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HomeMy WebLinkAbout2010-01-12; City Council; 20099; Envision Carlsbad - Carlsbad Community VisionCITY OF CARLSBAD - AGENDA BILL 14 AB# 20,099 MTG. 1/12/10 DEPT. PLN CKIWIOI^RI OADI ODAr%tNVIolUN UAKLobAU — CARLSBAD COMMUNITY VISION DEPT. HEAD \ffl && CITY ATTY. j&C CITY MGR. (u- RECOMMENDED ACTION: That the City Council ADOPT Resolution No. 2010-010 ACCEPTING the report on the Carlsbad Community Vision, and DIRECTING staff to initiate Phase 2 of Envision Carlsbad by returning to the City Council as soon as possible with a recommendation on consultant services and a scope of work to update the General Plan, Local Coastal Program, and Zoning Ordinance in order to align said documents with the Carlsbad Community Vision. ITEM EXPLANATION: The Carlsbad. Community Vision (attached to Exhibit 1) reflects the community's aspirations for Carlsbad's future. It is a motivational summary of the vision expressed by community members during Phase 1 of Envision Carlsbad (community visioning process). With the City Council's direction, it will be a critical guiding tool in the next steps toward achieving the community's vision, which include updating important City policy and regulatory documents, such as the General Plan, Local Coastal Program, and Zoning Ordinance, as well as other policies and practices that guide the City's operations. The Carlsbad Community Vision provides a detailed description of Phase 1 of Envision Carlsbad, why the City initiated it, how the community was involved, and the vision that emerged from all the community input. For more information, please read the Carlsbad Community Vision. The Envision Carlsbad Citizens Committee has carefully reviewed the community's input gathered during Phase 1 of Envision Carlsbad, and they unanimously agree that the Carlsbad Community Vision reflects the vision for Carlsbad's future as expressed by the community. On December 2, 2009, the Carlsbad Community Vision was presented to the Planning Commission. A copy of the minutes from that meeting are attached (Exhibit 3). Next Steps: To achieve the community's vision, the City's policies and regulations will need to be aligned with the Carlsbad Community Vision. Staff requests that the City Council authorize the initiation of Phase 2 of Envision Carlsbad, which will consist of the following: • An update of the General Plan to outline policies and actions to achieve the Carlsbad Community Vision. • An update of the Local Coastal Program, Zoning Ordinance, and other plans of individual areas (such as master plans, specific plans, and capital facilities plans) for consistency with the updated General Plan and Carlsbad Community Vision. DEPARTMENT CONTACT: Jennifer Jesser 760-602-4637 iennifer.iesser@carlsbadca.gov FOR CITY CLERKS USE ONLY. COUNCIL ACTION: APPROVED DENIED CONTINUED WITHDRAWN AMENDED * D D Dn CONTINUED TO DATE SPECIFIC CONTINUED TO DATE UNKNOWN RETURNED TO STAFF OTHER -SEE MINUTES D D D D Page 2 If directed to do so, staff will return to the City Council as soon as possible with a recommendation for consultant services and a scope of work to complete Phase 2 of Envision Carlsbad. The scope of work for Phase 2 of Envision Carlsbad will establish a careful, step-by-step process involving community participation, data analysis, alternatives development and evaluation, and policy formulation to address the goals of the Carlsbad Community Vision. To assist in the development of a scope of work for Phase 2, staff and consultants are currently preparing a Vision-Policy Match report that compares the Carlsbad Community Vision to the primary goals, objectives and policies of the General Plan, Local Coastal Program, and Zoning Ordinance. The Vision-Policy Match report will help guide the preparation of a scope of work for Phase 2 by highlighting the components of the General Plan, Local Coastal Program, and Zoning Ordinance that should be updated to align with the Carlsbad Community Vision. FISCAL IMPACT: In January 2008, the City Council approved the scope of work for Phase 1 of Envision Carlsbad, and authorized a total cost of $232,710 for consulting services to complete Phase 1. The Carlsbad Community Vision is the culmination of Phase 1 of Envision Carlsbad. A total of $1.8 million was previously encumbered to complete Phase 1 and Phase 2 of Envision Carlsbad. After the completion of Phase 1, there will be approximately $1,567,290 available to complete Phase 2 (the previously encumbered $1.8 million minus the consulting costs for Phase 1). Staff will return to the City Council with a scope of work and cost estimate to complete Phase 2 of Envision Carlsbad. No additional costs are associated with this item. ENVIRONMENTAL IMPACT: The Carlsbad Community Vision will not involve or result in any disturbance to the environment, and is categorically exempt from the California Environmental Quality Act (CEQA). CEQA Section 15306 describes the following activities as being exempt from environmental review: "...basic data collection, research, experimental management, and resource evaluation activities which do not result in a serious or major disturbance to an environmental resource. These may be strictly for information gathering purposes, or as part of a study leading to an action which a public agency has not yet approved, adopted, or funded." Phase 1 of Envision Carlsbad consisted of a public visioning process to identify the community's vision for Carlsbad's future (i.e., "data collection"). The Carlsbad Community Vision represents the results of that "data collection". The only action/activity that will result from acceptance of the Carlsbad Community Vision will be additional data collection, research, and studies (which will not result in disturbance to the environment) conducted as part of the process to update the General Plan, Local Coastal Program, and Zoning Ordinance. The future policies and regulations that result from the update to the General Plan, Local Coastal Program, and Zoning Ordinance will be reviewed pursuant to CEQA prior to City approval of the updated documents. EXHIBITS: 1. City Council Resolution No.2010-010, including Attachment 1A - Carlsbad Community Vision, and Attachment 1B - Appendix: Carlsbad Community Vision on file with the City Clerk 2. Planning Commission Staff Report, dated December 2, 2009 3. Excerpts of the Planning Commission Minutes, dated December 2, 2009. 