HomeMy WebLinkAbout2007-03-27; City Council; 18946; 2007 State of Effectiveness ReportCITY OF CARLSBAD - AGENDA BILL
AB# 18,946
MTG. 3/27/07
DEPT. CM
ACCEPT THE 2007 STATE OF
EFFECTIVENESS REPORT
DEPT. HEAD
CITY ATTY. &?•
CITYMGR. l//
RECOMMENDED ACTION:
Accept the 2007 State of Effectiveness Report.
ITEM EXPLANATION:
For more than Ten (10) years the City has worked diligently to measure its performance. The
past seven (7) years the City has formalized and coordinated this effort through the
development of the Performance Measurement Resource Team and the issuance of the State
of Effectiveness (SOE) Report. The Team is proud to submit for your review and acceptance
the 2007 State of Effectiveness Report (on file with the City Clerk's Office).
The Performance Measurement Program (Program) and the SOE are organized by the ten (10)
Council Strategic Goals to reflect the broad array of services the City provides. At its core, the
purpose of the Program is to advance the practice of continuous improvement and help shape
the culture of the organization.
The program is based on a balanced approach which evaluates the City's ability to meet the
desired service delivery standard, cost, and customer satisfaction of a particular service or
function. The team believes that this approach is outcome-oriented and provides a way to
evaluate the effectiveness of our efforts and the overall value of the services we provide. We
continue to look for ways to embed this program deeper into the organization, and we have
worked to strengthen the bond between performance measures, action plans, and goals.
The SOE includes performance measures from every part of the municipal corporation. This
year there are several new areas that have developed and submitted measures, including
Recreation, Planning, Arts, and the Library. Also included in the report is an update of the
City's Growth Management Standards (GMS). In many ways, these standards are the first set
of performance measures for the City.
This year the team shortened the report to better deliver a global perspective on the City's
performance and to be more user-friendly.
This report represents the collective effort of the organization. As such, you will find areas of
strength as well as opportunities for improvement. The intent of the Program is to evaluate and
showcase both and to help provide information so that we can make informed decisions and
changes that result in a high performing organization.
FOR CITY CLERKS USE ONLY.
COUNCIL ACTION:APPROVED D
DENIED D
CONTINUED D
WITHDRAWN D
AMENDED D
CONTINUED TO DATE SPECIFIC D
CONTINUED TO DATE UNKNOWN D
RETURNED TO STAFF D
OTHER - SEE MINUTES D
1~hp rppnrh.
FISCAL IMPACT:
None
ENVIRONMENTAL IMPACT:
None
EXHIBITS:
1. 2007 State of Effectiveness Report, on file with the City Clerk's Office
DEPARTMENT CONTACT: Joe Garuba 760-434-2820 jqaru@ci.carlsbad.ca.us
CarlsbadA N N U A L R E P O R T 2 0 0 7
E F F E C T I V E N E S SState of City of
Note:3+denotes results within 5% of the benchmark.
City Of Carlsbad
State of Effectiveness Report
SUMMARY OF THE MEASURES
2007
ACHIEVES BENCHMARK BELOWBENCHMARK DATA NOT AVAILABLE
Overall Citizen Satisfaction 3
BALANCED COMMUNITY DEVELOPMENT
CIP Engineering Services 3
CIP Construction Timeliness 3
CIP Construction Cost 3
Code Enforcement Responsiveness 3+
Code Enforcement Cost 3
Code Enforcement Customer Satisfaction 3
Planning Dept. Customer Satisfaction 3
Land Use Review Turn Around Time 3
Redevelopment Services 3
Redevelopment Services Cost 3
Redevelopment Customer Satisfaction 3
Section 8 Program Assessment 3
CITIZEN CONNECTION & PARTNERSHIP
Volunteer Program Responsiveness 3
Volunteer Program Cost 3
Volunteer Program Customer Satisfaction 3
Note:3+denotes results within 5% of the benchmark.
ACHIEVES BENCHMARK BELOWBENCHMARK DATA NOT AVAILABLE
COMMUNICATIONS
Citizen Response Times (p.47) 3
Citywide Communications (p.48) 3
Citywide Communications Cost (p.51) 3
Records Information Responsiveness(p.53) 3
Confidence in City Government (p.55) 3
ENVIRONMENTAL MANAGEMENT
Sewer System Service Delivery 3+
Sewer Cost 3+
Sewer Service Customer Satisfaction 3
Solid Waste Diversion 3
Solid Waste Cost 3
Solid Waste Customer Service 3+
Storm Water Service Delivery 3+
Storm Water Protection Cost 3
Storm Water Customer Satisfaction 3+
FINANCIAL HEALTH
Business Licensing 3
Finance Report Distribution 3+
Long-Term Fiscal Condition 3
Outgoing Payment Processing 3
Risk Management Claims Administration 3
Risk Management Liability Expenditures 3
Note:3+denotes results within 5% of the benchmark.
ACHIEVES BENCHMARK BELOWBENCHMARK DATA NOT AVAILABLE
FINANCIAL HEALTH
Business Licensing 3
Finance Report Distribution 3
Long-Term Fiscal Condition 3
Outgoing Payment Processing 3
Risk Management Claims Administration 3
Risk Management Liability Expenditures 3
LEARNING, CULTURE & ARTS
State Library Ranking 3
Library Operating Cost 3
Library Citizen Satisfaction 3
Employee Training & Development Investment 3
Cultural Arts Program Participation 3
Art Gallery Exhibition & Education Programs 3
Cultural Arts Cost 3
Recreation Program Sportsmanship 3+
Recreation Health & Wellness 3
Recreation & Park Planning Cost 3
Recreation Customer Satisfaction 3
Note:3+denotes results within 5% of the benchmark.
ACHIEVES BENCHMARK BELOWBENCHMARK DATA NOT AVAILABLE
PARKS, OPEN SPACE & TRAILS
Parks Service Delivery 3+
Parks Maintenance Cost 3
Parks Customer Satisfaction 3
Trail Program Service Delivery 3
Trail Maintenance Costs 3
Trail Program Customer Satisfaction 3
TOP QUALITY SERVICE-INTERNAL SERVICES
Facilities Service Delivery 3
Facilities Maintenance Cost 3
Facilities Customer Satisfaction 3
Fleet Availability 3+
Fleet Maintenance & Repair Cost 3+
Fleet Customer Satisfaction 3+
Human Resources-Injured Employee Time Off 3
Human Resources-Employee Turnover 3
Human Resources Satisfaction 3+
Network Operability 3
Information Technology Cost 3
Information Technology Satisfaction 3+
Note:3+denotes results within 5% of the benchmark.
ACHIEVES BENCHMARK BELOWBENCHMARK DATA NOT AVAILABLE
TOP QUALITY SERVICE-SAFETY SERVICES
Building Inspection Services 3
Building Inspection Cost 3
Building Inspection Customer Satisfaction 3
Fire Response Time 3+
Fire Emergency Medical Response Time 3
Fire Prevention Inspection 3
Fire Prevention Development Process 3
Fire Operation Cost 3
Fire Customer Satisfaction 3
Police Responsiveness 3
Crime Cases Cleared 3+
Crime Rate 3+
Community Perception of Crime 3
Police Operating Cost 3
Police Customer Satisfaction 3+
TRANSPORTATION & CIRCULATION
Roadway Service Delivery 3
Roadway Cost 3
Roadway Rideability 3+
Roadway Safety 3+
Roadway Circulation 3
Note:3+denotes results within 5% of the benchmark.
ACHIEVES BENCHMARK BELOWBENCHMARK DATA NOT AVAILABLE
WATER
Potable Water Quality 3
Water Service Delivery 3
Water Delivery Cost 3+
Water Service Customer Satisfaction 3
Recycled Water Service Delivery 3
Recycled Water Cost 3+
GROWTH MANAGEMENT STANDARDS
Growth Management Wastewater Treatment 3
Growth Management Sewer 3
Growth Management Drainage 3
Growth Management Libraries 3
Growth Management Parks 3
Growth Management Open Space 3
Growth Management City Facilities 3
Growth Management Fire Stations 3
Growth Management Circulation 3
Growth Management Water Distribution 3
Balanced Community Development
Be a city that connectscommunity, place and spirit, throughbalanced andeconomicallysustainableland uses
Balanced Community Development
Why is it importantto Carlsbad?
A balanced community in Carlsbad ensures a
diversity of high quality housing, jobs, shopping
and recreational opportunities and more for its
citizens. The Planning Department maintains and
implements the General Plan. This is critical to the
successful development of the City and a balanced
community as expressly desired by its citizens.
Citizens expect a responsive Code Enforcement
system that enhances the quality of life of City resi-
dents by requiring owners of property in non- com-
pliance with City codes to come into compliance.
Through the Redevelopment Agency, redevelop-
ment programs are implemented which are often
the most effective way to breathe new life into
older and often deteriorated or deteriorating ar-
eas. The areas can receive new focused attention
and financial investment to revitalize the business
climate, reverse deteriorating trends and gain ac-
tive participation and investment by citizens which
otherwise may not occur. The Housing office im-
plements a variety of programs in an effort to assist
the community in meeting its need for affordable
housing.
Efficient use of Capital Improvement funds and
producing timely projects is an important aspect of
the development of this community. Staff endeav-
ors to produce high quality projects as detailed in
the City’s CIP and as needed to satisfy the Growth
Management Plan.
Capital ImprovementProgram (CIP)
In FY06, the Engineering Department completed
23 Capital Improvement Projects, compared to
12 in FY05. In this second year of Performance
Measurement for CIP, the costs for engineering
staff and consultants were 27% of total project
costs, which was within benchmark. Of the
completed projects, 19 (83%) were constructed
within the approved construction schedule. For
a variety of reasons, the remaining four projects
experienced delays and were completed after
the revised completion dates. For 22 out of 23
projects the actual construction costs, including
change orders, for these projects were all within
budget. One project increased the contingency
amount in order to incorporate work that was
planned to be completed on the second phase of
the same project.
Code Enforcement
In FY06, Code Enforcement cases closed rose
20%, while no additional staff was added to the
department. In the nine most common Code
Enforcement issues, the number of cases resolved
within benchmarks rose in 8 out of 9 categories
with minimal decrease in the other (Garbage &
Junk). This translated to a 3% increase from last
year’s average case closure time – the highest
annual increase since the benchmarks were
imposed.
In April 2006, CityGate Associates produced
a final report of their performance audit of the
development services review process for the City.
The report determined that the Code Enforcement
department does an excellent job of tracking its
caseload, determining the degree of recidivism,
and the costs of services.
0
Housing and Redevelopment
The Village Area experienced an increase of 15.6
% in property tax values, an 8% increase in sales
tax revenue, 32.5% reduction in public funding, and
7.6% increase in private investment during FY06.
These performance measures indicate that the
Village Area continues to grow substantially from
both financial health as well as private investment
standpoints.
The Community Land Use and Economics (CLUE)
Group’s retail analysis report provides insight into
the success of the Village in meeting the needs
of its residents and/or visitors. In general, people
feel optimistic about the future of the Village,
have a positive impression about its physical
characteristics, and the customer service provided
by the businesses located therein. It is anticipated
that within the next year a business development
plan and marketing strategy will be completed for
the Village Area.
Land Use Planning
In the 2006 Citywide Annual Public Opinion Survey,
residents were asked their opinion on the balance of
land use and the quality of development throughout
the City. Residents’ perception of balanced land use
remained positive. However, survey results from the
current year and previous years have demonstrated
that “growth and overcrowding” are among the top
concerns of Carlsbad residents. The 2006 rating
constitutes a small, but significant increase in land use
rating compared to 2005.
CityGate Associates also conducted a performance
audit of the Planning Department’s role in development
services. Overall, the report determined that the
planning staff is doing a great job with the existing
tools and resources and recommended additional
staff positions. The additional staff was approved by
City Council in August 2006.
Capital Improvement Program
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark FY05 FY06
Service Delivery
Percentage of Projects Completed
Within Approved Budget 90%100% 96%
Percentage of Projects Completed
on Time 90%57%83%
Cost
Average Engineering costs as a
percentage of total construction
costs
Not to
Exceed 30% 23%27%
Percentage of Projects where
Engineering costs are below a
maximum of 40.7% as a
percentage of total construction
costs1
75% or
Greater
83%91%
1. The maximum cost (40.7%) is based on the top four of the best performing of seven cities
in the California Multi-Agency CIP Benchmarking Study.
x 96% of the projects completed in FY 06 were within the approved budget,
meeting benchmark of 90%.
x The percentage of projects completed on time (83%) did not meet the
benchmark of 90%.
x Both of the cost measures exceeded the benchmarks.
TRENDS AND OBSERVATIONS
Engineering Services:
x The City of Carlsbad’s average project delivery cost percentage for fiscal year
2005 -2006 is 27% of total construction cost.
x In reviewing the Project Delivery Percentage Costs, 21 out of 23 of Carlsbad’s
CIP projects, or more than 91% 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.
x Based on the findings in this second year of analysis, the City of Carlsbad is in
compliance with the benchmark objectives established for project delivery in
relation to engineering costs.
Construction Cost:
x Twenty-two (22) of 23 projects completed in fiscal year 2005-2006 were
within their approved construction budget.
x This result achieves the benchmark of at least 90 percent of the CIP projects
completed during the fiscal year being within their approved construction
budget.
Construction Timeliness:
x Of the 23 projects completed, 19 (83%) were within the contract completion
date. In 2004-05 57% of the projects were completed within the contract
completion date. While this trend shows improvement, additional effort is
needed to achieve the 90% benchmark.
x Observations that contributed to variances:
¾The delay of the Traffic Signal project at Poinsettia and Paseo
Escuela was due to a lack of contractor performance.
¾The CMWD Alga-Melrose Transmission Main project was delayed
because the contractor was needed and assisted with storm damage
clean up during the winter storms.
¾The Highland Drive Storm Drain Replacement project was delayed
because unforeseen conditions were encountered in the field.
¾The Golf Course Clearing project was delayed due to Coastal
Commission permitting issues and perimeter fencing disputes.
x 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 2005-2006.
ACTION PLAN(S)
Engineering Services:
x Data will be collected during the fiscal year to compare the engineering staff
and consultant costs to project construction costs.
x 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, an analysis will be conducted, comparisons
of actual engineering service costs to project complexity will be made, and
explanations will be provided in an effort to improve results in subsequent
fiscal year analysis.
x The Engineering benchmarks in terms of costs are being met consistently;
therefore, staff will continue to monitor this on future projects.
x In order to improve the timeliness of construction projects, staff is placing
additional effort in communicating with contractors to be in compliance with
the stipulated time frame shown on their approved project schedule and
noting areas of concern where they will need to respond. This will be done in
the regular project meetings and in writing when schedule slippages appear
to be adversely impacting the timely completion of projects.
Construction Cost:
x Staff will continue to proactively manage and monitor construction costs.
x Data will be collected during the year to determine the percentage of projects
completed within or under budget from the time of contract award.
x The data will be analyzed to determine the level of customer satisfaction by
delivering CIP projects within contract budget
Construction Timeliness:
x Staff will review the construction time allowed in the contract to assure there
is sufficient time to account for typical construction delays such as weather
and differing site conditions. Staff will also continue work proactively with the
contractors to actively manage the construction schedules.
x Data will be collected during the fiscal year to determine the percent of
projects completed on time.
x The data will be analyzed to determine the level of customer satisfaction by
delivering CIP projects on time.
x End of project debriefing meetings will be held to assess project performance
and determine where areas of improvement are needed.
Code Enforcement
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark FY05 FY06
Service Delivery
Calls for the 9 Most
Common Categories of
Service
90% within
closure standard
of compliance
79%86%
Cost
Average Cost per Case
Closed
$336
(placeholder)
$346 $332
x In the nine most common issues Code Enforcement tracks, the
number of cases we resolved within our standard rose in eight out of
nine categories with minimal decrease in the other (Garbage & Junk).
