generally within the central/eastern portion of the Southeast Quadrant of
the City.
In this years report, staff successfully worked 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. Staff is now able to differentiate water service
customer satisfaction results between the Carlsbad Municipal Water District
and those who receive services from other service providers. The survey results
revealed that customer service and satisfaction within the CMWD service area
is still above the benchmark and consistent with citywide results incorporating
the other two service providers.
ACTION PLAN
Continue to include water services questions in the citywide public opinion
survey in alternating years and collect data by City quadrant areas.
POINT OF CONTACT
Clint Phillips (760) 438-2722 x 72210, chphilCojci.carlsbad.ca.us.
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 MEANS
Measures the level at which operations staff is performing required inspections
and testing of recycled water use sites.
DEPARTMENTS INVOLVED
Public Works/Maintenance and Operations
BENCHMARK
Annual and Four-Year Cross Connection Tests: At least 90% of all
scheduled cross connection tests are completed annually to ensure that no
cross connections exist between the potable and recycled water systems.
Walk-thru Inspections of Recycled Water Sites: At least 90% of all recycled
water use sites are inspected annually to ensure compliance with rules and
regulations regarding signage, valve labeling, and marking above-ground
appurtenances. Inspections also include noting any "ponding" and overspray
or run-off of recycled water onto unapproved areas.
RESULTS
Activity
Planned Testing
Cross Connection Test
Four-Year Cross
Connection Test
Planned Inspections
Walk-Through
Inspections
Benchmark
90%
90%
Benchmark
90%
% Maintenance Completed
FY 2003
100%
100%
96%
FY 2004
71%
200%
81%
FY 2005
86%
125%
91%
No. of Recycled
Water Uses
Sites
No. of Annual
Walk-Thru
Inspections
No. Annual &
4-yr. C/C Tests
% Tests
Completed
City of
San
Diego
350
350
300
68%
Otay WD
465
No data
39
14
100%
Padre
Dam
MWD
166
166
2
25
100%
North
County
City
150
90
0
75
50%
City of
Carlsbad
103
94
6
25
100%
ANALYSIS
Annual and Four-Year Cross Connection Tests: The purpose of the cross
connection test is to reveal any connections between the potable and recycled
water systems. The general method is to shut off either the potable or the
recycled water, depressurize the system, and leave it for a period of time,
optimally 24 hours. Pressure recorders are attached to both the system that is
depressurized and the system that remains on. This procedure is then
reversed. Re-pressurization of the depressurized system indicates a possible
cross connection and warrants further investigation to identify if any cross
connection exists.
These tests occur four years after the initial installation of a recycled water site
and every four years thereafter. For the purposes of establishing annual
productivity projections, all existing recycled water sites are divided by four
and this number is used for the productivity projection for the year. Because
the City is still in a growth mode, the number of new sites that come on line
each year will vary. Consequently, the number of sites that need inspection
each year also varies. The result is that in years where greater than the normal
number of recycled water sites are installed, the number of sites tested will be
greater then the projected productivity. Conversely, in years where less than
the normal number of recycled water sites are installed, the number of sites
tested will be less then the projected productivity.
Fiscal year 2005 is an example of the productivity being slightly lower because
staff performed fewer tests than the projected average. The industry standard
is to complete testing at all sites during the year. The benchmark partner data
above indicates that there are varying degrees of productivity in inspections
and testing depending upon the availability of staffing resources. The City of
Carlsbad has been able to secure sufficient resources to maintain its internal
benchmark. When the City reaches build-out and the number of sites to be
inspected stabilizes, staff will be able to record and project more consistent
annual productivity for this work.
Walk-thru Inspections of Recycled Water Sites: As required by the
California Department of Health Services and the San Diego County
Department of Environmental Health Services, staff physically walks all
recycled water use sites to ensure compliance with appropriate regulations
regarding signage, tagging valves, and marking above ground appurtenances.
While on site, staff also notes any ponding and overspray or run-off of recycled
water onto unapproved areas.
Data is captured for each fiscal year ending on June 30. In some cases, certain
walk-thru inspections started in a fiscal year may not be completed until after
June 30. When this occurs the productivity gets recorded into the following
fiscal year. This results in productivity for the current year falling slightly
below projections.
Fiscal year 2005 is an example of the productivity being slightly higher because
staff completed inspections begun in the previous fiscal year (2004). More
meaningful interpretation of this data will be realized when evaluated/analyzed
over several years and once the size of the City's recycled water system
stabilizes; i.e., the number of recycled water use sites remains relatively
constant over time. To put the significance of growth into perspective, there
are currently 103 recycled water use sites in the City. At build-out, it is
estimated that there will be 450 total recycled water use sites.
ACTION PLAN
Meet with partner agencies to further refine benchmarks and discuss
performance measurement strategies.