1 RESOLUTION NO. 2010-010 2 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ACCEPTING THE REPORT ON THE 3 CARLSBAD COMMUNITY VISION, AND DIRECTING STAFF TO INITIATE PHASE 2 OF ENVISION CARLSBAD BY RETURNING 4 TO THE CITY COUNCIL AS SOON AS POSSIBLE WITH A RECOMMENDATION ON CONSULTANT SERVICES AND A 5 SCOPE OF WORK TO UPDATE THE GENERAL PLAN, LOCAL COASTAL PROGRAM, AND ZONING ORDINANCE IN ORDER 6 TO ALIGN SAID DOCUMENTS WITH THE CARLSBAD COMMUNITY VISION. 1 CASE NAME: ENVISION CARLSBAD - CARLSBAD COMMUNITY VISION 8 WHEREAS, on January 22, 2008, the Carlsbad City Council adopted Resolution 9 No. 2008-018, initiating Phase 1 of Envision Carlsbad; and 10 WHEREAS, the objective of Phase 1 of Envision Carlsbad is to identify the community's vision for Carlsbad's future; and 12 WHEREAS, to ensure a balanced consideration of the wide range of community perspectives during Envision Carlsbad, the Carlsbad City Council appointed the Envision14 Carlsbad Citizens Committee (EC3), the members of which represent a wide range of community perspectives, including environmental, social, economic, "citizen-at-large", and16 youth; and WHEREAS, the community identified their vision for Carlsbad by participating in18 a citywide survey, community workshops, and stakeholder interviews; and WHEREAS, the results of the survey, community workshops, and stakeholder ,_. interviews are contained in Appendix: Carlsbad Community Vision (Attachment 1B, on file with 22 the City Clerk); and 23 WHEREAS, The Carlsbad Community Vision (Attachment 1A, on file with the 24 City Clerk) reflects the vision expressed by community members during Phase 1 of Envision 25 Carlsbad; and 2f. WHEREAS, The EC3 has reviewed the information contained in Appendix: 27 Carlsbad Community Vision (Attachment 1B), and has reviewed the Carlsbad Community Vision 28 1 (Attachment 1A), and the EC3 unanimously agree that the Carlsbad Community Vision reflects 2 the vision for Carlsbad's future as expressed by the community. 3 NOW, THEREFORE, the City Council of the City of Carlsbad, California, does 4 hereby resolve as follows: 5 A) That the foregoing recitations are true and correct. 6 B) That the City Council accepts the report on the Carlsbad Community Vision, and that the City Council directs staff to initiate Phase 2 of Envision Carlsbad by 7 returning to the City Council as soon as possible with a recommendation on consultant services and a scope of work to update the General Plan, Local Coastal Program, and Zoning Ordinance 8 in order to align said documents with the Carlsbad Community Vision. 9 /// 10 /// 11 /// 12 /// 13 /// 14 /// 15 /// 16 /// 17 /// 18 /// 19 /// 20 /// 21 /// 22 /// 23 /// 24 /// 25 /// 26 /// 27 /// ' 28 -2- 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of Carlsbad on the 12th day of January, 2010, by the following vote to wit: AYES: Council Members Lewis, Kulchin, Hall, Packard and Blackburn. NOES: None. ABSENT: None. CLAUDE A.LEV/I6, lvTa</oF ATTEST: The City of Carlsbad Planning Department A REPORT TO THE PLANNING COMMISSION Item No. P.C. AGENDA OF: December 2, 2009 Application complete date: N/A Project Planner: Jennifer Jesser Project Engineer: N/A SUBJECT: ENVISION CARLSBAD - CARLSBAD COMMUNITY VISION - Staff and the Envision Carlsbad Citizens Committee (EC ) request that the Planning Commission receive this report on the Draft Carlsbad Community Vision. I. RECOMMENDATION That the Planning Commission receive this report on the Draft Carlsbad Community Vision. II. INTRODUCTION The Draft Carlsbad Community Vision (Attachment 1) reflects the community's aspirations for Carlsbad's future. It is a motivational summary of the vision expressed by community members during Phase 1 of Envision Carlsbad (community visioning process). It will be a critical guiding tool in the next steps toward achieving the community's vision, which include updating important City policy and regulatory documents, such as the General Plan, Local Coastal Program, and Zoning Ordinance, as well as other policies and practices that guide the City's operations. III. PROJECT DESCRIPTION AND BACKGROUND The Draft Carlsbad Community Vision provides a detailed description of Phase 1 of Envision Carlsbad, why the City initiated it, how the community was involved, and the vision that emerged from all the community input. The following is a summary of Phase 1 of Envision Carlsbad and the resulting community vision. For more information, please read the Draft Carlsbad Community Vision. Envision Carlsbad Phase 1 Initiation: On January 22, 2008, the City Council approved the initiation of Phase 1 of Envision Carlsbad. The objective of Phase 1 is to identify the community's vision for Carlsbad's future. Identifying the community's vision for the future is the critical first step prior to embarking on Phase 2 of Envision Carlsbad - an update to the General Plan, Local Coastal Program, and Zoning Ordinance. Envision Carlsbad Citizens Committee (EC3): Identifying Carlsbad's community vision is no easy task, especially when considering the wide range of perspectives in the community. To ensure balanced consideration of those broad perspectives during the Envision Carlsbad process, the City Council appointed a committee of o ENVISION CARLSBAD - CARLSBAD COMMUNITY VISION December 2, 2009 Page 2 Carlsbad residents - the EC3. The EC3 is comprised of 19 committee members and their alternates, who provide a balanced representation of a wide range community perspectives - environmental, social, economic, "citizen at-large", and youth. The EC3 members are listed in the Draft Carlsbad Community Vision. Envision Carlsbad Team: Completion of Phase 1 of Envision Carlsbad was a team effort. The Envision Carlsbad team consisted of city staff members (representatives from Community Development, Planning, Communications, Engineering, Library, and Finance) and consultants (Dyett and Bhatia, Katz and