This translated into a 7% increase (from 79% to 86%) from last year’s
average case closure time – the highest annual increase since tracking
began in 2002.
x In FY 06, the Code Enforcement Department took a proactive stance
by commencing weekend sign enforcement. From FY 05 to FY 06,
cases closed rose 20% (from 1,066 to 1,281) while no additional staff
was added to this department. As a result, the cost per case
decreased by about 4%.
x While the total number of cases grew by 20%, the recidivism rate only
slightly increased (by less than 1%).
TRENDS AND OBSERVATIONS
x The number of self-selecting customer satisfaction surveys returned
was extremely low (3). Surveys are sent to Code Enforcement
customers at the close of the particular case. The low number of
1
returned surveys is a result of citizens not wanting to give their names
when speaking to staff about their concerns.
x As our education and outreach programs continue we anticipate having
our resources available to address new issues within our community.
x As technology continues to change and improve we will be looking at
new and different ways to communicate and educate both our staff
and citizens about our regulations.
ACTION PLAN(S)
x Staff established the measures and benchmarks four years ago due to
the fact that there weren’t industry standards to serve as guidelines.
We have collected four years of data, and although we have not hit the
benchmarks, we have enough data to reevaluate and set performance
standards.
x Code Enforcement, The City Attorneys Office, Planning Staff, Police
Department Personnel and Storm Water Staff meet on a monthly
schedule to discuss current issues and to ensure consistent
enforcement.
x Code Enforcement staff will continue to monitor on a regular basis the
declining service delivery categories to determine the cause and
implement changes to correct this.
2
Redevelopment
Village redevelopment services, cost, customer satisfaction, and City-
wide rental assistance program performance.
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark FY05 FY06
Service Delivery
Property Tax Values Increase >5% Increased 3% Increased
15.6%
Sales Taxes Increase >3% Increased
13%
Increased
8.0%
Commercial Vacancy Rates 5% or less 5%5%
# Redev. Permits Processed 5 or more 14 24
Cost
Ratio Public Funding to
Private Investment
1:10 1:15 1:23
Customer Satisfaction
Public Opinion/Customer
Satisfaction
90%
Good to
Excellent
N/A N/A
Section 8 Program
Assessment – Rental
Assistance
Standard
Performer or
Better
Standard
Performer
Standard
Performer
x The Village Area has experienced an increase of 15.6% in property tax
values over the last fiscal year. This far exceeded the desired increase
of 5% and last year’s increase of only 3%. This is primarily due to the
fact that there was an increase in property sales transactions in FY06
and several development projects under construction were completed
by June 30, 2006.
x The Village Area continues to grow substantially in the areas of
financial health and private investment with an 8% increase in Sales
Tax revenue, 32.5% reduction in public funding, and 7.6% increase in
private investment during 2005-06.
3
x For each $1 of public expenditures, the goal is to demonstrate that
there has been at least $10 of private expenditures of investments
made. In FY06, for each $1 of public expenditures, at least $23 of
private expenditures of investments were made.
x Questions on the Village were not included in the 2005 nor in the 2006
Citywide Annual Public Opinion Survey, yet the retail analysis report
conducted by the Community Land Use and Economics (CLUE) Group
provided insight into the success of the Village in meeting the needs of
its customers.
x Based on the CLUE Group survey, people generally feel optimistic
about the future of the Village and have a positive impression about
the physical characteristics of the Village and the customer service
provided by the businesses located therein.
x In the area of Housing, the Carlsbad Housing Agency received a HUD
rating of “Standard Performer” for its operation of the Section 8 Rental
Assistance Program, which meets the desired benchmark. The Agency
continues to be very successful in maximizing rental assistance
opportunities for low income residents throughout Carlsbad.
TRENDS AND OBSERVATIONS
x New businesses are opening or will open soon, adding to the diversity
of businesses and helping to ensure more favorable sales tax revenue
in the future.
x There is a peak in interest from small and large developers who are
pursuing property acquisitions and development projects within the
Village.
x Based on the CLUE Group survey, limited retail store hours were at the
top of the list of concerns for Village shoppers and visitors.
x Most of the people surveyed or interviewed regarding their opinions
about the Village were very positive.
x There are improvements needed in several areas of the Village to
enhance the customer experience which is the focus of the Business
Development Plan and Marketing Strategy recently prepared by the
CLUE Group for the Carlsbad Redevelopment Agency.
ACTION PLAN(S)
x Continue to implement programs that focus on revitalization and
redevelopment of the Village Redevelopment Area.
4
x Complete a business development plan and marketing strategy for the
Village Area. These plans or strategies will assist in providing positive
direction for continued growth within the Village area.
x Complete processing of various development standards revisions for
the Village Area to facilitate the continued development of new
projects in a desired manner.
x Continue to work with property owners to implement improvements on
their Village properties, and to encourage them to lease property to
desired businesses.
x Continue to work with the Chamber of Commerce’s Village
Enhancement Committee, the Carlsbad Village Business Association,
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.
x The Housing Agency will continue to evaluate the 15 indicators set
forth by the US Department of Housing and Urban Development (HUD)
and identify the areas where the agency can improve in its effort to
attain a “High Performer” assessment for implementation of the rental
assistance program.
5
Citizen Connection
0
A city that embraces community connectivity through the effective use of technological and interpersonal media
Citizen Connection
Why is it importantto Carlsbad?
Citizen Connection addresses the City’s fo-
cused effort to enhance ways for citizens to
interact both technologically and interperson-
ally. The intent of this goal is to preserve
and strengthen the fabric of the community,
advancing the quality of life enjoyed by the
residents of Carlsbad.
Citizen Connection continues to be defined by
the City’s use of volunteers. This year volunteers
contributed more than 50,000 hours of service to
the city.
The active recruitment and organization of the
volunteers is considered to be fundamental. The
City spends a considerable amount of time and
energy in this area to ensure that those who want
to volunteer are given the opportunity to do so in a
timely fashion.
BENCHMARK AND CURRENT RESULT
Measure/Measurement Benchmark 2005 2006
Service Delivery
Initial Contact to Response
Time < 3 days 95% of
the time 98%
Offered Orientations At least one per
month
2 per
month
Orientation to Referral < 3 days 90% of
the time 92%
Cost
Cost Effectiveness Under
Development 4:1 ROI
Customer Satisfaction
Volunteer Satisfaction 90% or higher
rate experience
as positive
92%
x 92% of volunteers rate their experience with the City as positive, which
meets the benchmark.
TRENDS AND OBSERVATIONS
x The use of volunteers plays an important role in building a collaborative
and civically engaged community. To make the volunteers’ experience
and ours a positive one, the City continuously evaluates the way in
which we use volunteers.
x Citizen Connection, as the strategic goal language spells out, represents
something much broader than the use of volunteers. The lack of clarity
in this goal and the ways in which the City can help foster that
connection have posed a challenge.
ACTION PLAN(S)
x Staff is working to better define the volunteer program and to identify
useful metrics and benchmarks with which to guide their efforts.
Citizen Connection
Communication
Communication Ensure that community members, Council, and staff are well informed, continuing to be a more responsive government while providing a high level of citizen confidence in its government.
Communications continues to be an area of major
effort and focus for the City.The City evaluates its
communication program in four ways:
– Level of information residents feel they have
– Cost per capita to provide informatio
– Level of condence residents have in city
government
– City’s responsiveness to citizen requests.
The citywide survey highlights the correlation be-
tween the residents’rating of communication and
the level of conde nce expressed in their City gov-
ernment. That is,the higher ratings that citizens
give the City’s communications,the higher they rate
their level of conde nce in the City organization.
Why is it importanttoCarlsbad?
A correlation exists between how well informed
people feel and their level of confidence in
local government.Ultimately,the City wants
to have at least a 90%of its citizens rate their
confidence at six or higher on a 0-10 point scale
in the Carlsbad municipal government.The City
Council has identified communication as one of
its Strategic Goals.A goal that will provide a
coordinated approach to implement and measure
the City’s keycommunication efforts. It provides
a framework for identifying key city initiatives,
developing key messages and the dissemination
of those messages.
n
While costs continue to increase,there is
a positive correlation between the level of
investment the City makes in informing its
residents and their level of condence in
City government.
0
50
100
150
200
250
300
0 1 2 3 4 5 6 7 8 9 10
Respondents Rating
Comparison of Levels of Information
2001 2006
0
50
100
150
200
250
300
0 1 2 3 4 5 6 7 8 9 10
Respondents Rating
Comparison of Confidence
2000 2006
55% of residents reported visiting the City’s web site with 85% nding the information they want. The web site is a primary communication tool for the City. Over the next year, staff plans to implement improvements such as streaming video of Council and other government meetings in order to increase the value of the web site as an informational resource.
BENCHMARK AND CURRENT RESULT
Measure/Measurement Benchmark 2005 2006
Service Delivery
Customer Service – Level of
Information
% of customers rate as 6 or
greater on 10 pt. scale
90% rate > 5 79%83%
Level of Confidence
% of customers rate as 6 or
greater on 10 pt. scale
90% rate > 5 78%79%
Customer Response Time
(RFA) Response times to
citizen requests
90% resolved on
time 78%81%
Cost
Cost Per Capita $7.70 per capita $11.79
x Results for this year show modest improvement regarding
communication and confidence, with a slight increase in communication
cost per capita.
x Although the City did not meet the benchmarks. There has been
significant improvements in both the level of information residents feel
they have as well as their confidence in City government.
Communication
TRENDS AND OBSERVATIONS
0
50
100
150
200
250
300
# of Respondents0 1 2 3 4 5 6 7 8 9 10
Respondents Rating
Comparison of Survey Results
Confidence Good Job Overall Direction
To gain a clearer perspective on how residents view City government, this
year the city asked additional questions in the citywide survey. Two questions
in particular - “Do you believe the City is doing a good job”, and “Do you
agree with the direction the City is going in” showed positive results with 71%
and 79% of the respondents giving a rating of 6 or higher. The chart below
reflects these results and their general consistency with the ratings of
confidence. These measures and indicators represent core outcomes that the
City wants to achieve, and will be monitored closely over the coming years.
ACTION PLAN(S)
x In the coming year, staff will work to develop better methods of
evaluating costs, including auditing existing communication tools to
ensure their effectiveness in delivering city information.
x One area of concern is one of the ways the City offers citizens to
request service, the Request for Action RFA system.
x The City has tasked a team to evaluate the Current RFA system and the
way it is being used. This team will develop strategies for improving
the oversight and coordination of its citizen response systems.
EnvironmentalManagement
0
Be an environmentally sensitive community by focusing on conservation, storm water, sewage collection and treatment, solid waste, and cost effective and efficient use of energy including alternative energy sources.
Environmental Management
Why is it importantto Carlsbad?
With 42 square miles, 98,600 residents, 3
lagoons, 6-plus miles of Pacific Ocean coastline
and thousands of plant and animal species,
protection and conservation of this natural
environment is essential for a high quality of
life. Most environmental issues have an impact
beyond our city boundaries. It is essential that
we coordinate our environmental efforts with
citizens, outside agencies and industries to
promote solutions to regional environmental
issues. By educating each of the interest
groups on how their behaviors impact the
environment and by promoting conservation
efforts the City can sustain a healthy and safe
environment for those who live, work and play
in the Community.
Sewer
The City is responsible for operating and
maintaining approximately 255 miles of sewer
main. Operations and maintenance of the City’s
sanitary sewer system continue to be cost
effective. Planned sewer main cleaning continues
to exceed city maintenance standards, however,
maintenance of the pump stations did not meet
the maintenance goals. In order to address this
shortfall in the maintenance program, Public
Works continues to analyze alternative work
methods and identify possible contracting
opportunities to improve the balance between
planned versus reactive maintenance to ensure
maintenance standards are achieved. The number
and volume of sewer spills decreased over the
previous year, however, the department has not
achieved the goal of zero sewer spills. Public
Works is implementing the use of new technology
to enhance the effectiveness of monitoring critical
locations in the sewer conveyance system in an
effort to minimize impacts to the environment
resulting from sewage overflows and/or spills in
the future. The City continues to be in compliance
with the sewer collection growth management
standard.
Goals for FY07 include improvements to the
Poinsettia Sewer Lift Station, replacing the
existing Vista/Carlsbad Interceptor Sewer,
including the Agua Hedionda Lift Station, and
working collaboratively with the City of Vista
on a project to enhance the City of Carlsbad’s
capacity in the Buena Interceptor Sewer.
Solid Waste
Carlsbad offers curbside trash, recycling
collection and yard waste disposal, drop-off
Household Hazardous Waste (HHW) services,
and Used Oil Recycling. This year three new
programs were implemented: curbside HHW
collection, a residential compost program,
and an HHW one day special collection
event. These services blend to offer residents
disposal options within the City’s borders for
waste generated in their homes.
The State of California requires jurisdictions to
maintain recycling programs that divert waste
from landfills at a rate of at least 50% of all
waste generated each year. Carlsbad has
consistently achieved the required diversion
rate by applying diverse program offerings and
being responsive to the needs and demands of
residents. Carlsbad citizens and commercial
business owners continue to pay among
the lowest rates in the County for disposal
services. Public opinion survey ratings, while
not achieving benchmark, have remained
stable with approximately 85% of the residents
rating the services at good or excellent.
Staff continues to review programs and
recommends enhancements to Council
when identified. Over the coming year, staff
will research the possibility of implementing
automated trash collection and single stream
recycling to enhance the service provided to
the citizens of Carlsbad.
Storm Water
FY06 completes the 4th year of the Storm Water
Program (Program) under the San Diego County
Storm Water Permit. There are three general
areas the permit covers: predevelopment,
construction and post-development. We have
historically reported out on measures in post-
development. Costs of operating the post-
development phase of the storm water program
are reviewed annually. Staff continually focuses
on ensuring compliance with the Program to
ensure clean water for the citizens of Carlsbad.
Since the inception of the program, staff has
spent time and resources on educating citizens
to create an awareness of how their behaviors
impact water quality. A storm water hotline was
created to give citizens the ability to report illegal
discharges into the storm drain system. The
goal to dispatch staff to the reported site within
30 minutes of receiving a phone call was met
100% of the time in FY06.
To date, our costs show that personnel operate
efficiently. In two of four components of the cost
measure, Carlsbad’s costs are the lowest when
compared to our benchmark partners. The City
anticipates that compliance costs will increase as
a new permit, with stricter requirements, will be
adopted by the Regional Water Quality Control
Board in early 2007.
The water quality measure is currently focused
on beach postings due to urban runoff. Urban
runoff did not result in any beach postings in
FY06. Planned drainage maintenance activities
fared better in FY06 than the previous year.
100% of “poor” rated inlets were cleaned during
this period, vs. 75% in FY05. The percentage of
high priority inlets cleaned has risen to 57% from
34%, but still lags behind the City’s maintenance
goal. A review of the Storm Drain Maintenance
program was conducted during the fiscal year,
with the result being that several opportunities
for improvements were identified. Improvements
are being implemented and we are projecting to
achieve all maintenance goals in 2007.
Sewer
Maintenance & Operations
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark 2005 2006
Service Delivery
Gallons of sewage spilled
per mile of sewer main
0.0/gpm 12/gpm 5/gpm
% of sewage spills
recaptured
100% 34%2%
% of planned pump station
maintenance completed
annually
90%4 of the 6
measures
met the
benchmark
4 of the 6
measures
met the
benchmark
% of all planned sewer
main cleaning activities
annually.
90%3 of the 5
measures
met the
benchmark
5 of the 5
measures
met the
benchmark
Cost
Cost per million gallons
(mg) of sewage
$1,512/mg1 $1,485/mg $1,559/mg
Customer Satisfaction
% of customers rate sewer
services as “good or
excellent.”
90%92%92% 2
Growth Management
Standard
Sufficient conveyance
capacity
All trunk
lines have
sufficient
capacity
All trunk
lines have
sufficient
capacity
1. The benchmark is for 2006.
2. Data from the 2005 SBRI Customer Service Survey. No survey questions for the Sewer Collection System
Measure were asked in the 2006 survey.
x The cost of service is slightly higher than the benchmark.
x While not achieving the benchmark, the gallons of sewage spilled per mile
of sewer main improved over last year.
x The percent of recaptured sewage spills decreased over previous years.
x Four of the six planned pump station maintenance measures met the city
maintenance goals.
x All of the planned sewer main cleaning measures met the city
maintenance goals.
