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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. ƒStaff 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. ƒCarlsbad 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. ƒCarlsbad’s cost of service indicates that Carlsbad’s sewer system is operating efficiently within existing resources. ƒCosts 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. ƒMaintenance 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. ƒThe City of Carlsbad spends 1.1% of payroll. This figure includes centralized training coordinated by Human Resources, and Public Safety training and development programs. ƒAn 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 ƒCity employees gave the highest training satisfaction ratings to Training Academies and the Tuition Reimbursement Program. ƒA training and development needs assessment is currently being conducted. This study will ideally reflect the training requirements of the organization. 0 TACTION PLAN(S) ƒDevelop a Training and Development effectiveness performance measure. Data gathered will quantify the value of employee development to the organization. ƒAnalyze 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 ƒSportsmanship 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. ƒThe 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. ƒSportsmanship 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. ƒThe 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 ƒRecreation 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. ƒThe net operating cost per capita is the same as last year. The revenue and expenses were both proportionately higher this year. Customer Satisfaction ƒThe customer satisfaction rating appears to be stable.  TACTION PLAN(S) Service Delivery ƒThe 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. ƒCommunity 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. ƒThe 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 ƒAn 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 ƒCustomer 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 ƒThe 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. ƒThe 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. ƒContinuing 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. ƒThe 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. ƒThe 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 ƒThe 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 ƒEmployee satisfaction with Human Resources Services has increased in five out of seven service categories over the last six years. ƒDue 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. 0 ƒWorking 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 ƒThe areas of Training and Development, Employee Information Services, and Health and Disability Services received the highest employee satisfaction ratings. ƒCarlsbad’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. ƒCarlsbad’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. ƒThe number of employee retirements has increased steadily over the past five years. ƒThe gross turnover rate has increased steadily over the past five years. ACTION PLAN(S) ƒTrack retirement activity and assist client departments in succession planning and forecasting. ƒContinue exit interview program to collect data on reasons for resignation and our competitiveness in the salary market. ƒEncourage client departments to begin recruitment processes early, once retirements or resignations have been announced. ƒPartner with client departments to identify service needs and expectations in order to better service them. ƒBring 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% ƒThe cost to provide Information Technology services to City staff is once again, for the fourth year, below benchmark. ƒEmployee Satisfaction with Information Technology has increased for the fourth consecutive year and now exceeds benchmark. ƒThe response times for Urgent and High priority calls for the first time ever both meet or exceed the service level benchmark  ƒThe 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 ƒThe 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. ƒThe 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. ƒThe customer satisfaction level is growing year after year, with the largest increase in 2005 coming from help desk services. ƒCall 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 ƒInspectors were able to make 97% of all service requests the next working day. ƒ 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. 2 0 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. ƒResponse 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. ƒThe 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. ƒThe Fire Prevention Division has undergone reorganization over the last year. Currently this division is evaluating a multi-phased integrated 0 system, which is designed to meet State of California annual mandates for fire and life safety inspections of facilities in the City of Carlsbad. ƒGrowth 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 ƒThree 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. ƒThe 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) ƒThe 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. ƒThe 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. ƒThe 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. 0 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 0 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). 0 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. 0 Transportation& Circulation 0 0 Provide and support a safe and efficient transportation system that moves people, services, and goods throughout Carlsbad Transportation& Circulation 0 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: ƒAnnual Cross Connection Test 90%86%100% ƒFour-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. 19  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 20  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. 21  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 22  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 23  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 24  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 25  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 26 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