Associates, and BW Research). The team members are listed in the Draft Carlsbad Community Vision. In addition to the primary staff team, a committee of 15 staff members assisted with the public visioning process by helping to identify community stakeholders, facilitating at community workshops, and conducting stakeholder interviews. The 15 members on the staff committee represented a broad spectrum of the City organization, including parks and recreation, public works, building and code enforcement, housing and redevelopment, cultural arts, city management, storm water protection, GIS, fire prevention, water operations, economic development, and information technology. Process to Identify the Vision: Three primary visioning methods were used to obtain the community's input about their vision for Carlsbad's future: • Citywide Survey • Community Workshops (four) • Stakeholder Interviews Each visioning method is described in more detail in the Draft Carlsbad Community Vision. The Appendix: Carlsbad Community Vision (Attachment 2) includes the detailed results from the survey, community workshops, and stakeholder interviews. As described in the Draft Carlsbad Community Vision, the "vision" that emerged during Phase 1 of Envision Carlsbad consists of nine core community values, which are summarized below. The EC3 has reviewed the Draft Carlsbad Community Vision, as well as the information contained in the Appendix: Carlsbad Community Vision, and the committee concurs that the Draft Carlsbad Community Vision reflects the community's vision for Carlsbad's future. ENVISION CARLSBAD - CARLSBAD COMMUNITY VISION December 2, 2009 Page 3 CARLSBAD COMMUNITY VISION SUMMARY Core Value Vision Summary Statement Small Town Feel, Beach Community Character, and Connectedness Enhance Carlsbad's defining attributes—its small town feel and beach community character. Build on the city's culture of civic engagement, volunteerism, and philanthropy. Prioritize protection and enhancement of open space and the natural environment. Support and protect Carlsbad's unique open space and agricultural heritage. Open Space and the Natural Environment Access to Recreation and Active, Healthy Lifestyles Promote active lifestyles and community health by furthering access to trails, parks, beaches, and other recreation opportunities. The Local Economy, Business Diversity, and Tourism Strengthen the city's strong and diverse economy and its position as an employment hub in North San Diego County. Promote business diversity, increased specialty retail and dining opportunities, and Carlsbad's tourism. Zo a H Walking, Biking, Public Transportation, and Connectivity Increase travel options through enhanced walking, bicycling, and public transportation systems. Enhance mobility through increased connectivity and intelligent transportation management. Sustainability Build on the City's Sustainability initiatives to emerge as a leader in green development and Sustainability. Pursue public/private partnerships, particularly on sustainable water, energy, recycling, and foods. History, the Arts, and Cultural Resources Emphasize the arts by promoting a multitude of events and productions year-round, cutting-edge venues to host world- class performances, and celebrate Carlsbad's cultural heritage in dedicated facilities and programs. High Quality Education and Community Services Support quality, comprehensive education and life-long learning opportunities, provide housing and community services for a changing population, and maintain a high standard for citywide public safety. Neighborhood Revitalization, Community Design, and Livability Revitalize neighborhoods and enhance citywide community design and livability. Promote a greater mix of uses citywide, more activities along the coastline, and link density to public transportation. Revitalize the Village as a community focal point and a unique and memorable center for visitors, and rejuvenate the historic Barrio neighborhood. Next Steps: The Draft Carlsbad Community Vision will be presented to the City Council in January 2010, after which, the next step toward achieving the vision will be to align the City's policies and ENVISION CARLSBAD - CARLSBAD COMMUNITY VISION December 2, 2009 Page 4 regulations with the vision. Achieving this alignment will occur through a two-pronged approach: • Update of the General Plan, Local Coastal Program, and Zoning Ordinance (Phase 2 of Envision Carlsbad). o The General Plan will be updated to outline policies and actions to accomplish the vision. o The Local Coastal Program, Zoning Ordinance, and other plans of individual areas (such as master plans, specific plans, and capital facilities plans) will also be updated for consistency with the new General Plan. • Alignment of City operations and program with the vision. o In addition to the General Plan, Local Coastal Program, and Zoning Ordinance, the vision touches on all aspects of City operations - from providing services and maintaining and upgrading facilities, to communications systems and programming cultural events. These functions will also be aligned with the vision. IV. ENVIRONMENTAL REVIEW The Draft Carlsbad Community Vision will not involve or result in any disturbance to the environment, and is categorically exempt from the California Environmental Quality Act (CEQA). CEQA Section 15306 describes the following activities as being exempt from environmental review: "...basic data collection, research, experimental management, and resource evaluation activities which do not result in a serious or major disturbance to an environmental resource. These may be strictly for information gathering purposes, or as part of a study leading to an action which a public agency has not yet approved, adopted, or funded." Phase 1 of Envision Carlsbad consisted of a public visioning process to identify the community's vision for Carlsbad's future (i.e., "data collection"). The Draft Carlsbad Community Vision represents the results of that "data collection". The only action/activity that will result from adoption of the Draft Carlsbad Community Vision will be additional data collection, research, and studies (which will not result in disturbance to the environment) conducted as part of the process to update the General Plan, Local Coastal Program, and Zoning Ordinance. The future policies and regulations that result from the update to the General Plan, Local Coastal Program, and Zoning Ordinance will be reviewed pursuant to CEQA prior to City approval of the updated documents. ATTACHMENTS: 1. Draft Carlsbad Community Vision, dated November 2009 2. Appendix: Carlsbad Community Vision, dated August 2009 Planning Commission Minutes December 2,2009 Page 2 2. CDP 09-14/V 09-03 - PHIPPS RESIDENCE - Request for a Coastal Development Permit for the illegal construction of an existing 404-square-foot partial enclosure over an existing patio area, a fireplace/chimney, a built-in barbeque, and a block wall on the eastern portion of an existing single-family residence; and a Variance to allow a zero foot front yard setback for the block wall and fireplace/chimney and a 2.5-foot front yard setback for the patio cover and other structures on Ocean Street, as measured from the existing property line. The Variance would also allow the existing block wall and fireplace/chimney to remain in the future public right-of-way of Ocean Street subject to the recordation of an Irrevocable Offer of Dedication (IOD) and the execution of an Encroachment Agreement. The project is within the City's Coastal Zone located at 3015 Ocean Street within the Mello II Segment of the Local Coastal Program (LCP) and Local Facilities Management Zone 1. Mr. Neu introduced Agenda Item 2 and stated the applicant has requested a continuance of the project. MOTION ACTION: Motion by Commissioner Douglas, and duly seconded, that the Planning Commission continue the item to the meeting of December 16, 2009. VOTE: 5-0-2 AYES: Chairperson Montgomery, Commissioner Baker, Commissioner Douglas, Commissioner L'Heureux, and Commissioner Schumacher NOES: ABSENT: Commissioner Dominguez and Commissioner Nygaard ABSTAIN: None Chairperson Montgomery asked Mr. Neu to introduce the next item. 1. ENVISION CARLSBAD - CARLSBAD COMMUNITY VISION - Staff and the Envision Carlsbad Citizens Committee (EC ) request that the Planning Commission receive this report on the Draff Carlsbad Community Vision. Chairperson Montgomery opened the public hearing on Agenda Item 1. Mr. Neu introduced Community Development Director Sandy Holder and Senior Planner Jennifer Jesser who gave a detailed presentation along with Eric Larson, Gina McBride and Sean Bentley, three members of the Envision Carlsbad Committee. Chairperson Montgomery asked if there were any questions of Staff. Chairperson Montgomery asked about the Committee's participation in implementing the vision in Phase 2. Ms. Jesser stated that the intent is to maintain a Citizen's Committee throughout the entire project. Chairperson Montgomery asked when the Planning Commission will be involved. Ms. Jesser stated the objective is to keep the Commission involved throughout the process. Chairperson Montgomery asked if there were any further members of the audience who wished to speak on the item. Jeff Segall, 1360 Cordivae, Carlsbad, stated the report signifies what this community is all about. He completely supports the document, and thanked the consultant for distilling the information into a cohesive report. He commended the City for going through the process. Planning Commission Minutes December 2,2009 Page 3 Doug Casey, 3488 Richfield Dr, Carlsbad, thanked the Committee and Staff for their work and effort. Mr. Casey asked that the Committee be opened to new participation for Phase 2 so that more industrial businesses are included and those voices can be heard. Chairperson Montogmery asked if there were any other members of the audience who wished to speak on the item. Seeing none, he closed public testimony. DISCUSSION Commissioner Baker commented that it has been a pleasure working on the committee for Envision Carlsbad and thanked everyone for all their efforts. Commissioner L'Heureux stated the community can be pleased with the first phase of the process. Commissioner Schumacher thanked Staff and the committee members for all the effort put into the report and is looking forward to Phase 2 of the process. Commissioner Douglas congratulated the City on the survey and thanked Staff and the committee members for all the hard work. Chairperson Montgomery concurred with his fellow Commissioners. Chairperson Montgomery closed the public hearing on Agenda Item 2 and thanked Staff for their presentations. COMMISSION COMMENTS None. PLANNING DIRECTOR COMMENTS Mr. Neu reminded the Commission of the upcoming League of California Cities Conference and asked the Commissioners to contact him if they are interested in attending. CITY ATTORNEY COMMENTS None. ADJOURNMENT By proper motion, the Regular Meeting of the Planning Commission of December 2, 2009, was adjourned at 6:57 p.m. DON NEU Planning Director Bridget Desmarais Minutes Clerk ENVISION CARLSBAD ANNOUNCEMENT After several months for community outreach and preparation, the Carlsbad Community Vision is now available for public review and will be presented to the City Council at an upcoming meeting (see below for date, time, and place). CITY COUNCIL MEETING INFORMATION DATE January 12, 2010 TIME 6:00 p.m. PLACE City Council Chambers 1200 Carlsbad Village Drive Carlsbad, California To learn more about Envision Carlsbad and to review a copy of the Carlsbad Community Vision, please visit www.envisioncarlsbad.org. If you have any questions, please contact Jennifer Jesser in the Planning Department at (760) 602-4637, Monday through Thursday 7:30 a.m. to 5:30 p.m., Friday 8:00 a.m. to 5:00 p.m. at 1635 Faraday Avenue, Carlsbad, California 92008. CITY OF CARLSBAD This space is for the County Clerk's Filing Stamp PROOF OF PUBLICATION (2010 & 2011 C.C.P.) STATE OF CALIFORNIA County of San Diego I am a citizen of the United States and a resident of the County aforesaid: I am over the age of eighteen years and not a party to or interested in the above- entitled matter. I am the principal clerk of the printer Proof of Publication of of North County Times Formerly known as the