TRENDS AND OBSERVATIONS
Sewer service citywide is provided by three separate agencies; the City of
Carlsbad, the Leucadia Wastewater District and the Vallecitos Water District.
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 to containment of spilled sewage. Several of the spills reported
occurred in isolated areas not normally patrolled by staff on a regular
basis.
Carlsbad maintained a cost effective, proactive inspection and cleaning
program of the City’s sewer system to ensure the environmentally safe
and sanitary collection and conveyance of sewage flows.
Carlsbad’s cost of service indicates that Carlsbad’s sewer system is
operating efficiently within existing resources.
Costs will be kept at prudent levels by continuing a proactive approach to
planned maintenance and will allow the city to continue to provide top
quality service of the sewer system.
Maintenance crews continued to meet their maintenance assessment
standards in most activities.
ACTION PLAN(S)
x To address the lack of sewage spills recaptured, the department plans to
implement a radio wave based system (SmartCover™) to remotely
monitor five critical access hole locations. A report of this activity will be
included in next year’s State of Effectiveness Report.
x Implement a new work management system 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.
x Implement a new work management system 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.
Solid Waste
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark 2005 2006
Service Delivery
Diversion of solid waste
from disposal in
compliance with state law
(AB 939), as reported
annually to the California
Integrated Waste
Management Board
(CIWMB).
Achieve annual
diversion rate of
50% or greater to
be in compliance
with AB 939.
57%55%
Cost
Contracted Solid Waste
service rates for
residential and
commercial customers
adjusted to exclude
franchise and other City
fees.
lowest one-third
(compared to
other cities in San
Diego County)
Commercial:
lowest
Residential:
Second lowest
Commercial:
Second lowest
Residential:
Second lowest
Customer Satisfaction
High level of customer
satisfaction.
At least 90% of
customers rate
Solid Waste
services as "Good"
or “Excellent” in all
customer service
survey categories.
Trash – 87%;
Recycling –
83%;
Household
Hazardous
Waste (HHW)
collection –
66.3%
Trash - 86.9%;
Recycling -
84.6%;
Household
Hazardous
Waste (HHW)
collection
67.8%
x Carlsbad ranks second lowest in both residential and commercial solid
waste collection costs which exceed the benchmark.
x Diversion rate for 2006 was 55%.
x The percentage of customers rating solid waste services as “Good” or
“Excellent” in all customer service categories did not meet the
benchmark, but remained consistent with previous data.
TRENDS AND OBSERVATIONS
x Customer satisfaction with solid waste services remains constant. Staff
does not anticipate any changes in the level of satisfaction without new or
additional services being offered.
x Residents enjoy very low cost for solid waste services with the greatest
variety of HHW disposal options of any city in San Diego County.
x HHW collection has maintained a low score but with more time and
knowledge of Carlsbad’s HHW options that satisfaction should rise soon.
ACTION PLAN(S)
x Staff will continue to improve programs and evaluate the possibility of
new programs designed to reduce the amount of waste generated and
disposed of by residents and businesses in Carlsbad.
Storm Water
BENCHMARK AND CURRENT RESULTS
Post-Development
Measure/Measurement Benchmark 2005 2006
Service Delivery
Temporary beach postings
due to urban runoff
0 N/A 0
% re-sampling within 5
business days of receipt of lab
results 90%N/A 66%
% High priority inlets cleaned 90%34%57%
% non-high priority inlets
inspected
90%15%14%
% of poor rated inlets cleaned 90%75%100%
Cost
Cost per business inspected TBD $63.94 $80.85
Cost per outfall monitored TBD $52.53 $64.16
Outreach Cost per capita TBD $0.20 $0.33
Cost per catch basin cleaned TBD $60.76 $42.49
Customer Satisfaction
% of high priority reports of
dumping to storm drain
dispatched within 30 minutes 90%91%100%
% of Carlsbad residents
reporting that they have seen
or heard messages on how to
prevent water pollution
75%42%65%
0
x The benchmark of no temporary beach postings due to urban runoff was
met. (This is a new measure for 2006)
x The percentage of poor rated inlets cleaned met the benchmark.
x The percentage of high priority reports of dumping to storm drain
dispatched within 30 minutes met the benchmark.
x The percentage of re-sampling within 5 business days of receipt of lab
results did not meet the benchmark. (This is a new measure for 2006)
x The percent of high and non-high priority inlets cleaned did not meet the
benchmark.
x The percentage of Carlsbad residents reporting that they have seen or
heard messages on how to prevent water pollution did not meet the
benchmark. However, there was a statistically significant increase in the
number of residents responding affirmatively. This indicates that Storm
Water Protection Program Outreach efforts are beginning to make inroads
in the community.
TRENDS AND OBSERVATIONS
x The Storm Water Protection Program spent more per capita on outreach
and education this year, and the survey results have shown a higher level
of citizens indicating that they have heard or read about preventing water
pollution.
x The percentage of high priority inlets cleaned has risen from 34% to 57%.
x The Temporary Beach Posting and the re-sampling within 5 business days
of receiving lab results are new measures for 2006.
x The percent of inlets cleaned that were rated “poor” has increased from
75% to 100%.
x The cost per catch basin cleaned has decreased from $60.76 to $42.49
per catch basin. We believe that this is due to new equipment purchased
specifically for this purpose, improving the efficiency of the Storm Drain
Maintenance crew, and reducing operational costs of the machinery.
ACTION PLAN(S)
x Continue current monitoring and pollution prevention programs.
x Consider options for exceedance investigations including increasing staff
or hiring a contractor to allow more timely investigations within the 5 day
standard.
x Continue to refine the maintenance program to optimize pollutant removal
and achieve maintenance objectives, including supplementing City staff
with contracted resources to ensure achievement of measures.
x 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.
x Continue to implement and assess the RFA and complaint response
procedures.
x Collect data, evaluate maintenance cost comparisons, and develop
benchmarks for all activities.
x Review the programs reported in these measures to ensure compliance
with the terms of new Municipal Storm Water Permit to be issued in FY07.
x Recruit, hire and train staff to fill vacancies and become fully staffed.
x Develop new measures to ensure all phases of the permit (pre-
development, construction and post-development) are represented in the
annual report.
Financial Health
Pursue and implement proactive strategies that support sustainable economic health and manage fiscal resources effectively
Financial Health
Why is it importantto Carlsbad?
Financial health is the cornerstone of any viable
organization, be it public or private. The City
of Carlsbad has strong core values around fiscal
conservatism, and the municipal corporation
has devoted considerable effort to preserving its
fiscal integrity for the foreseeable future.
The concept of financial health is most clearly
illustrated by showing the net effect of the cost
of services provided to the community and the
revenues available to fund those services over a
long period of time. By using a ten year horizon
the City’s fiscal forecast provides a snapshot of
the relationship between the cost of services and
revenues over a period long enough to allow the
City Council and public to identify trends, and to
take action, if necessary, to avoid fiscal problems
in the foreseeable future.
The City’s ability to deliver top quality services
over the long term depends on its success in
balancing expenditures and revenues, effectively
committing funds to programs that enhance
the community’s quality of life, insulating the
City’s revenue base from economic cycles, and
the willingness to adjust the fiscal course before
problems are encountered.
Revenues over (under) Expenditures
$14
$12
$10
$8
$6
$4
$2
$0
2005 2007 2009 2011 2013 2015
$ in millions
10 Year Financial Forecast
The financial health of the City of Carlsbad is based upon
fiscal discipline and fiscal conservatism, and using these
principles, the City has developed the ability to create
a sustainable community. The performance measures
in this report are indicators of how successful the City
is in achieving this vision. The performance measures
reflect the reliability, accuracy and timeliness of the
Finance Department’s work products. The effective use
of technology helps the Finance Department achieve
these objectives.
The Finance Department has four key performance
measures included in this report:
n Long-Term Fiscal Condition
n Finance Report Distribution
n Business License Processing
n Outgoing Payment Processing
All four of these indicators have shown significant
improvement during the 2005-06 Fiscal Year. The
Finance Department saw the long-term financial
outlook stabilize, the delivery of more timely financial
information, continued focus on accuracy, and more
effective use of technology.
The Fiscal Year 2007 Adopted Budget increased
the General Fund allocation to the Infrastructure
Improvement Fund from 4% to 6.5% of the General
Fund revenues. This Fund has been established to
plan for the eventual replacement of the City’s facilities
when necessary.
The City received a credit analysis and rating from
Standard and Poor’s on November 21, 2006. Standard
& Poor’s assigned its ‘AA’ rating to the City of Carlsbad
for these primary reasons:
“An affluent resident population and growing
economy with low unemployment and high property
wealth; Residents’ access to the strong greater
San Diego Metropolitan Service area; Very strong
financial performance and unreserved fund balances,
supported by a city ordinance requiring voter
approval of capital outlays in excess of $1.0 million;
and very low direct debt levels and a moderate total
overlapping debt burden.”
Financial Status Report
60
50
40
30
20
10
0
BUSINESS DAYS TO ISSUEDAYSJul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Online Utility Billing Processing
The City is in the process of implementing
eCARE, a module of the Utility Billing System.
This will create a whole new level of service,
for our 26,000 utility consumers. Customers
will be able to review and pay their accounts
online, by credit card or directly from their bank
account. They will be able to quickly and easily
look up usage, payment and bill history. The
system allows for electronic bill delivery and
the automation of service orders. The system is
planned to go live in the midsummer 2007.
City Cashiering System to be Deployed to the City Libraries
In 2005 and 2006, the Core Cashiering System
was successfully implemented at the City’s
Faraday Building and the Safety Center. By the
end of June 2007, the system will be expanded to
the City’s libraries. The system will interface with
Sirsi, the circulation software. This will allow
the circulation staff to pull up patron accounts,
show the balance due, and process payments.
The system will allow the libraries to take credit
card payments, where in the past only cash and
checks were accepted. It also strengthens internal
financial controls, as well as standardizes cash
handling procedures throughout the City.
City Credit Card Procurement Policies
The Finance Department is in the process of
reviewing and rewriting its current credit card
purchasing policies. We are strengthening our
current policies to ensure that best practices and
criteria are in place such as: qualifications for a
card, spending thresholds, allowable purchases,
penalties for misuse, and use of technology to
assist the user in processing their statements.
Finance
BENCHMARK AND CURRENT RESULTS
Summary of Key Results of the Year
Measure/Measurement Benchmark FY05 FY06
Service Delivery
Long Term Fiscal
Condition: 10-year
financial forecast
Revenues will be equal to
or exceed expenditures
each year
+$11.8
million
+$5.9
million
Monthly Financial Status
Report Distribution
Issued by the 15th day of
the month (not to exceed
15 days)
12.8
average
working
days
10.3
average
working
days
Business License
Processing
Decrease in pending
licenses year to year 181 151
Decrease in percentage
of delinquent renewals
year to year
2.02% 1.93%
Increase in On-line
processing year to year
5.92% 6.46%
Outgoing Payment
Processing
Increase in successful
payments year to year
99.51% 99.7%
Increase in electronic
payments year to year
44%45%
x All four of these indicators have shown significant improvement during the
2005-06 Fiscal Year.
x The Finance Department saw the long-term financial outlook stabilize, the
delivery of more timely financial information, continued focus on accuracy,
and more effective use of technology.
1
0
TRENDS AND OBSERVATIONS
x The forecast for the next ten years reflects an average increase in the
General Fund balance of $3 to $5 million per year.
x As the City reaches build-out, the emphasis shifts from new infrastructure
construction to infrastructure maintenance and replacement. The ability to
fund infrastructure maintenance and replacement is key to the
sustainability of the City. Through fiscal discipline, the City has been able
to increase its contribution to the Infrastructure Replacement Fund from
4% of General Fund revenues to 6.5%, beginning in Fiscal Year 2007.
x The ten-year financial forecast also considers the Capital Improvement
Program and the timing for the operation and maintenance of new facilities
that will be opening over the next ten years.
x Through useful tools such as the Financial Status Report and the ten year
financial forecast, the City will be able to respond to changes in the
economy and/or other changes which may be out of the City’s control.
ACTION PLAN(S)
Develop a Customer Service measure for the department. Focus areas in
consideration include: cashiering, accounting support, budget and access to
financial information.
Use the City’s web site as a service enhancement vehicle for Business
Licensing.
Apply the Business Target List, provided by the City’s tax consultant to
highlight possible businesses within the City operating without a Business
License.
Work with City departments to continue to improve the efficiency and
effectiveness of operations, as well as fiscal responsibility, financial reporting
and processing of financial information.
Update and improve the City’s financial information system (IFAS). This will
address concerns of both Finance and Human Resources. IFAS will be upgraded
to a Web-based version - called 7i. The upgrade will be complete in FY 07-08.
2
Risk Management
BENCHMARK AND CURRENT RESULTS
Summary of Key Results of the Year
Measure/Measurement Benchmark FY05 FY06
Service Delivery
Claims Administration Claim determinations
made within 45 days of
receipt
95%98%
General Liability
Expenditures For All
Claims
Mean General Liability
expenditures per capita
for full service cities
under 100,000
population participating
in the ICMA survey
ICMA: $ 5.32
City: $12.30
ICMA: $ 9.91
City: $12.52
Loss control is part of the prudent management of fiscal resources. To this end,
Risk Management provides a focused managerial direction for the City’s self-
insured general liability and property damage insurance programs. Risk
coordinates with departments citywide, legal counsel, consultants, third party
administrators, and insurance companies to manage claims against the City and
minimize losses.
x Two measures of risk management in the City are: the timeliness of
processing claims and the costs of the City’s liability exposure relative to
other full service cities of a similar size that participate in ICMA’s
performance measures survey. Both measures reflect the efforts of all
departments to reduce and mitigate liability exposure throughout the City,
x The first indicator, Claims Administration, has consistently reflected claims
processed within the time frames established by law. The second
indicator, General Liability Expenditures for All Claims, reflects relatively
steady liability expenditures over the last two years.
3
TRENDS AND OBSERVATIONS
x The efforts of Risk Management and other departments to evaluate and
investigate claims so that a determination can be made within the
statutory timeframe of 45 days are consistently successful. The liability
expenditures are relatively stable and reflect the City’s experience with a
few significant cases, some of which extend over multiple years.
x Carlsbad is the largest city in the comparison sample and should compare
better next year when the sample is cities over 100,000 in population.
However, one significant case in this time period is continuing, and the
impact of its associated costs will impact results for the next two years or
more.
ACTION PLAN(S)
Risk Management works with all departments to continue to improve loss control
measures of Department operations. A goal this year toward that end is the
evaluation and revision as necessary, of insurance requirements in Recreation
Independent Contractor contracts.
4
Learning, Culture & Arts
Promote and support continuous learning, cultural opportunities and the arts within the community and the city organization
Learning,Culture & Arts
Why is it importantto Carlsbad?
An organization that supports learning represents
a community that will continue to grow, change
and remain vital. Vitality is a key indicator of
a community’s ability to thrive and compete.
Learning enables Carlsbad to remain both a top
quality organization and community.
Arts
The Arts Office has established three new measures. These
measures will evaluate the outcomes of the Arts Office to pro-
mote and support continuous learning, cultural opportunities,
and the arts within the community and the city organization. A
90% benchmark will be established for expected attendance
levels and for the quality of the Gallery’s exhibition and educa-
tion programs. The final measure is based on an operating
cost per capita to operate and maintain the Arts Office.
Employee Training and Development
The City continually strives to create a highly qualified and
competent staff through employee training and development.
The two measures established, cost and customer service, did
not reach the benchmark. Staff is looking for ways to evaluate
an effectiveness measure to ensure that staff remain trained
and competent.
Library
The Carlsbad Library continues its ranking of 1st out of 33
libraries for cities within California having a similar popula-
tion. Improvement was shown in three of the 13 categories
evaluated. For the fourth year in a row, respondents to the
Citizen Survey rated Library services as “Good to Excellent”
97% of the time. The Library developed a balanced scorecard
to translate strategies into tangible objectives and measures.