POINT OF CONTACT
Clint Phillips (760) 438-2722 x7110 , cphil@ci.carlsbad.ca.us.
Public Works
RECYCLED WATER DELIVERY COST EFFICIENCY
THE OUTCOME
Recycled water operations delivery efficiency.
THE MEASUREMENT
This measure uses a multi-modal approach combining:
Water Loss: The percentage of produced recycled water loss in the
distribution system that is unused by customers. 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 MEANS
Water Loss: The water loss measure represents the effectiveness by which the
City is able to use all the recycled water being delivered via contractual
purchase agreements with the Leucadia Wastewater Authority and Vallecitos
Water District. The percentage of loss will decrease as demand increases due
to an increase in the number of recycled water connections.
Cost of Service: The annual expenditures per acre-foot of recycled water
delivered represent 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
Public Works/Maintenance and Operations.
BENCHMARK
Water Loss: The benchmark for this measure will be established after further
research and meetings with partner agencies have been held. According to
California Department of Water Resources Standards, system losses range from
6% to 15%.
Cost of Service: Annual cost of service per acre-feet of recycled water
produced will not exceed $700. This benchmark was established based on
information reported in the 2004 base line year; however, a best practices
standard may be substituted in subsequent reports if comparable benchmarks
can be obtained from outside agencies.
RESULTS
Water Loss
Fiscal Year
Benchmark
2004
2005
Water Loss
To be determined
25%
23%
Fiscal Year 2004-05
Carlsbad
Production
(Ac.-Ft.)
3,056
%of
Production
Lost
23%
Quantity
Lost (Ac.-Ft.)
703
Delivery
Price per
Ac.-Ft. !•
$456
Est. Cost of
Unused
Deliveries
$320,568
1. Delivery price per acre-foot is a "melded rate" from the two take-or-pay contracts. The actual delivery price per acre-foot is slightly higher because
$456 it does not include the cost of make-up water purchased from the potable water system.
Cost of Service
Fiscal
Year
2004
2005
Carlsbad
Production
(Acre-Ft.)
2,277
3,056
Cost of
Service
$1,643,079
$1,972,741
Cost Per
Acre-Foot
Produced
$722
$646
Benchmark
$700
ANALYSIS
Water Loss: This is an internal measure that is used to monitor performance
over time, it is not indicative of a "tight system." 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, at various times of the year 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. The amount of discharge is
represented in the water "loss" measure. Because Carlsbad is contractually
obligated to purchase the water even at times when it is not needed, expenses
are incurred for unused water. Over time, as the number of recycled water
connections increases, the increased demand will allow for the City to use
most, if not all, of the water being delivered. A more definitive water loss
benchmark will be determined once the balance of supply and demand is
reached.
Cost of Service: The cost of service to "produce" recycled water ($646 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-operating budget is charged for this use and
that amount is factored into the total production cost of recycled water. 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.
This measure is still relatively new. It has not yet been determined if the $456
per acre-foot purchase price (derived from a "melded rate" from the two take-or-
pay contracts), the $646 per acre-foot production cost, or the percentage
relationship between the two are within any existing recognized best practices
standards. Staff will continue to meet with other outside agencies to discuss
recycled water costs and expenses in more detail.
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 continue to meet with other outside agencies to discuss recycled
water costs and expenses in more detail.
POINT OF CONTACT
Clint Phillips (760) 438-2722 x 7110, cphilfcici.carlsbad.ca.us.
Public Works
GROWTH MANAGEMENT/WATER DISTRIBUTION SYSTEM
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 MEANS
Provide water for the greater demand of the two conditions within the Carlsbad
Municipal Water District service area:
• maximum day demand plus a fire event
• 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 86 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.
10 Average-day Storage
Existing Maximum Daily Demand
Existing Storage Requirement
Existing Storage
Future Maximum Daily Demand
Future Storage Requirement
27 GD
40 GD
51 MGD
40 GD
55 MGD
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
2005-06 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. In 2004, the Olivenhain Municipal Water District (OMWD)
completed construction of a water treatment facility 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 Water 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.
ACTION PLAN
• Continue to utilize the 2003 Water Master Plan to plan and construct
major water transmission lines to ensure adequate potable water and fire
flows needs area available at time of need.
• Coordinate and participate in the development of a proposal by Poseidon
Resources and the San Diego County Water Authority to construct a
seawater desalination facility for the benefit of Carlsbad. (Currently
preparing Environmental Impact Report)
• Continue to install the recycled water transmission system. Continue
with the installation of retrofit work and conversions to expand the use of
recycled water.
POINT OF CONTACT
Steven Jantz, (760) 602-2738, sjant(ajci.carlsbad.ca.us
CO
3
Q.x"