Blade-Citizen and The Times- Advocate and which newspapers have been adjudicated newspapers of general circulation by the Superior Court of the County of San Diego, State of California, for the City of Oceanside and the City of Escondido, Court Decree number 171349, for the County of San Diego, that the notice of which the annexed is a printed copy (set in type not smaller than nonpariel), has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to-wit: January Ogth, 2010 I certify (or declare) under penalty of perjury that the foregoing is true and correct. Dated at ESCONDIDO, California NORTH COUNTY TIMES Legal Advertising NVlSlON C-D . After several months for community outreach and preparation, the Carlsbad Community Vision is now available for public review and will be presented to the City Council at an upcoming meeting (see below for date, time, and place). ClTY COUNCIL MEETING INFORMATION DATE Janualy 12,2010 TIME 6:00 p.m. PLACE City Council Chambers 1200 Carlsbad Village Drive Carlsbad, California To learn more about Envision Carlsbad and to review a copy of the Carlsbad Community Vision, please visit . . If you have any questions, please contact Jennifer Jesser in the Planning Depart- ment at (760) 602-4637. Monday throvgh Thwsday 7:30 a.m. to 5:30 p.m., Friday 8:00 a.m. to 5:00 p.m. at 1635 Faraday Avenue, Cariabad, California 92008. ClTY OF CARLSBAD DRAFT CARLSBAD COMMUNITY VISION Envision Carlsbad Citizens Committee (EC3) Primary Members Ken Alfrey Julie Baker Andrew Benson Sean Bentley Jim Comstock Kirk Cowles Jim Farley Barbara Hamilton Diane Lantz Eric Larson Hap L‟Heureux David Lloyd Gina McBride Kent McCormick John O‟Reilly Diane Proulx Fred Sandquist Jeff Segall Allen Sweet Envision Carlsbad Citizens Committee (EC3) Alternate Members Jim Bradley Jack Cumming Farrah Douglas Glen Etherington Robert Gates Mike Howes William Kloetzer Chris Korogi Greg Nelson Robert Nielsen David Robertson Guy Roney Sean Sexton Jeanne Sprague- Bentley Overview Envision Carlsbad Video Identifying The Vision Citywide Survey Community Workshops Stakeholder Interviews Survey Mailed to all households (March „09) 7,167 completed responses 17.2% response rate Survey Assessed perceptions regarding: Quality of life Environment Local Economy Social Setting Community Workshops 4 Workshops (March/April „09) Different locations One in each zip code/quadrant EC3 Workshop “World Café” format Stakeholder Interviews Small group interviews (Jan-May) 81 Organizations Local Businesses Non-profit/volunteer organizations Local schools & PTAs Religious communities What Did They Say? Appendix to Draft Carlsbad Community Vision Survey Report Community Workshops Report Stakeholder Interviews Report Draft Carlsbad Community Vision Synthesis of all community input Nine core values EC3 ensured the accurate representation of the community‟s vision Carlsbad’s Community Vision A vision is sometimes described as an ideal picture of the future. However, it is much more than this –it is a community‟s aspiration, and its inspiration. It is a description of what Carlsbad would like to achieve or accomplish, and will serve as the framework for choosing courses of action. The vision answers the question, “Where do we want to go?” Small Town Feel, Beach Community Character, and Connectedness Enhance Carlsbad‟s defining attributes –its small town feel and beach community character. Build on the city‟s culture of civic engagement, volunteerism, and philanthropy Open Space and the Natural Environment Prioritize protection and enhancement of open space and the natural environment. Support and protect Carlsbad‟s unique open space and agricultural heritage. Access to Recreation and Active, Healthy Lifestyles Promote active lifestyles and community health by furthering access to trails, parks, beaches, and other recreation opportunities The Local Economy, Business Diversity, and Tourism Strengthen the city‟s strong and diverse economy and its position as an employment hub in North San Diego County. Promote business diversity, increased specialty retail and dining opportunities, and Carlsbad‟s tourism. Walking, Biking, Public Transportation, and Connectivity Increase travel options through enhanced walking, bicycling, and public transportation systems. Enhance mobility through increased connectivity and intelligent transportation management. Sustainability Build on the City‟s sustainability initiatives to emerge as a leader in green development and sustainability. Pursue public/private partnerships, particularly on sustainable water, energy, recycling, and foods. History, the Arts, and Cultural Resources Emphasize the arts by promoting a multitude of events and productions year-round, cutting- edge venues to host world-class performances, and celebrate Carlsbad‟s cultural heritage in dedicated facilities and programs. High Quality Education and Community Services Support quality, comprehensive education and life-long learning opportunities, provide housing and community services for a changing population, and maintain a high standard for citywide public safety. Neighborhood Revitalization, Community Design, and Livability Revitalize neighborhoods and enhance citywide community design and livability. Promote a greater mix of uses citywide, more activities along the coastline, and link density to public transportation. Revitalize the Village as a community focal point and a unique and memorable center for visitors, and rejuvenate the historic Barrio neighborhood. Implementing the Vision Initiate Phase 2 of Envision Carlsbad Update General Plan, Local Coastal Program, and Zoning Ordinance Evaluate and identify preferred strategies to implement the Vision ENVISION CARLSBAD WWW.ENVISIONCARLBAD.ORG November 2009 Draft Carlsbad Community Vision CARLSBADCITY OF www.envisioncarlsbad.org City Staff Gary Barberio, Assistant Planning Director Chris DeCerbo, Principal Planner David de Cordova, Principal Planner Sandra Holder, Community Development Director Jennifer Jesser, Senior Planner Rachel McGuire, Communications Coordinator Barbara Nedros, Administrative Secretary Don Neu, Planning Director Heather Pizzuto, Library Director Kristina