One objective included in the scorecard is to establish cost
measures related to service delivery standards.
The Library is currently in compliance with the growth management standard regarding square footage of space per capita. Carlsbad’s population would need to reach approximately 121,093 before it would trigger the need for expanded library space.
Recreation and Park Planning
The Recreation Departments continue to promote and
support continuous learning, cultural opportunities, and
the arts within the community and the city organization.
These three elements build a sense of community for the
residents of Carlsbad through trails, parks and recreation
facilities. The T.R.U.S.T program (Teaching Respect, Unity,
and Sportsmanship through Teamwork) consistently
maintains a positive effect demonstrated by the continued
high rankings received on the customer satisfaction
survey. In the Youth Sports Leagues, the benchmark (90%)
was achieved with a rating of 96%. In the Adult Sports
Leagues there is continued improvement. This program
has continually received higher ratings and is almost at
the benchmark with an 89% rating. In 2007 the T.R.U.S.T
culture will be spread to all Recreation programs, events
and classes as well as to the community.
An initiative begun in 2006 focuses on Health & Wellness.
This program has two goals: the short term goal is to
determine how the citizens value a health and wellness
initiative as part of a healthy community; and the long
term goal is to attain community involvement and
engagement in health and wellness opportunities. An
average measurement score was received as anticipated.
The Recreation and Park Planning operating cost per capita
($58.96) was slightly below the benchmark of $59.44.
The operating cost has been consistent year to year.
Arts Office
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark 2006
Service Delivery
90% of
expected
attendance
New
Measure
1P
st
P year of
measure Expected attendance vs.
actual attendance
No data yet
Cost
Operating Cost
Per Capita
New
Measure
$9.67
Net Operating Cost
Per Capita
New
Measure $8.30
Customer Satisfaction
Rating of visitors on their
experience at the Cannon Art
Gallery
90% rating
of good or
excellent
1P
st
P year of
measure
No data yet New
Measure
Rating of participants
experience at the Three-Part-
Art education program
90% rating
of good or
excellent
1P
st
P year of
measure
New
Measure
No data yet
Three new performance measurements will be established for the Arts Office.
The goal is to evaluate the results associated with the Arts Office promotion
and support of continuous learning, cultural opportunities and the arts within
the community and the city organization.
Service Delivery
x The service delivery expected attendance will vary from program to
program. The intent is to meet the needs of the appropriate target
audience by matching the expected attendance to the actual
attendance.
TCost
x TThe cost to operate and maintain the Arts Office will be evaluated from
two perspectives. One is based on the current operating cost per capita
at $9.67. The second takes into consideration the revenue earned
through fundraising in the amount of $134,000 that translates into a
net cost per capita at $8.30.
x TThe revenue in FY06 represents 14% of the budget.
x TNo benchmark has been established but it is anticipated that it will
increase by the CPI index every year.
TCustomer Satisfaction
x TCustomer service will be evaluated based on the response from
participants of their experience in the Cannon Art Gallery and the
Three-Part-Art education program.
TTRENDS AND OBSERVATIONS
x N/A
TACTION PLAN(S)
TService Delivery
x TTrack and document data for various programs presented by the
Cultural Arts Office and prepare for inclusion in 2008 Annual State-of-
Effectiveness Report
TCost
x TContinue to carry out the Cultural Arts program in a cost effective
manner.
x TGather data from other cultural organizations to determine the cost per
capita.
x TAnalyze the data and make recommendations on a goal for allocating
resources in relation to similar entities.
TCustomer Satisfaction
x TDevelop appropriate questions to be included in the Carlsbad citywide
public opinion survey, on-site survey, and Friends of the Arts telephone
survey.
Employee Training & Development
BENCHMARK AND CURRENT RESULTS
Benchmark 2006Measure/Measurement
Cost
Annual Training and
Development expenditures as
a percent of total payroll
2.3% of total
payrollP
1.
P
1.1% of
total
payrollP
2.
P
Customer Satisfaction
% of survey respondents that
reported they were satisfied
with Training and Development
Programs
90%87%
1.
P
The average percent of payroll organizations reporting to the American Society for Training and
Development’s 2005 survey
2.
P
Carlsbad figure only represents training expenditures for centralized training coordinated by Human
Resources and training conducted in Public Safety.
The City of Carlsbad spends 1.1% of payroll. This figure includes
centralized training coordinated by Human Resources, and Public Safety
training and development programs.
An employee survey conducted in the Spring of 2006 reported that City
of Carlsbad Training and Development programs have an average
customer satisfaction rating of 87%.
TRENDS AND OBSERVATIONS
City employees gave the highest training satisfaction ratings to Training
Academies and the Tuition Reimbursement Program.
A training and development needs assessment is currently being
conducted. This study will ideally reflect the training requirements of the
organization.
0
TACTION PLAN(S)
Develop a Training and Development effectiveness performance measure.
Data gathered will quantify the value of employee development to the
organization.
Analyze Training and Development expenditures, exploring more tangible
measures of performance for the Training and Development function -
including department-specific training expenses. This effort alone will
greatly improve the accuracy of the training as a percentage of payroll
(Cost) measure.
Library
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark 2005 2006
Service Delivery
Ranking among
similar-sized California
libraries based on 12
categories
90th percentile
among California
public libraries in
population category
1P
st
P
among
reporting
libraries
1P
st
PPamong
reporting
libraries
Cost
Operating Cost
Per Capita
New Measure -$88.20
Value of Volunteer
Hours based on hourly
rate of $20.29
10,000 hours
$202,900
New Measure
-
14,116
hours
$286,419
Circulation Services
Operating Costs
Cost Per Check-Out
New Measure
-$.41 per
transaction
Customer Satisfaction
Citizen Satisfaction 90% rating
good or excellent
-97%
The Library’s programs and services are designed to ensure a high level of
citizen satisfaction by delivering top quality Library services with efficient use
of resources, and reporting the public value of Library services.
Service Delivery
x Carlsbad City Library continues to rank 1st against other like-size
California libraries in the evaluation of 12 service categories. The
benchmark was first reached in 2002. This year the Library improved
its overall standing in four categories: Librarian FTE, Circulation per
capita, Reference questions per capita and Registered Borrowers. This
measure will change next year as the Library transitions to using more
of the balanced scorecard components for measuring effective delivery
of services.
Cost
x The cost measure includes a three modal approach.
x A benchmark for the cost per capita was not established since it will
change with the completion of the Learning Center.
x Volunteer time donated equates to more than $286,000 value to
community. The benchmark was 10,000 hours and volunteers donated
over 14,116 hours at $20.29 per hour.
x Circulation service delivery is measured pre-RFID technology
implementation.
Customer Satisfaction
x Citizens and visitors continue to rate Library services “good or excellent”
TRENDS AND OBSERVATIONS
Service Delivery
x The Library has maintained top ranking in the comparison against other
top-rated libraries in the state for the last four years. As service
delivery methods change, libraries across the state are exploring
methods of measuring and reporting on library services in meaningful
ways.
x Throughout the last six (6) years of citywide telephone survey results,
at least 96% of residents rate library services as “good or excellent.”
x The Library expanded customer satisfaction measurement tools to
identify programs or services that citizens most desire, which will allow
the Library to adjust priorities as the population grows.
ACTION PLAN(S)
Service Delivery
x Additional core library service areas will be measured for possible
improved efficiency. This will continue to evolve with the incorporation
of the balanced scorecard as a method of measurement.
x A marketplace approach to delivering library services is anticipated to
increase circulation and provide greater convenience to customers.
Cost
x The cost measure will include a net operating cost per capita next year.
x Volunteer usage will be analyzed to determine whether the Library’s
benchmark should be raised because of a trend in increased citizen
participation.
x Circulation service delivery will be measured after implementing RFID
technology to determine improvement in cost efficiency. The Library is
preparing to use Radio Frequency Identification technology, which will
provide a higher degree of efficiency in circulating library materials.
Customer Satisfaction
x The Library desires to meet anticipated increases in demand for library
services with the same or greater levels of efficiency and library user
satisfaction.
Recreation & Park Planning
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark 2005 2006
Service Delivery
T.R.U.S.T
Teaching Respect
Unity and
Sportsmanship
Through Teamwork
90%
Rating of
Very Good
or Excellent
Youth Sports 95%
Adult Sports 83%
Youth Sports 96%
Adult Sports 89%
T.R.U.S.T
Reduce the number of
Technicals/Ejections/
Youth Sports
13/0/0
Adult Sports
15/11/3
Youth Sports
12/0/0
Adult Sports
10/7/2 Suspensions
Health & Wellness
promoted through
programs and
facility use
9 or higher
Scale of 1 to
10
-
7.37
Cost
Operating Cost
Per Capita
FY04/05
$56.99 $58.92
FY05/06
$59.44 $58.96
Net Operating Cost
Per Capita
New
Measure $37.23 $37.23
Customer Satisfaction
90%
All 9 categories
above 90%
Customer Service Rating of
Very Good
or Excellent
No data (off year)
The Recreation Department continues to ensure that citizens have a high level
of customer satisfaction, program enrichment and safety through quality
programs by striving to reach a benchmark at 90%. The Cost Effectiveness
measure has established a benchmark based on a baseline amount established
in 2002 and an annual increase in CPI with the intent of keeping expenses
under the benchmark.
Service Delivery
x The TRUST program stands for Teaching Respect, Unity, and
Sportsmanship through Teamwork, and it promotes the philosophy of
good sportsmanship which is actively promoted by the City of Carlsbad
in its recreation programs.
x 96% of Youth Sports TRUST participants have rated the level of
sportsmanship as very good or excellent. This program has seen
substantial growth from 11% in 2003 to 96% in 2006.
x The Adult Sports TRUST program is just below the benchmark of 90% of
participants rating the sportsmanship program as very good or
excellent.
x The new measure, Health & Wellness, creates an environment for
continuous learning regarding health & wellness opportunities. The
outcome is increased awareness and participation in health and wellness
activities provided by the Recreation Department. The average score
on the zero to ten scale was 7.37, which is below the benchmark goal of
9.0, as anticipated for the first year of inception.
Cost
x The costs to operate and maintain Recreation and Park Planning
services are under benchmark at $58.96. The benchmark is based on
an operating cost per capita at $59.44. The benchmark was established
in 2002 and has increased by the CPI index every year. The net
operating cost per capita includes revenues from the Recreation
programs at $1,851,088 and the Senior Center revenues & grand
funding at $291,822. This is a combined total of $2,142,910.
TCustomer Satisfaction
x The Customer Satisfaction rating regarding the quality and customer
service oriented aspect of the Recreation Department’s programs and
facilities has consistently met or exceeded the benchmark of 90% and
there is no anticipated change in the service levels. As a result, it was
determined that this questionnaire would be asked only in alternating
years. 2006 is an “off year,” therefore, no data is being reported.
TRENDS AND OBSERVATIONS
Service Delivery
Sportsmanship in the sports leagues represents the Recreation
Departments philosophy regarding sports programs. The TRUST program
has been well received by parents, volunteers, coaches, adults, and kids.
The participation numbers have grown - not just in department athletics,
but also in citywide youth sports (little league, soccer, etc...). Offering
quality programs on quality fields has increased the level of demand for
our youth sports activities.
Sportsmanship in the adult leagues is gradually improving but is still below
the benchmark of 90%. In an effort to bring this measure up to the
benchmark level, increased education of the TRUST program has been
implemented. This improved training includes a brochure that participants
receive prior to training, an inspiring informational video during training
and follow-up contact with coaches on a monthly basis.
The Health and Wellness measure had a score of 7.37 out of 10 based on
its alignment with the Recreation Department program and services. The
goal is to expand upon this unique opportunity to help make a difference in
the campaign to improve health and wellness awareness and create
opportunities for collaborations. The only trend noticed was the strong
correlation between how well the City promotes health and wellness and
the ratings respondents gave to both the condition of City Parks and to the
City’s recreational programs. No significant demographic differences were
found in the ratings of Carlsbad’s promotion of health and wellness.
Cost
Recreation and Park Planning expenses increased at a very small amount
from the previous year by $.04 to $58.96. FY06 is the first time that
Recreation and Park Planning has reached a cost per capita that is below
the benchmark ($59.44), and it is lower by $.48. The cost has remained
consistent from year to year.
The net operating cost per capita is the same as last year. The revenue and
expenses were both proportionately higher this year.
Customer Satisfaction
The customer satisfaction rating appears to be stable.
TACTION PLAN(S)
Service Delivery
The TRUST program marketing campaign will roll out the sportsmanship
program internally to all recreation staff, including seasonal part time staff,
contract instructors, program participants as well as to educate the
community. The purpose is to encourage other team-oriented activities
and groups to embrace the TRUST culture. Through the involvement of the
community both in philosophy and contributions, this program can be
taken to the next level. The success of the TRUST program will be shared
with other cities through conferences and applying for awards will add
credibility to this endeavor.
Community Outreach: The expansion of the TRUST program to outside
agencies will continue in 2007. The first two groups to receive the training
in 2006 included POP Warner and Latin American Soccer. Other training
opportunities will be pro-actively identified. In addition, when
sportsmanship problems occur, the associated group will be required to
schedule the TRUST program training before approval to play on a
Carlsbad field.
The new learning initiative surrounding health and wellness will focus on
two goals. The first goal is to identify the various links between health and
wellness initiatives and a healthy community. This will include the
continuation of Trail Blast, a special event that combines the outdoors,
education, and fitness, as well as to identify other programs that could be
incorporated as a health and wellness benefit to the participant. The long-
term goal is to position the City as synonymous with health and wellness.
This includes community involvement and engagement in health and
fitness opportunities.
Cost
An evaluation of the Recreation Department’s self sustaining levels will help
to identify an allocation of resources to manage the department’s programs
more efficiently. Once approved it will be added as a performance
measurement. As an example, the facility reservation process will be
evaluated to determine ways to reduce costs.
Customer Satisfaction
Customer satisfaction will be an area of focus to maintain the current high
level of customer service. Customer survey opportunities will be expanded
to include an on-line survey to help capture citizen feedback for all classes,
programs, events and facilities. A customer service team will be created,
and community focus group meetings will be offered to the public.
Parks, Trails & Open Spaces
0
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
Parks, Trails & Open Space
Open Space
The City’s commitment to preserving Open
Space is reflected in the 20-year old Growth
Management Plan standard. Staff implemented
the required 15% set-aside property from
developers to ensure the City has at least 40%
of the total land area as open space at build-out.
This set aside is in addition to environmentally
constrained land that cannot otherwise be
developed. It should be noted that Open
Space has many forms, active recreational
areas, passive recreational areas, public
trails, and pristine habitat preserves. The City
Council also appointed an Ad-hoc Open Space
subcommittee to provide recommendations
to the City Council. The City’s Habitat
Implementation Plan and associated funding
mechanism have been completed and approved
by the City Council.
Why is it importantto Carlsbad?
Parks, open space, and trails are an important
part of the City for those who live, work and
play in Carlsbad. They enhance the quality
of life by providing attractive, colorful and
diverse green spaces. Parks, open space, and
trails encourage a healthy lifestyle by creating
opportunities for recreation and relaxation. As
the open space around the City diminishes, the
preservation of natural areas becomes increas-
ingly important.
Parks
The City continues to pursue the acquisition
of additional park land to satisfy the Growth
Management Standard for park space. There is a
current park deficiency in the Southeast quadrant
which will be addressed with the development
of Alga Norte Park. As a whole, the City
remains compliant with the Growth Management
Ordinance.
The Parks Maintenance Department is responsible
for maintaining, preserving and enhancing the
parks, school athletic fields, Downtown Village
streetscapes, beach access and landscapes at
various civic facilities. In FY06 the Department
assumed responsibility for the new Aviara, Hidden
Canyon, and Pine Avenue Parks.