Ray, Communications Manager Glen Van Peski, Senior Civil Engineer Colette Wengenroth, Finance Manager Consultant Staff DYETT & BHATIA, Urban and Regional Planners Rajeev Bhatia, Principal Melissa McMahon, Associate Diana Nankin, Senior Graphic Designer Katz & Associates Lewis Michaelson, Vice President BW Research Partnership Josh Williams, President The EC3 is comprised of Carlsbad residents (19 primary members and 17 alternates) who represent the following perspectives: • Environmental (3 primary members) • Social (3 primary members) • Economic (3 primary members) • General Citizen (8 primary members, 2 from each quadrant) • Youth (2 primary members, high school students) EC3 Primary Member Ken Alfrey Fred Sandquist Mat Huff* Jim Farley Jim Comstock Hap L’Heureux Gina McBride Julie Baker Eric Larson Paul Thompson* Diane Lantz Kirk Cowles Diane Proulx Lisa Tuomi-Francis Jeff Segall John O’Reilly Kent McCormick Andrew Benson Sean Bentley EC3 Alternate Member William Kloetzer David Robertson Barbara Hamilton Farrah Douglas Jack Cumming Robert Nielsen Mike Howes – – Jean Moreno*/Greg Nelson Allen Sweet Joseph Troya*/Guy Roney Glen Etherington David Lloyd Robert Gates Jim Bradley Jeanne Sprague-Bentley Sean Sexton Chris Korogi Envision Carlsbad Citizens’ Committee *Member resigned from the EC 3 prior to the date of this report. ContEnts Introduction and Purpose ....................................................... 2 Identifying the Vision .............................................................. 6 Vision Summary ....................................................................... 10 the Vision: Small Town Feel, Beach Community Character, and Connectedness ............................................................ 12 Open Space and the Natural Environment ....................... 14 Access to Outdoor Recreation and Active Lifestyles ................................................................... 16 The Local Economy, Small Business, and Tourism Niche ...................................................................... 18 Walking, Biking, Public Transportation, and Connectivity ................................................................. 20 Sustainability ....................................................................... 22 History, the Arts, and Culture Resources ........................... 24 High-Quality Education and Community Services ........... 26 Older Neighborhoods Revitalization, Community Design, and Livability ..................................... 28 Next Steps for Achieving the Vision ....................................... 30 2 A vision answers the question, “Where do we want to go?” ? A vision is sometimes described as an ideal picture of the future. However, it is much more than this – it is a community’s aspiration, and its inspiration. It is a description of what Carlsbad would like to achieve or accomplish, and will serve as the framework for choosing courses of action. The vision answers the question, “Where do we want to go?” A vision is not just an answer, it is also a process. Visioning requires working together to articulate the Carlsbad community’s dreams and hopes for the future. Visioning activities are designed to open channels of communication and open minds to new ideas. By undertaking the process of creating a vision for Carlsbad, community members are also enhancing their own perception of future challenges, opportunities, and dreams. It is with all of these roles in mind that “Envision Carlsbad” was born. Why Envision Carlsbad? For over two decades, Carlsbad has been developing and changing based on the premise of available land to accommodate a growing population. Carlsbad’s basic guiding documents, such as the General Plan, were created on that premise. Today, however, with the city almost built-out, development will occur primarily through infill and redevelopment, which will shape the community in new and perhaps unexpected ways. In some cases challenges are emerging related to the protection and enhancement of the city’s attractive setting and the quality of life that residents value. The City Council, community leaders, and City staff are facing these challenges head-on and initiated “Envision Carlsbad” to engage the entire community in a process of envisioning and planning for the future. This process has not only helped to define a set of widely- shared community values, but it has also exposed areas of tension and competing ideas. Future decision-mak- ing will require careful community consultation and sometimes difficult trade-offs between important goals. Why Envision Carlsbad? www.envisioncarlsbad.org INTRODUCTION AND PURPOSE 3 the Community Vision The Carlsbad Community Vision (Vision) reflects the community’s aspirations for Carlsbad’s future. It is a clear and motivational summary of the vision expressed by community members during the first phase of Envision Carlsbad. The Vision is based upon nine core values that were commonly expressed by the community. These values represent the qualities and characteristics of Carlsbad that community members aspire to protect, maintain, improve, change, or achieve in the future. In many respects, the Vision reflects the values of the community that are under stress (i.e., there is some sense that the particular value must be protected, or needs to be adjusted to meet the desires of the community). As a result, some aspects of Carlsbad that are valued by the community today may not be perceived to require protection or adjustment, and therefore, may not be fully expressed in the Vision. In some instances, the Vision also reflects competing desires. For example, “open space and the natural environment” is a core value of the Vision, and some community members desire open space areas to remain undisturbed in their natural state, while others desire open space areas to be more accessible for recreational opportunities such as hiking, biking, or nature study. The Vision does not attempt to resolve tensions between competing values, nor does it account for potential constraints, such as financial feasibility or legal context. It is nonetheless a critical guiding tool for community leaders and City staff who must initiate the next steps toward achieving the Vision, which include updating important City policy and regulatory documents, such as the General Plan, Local Coastal Program, and Zoning Ordinance, as well as other policies and practices that guide the City’s operations. timeframe This Vision portrays broad themes and aspira- tions for Carlsbad’s future. While some of these may be realized in the short- or medium-term (5-20 years), others are ideals toward which the community will continually strive. Carlsbad Community Vision “We need to inspire people to believe they can help co-create a better future.” 4 Commitment to the Vision The Vision represents community consensus on what Carlsbad hopes to achieve in the future. It is described using the word “will” to represent the community’s commitment to the Vision and their intent to achieve it. However, because implementation strategies have not yet been evaluated in regard to competing values or trade-offs, some components of the Vision may require more time to achieve or may not be fully realized. The Vision is dynamic, far-reaching, and broad enough to accommodate alternative future strategies and implementation approaches. As community dialog continues in the next phase of Envision Carlsbad, agreement on preferred imple- mentation approaches will require evaluation of trade-offs, and careful balancing of environmental, social, and economic considerations. organization Following this Introduction and Purpose, the document is comprised of three more sections— Identifying the Vision, The Vision, and Next Steps for Achieving the Vision—summarized as follows: Style and Organization www.envisioncarlsbad.org Identifying the Vision: describes the key components of the community outreach conducted for the first phase of Envision Carlsbad. The Vision: is based upon nine core values identified by the community. Therefore, there are nine focused descriptions of the Vision as it relates to each of these core values. The order in which the Vision is described does not reflect priority of the core values. Next Steps for Achieving the Vision: describes the application of the Vision to City operations and long-range planning, and highlights opportunities for ongoing community involvement. INTRODUCTION AND PURPOSE 5 Carlsbad Community Vision “We need a vision that brings people together.” 6 Community Involvement The first phase of Envision Carlsbad consisted of numerous forms of public outreach and involvement conducted from December 2008 through June 2009. Envision Carlsbad Citizens’ Committee The Envision Carlsbad Citizens’ Committee (EC3) was created to promote balanced consideration of the broad range of perspectives that would be heard through the Envision Carlsbad process. Some committee members were selected to broadly represent environmental, economic, and social perspectives in the community. Others were selected to broadly represent neighbor- hoods in each zip code area (quadrant) of the city. Two members are high school students specifically selected to represent the youth perspective. During the first phase of Envision Carlsbad, the EC3 served as an important conduit of information to community members, interest groups, and other orga- nizations in order to encourage broad participation. EC3 members provided input on the community-wide survey, helped identify stakeholders to be interviewed, and attended workshops to get a first-hand sense of the values and needs of the community. The EC3 reviewed and responded to each of the interim working reports containing the analysis and emerging themes from each component of the visioning process. The EC3 also reviewed and responded to this report. The EC3 provided continuity through the first phase of Envision Carlsbad. Looking ahead, the City Council will consider the role of the EC3 as the City transitions into later phases of Envision Carlsbad, such as long- range planning efforts and vision implementation. Community-wide newsletter and survey The Envision Carlsbad outreach program began with a newsletter and public opinion survey to assess residents’ perceptions regarding the quality of life in their neigh- borhood and the city; evaluate perceptions regarding Carlsbad’s natural environment, local economy, and social setting; and identify program and facility pri- orities. A census-style approach was used to provide all residents an equal opportunity to participate in the survey. An introductory letter and survey were mailed to every household within the city (41,643 households) giving them the option of returning the enclosed survey 6 www.envisioncarlsbad.org Issue 1 • March 2009 Welcome to Envision Carlsbad! How does Envision Carlsbad work? Envision Carlsbad provides all Carlsbad community members with a variety of opportunities to participate in the creation of a vision for the future that reflects the community’s most important values and priorities. The resulting vision will then be used to help guide city leaders in making the right decisions to fulfill that vision. ContinuEd on baCk envision carlsbad nEWS How can i have my say in Carlsbad’s future? Whether you have a little time or a lot, you can get involved in Envision Carlsbad. Here’s how: Take the Survey! Enclosed with this newsletter is a survey that all residents are asked to take. Fill it out and mail it back with the enclosed pre-stamped envelope; or, you can take the survey on-line at www.envisioncarlsbad.org. Attend a Workshop! Workshops are planned in four different locations of the city to make it convenient for people to attend. The four workshops will be the same, so you are encour-aged to attend at least one. Invite us to meet with your neighborhood, business or interest group! City of Carlsbad staff will be meeting with neighborhood, civic and professional groups through-out the year. If you would like us to meet with your group (neigh-bors, business, civic organization, etc.) to discuss your group’s vision for Carlsbad’s future, please call Whether you have a little time or a lot, you can get involved in Envision Carlsbad. Envision Carlsbad is a city-sponsored program that invites residents to