As a result of a seven site CIP project, all city
parks’ tot lot equipment remains in compliance
with the Americans with Disabilities Act. In
addition, two parks’ restrooms were remodeled,
and one restroom rebuilt, under CIP projects
also intended to ensure compliance with the
Americans with Disabilities Act. Several other
Parks Maintenance Department Capital Outlay
projects were addressed, including tennis court
resurfacing/re-screening, baseball field backstop/
netting retrofits, City-wide picnic table removals/
replacements, and future park fence installations
designed to protect habitat.
The customer satisfaction of parks’ maintenance
held at 94% of ratings received during the citizens
survey falling in the Good or Excellent categories.
This was the seventh consecutive year that these
ratings were above the benchmark of 90%.
Maintenance costs, while below benchmark, are
continually reviewed and analyzed to ensure that
expenditures maximize park patron benefit, while
meeting the high service levels that are expected.
Trails
In 2006, Carlsbad exceeded its benchmark
of providing 4 miles of trails per year. Overall
about 4.5 miles of trails were added. These
were generally unpaved open space trails. Trails
maintenance cost increased in their third year of
this performance measurement while continuing
to operate within the budget allocation. The
increased maintenance cost per trail mile in FY
06 was partially due to added construction and
improvements by trails volunteers. An Adopt A
Trails program will be established in FY 07 to help
offset some of these additional improvements.
Parks
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark 2005 2006
Service Delivery
Responses to visual
assessment
90% of
ratings are at
least 7 on a
10-point scale
91%89%
Cost
Carlsbad cost per acre $10,726P
1
P $11,910 $13,025
Customer Satisfaction
% of customers rate City
Parks as “good or excellent.” 90%94%94%P
2
P
Growth Management
Standard
3 acres of parkland for each
1,000 population
Shortfall
exists in SE
quadrant
P
1. The benchmark is for 2006. The benchmark for 2005 was $10,383.
P
2. Data from the 2005 Annual City of Carlsbad Public Opinion survey
P
x The goal is to continue to offer well maintained, cost efficient and safe
parks, with a high level of customer satisfaction.
x The Service Delivery measure reflects the ratings of community
representatives, outside professionals, and City employees as to the overall
quality of care a park is receiving. Areas of focus include irrigation, turf
maintenance, tot lot maintenance, parking lot maintenance, park
furnishings, and sports court maintenance. The overall rating of 89% was
slightly lower than the benchmark of 90%.
x The cost per acre benchmark was not met.
x The customer satisfaction benchmark was met with 94% of customers
rating City parks as good or excellent.
TRENDS AND OBSERVATIONS
x Carlsbad’s cost of service indicates that costs per acre have increased
above the benchmark level. This increase is largely due to a recent
reallocation of staff and equipment expenditures from the Street Tree and
Medians District Budgets to the Parks maintenance budget.
x The development of previously vacant acres such as Larwin Park (now
Hidden Canyon Community Park) and Brierly Field (now Pine Avenue
Community Park) into high use, multi-faceted community Parks add
substantial maintenance costs but do not add acreage, and result in an
increased cost per acre.
x The Cost benchmark baseline is increased annually at a considerably lower
annual rate than the block budget is increased. It should be noted that the
Parks department operates within its annual budget allotment.
x The spring 2006 MAP evaluation saw the overall results drop below the
90% benchmark level by a single percentage point.
x Carlsbad Parks continue to exceed the 90% benchmark rate in the public
opinion survey for the sixth consecutive year.
TACTION PLAN(S)
x Complete Tot Lot ADA compliance project, restroom remodeling, shade
structure installations, and other CIP/Capital outlay projects, which should
maintain or improve Customer Satisfaction and Service Delivery levels.
x Include the newly constructed Aviara, Hidden Canyon, and Pine Avenue
Parks in future Maintenance Assessment Programs to more
comprehensively gauge the Service Delivery measure.
x Examine the 2006 Maintenance Assessment Program evaluations, and
rating processes. Comments received from the raters will be reviewed,
and where applicable, addressed to attempt to improve results of the next
set of evaluations.
x Continue to utilize the Hansen information system to summarize staff
allocations, and make adjustments as needed for maximum efficiency.
x Make workforce (contractor versus City staff) selections based on the cost
efficient delivery of the specified services.
Trails
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark 2005 2006
Service Delivery
Trail Expansion 4 miles per
year 7.30 miles 4.5 miles
Costs
Trail Maintenance Cost
Per Mile
Benchmark
not
establishedP
1
P
$3,276 $4,076P
2
P
Customer Satisfaction
% of customers rate City
Trails as “good or
excellent.”
90%N/A New measure
P
1 Municipalities in the region with similar trails programs have a maintenance budget that ranges from $2,500 to
$5,800 per trail mile.
P
2 Trail maintenance costs include 3 months of the coastal rail trail (CRT) maintenance. The CRT maintenance
expenses will be listed separately from the general trail maintenance in 2007.
x The goal of the trails program is to provide a trails system that ensures
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.
x The City provided approximately 4.5 miles of new hiking and biking trails
also furthering access to open space, a top quality of life issue for the
citizens of Carlsbad as determined by recent Citywide surveys.
x The City Trail Volunteer Program continues to expand and in partnership
with the Parks Maintenance Division continues to keep the trails safe and
well maintained in a fiscally responsible manner.
x The costs to operate and maintain the City trail system are within
benchmark. Total trail mileage has increased from 27.3 miles to 31.8
miles, an increase of 4.5 miles. The CRT Coastal Rail Trail is included in
the total trail mileage as a special project this year. These trails are part
of a countywide collaboration and include lighted trails.T
TRENDS AND OBSERVATIONS
The trails program started in the early 1990s with the Trails Feasibility
Study. The Citywide Trail Program Report was adopted in November of
2001. Since it was implemented in 2002 at least 4 miles of trails have
been added to date.
The number of trail mileage increased approximately 16% in 2006, and it is
estimated that this trend will continue for the next five years as private
development continues to expand the trail system and as the Lake
Calavera Trails Master Plan is implemented.
Continuing to provide the additional trail mileage each year will ensure that
the City is meeting this current and future service demand. The anticipated
number of trails miles to be completed in 2020 includes approximately 60
miles of open space trails and 13 miles of circulation element trails.
The trails program continues to partner with the Center for Natural Lands,
a non-profit management group to coordinate habitat management and
trail management for shared improvements.
The trail volunteer program is anticipated to remain active at its current
levels into the future. The continued support of the Parks Maintenance
Division is anticipated to continue at a similar level. Therefore, the trails
program will be well positioned to meet its goal of providing a trails system
that ensures the recreational and leisure needs of Carlsbad residents while
supporting the protection and preservation of open spaces in a fiscally
responsible manner. P
The introduction of “Trail Blast” in September of 2006 and the
overwhelming participation of this fitness oriented recreational use of the
trails, indicates that trails will continue to play an active role in promoting a
healthy lifestyle.
ACTION PLAN(S)
x Complete Lake Calavera Trails Master Plan, improving access to open space
while meeting the requirements of the Open Space Management Plan.
x Continue to accept outstanding IOD (Irrevocable Offers of Dedications) for
trail dedications that were previously rejected for those trails that are
included as part of the Citywide Trails Master Plan.
x Survey Carlsbad citizens to determine customer satisfaction with the
Citywide Trails Program.
x Continue to monitor trail maintenance costs and the effectiveness of the
Citywide Trail Volunteer Program to ensure that trails are maintained in a
safe and fiscally responsible manner as outlined in the five Year Trails
Maintenance and Operations Plan.
x Establish an Adopt-a-Trail Program in 2007 to help with cost recovery.
Top Quality Service Internal Services
0
Be a city that provides exceptional services on a daily basis
Top Quality Services
Internal Services
Why is it importanttoCarlsbad?
The City of Carlsbad is a full-service city,
providing a broad range of services,includ-
ing:municipal water and sewer,refuse col-
lection,police and fire services,and a public
library system.Citizens expect their municipal
government to provide services in the most ef-
fective and efficient manner possible.The Top
Quality Services grouping is comprised of the
internal support areas of theCity,which enable
the Citizen-facing City departments to accom-
plish their public mission.
The City usesa yearly publicopinionsurvey as
one wayto determine satisfaction withmunici-
pal services that affect resident?s daily lives,
such as street maintenance,trash collection,
and public safety.Suchsurveys enable the City
to identify strengths and weaknesses in the
provision of services.The physical condition
of City parks and facilities has a measurable
impact on the resident?s quality of life as well
as the perception of visitors.
Growth Management
There are adequate City Administrative Facilities
for the current population in Carlsbad, and the
City is in conformance with the Growth Manage-
ment Ordinance for City Administrative Facilities.
Facilities
The facilities work program strives to maintain and
preserve City facilities, with a goal to provide safe,
attractive and energy efcient buildings for the
City to conduct its business and provide services
to the community. The program activities for this
division of Public Works include building mainte-
nance, custodial services and contract mainte-
nance. The division has the following performance
measures: Maintenance Assessment Program
(MAP) ratings, customer service ratings, work
order response times, and maintenance costs per
square foot of building space. Facilities achieved
or exceeded the benchmark in most catego-
ries - with MAP results from the spring of 2005
exceeding the 90% benchmark. As well, results
of work order response reected u rgent, high, and
medium priority work orders were all completed
with in the benchmark time. Overall, there is an in-
crease in the total number of work orders opened.
The number grew from 854 in 2005 to 1,090 in
2006. The group’s plans include: the use of a
new contract inspector to review contract work,
seeking out energy efcient building maintenance
solutions, the implementation of a program to
conduct annual inspection of all City owned facili-
ties, and testing the use of handheld Mainstar
work order devices to enter and close work orders
from the eld.
Human Resources
“People are our priority ...We take care of thepeoplewhotakecareofCarlsbad.”So says themissionoftheHumanResourcesDepartment.Program activities for this group include:recruitment,employee development,performancemanagementandcompensation,and employeerelations.The Human Resources department hasabalancedperformancemeasurementapproachinwhichcost,effectiveness and service measuresexistandareregularlymonitored.The FY06performancemeasuresareasfollows:employeesatisfactionwithHumanResourcesServiceshasincreasedinveoutofsevenservicecategoriesoverthelastsixyears;the Cityemployeeturnoverratehasnearlydoubledoverthelastveyears;andtheaveragenumberof“lost daysofwork”due to on-the-job injurieshas decreased signicantl y.
Fleet
Fleet provides continuous repair and maintenanceserviceforCity-owned vehicles and equipment.The program,which involves all aspects of vehiclerepair,maintenance,and parts,ensures thatadequatesuppliesoffuelandoilareavailabletooperatingdepartments,and administers thecollectionanddisposalofhazardouswastegeneratedbyCitydepartments.Performancemeasuresforthedepartmentinclude:work ordercompletion,unit availability,maintenance costspervehicleclassandcustomerserviceandsatisfactionratings.The results for these measuresareasfollows:the percent of units available forusemetbenchmark,three classes of vehicles hadcostsgreaterthanthebenchmark,the percent ofpreventivemaintenanceworkorderscompleteddidnotmeetthebenchmark,and the customerserviceandsatisfactionratingwasonly1%belowthe benchmark.
Maintenance costs have risen largely due to a
steep increase in fuel cost and an increase in the
cost of replacement parts.The plans for Fleet
Operations for next scal year include:working
with the customer base to be more collaborative in
meeting customer needs,development of a web-
based survey forpost-servicefollow-up,review and
possible modication of the work order completion
benchmark, ensuring it more accurately reects
current realities,and evaluation of stafng levels
regarding meeting service benchmarks.
Average Number of Los t Work Days P er Workers 'C ompens ation Claim
7.5
10.8
41.4
3.1
6 4.8 4.2
7
0
5
10
15
20
25
30
35
40
45
2003 2004 2005 2006
F iscal Year Carlsbad ICMA# of Days
Information Technology
The Information Technology Department pro-
vides ofce automation and data p rocessing
services, ideally increasing the effectiveness of
all City departments. Working to build a solid and
comprehensive technology infrastructure, the
department maintains an efcient and e ffective
technical environment, and delivers high quality
and timely services that support the City’s goal of
providing top quality services to all who live, work,
and play in Carlsbad. The primary functions of the
Information Technology Department are to deliver
technology aligned with business needs, rst
class customer service, and technology innova-
tion balanced with scal responsibility.
Performance Measures for the department in
cost, service delivery and customer satisfac-
tion had good outcomes, with nearly all meeting
or exceeding benchmark. The cost to provide
Information Technology services to City staff is
once again, for the fourth year, below benchmark.
Employee satisfaction increased for the fourth
consecutive year, and response times for urgent
and high priority calls met or exceeded the service
level benchmark. The customer condence mea -
sure was not achieved this year.
While measurements show that the Information
Technology Department continues to deliver
accurate and timely data and services to City
staff, plans for improvement and expansion of
service include the following: provide leadership
in long-range planning,implementation, and
maintenance of information technology; research
and develop a better and more effective com-
munication process,informing customers about
plans,projects,and achievements, and further
rene operational e ffectiveness.
The bi-annual customer service and satisfaction
survey conducted by Human Resources saw the
areas of training and development, employee
information services, and health and disability ser-
vices receiving the highest employee satisfaction
ratings. Carlsbad’s average number of days lost
per workers’ compensation claim has dramatically
decreased by 38 days over the last year, while the
ICMA average increased. Employee retirements
continue to increase steadily as well as the gross
turnover rate. Plans for the department include:
the continued tracking of retirement activity and
support of client departments in succession plan-
ning and forecasting; use of the exit interview data
to further clarify reasons for resignations and the
City’s competitiveness in the salary market; and
working to bring injured employees back to work,
minimizing the lost days of work.
Human R esourc es Customer S ervice Satisfaction
88 86 86 85
76 78
62
94
88
95
91
72
89
73
94
84
91
94
75
82
76
60
65
70
75
80
85
90
95
100
Cus tomer Service Categories
2002
2004
2006TrainingandDevelopmentRecruitmentandStaffing
E m p loy e e In fo rm a tio n S e rvice s
H e a lth a n d D is a b ilityE m plo y er/E m p lo y e e R e la tio n sW o rk e rs C o m p e n s atio n
C la s s ifica tio n o rJo b D e s ig n
Facilities
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark 2005 2006
Service Delivery
% overall quality of care –
MAP Survey
90%96%91%
Cost
Maintenance cost per
square foot not to exceed
the benchmark $8.121 $6.94 $7.32
Customer Satisfaction
% of internal surveys
returned indicate the
overall quality of service is
Good or Excellent
90%89%77%
Work Order Response Time
- Emergency
90%96%100%
Work Order Response Time
– High Priority
90%93%94%
Work Order Response Time
- Medium Priority
90%96%94%
Work Order Response Time
- Low Priority
90%94%88%
1 Benchmark is for 2006, the benchmark for 2005 was $7.85.
x The maintenance cost per square foot met the benchmark.
x The MAP results from the spring of 2005 exceeded the 90% benchmark.
x The results of work order response time review shows that Emergency,
High, and Medium priority work orders were all completed with in the
benchmark time.
x Low priority work orders achieved a score 2% below the benchmark rate.
TRENDS AND OBSERVATIONS
x The MAP results from the spring of 2005 exceeded the 90% benchmark
but dropped slightly from the year before.
x The internal survey was for the first time conducted online and was only
completed by 45 staff members. This respondent rate was significantly
lower then previous years, as was the resulting score of 77%.
x Overall there is an increase in the total number of work orders opened
from 854 in 2005 to 1,090 in 2006. This was an increase of 27.6% and
the extra workload contributed to a decrease in service delivery approval.
x The results of work order response review shows that Emergency, High,
and Medium priority work orders were all completed with in the
benchmark time. Low priority work orders achieved a score 2% below the
benchmark rate. The lack of correlation between the low survey score
and the good results of response times further points to a problem with a
low response rate influencing the negative results of the survey.
ACTION PLAN(S)
x Utilize new contract inspector to review contract work meets standards.
x 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.
x Implement program to conduct annual inspection of all City owned
facilities.
x Ensure all new facility sites such as the Adult learning center, Alga Norte
Park etc. are adequately resourced for facility maintenance once in
operation.
x Pilot the use of a handheld Mainstar work order device 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.
x Change the Internal survey process to ensure a larger sample group of at
least 100 staff respond. This new process will include emailing survey
forms to staff as well as sending reminders out to encourage completion
of the surveys.
Fleet
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark 2005 2006
Service Delivery
Percent of Preventative
Maintenance Work Orders
completed within 24
hours
90%70%72%
Percent of units available
for use
95%98%98%
Cost
Costs equal to or lower
than National estimates
for equivalent classes of
vehicles
Varies
5 of 7
vehicle
classes met
the
benchmark
4 of 7
vehicle
classes met
the
benchmark
Customer Satisfaction
% of internal customers
rate overall satisfaction
as “good or excellent.” 90%88%89%
x Four of the seven classes of vehicles had costs that were lower or equal to
the benchmark.
x The percent of preventive maintenance work orders completed within 24
hours did not meet the benchmark.
x The percent of units available for use met the benchmark.
x The internal customers that rated their overall satisfaction with the quality
of service by Fleet Maintenance as good or excellent in all survey
categories was 1% below the benchmark.
TRENDS AND OBSERVATIONS
x Maintenance Costs have increased largely due to a steep increase in fuel
prices during FY06, and an accompanying increase in the cost of
replacement parts. An additional factor in this cost increase may be the
aging fleet.
x Department has not met the 24 hour benchmark for preventative
maintenance work order completion for the last 4 years. Staff is
evaluating options for this benchmark, including potential revision. The
reason for not meeting this benchmark may be related to the tracking
software, rather than a staffing issue.
x Overall customer satisfaction has fallen just below the benchmark of 90%
for the last two years. Survey methodology has changed over the past 3
years and will continue to change as staff analyzes potential
improvements to ensure that the appropriate customers are being
surveyed.
ACTION PLAN(S)
x Continue to refine survey methodology to ensure that we are surveying
customers with Fleet Maintenance experience.
x Work with the Fleet customer base to be more collaborative in meeting
customer needs.
x Work on using an internet survey for post-service follow-up with
customers.
x Find suitable cost benchmark data for those vehicle classes that do not
currently have a cost benchmark.
x Consider a modification of the maintenance work order completion
benchmark to more accurately reflect current realities.
x Evaluate tracking mechanisms to determine if there is a better or different
way to track work order completion time (for example, only counting
actual work hours vs. total hours in a day).
x Evaluate staffing levels to determine if additional staff could help meet the
existing benchmark for work orders completed in 24 hours.
x Continue tracking results and monitoring to ensure we remain above the
established benchmark for fleet availability.
x Continue tracking results and monitoring to ensure we remain above the
established benchmark for fleet availability.
Human Resources
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark 2006
Service Delivery
The number of full-time employees
who left the organization during
the reporting period, divided by
the total number of employees1.
A turnover
rate of less
than 9%
3.8%
Injured Employee Time Off 7 days 3.1 days
Cost
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
Average of 7
days or less
3.1
Customer Satisfaction
% of employees reporting satisfied
or better with Human Resources
Services 90%
3 out of 7
service
areas were
rated at
least 90%
1. As defined by ICMA -only includes resignations and terminations
Employee satisfaction with Human Resources Services has increased in
five out of seven service categories over the last six years.
Due to an increased number of retirements and a highly competitive
job market, the City employee turnover rate has nearly doubled over
the last five years.
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Working with other city departments, Human Resources has helped
the City significantly reduce the average number of “lost days of work”
due to on-the-job injuries.
TRENDS AND OBSERVATIONS
The areas of Training and Development, Employee Information Services,
and Health and Disability Services received the highest employee
satisfaction ratings.
Carlsbad’s average number of days lost per workers’ compensation claim
is 4 days less that the average for cities under 100,000 reporting to ICMA.
Carlsbad’s average number of days lost per workers’ compensation claim
has dramatically decreased by 38 days over the last year, while the ICMA
average increased.
The number of employee retirements has increased steadily over the past
five years.
The gross turnover rate has increased steadily over the past five years.
ACTION PLAN(S)
Track retirement activity and assist client departments in succession
planning and forecasting.
Continue exit interview program to collect data on reasons for resignation
and our competitiveness in the salary market.
Encourage client departments to begin recruitment processes early, once
retirements or resignations have been announced.
Partner with client departments to identify service needs and expectations
in order to better service them.
Bring injured employees back to work in a light duty capacity minimizing
lost days of work.
Information Technology
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark 2006
Service Delivery
Efficiency: Amount of time
required for users to return
to operational status.
Problems are divided into
two categories – Priority 1
and Priority 2
Priority1: 90%
Priority 2: 90%
Priority1: 90%
Priority 2: 97%
Customer Confidence:
80% of all service requests
will be resolved in one on-
site visit effort by IT staff
80%78%
Cost
Information Technology
annual operating
expenditures per full-time
employee.
Will not exceed
$7,633 / per full-
time employee.
$5,390 / per full-
time employee
Customer Satisfaction
% of employees reporting
good or excellent service
from the Information
Technology Department
90%96%
The cost to provide Information Technology services to City staff is
once again, for the fourth year, below benchmark.
Employee Satisfaction with Information Technology has increased for
the fourth consecutive year and now exceeds benchmark.
The response times for Urgent and High priority calls for the first time
ever both meet or exceed the service level benchmark
The customer confidence measure was not achieved this year. While
narrowly missing the benchmark by less than 2%, the measurement
indicates that requests for technology services are more complicated
and involved than in prior years.
TRENDS AND OBSERVATIONS
The Information Technology Department continues to deliver accurate and
timely data and services to City staff. These resources help support City
staff in their mission to provide efficient and effective City services to
Carlsbad residents and businesses.
The City’s technology network is stable and functioning at a high level –
“up-time” percentages are quite good with resolution times for urgent and
high priority tickets resolved within the goal timeframe.
The customer satisfaction level is growing year after year, with the largest
increase in 2005 coming from help desk services.
Call volume is decreasing slightly (10% decrease from 2005), with the
department receiving fewer, but more complicated, time-consuming
service requests.
ACTION PLAN(S)
x Provide leadership in long-range planning, implementation, and
maintenance of information technology for the City of Carlsbad.
x Research and develop a better and more effective communication
process, informing customers about plans, projects, and achievements.
x The department is currently in a transition between the Information
Technology Director who retired and the new Director, along with three
new staff positions (approved in the FY07 budget year). Through a robust
candidate search and hiring process in 2006 and early 2007, the
department hopes to develop and maintain technically skilled staff
competent in current and emerging information technology.
x Further refine operational effectives to ensure efficacy in the technical and
fiscal management of the Department's operations, resources, technology
projects and contracts. Continue to leverage state contracts for
purchasing at every opportunity.
Top Quality Service Public Safety
Be a citythat provides exceptionalservice on adaily basis
Top Quality Services
Public Safety
Building Department
The City’s Building Department is responsible for
administering the State of California’s structural,
mechanical,plumbing,and electrical codes.The
Department also provides code enforcement
services for the City for zoning,housing,building,
and other Municipalcodeviolations. Themeasures
used to evaluate building inspection services are:
next day inspection rate,inspections per day per
inspector,and ratio of corrections.These three
measures are used to evaluate consistent service
delivery and were all within or close to accepted
industry benchmarks.
In April 2006,CityGate Associates produced
a nal report of their performance audit of the
.ytiCehtrofssecorpweiversecivrestnempoleved
The report stated,“The Building Department does
an exceptional job in monitoring the workload,
permits, and costs/revenues to the City.”
Why is it importanttoCarlsbad?
The overall quality of life in Carlsbad depends to
a large degree on community safety and residents’
perceptions ofsafety.The citizens of Carlsbad have
high expectations for the safety of persons and
property.The City has made a conscious choice
to have a responsive and responsible Public Safety
element in the General Plan and as an operational
priority. Proactive, service-oriented Police, Fire
and Building Department services enhance the
safety of the people who work,live,and play in
Carlsbad.This adds value to the everyday quality
of life for everyone in the City of Carlsbad.
Fire
A critical factor in achieving a positive outcome
during medical emergencies is the ability to deliver
timely quality care and transportation. The fire
department customer service survey shows the
majority of patients are highly satisfied with the
care and service they received. The department
continues to provide this level of service while
remaining within benchmark for our cost per
capita measure. Response times remain a key
component in evaluating service delivery and this
year a new measure was added, that focused on
Emergency Medical Service (EMS) responses.
Response times for this measure did not meet the
benchmark for both the first and second fire units
on scene of a medical emergency. This year the fire
department transitioned from two to three 24-hour
ambulances. It is anticipated that next year’s data
will reflect improved response times. Response
times overall show a slight improvement and are
approaching benchmark.
Police
One of the key factors in the quality of life in
a community is how safe its residents feel.
Carlsbad residents continue to report a very high
level of community safety (average of 9.5 on a 10-
point scale for daytime). In addition to a sense
of safety, Carlsbad residents continue to enjoy a
fairly low crime rate compared to the rest of the
county; however, crime has been increasing at
a slightly faster rate than our population. When
crime is reported, the police department responds
in a timely manner with noted improvement from
the previous year.
Carlsbad has maintained a cost per capita for
police service close to the county average since
its measurement began in 2001. Crime victims
have been surveyed for over 16 years and
continue to report a high level of satisfaction with
uniformed personnel (94%). Other areas of the
department rate slightly lower but still are in the
mid-to high 80s. The police department is now
maintaining itself in the lead in the county with
the highest crime case clearance rate for overall
crime and property crime.
Building Inspections
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark FY 06
Service Delivery
Next Day Inspections 95%97%
Ave. Inspections per Day per Person < 25 24
% of Inspections Requiring Corrections §15%14%
Cost Effectiveness
Cost per Approved or Partial Approval
Inspection
$51.50 $51.14
Inspectors were able to make 97% of all service requests the next
working day.
The cost of $51.14 per approved or partially approved inspection – while
within the benchmark – indicates an increase in expenditures directly
attributable to increases in PERS rates, liability insurance costs, and
vehicle fuel costs.
TRENDS AND OBSERVATIONS
x With only eighteen (18) customer satisfaction surveys returned, there was
insufficient data to statistically quantify the customer satisfaction
measurement.
x The Building Department staff has recently attended a series of customer
service workshops designed to improve working relationships with their
customers. Partially approved inspections indicate a more “workable”
atmosphere and projects can continue to progress in a more timely
manner.
1
+_
00
x For the fourth consecutive year the Building Department staff has met or
exceeded its benchmark of making next day inspections 95% of the time.
x A recent downturn in residential building permit issuance and a projected
construction slowdown will allow field inspectors to accept an increased
presence in code enforcement cases, the City’s storm water program and
prepare for the adoption of a new cycle of model codes.
TACTION PLAN(S)
x As the City of Carlsbad begins to transition from a development phase
towards a maintenance phase, the Building Department will face many
changes. Increased training for field inspectors will keep the staff up to
date with current codes, expand their knowledge base to interact with
various departments, and prepare them for an increased presence in the
community as helpful assets to the citizenry.
x This is the fourth year of the Building Inspection Cost Efficiency measure,
and a benchmark has not yet been set. With four years of data now
collected, this measure will be reviewed and adjusted as warranted.
x 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.
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Fire
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark FY 04 FY 05 FY 06
Service Delivery
All Emergency Responses 1
1st Unit on Scene in 8 minutes 90%87%88%89%
Total Average Response (All) 5:00 5:35 5:31 5:28
Total Average Response (EMS) 5:00 5:28 5:20 5:17
Cost
Cost Per Capita Benchmark $117
Cost: $108
Benchmark $121
Cost: $119
Benchmark $126
Cost: $122
Customer Satisfaction
911 Dispatch 95%98%97%99%
Response Time 95%98%97%99%
Competence 95%99%98%98%
Courtesy 95%100%99%99%
Transportation 95%100%97%96%
Growth Management
Standard
Number of dwelling units outside of a 5 minute “travel time” < 1,500 Met the Standard Met the Standard
Currently meets the Standard1Total number of emergency responses equals 7,245.
Response times are a critical factor in achieving positive outcomes.
Average response times for all emergency responses and all EMS
responses have consistently improved over the last 3 years. This year
the Fire Department introduced a new measure to more effectively
evaluate the Fire Department’s EMS service delivery. The initial data is
intended to establish a baseline for future analysis.
The Public Opinion Survey showed the seventh year of Fire Protection
Services being rated as good or excellent by over 90% of the
respondents. In 2006, 98% of respondents rated Fire Protection
Services as good or excellent. Additionally, 2006 Survey respondents
were also asked to specifically rate Paramedic Services, with 97% of
respondents rating the services as good or excellent.
The Fire Prevention Division has undergone reorganization over the last
year. Currently this division is evaluating a multi-phased integrated
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system, which is designed to meet State of California annual mandates
for fire and life safety inspections of facilities in the City of Carlsbad.
Growth Management Standards were met and continue to ensure that
adequate emergency services are being delivered throughout the City’s
limits. The Fire Department is currently reviewing alternative methods
to confirm Fire Station locations utilizing current technology.
TRENDS AND OBSERVATIONS
Three years ago the Fire Department began using a benchmark for
overall responses of the first fire apparatus arriving on scene within 8
minutes 90% of the time. During the past 3 years, there has been a
gradual improvement in overall response time. In 2006, the Fire
Department achieved an 89% response time.
The Fire Department is developing a new measure of Emergency
Medical Services (EMS) response times, based upon national, state and
local guidelines. This new measure will evaluate response time to an
EMS incident for the first and second apparatus from dispatch to on
scene arrival. Preliminary response time data for the first apparatus on
scene is 51% and for the second apparatus is 59%. This preliminary
data is intended to establish a base line and currently appears to be
comparable to response times reported by both ICMA and the U.S. Fire
Administration. The data is reflective of a single year in which
numerous changes in the EMS delivery system were instituted.
ACTION PLAN(S)
The department will continue to monitor response times and expand
analysis to include geographic impact based on fire station location.
With the FY 07 implementation of a permanent third 24-hour
ambulance, EMS response times should decrease.
The Fire Department has established a Technology Group that has been
tasked with reviewing potential technology uses within the department.
The Technology Group will coordinate activities with department project
managers and assist in interfacing with City’s Information Technology
Group (ITCG). The intent is for this group to explore opportunities to
track and coordinate resources throughout the City.
The department will continue to explore opportunities to expand the
boundary drop program with the addition of Oceanside Fire to the fire
regional dispatch center. The objective is to reduce response time by
assigning the closest fire apparatus to manage an incident regardless of
jurisdiction.
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Police
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark 2006
Service Delivery
Citizens sense of safety 57%86%
Crime Rate –Overall
Crime Rate –Violent Crime
Crime Rate –Property Crime
Lowest third
Lowest third
Lowest third
No
Yes
No
Clearances –Overall
Clearances–Violent Crime
Clearances –Property Crime
Top third
Top third
Top third
Yes
No
Yes
Response Time – Priority 1
Response Time – Priority 2
Response Time – Priority 3
90%<6 mins.
90%<15 mins.
90%<30 mins.
61%
72%
73%
Cost
Cost per Capita $219 $218
Customer Satisfaction
Crime Victim Survey:
Patrol
Dispatch
Detectives
Records
90%
90%
90%
90%
Patrol 94%
Dispatch 88%
Detectives 86%
Records 85%
Sustained Complaints 0 1
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x The police department continues to be at the benchmark for cost per
capita compared to the other cities with municipal police departments in
the county.
x Consistently the highest ranking of the police service groups, the patrol
division continues to exceed the benchmark with a rating of 94%. The
dispatch center ranking increased in 2006 to 88%, up from 82% the
previous year. The detective division rating has increased over the past
four years to 86%. The records division rating has also seen an upward
trend with a 2006 rating of 85%
x Carlsbad residents continue to enjoy a high sense of community safety
and report a high sense of safety both in the daytime and in the evening.
x Mid-year 2006 crime data has Carlsbad close to the benchmark for the
overall and property crime rates, and within the benchmark for the violent
crime rate.
x Carlsbad had the best clearance rate in the county for overall and property
crimes, and was very close to the benchmark for violent crimes.
x Police responded to 61% of the priority 1 calls within 6 minutes; 72% of
the priority 2 calls within 15 minutes; and 73% of the priority 3 calls
within 30 minutes.
TRENDS AND OBSERVATIONS
Since its measurement began in 2001, Carlsbad has maintained a cost per
capita for police service close to the county average, and no significant
changes are projected. Crime victims have been surveyed for over 16 years
and continue to report a high level of satisfaction with uniformed personnel
(94%). Other areas of the department rate slightly lower but still are in the
mid-to high 80s.
With a goal of zero sustained complaints, the department has recorded
between zero and two in each year since 2002. The variance in these small
numbers is likely to continue in the future. Carlsbad residents continue to
enjoy a fairly low crime rate compared to the rest of the county; however,
crime has been increasing at a slightly faster rate than our population since
1998 and this is projected to continue. The police department is now
maintaining itself in the lead for crime cases cleared and residents continue to
report a very high level of community safety (average of 9.5 for daytime on a
10-point scale).
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ACTION PLAN(S)
x The department will continue to carefully monitor its budget and seek non-
general fund sources for funding such as grants.
x Key customer service processes will continue to be reviewed in the three
areas with overall ratings less than 90% (Dispatch, detectives, records)
and process improvements will be identified in the upcoming year.
x Process improvements will continue in an effort to maintain high clearance
rates.
x Response time will continue to be monitored closely with further analysis
as more data is obtained from the new CAD system.
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Transportation& Circulation
0
0
Provide and support a safe and efficient transportation system that moves people, services, and goods throughout Carlsbad
Transportation& Circulation
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Why is it importantto Carlsbad?
By creating and maintaining a balanced circulation
system, the City is able to provide transportation
choices and improvements to mobility.
The ability to move people and goods is
essential to the economic vitality and quality
of life in a region. Business location and
expansion decisions, consumer choices
regarding goods and services, and land values
are largely a function of accessibility and are
directly related to quality of life.
Street Maintenance
The street maintenance programs strive to provide
a quality roadway experience for the citizens of
Carlsbad. Street maintenance includes: street and
curb striping maintenance, street light repairs, and
sidewalk repairs. FY06 saw the implementation of
a new safety inspection program to systematically
review the City quadrant by quadrant to ensure all
striping areas meet safe levels of day and night
time visibility. This new program means that staff
are only refreshing items that do not meet these
standards instead of painting all items on a street.
Painting areas that meet the safety standard are
now left to be reviewed during next year’s review.
This new program will allow for a greater amount of
City streets to be inspected each year.
Traffic Engineering
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,
and a well developed Capital Improvement Program
to help counter any increase in the number of
collisions that occur in Carlsbad.
0
Street Maintenance
BENCHMARK AND CURRENT RESULTS
Measure/Measure
ment
Benchmark FY05 FY06
Service Delivery
Responses to visual
assessment of the
Roadway Environment
90% of ratings
are at least 7 on a
10-point scale
88%78%
The percentage of
completed scheduled
street & curb striping
maintenance.
90%Two of the five
measures met the
benchmark
None of the four
measures met the
benchmark P
1
P
Street Light Repairs
Completed within 10
days
90%88%94%
Recall % of City Signal
Lights
not to exceed 1%0.3%0.3%
Percentage of time that
the desired response
times for sidewalk
repairs are met
90%None of the three
measures met the
benchmark
None of the three
measures met the
benchmark
Cost
Annual Maintenance
Cost per lane-mile
$5,661 P
2
P $4,877 $5,599
Customer Satisfaction
% of customers rate
the condition of city
streets and traffic
circulation as “Good” or
“Excellent”.
90%64%74%
1.One of the line striping measures is completed only every other year.
2.The benchmark is for FY06. The benchmark for FY05 was $5,480.
x The Street Lighting repairs and signal recall measures achieved the benchmarks
this fiscal year.
x Roadway costs per lane-mile continue to increase, but were within benchmark
for FY06.
x The roadway environment measure monitors such things as litter control,
median maintenance and weed control. 78% of ratings were at least 7 on a 10
point scale which did not meet the benchmark of 90%.
x Street and curb striping monitors the completion of scheduled maintenance for
the painting of line striping on major arterials, crosswalks and limit lines,
pavement messages and curb & median noses. The measures for striping did
not achieve the benchmark of completing the scheduled maintenance 90% of
the time.
x Sidewalk repairs requests are rated as high, medium or low priority. The
benchmark is to respond to these repair requests in 30, 60 or 100 days,
respectively. The benchmarks for repairing sidewalks within these response
times were not met.
x The percentage of positive ratings relating to road conditions in FY06 increased
over 15% compared to FY05.
TRENDS & OBSERVATIONS
x The main factor contributing to the low street striping results was the
implementation of a new safety inspection program to systematically review the
City quadrant by quadrant to ensure all striping areas meet safe levels of day
and night time visibility. This new program means that staff are only refreshing
items that do not meet these standards instead of painting all items on a street.
Painting areas that meet the safety standard are now left to be reviewed during
next year’s review. This new program will allow for a greater amount of City
streets to be inspected each year.
x There was a 245% increase in the number of work orders for concrete repairs
recorded in FY06 (715 work orders) compared to FY05 (291 work orders). This
large increase was the result of including all repair work to be performed by
contractors as work orders. Repairs to be performed by contractors used to only
be recorded on a separate contract list.
x A new zone inspection and work plan is being developed to inspect all concrete
and asphalt work and to coordinate repair work with City Overlay program.
x Current maintenance expenditures are running very close to budget. This is
cause for concern 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 break
down and need routine maintenance and repair, the Streets maintenance
workload will continue to increase. This demand for services may result in the
need for additional resources.
ACTION PLAN
x The Streets Department proposes that the current street striping measures be
replaced by a new measure that identifies the percentage of City streets that
were inspected and painted to meet safety standards during the course of a
fiscal year.
x Implement a proactive zone assessment to identify concrete repairs and
coordinate with the overlay program.
TRAFFIC ENGINEERING
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark FY05 FY06
Service Delivery
% of all road segments that
meet the Caltrans collision
rates per million vehicle
miles
100%83%94%
Average OCI of
80
90 83Roadway Rideability -
Overall Condition Index
(OCI)100% of
Roadways with
an OCI above 70
94%89%
Customer Satisfaction
Average Travel Time on El
Camino Real
June 2000 travel
times
One of 6
measures met
the benchmark
One of 6
measures met
the benchmark
Average Travel Time on
Palomar Airport Road
June 2000 travel
times
Two of 6
measures met
the benchmark
Four of 6
measures met
the benchmark
Growth Management
Standard
Growth Management
Circulation Standard
Acceptable Level
of Service
All Roadway
segments and
intersections
met the
Standard.
All Roadway
segments and
intersections
met the
Standard.
x The roadway segment collision rate is the number of collisions occurring on a
defined section of road, per one million vehicle miles. This measure did not
meet the benchmark.
TRAFFIC ENGINEERING
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark FY05 FY06
Service Delivery
% of all road segments that
meet the Caltrans collision
rates per million vehicle
miles
100%83%94%
Average OCI of
80
90 83Roadway Rideability -
Overall Condition Index
(OCI)100% of
Roadways with
an OCI above 70
94%89%
Customer Satisfaction
Average Travel Time on El
Camino Real
June 2000 travel
times
One of 6
measures met
the benchmark
One of 6
measures met
the benchmark
Average Travel Time on
Palomar Airport Road
June 2000 travel
times
Two of 6
measures met
the benchmark
Four of 6
measures met
the benchmark
Growth Management
Standard
Growth Management
Circulation Standard
Acceptable Level
of Service
All Roadway
segments and
intersections
met the
Standard.
All Roadway
segments and
intersections
met the
Standard.
x The roadway segment collision rate is the number of collisions occurring on a
defined section of road, per one million vehicle miles. This measure did not
meet the benchmark.
x The Roadway Rideability is measured based on the Overall Condition Index
(OCI). The OCI value is generated by the pavement management software and
it is based on data collected during roadway condition surveys, construction
activity and deterioration curves which project the rate of deterioration over
time.
x The 6 measures used for the travel times on El Camino Real and Palomar Airport
Road include 3 different times of day and travel in each direction.
x Results of the 2006 Growth Management Traffic Monitoring program indicate
that all roadway segments and intersections within the study meet the Growth
Management Circulation Standard.
TRENDS & OBSERVATIONS
x It is anticipated that the completion of construction projects on Palomar Airport
Road east and El Camino Real should help improve travel times.
ACTION PLAN
x 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, and a well developed Capital Improvement program to help
counter any increase in the number of collisions that occur in Carlsbad.
Water
Water Ensure a reliable, high quality, diversified potable and recycled water system leading to a drought-resistant community, in the most cost effective manner.
Water
The City is committed to ensuring a reliable, high quality diversified potable and recycled water system leading to a drought–resistant community, in a cost effective manner. The City continues to strive to ensure that citizens have a diversified and reliable source of water that exceeds State health requirements. Potable water supplies are sufficient to meet current and future water service demands. The storage capacity for fire flow and water supply is in compliance with the city’s growth management standard. The percentage of unaccounted for potable water increased slightly over the prior year, but continues to meet the benchmark.
Goals for FY07 include completion of improvements
to the Maerkle Reservoir Complex, upgrading the
Public Works Work Management Program, and
enhancing the Maintenance & Operations Preventive
Maintenance Program.
Recycled Water
The number of recycled water sites increased by 11% over prior year. This growth will continue, and it is estimated that there will be 450 total recycled water use sites at build-out.
The percentage of unused recycled water continues to be high due to the city’s obligation to purchase recycled water through two take-or-pay contracts. This trend will continue, but will decrease over time as the number of recycled water connections increases and more customers become available to use recycled water.
Why is it importantto Carlsbad?
The health and safety of all who work, live and
play in the City of Carlsbad is dependent upon
a reliable, high quality supply of water.
Carlsbad is located in an arid region and like
most areas in Southern California, currently re-
lies 100% on its supply of water from outside
sources. Carlsbad strives to ensure that the wa-
ter delivered to its customers is a high quality
product, distributed in the most cost effective
manner, with minimal water losses.
As these sources of water get depleted, it is
critical for the City to research alternative
methods of obtaining and providing additional
sources of water for potable, as well as non-
potable (i.e., irrigation, etc.) uses.
Potable Water
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark 2005 2006
Service Delivery
% of planned water
distribution valves
maintenance completed
annually
90%28%56%
% of planned fire hydrant
maintenance completed
annually
90%35%67%
% of all water samples
testing bacteria-free
95%98.8% 99.9%
Cost
Cost per acre-feet of water $725/af 1 $828/af $901/af
% of unaccounted for water 6%5%6%
Customer Satisfaction
% of customers rate water
services as “good or
excellent.” 90%93%93% 2
Growth Management
Standard
Sufficient water capacity Met the
standard
Currently
meets the
standard
1. The benchmark is for 2006. 2. Data from the 2005 SBRI Customer Service Survey. No survey questions for the Water
Distribution System Measure were asked in the 2006 survey.
x The costs to operate and maintain the potable water system are not
within benchmark
0
x The percent of unaccounted for potable water met the established
benchmark
x Potable (i.e., drinking) water quality continued to exceed State health
requirements
x While the percentage of planned water distribution valve and fire hydrant
maintenance completed annually continues to improve, they have not met
the established benchmarks.
x Storage capacity for fire flow and water supply exceeds the district’s
benchmark.
TRENDS AND OBSERVATIONS
x Water service citywide is provided by three separate water agencies; the
Carlsbad Municipal Water District (CMWD), the Olivenhain Municipal Water
District and the Vallecitos Water District. The CMWD service area covers
approximately 85% of the city and generally covers the area north of La
Costa Avenue.
x Carlsbad continues to provide a high quality, reliable source of potable
water.
x Although below benchmark, the percentages of completed planned water
valve and fire hydrant maintenance have increased each year for the past
four years.
x The percentage of unaccounted for water increased slightly over the
previous year but continues to meet the benchmark.
ACTION PLAN(S)
x Continue weekly water sampling and testing in accordance with provisions
of the California State Department of Health Services.
x If approved, implement a mobile radio-read automated meter reading
system, which will significantly reduce the costs of collecting water usage
data.
x Implement an upgraded work management system that will automate
scheduling and record maintenance of work activities and tie maintenance
and/or repair work to a specific asset in the potable water system.
Recycled Water
BENCHMARK AND CURRENT RESULTS
Measure/Measurement Benchmark 2005 2006
Service Delivery
% of planned testing
completed annually:
Annual Cross
Connection Test 90%86%100%
Four-Year Cross
Connection Test 90%125% 200%
% of planned inspections
completed annually 90%91%90%
Cost
Cost per acre-feet (af) of
water produced
$700/af $652/af $731/af
% of unused recycled
water
To be
determined
43%34%
Customer Satisfaction
(Results are incorporated
into potable water
measure)
---
x Annual inspections and testing of recycled water use sites exceeded city
maintenance standards.
x The percent of unused recycled water measure monitors the percentage of
produced recycled water in the distribution system that is unused by
customers. The amount of recycled water produced includes recycled water
that the City is contractually obligated to purchase plus any potable water
that is added to the distribution system. The percentage of unused recycled
1
water remained high but is expected to decrease over time as more recycled
water use sites are added to the system.
x The cost of service to “produce” recycled water ($731/af) is slightly above the
existing benchmark and includes the costs for two take-or-pay contracts.
TRENDS AND OBSERVATIONS
x The District’s Phase II Recycled Water Plant began production in FY06. In
addition, the District continues to buy recycled water via two take-or-pay
agreements with the Leucadia Wastewater Authority and Vallecitos Water
District.
x The number of recycled water sites increased from 103 in 2005 to 114 in
2006, an increase of 11%.
x At build-out, it is estimated that there will be 450 total recycled water use
sites.
x The percentage of unaccounted for water will decrease over time as the
number of recycled water connections increases.
ACTION PLAN(S)
x Continue to meet with outside agencies to discuss recycled water costs and
expenses in more detail, further refine benchmarks, and discuss performance
measurement strategies.
x Implement an upgraded work management system that will automate
scheduling and record maintenance of work activities and tie maintenance
and/or repair work to a specific asset in the recycled water system.
2
City of Carlsbad
GROWTH MANAGEMENT STANDARDS
REPORT
January 2007
1
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 during 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 Wastewater District (LWD) and the Vallecitos Wastewater
District (VWD) serve the southeast part of the City. The City coordinates
development projects with LWD and VWD to ensure facilities are in place
prior to the completion of the development.
DEPARTMENT INVOLVED
Engineering, Maintenance & Operations.
GROWTH MANAGEMENT STANDARD
Trunk-line capacity to meet demand, as determined by the appropriate
sewer districts, must be provided concurrent with development.
RESULTS
The City of Carlsbad is served by the following four major interceptor
systems and are described in more detail as follows:
2
Note: MGD = million gallons per day
Interceptor System Sewer Districts Served Carlsbad
Ownership
Vista/Carlsbad
Interceptor
Carlsbad Sewer & Vista
Sanitation Districts
Varies up
to 50%
Buena Interceptor Carlsbad Sewer, Vista Sewer
& Buena Sanitation Districts
Varies up
to 35%
Vallecitos
Interceptor
Carlsbad Sewer & Vallecitos
Water District 5 MGD
Occidental Sewer
Carlsbad Sewer, Encinitas
Sanitation & Leaucadia
Sanitation Districts
8.5 MGD
For both the Vista/Carlsbad Interceptor and the Buena Interceptor, the
percentage of Carlsbad capacity rights increase in the downstream reaches
of each interceptor system (35% in the upstream reaches up to 50% in the
downstream reaches to Encina Wastewater Treatment Facility). Currently,
the Carlsbad Sewer District sewer lines are 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.
Vista/Carlsbad Interceptor: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 2006/07 Capital Improvement Program has
identified funds for construction of upgrades to these reaches projected to
begin in FY 2007/08. The replacement pipelines are sized based on ultimate
flows from both the Carlsbad and Vista Sewer Districts.
Buena Interceptor: 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
3
flows at buildout 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 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
million gallons per day.
Occidental Sewer: 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. 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 remainder of the interceptor east of El Camino Real will be constructed
concurrent with development in the area.
North Batiquitos Interceptor:The 2003 Sewer Master Plan Update
determined this interceptor system is adequate to accommodate future flows
within the tributary basin.
4
The sewer connection fee has been computed 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 2006/07 Capital
Improvement Program included a description of the future sewer line
projects and allocated funds for their construction.
ACTION PLAN
x 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 2007/08.
x North Agua Hedionda Interceptor - Scheduled for continued field
monitoring to track existing flows.
x 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.
x 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.
x Other reaches of concern will continue to be monitored.
POINT OF CONTACT
Steven Jantz, (760) 602-2738, sjant@ci.carlsbad.ca.us
5
Public Works
GROWTH MANAGEMENT WASTEWATER TREATMENT FACILITIES
THE OUTCOME
Adequate sewer treatment plant capacity for projected build-out sewer flows
from the Carlsbad Sewer Service Area.
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
Carlsbad’s FY 2005-06 average annual sewer flows of 6.62 MGD represents
72% of the City’s 9.24 MGD capacity rights. The City’s average annual
sewage flow to EWPCF for the previous five years is measured as follows:
Year
(FY)
Average
Annual Flow
2001-02 6.24 MGD
2002-03 6.83 MGD
2003-04 7.64 MGD
2004-05 7.36 MGD
2005-06 6.62 MGD
6
ANALYSIS
It is noted the average annual sewer flows to Encina have decreased over
the past two years. This can be attributed to a combination of the following
factors:
1.Mild rainy seasons have decreased the infiltration rates in sewer lines
which run parallel to major creeks in the sewer basin,
2.Replacement and upsizing of existing sewer lines also reduces the
likelihood of storm water infiltration, and
3.Improved methodology of measuring and computing Carlsbad’s sewer
flows.
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.
Encina Wastewater Authority has begun construction of the Phase V
expansion of the treatment facility, which will provide build-out treatment
capacity for the entire Encina basin.The City has requested capacity rights
to 10.26 MGD in the expansion project to ensure adequate wastewater
treatment capacity is available to accommodate any unanticipated increase
in future sewer flows.
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
x Monitor existing flows and continue analysis of future flow projections.
POINT OF CONTACT
Steven Jantz (760) 602-2738, sjant@ci.carlsbad.ca.us.
7
0
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.
RESULTS
All areas of the City meet current Growth Management Standards with the
exception of the following:
x 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.
ANALYSIS
The 1994 Master Drainage and Storm Water Quality Management Plan
identify 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
8
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.
In addition, new National Pollutant Discharge Elimination System (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 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 include the following:
x Construction of Basin BJB at the northeast corner of College Blvd and
Cannon Road. (Complete)
x Construction of Basin BJ with the extension of College Boulevard east of
El Camino Real. (Under review)
x Construct two additional detention basins in the Faraday Avenue and
Melrose Drive extension project area. (Under construction)
x Dredging and improvement of Agua Hedionda and Calavera Channels
within and downstream of Rancho Carlsbad. (Under design)
x 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 06/07.
The following action steps will lead to improvements in the flooding condition
at the Rancho Carlsbad Mobile Home Park.
x Complete construction of the basins near Melrose Drive and Faraday
Avenue.
x Complete the final design and environmental review for the Agua
Hedionda and Calavera channel dredging, and implement project.
x 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, Sjant@ci.carlsbad.ca.us.
9
Community Services
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. Renovation began at this site in September 2006 to expand the
facility in order to house the Adult Learning and Centro 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.
Centro 1,440 s.f.
10
Based on the benchmark standard and assuming a January 2006 estimated
population of 98,600, the library is currently 17,994 square feet in excess of
the standard.
ANALYSIS
When the Adult Learning and Centro 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.
Carlsbad’s population would need to reach about 121,093 before it would
trigger the need for expanded library space. City staff has projected build-
out population to reach 118,600 in the year 2020. It is unlikely the City’s
population will trigger the Growth Management Plan requirement to add
additional space to the Cole Library by 2020. However, structural conditions
may require the Cole Library to be reconstructed prior to the year 2020.
A 1998 feasibility study conducted at the Cole Library indicated several
structural and building code issues to be addressed within a reasonable time,
including such items as American’s with Disabilities Act (ADA), mechanical,
and electrical requirements. The City has already included a building
replacement project within the Capital Improvement Program budget,
currently scheduled between the years 2016-2021.
ACTION PLAN
Staff will continue to monitor population growth projections, trends in library
use, customer service issues, impacts of new technology, and how all of
these relate to space needed for resources and services.
POINT OF CONTACT
Cheryl Mast (760) 602-2014, camast@ci.carlsbad.ca.us.
11
Community Services
GROWTH MANAGEMENT PARKS
_____________________________________________________________
THE OUTCOME
To provide adequate parkland that will support the recreational needs of
those who 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:
x Special Use Areas: 0.5 acres/1,000 population
x Community Parks: 2.5 acres/1,000 population
3.0 acres/1,000 population
Collectible standard
Per Quimby Ordinance & Growth
Management Standard
x Special Resource Areas: 2.5 acres/1,000 population
x 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.
12
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 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, beaches, and natural open space.
Some of these amenities are outside the operational jurisdiction of the City
of Carlsbad (e.g. the beaches and lagoons) 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 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 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 one of the four city quadrants. In accordance with the Growth
Management Ordinance, acquisition, planning, and development efforts are
13
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 in all but one of the quadrants – the
Southeast Quadrant.
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 CURRENT
POPULATION
REQUIRED
ACRES COM
& SUA
EXISTING
ACRES COM
& SUA
CURRENT
SURPLUS/
DEFICIT
NW 28,020 84.1 acres 89.1 +5.0 acres
NE 12,919 38.8 acres 42.2 +3.4 acres
SW 21,849 65.5 acres 71.2 + 5.7 acres
SE 33,925 101.8 acres 80.3 -21.5 acres
The City is currently in a shortfall situation in the Southeast Quadrant.
ACTION PLAN
Southeast Quadrant:The current park acreage shortfall in the quadrant is
21.5 acres. Funds have been allocated and staff is currently processing
plans and specifications for Alga Norte Park (33 acres). It is anticipated to
be completed by late 2008 or early 2009. This will assure continued
compliance with the Growth Management Ordinance as the site will add 33
acres to the park inventory in that quadrant.
POINT OF CONTACT
Mark Steyaert (760) 434-2826, mstey@ci.carlsbad.ca.us
14
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 designated
as 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. The 40% standard may be exceeded
through additional open space property acquired as mitigation for public or
private development projects, or by the City as recommended by the
Proposition C Open Space and Trails Ad Hoc Citizen’s Committee.
ANALYSIS
The performance standard is working as anticipated.
15
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.
Continue to support the Proposition C Open Space and Trails Ad Hoc
Citizens’ Committee and the subsequent open space and trails property
acquisitions as directed by the City Council.
POINT OF CONTACT
Michele Masterson (760) 602-4600, mmast@ci.carlsbad.ca.us.
16
Administrative Services
GROWTH MANAGEMENT CITY ADMINISTRATIVE FACILITIES
THE OUTCOME
Provide Top Quality Services.
THE MEASUREMENT
Administrative Facility Square Footage per 1,000 population.
WHAT THE DATA MEAN
The standard of 1,500 square feet per 1,000 population is mandated per the
Citywide Facilities and Improvement Management Plan.
DEPARTMENTS INVOLVED
Citywide.
BENCHMARK
1,500 square feet of administrative facilities per 1,000 city population.
RESULTS
Based upon a current population of 98,600, the City is required to have at
least 147,900 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:
x Faraday Center - 68,000 sq. ft
x Public Safety Center - 64,000 sq. ft
x City Hall – 13,000 sq. ft
x Facility and Maintenance (Water Department) – 13,000 sq. ft
x Oak Ave. – 5,500 sq. ft
x Redevelopment – 2,000 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
17
0
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.
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.
18
Public Safety
FIRE STATIONS GROWTH MANAGEMENT
_____________________________________________________________
THE OUTCOME
Emergency response resources that are distributed throughout the City in a
manner that ensures effective and efficient delivery of top quality fire,
rescue, and emergency medical services to the community.
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.
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DEPARTMENTS INVOLVED
Fire, GIS, 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 1,500 dwelling units outside a five-minute travel
time.
ANALYSIS
Because the GMP provides no other trigger mechanism for the installation of
additional fire stations, it follows that up to 1,500 dwelling units could exist
outside the five-minute reach of the closest fire station for an indeterminate
length of time without violating the GMP standard. The five-minute travel
time measure was selected exclusively as a means of logically positioning
emergency response resources throughout the City. Therefore, the standard
should be applied as a means of measuring compliance with locating fire
facilities in accordance with the GMP, not the performance of the Fire
Department 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.
POINT OF CONTACT
Chris Heiser, Division Chief, (760) 931-2123, cheis@ci.carlsbad.ca.us
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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
The SANDAG Traffic Model is used by city 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 quantitative measure of traffic conditions that reflects how
restrictive vehicle movements are, or may become. For purposes of
monitoring traffic throughout the City, the capacity of an intersection or
roadway segment is compared to the actual volumes measured in the field.
The six levels of traffic service range from A to F. Level A represents the
most ideal conditions; Level E is at capacity; and Level F indicates forced
flow, or stop and go traffic representing a 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, or any road segment or
intersection outside the City which is impacted by development in the City,
shall be projected to exceed a service level C during off-peak hours, nor
service level D during peak hours.
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RESULTS
The Growth Management Traffic Monitoring Program for 2006 included 31
roadway segments and 60 intersections. Results indicate all roadway
segments and intersections meet the Growth Management Circulation
Standard.
ANALYSIS
Although traffic volumes grew in some locations of the City between 2005
and 2006, other locations have seen slight traffic volume decreases. This
can be attributed to the completion of major north/south and east/west
roadway connections thus increasing the circulation network. The resulting
construction of these roadways has significantly changed the circulation
patterns through the city. This allows for the traffic to be distributed over
the entire Carlsbad roadway network.
During the past year, the city had completed the construction of major
circulation element roadways such as:
•Completion of Poinsettia Lane between Melrose Drive and El Camino Real
•El Fuerte Drive between Poinsettia Lane and El Camino Real
•Completion of the widening of Rancho Santa Fe Road
•Completion of the Melrose Drive connection north of Palomar Airport Road
•Completion of the College Boulevard/Cannon Road extensions connecting
SR78 with El Camino Real. Even though this roadway was opened in
August of 2005, the 2006 Growth Management Traffic Monitoring Program
was the first time an analysis was performed to evaluate the impacts to
the Carlsbad roadway network.
The 2006 volumes along Palomar Airport Road between Melrose Drive and
Paseo Valindo have decreased about seven percent from the previous year.
The volumes along Carlsbad Boulevard have decreased from the previous
year by approximately 11 percent.Also, volumes along El Camino Real
show an average decrease of five percent over the previous year.
Additionally, traffic volumes along east-west roadways such as Cannon
Road, Palomar Airport Road, Poinsettia Lane and La Costa Avenue west of El
Camino Real have increased from the previous year by four percent.
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 D. 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, the completion of the
College Blvd/Cannon Road connection to I-5, 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
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remain the same, or improve, when the Faraday Avenue extension is
completed.
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-ramp 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:
x Continue on-going analysis of impacts from new development.
x Continue to conduct annual Growth Management Traffic Monitoring
Program.
x Complete Faraday Avenue connection.
x Complete the spot widening of arterial roadways to their full General
Plan configuration to eliminate congestion points and bottlenecks.
x Complete Poinsettia Lane Reach E.
x Evaluate environmental impacts for Cannon Road Reach 4.
x Complete College Boulevard Reach A.
POINT OF CONACT
Steven Jantz (760) 602-2738, sjant@ci.carlsbad.ca.us
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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:
x maximum day demand plus a fire event
x 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 & 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
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collected in the field to verify it sufficiently represents the actual water
system.
Existing and Future Storage Requirements
Existing Maximum Daily Demand 27 MGD
Existing Storage Requirement 40 MG
Existing Storage 51 MG
Future Maximum Daily Demand 40 MGD
Future Storage Requirement 55 MG
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 2006-07 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
torage capacity. s
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
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development projects may be required to install a master plan water project
concurrent with construction of that specific project.
ACTION PLAN
x 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.
x Complete an update of the Water Master Plan every five years using
refined growth projections. This would include a fiscal analysis of the
current water connection fee program.
x Coordinate and participate in the development of a proposal by
Poseidon Resources to construct a seawater desalination facility for the
benefit of Carlsbad.
x 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@ci.carlsbad.ca.us
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Performance Measurement Introduction•8thyear of reporting• Program organized by Council’s 10 Strategic Goals• 30 Service Delivery Areas• Evaluate Service Delivery, Cost, and Customer Satisfaction
Service Areas• Capital Improvement Program (CIP)• Code Enforcement• Housing and Redevelopment• Planning
Outcomes - CIP• 19 of 23 constructed On Time• 22 of 23 constructed Within Budget• Projects include:– Rancho Santa Fe Road Phase 1– 2005 Pavement Overlay Project– Coastal Rail Trail– Aviara Community Park– Restrooms at Holiday Park– 5 Traffic Signals
Outcomes –Village Area Financial Health• 2006 Property Tax Value increased 15.5%• 2006 Sales Tax increased 8%
Citizen Connection• 50,000 + hours of Volunteer Time• Valued at more than $1,000,000• 92% of volunteers rate as a positive experience
050100150200250300# of Respondents012345678910Respondents RatingComparison of Levels of Information20012006• 50% increase in ratings 6 or higher
050100150200250300# of Responses012345678910Respondents RatingComparison of Confidence 20002006• 33% increase in ratings 6 or higher
Service Areas• Sewer• Solid Waste• Storm Water
Outcomes & Action Plans• Amount of Sewage Spilled decreased• % of Sewage Recaptured decreased• Solid Waste: program analysis• Storm Water: outreach efforts
Service Areas• Finance• Risk Management
Outcomes & Action Plans• Healthy Long-term Fiscal Condition• AA Bond Rating• Online Utility Billing Processing
Long Term Financial HealthRevenues over (under) Expenditures$0$2$4$6$8$10$12$142005 2007 2009 2011 2013 2015MillionsRevenues over (under) Expenditures
Promoteand supportcontinuouslearning, culturalopportunities andthe arts withinthe communityand the cityorganization
Service Areas• Arts Office• Employee Training & Development• Library• Recreation & Park Planning
Outcomes & Action Plans• Arts office: new measures • Employee Training and Development– Close to meeting benchmark• Library customer satisfaction remains high• Sportsmanship improvements
Service Areas• Parks • Trails
Outcomes & Action Plans• Parks: Customer satisfaction• City trails expansion: 4+ miles• Open Space
Service Areas• Facilities• Fleet• Human Resources• Information Technology
Outcomes & Action Plans• Maintenance Assessment Program: positive results • IT Projects & Plans• “Lost days of work” decreased
Lost days of work
Service Areas• Building•Fire• Police
Outcomes & Action Plans• 97% of Building inspections were completed by the next business day• Response times for Police & Fire continue to improve• Fire & Police: customer satisfaction remains high• Overall Clearance Rate best in SD County
Clearance Rate18%24%50%47%15%21%0%10%20%30%40%50%Overall Violent PropertyBenchmarkActualNumber of crimes “cleared” as a percentage of total reported
Service Areas• Street Maintenance• Traffic Engineering
Outcomes & Action Plans• New Safety Inspection Program • Travel times
Service Areas• Potable Water Delivery• Recycled Water Delivery
Outcomes & Action Plans• Automation of meter reading • Recycled water usage levels
Growth Management Standards
Growth Management • The City is in compliance with all standards• Continue to evaluate
Questions ????WebsiteState of Effectiveness:www.carlsbadca.gov