work together to create a vision and a plan for Carlsbad’s future. What are your hopes for Carlsbad’s future? This is your chance to meet your neighbors and share with them how you “envision” your ideal future for Carlsbad. Do you envision family supporting jobs? A clean environment? Safe streets? High-quality schools? Parks and open spaces? What qualities of a city are most important to you and your life? Does Carlsbad have all the qualities you want? Workshop Dates anD Locations March 23, 20096 to 8:30 p.m. • City of Carlsbad Safety Center2560 orion Way, Carlsbad, Ca 92010 March 25, 20096 to 8:30 p.m. • Tri-City Wellness Center6250 El Camino Real, Carlsbad, Ca 92009april 15, 20096 to 8:30 p.m. • Aviara Oaks Elementary School6900 ambrosia Lane, Carlsbad, Ca 92011 april 16, 2009*6 to 8:30 p.m. • City of Carlsbad Senior Center799 Pine ave, Carlsbad, Ca 92008*bring your kids! The April 16th workshop will have activities for kids! For information on kid’s activities: (760) 602-7515 CARLSBADCITY OF EnvisionCarlsbadNews2.indd 1 2/25/09 12:30 PM A1 1. How long have you lived in Carlsbad? ‰ Less than 1 year ‰ 1 to 4 years ‰ 5 to 9 years ‰ 10 to 14 years ‰ 15 years or more 2. Overall, how would you rate the quality of life in your neighborhood? ‰ Excellent ‰ Good ‰ Fair ‰ Poor ‰ Very poor ‰ Not sure 3. Overall, how would you rate the quality of life in the entire City of Carlsbad? ‰ Excellent ‰ Good ‰ Fair ‰ Poor ‰ Very poor ‰ Not sure 4. The City of Carlsbad is considering different priorities in planning for the City’s future. For each priority listed below, please indicate if it should be a high priority, medium priority or low priority in thinking about Carlsbad’s future. Don’t High Medium Low Know A. Providing parks and recreational facilities in the City for active recreational uses .......... ‰ ‰ ‰ ‰ B. Protecting undeveloped areas for hiking and exploring .................................................. ‰ ‰ ‰ ‰ C. Protecting natural habitats in and around Carlsbad ........................................................ ‰ ‰ ‰ ‰ D. Creating new walking and biking trails within Carlsbad .................................................. ‰ ‰ ‰ ‰ E. Increasing revenue for the City to maintain and improve the services and programs that Carlsbad currently offers ....................................................................... ‰ ‰ ‰ ‰ F. Improving traffic flow in and around Carlsbad ................................................................ ‰ ‰ ‰ ‰ G. Maintaining or improving property values within the City ................................................ ‰ ‰ ‰ ‰ H. Providing a range of housing options of different types & price levels within Carlsbad .. ‰ ‰ ‰ ‰ I. Preserving historic buildings and places within Carlsbad ............................................... ‰ ‰ ‰ ‰ 5. If there were one thing the City of Carlsbad should be focused on in the future to improve the quality of life for its residents, that has not already been mentioned, what would it be? _________________________________________________________________________________________ _________________________________________________________________________________________ In an effort to improve the quality of life in Carlsbad, the City is surveying Carlsbad residents to find out some of your priorities and opinions regarding our city. The survey is being processed by an independent research firm, and all of your individual responses will remain confidential. If you have any questions about the survey or would like to receive the survey in Spanish, please contact Jennifer Jesser at (760) 602-4637. CITY OF CARLSBAD RESIDENT SURVEY IDENTIFYING THE VISION 7 (postage paid) or taking the online version of the survey. A Spanish version of the survey was also available upon request. The survey, which averaged 15 minutes to complete, consisted of a series of closed-ended and some open-ended questions. The data collection period for the project was March 6 through May 1, 2009. In total, 7,167 completed responses were received (6,871 mail, 296 online), resulting in an exceptionally high response rate of 17.2 percent (typical community survey response rates are closer to 6-10 percent). A summary of the public opinion survey results can be found at www. envisioncarlsbad.org. Community Workshops The next component of Envision Carlsbad was the community workshops. These were designed to engage the attention, interest, and active involve- ment of a broad spectrum of Carlsbad community members, and provide opportunities for energetic group discussion of and effective input into the com- munity’s vision of Carlsbad’s future. The format used for the workshops was called the “World Café.” The World Café allowed community members to participate in a series of successive small group discussions of short duration (approximately 15-20 minutes each), followed by identification of common themes. Transitions between discus- sions were signaled by a Maître d’ (the facilitator), at which point participants moved to a new table for their next discussion. During each “rotation” partic- ipants responded to a new prompting question and interacted with a new set of community members. The workshops closed with a small-group drawing exercise and reporting back to the larger group about the common themes contained in the table drawings. Four community workshops were held in March and April 2009 on four different weekday evenings in four geographically different locations based on zip code: the City of Carlsbad Safety Center, Tri-City Wellness Center, Aviara Oaks Elementary School, and the City of Carlsbad Senior Center. Days and locations were varied to increase access to the workshops. One of the workshops also offered childcare to make it easier for parents with young children to attend. All workshops were held from 6:00pm until 8:30pm, and had the same content and structure. In all, over 265 community members attended the workshops. Members of the EC3 also participated in the community workshops, as well as a separate World Café workshop for EC3 members (primary and alternate members). A summary of the workshops results can be found at www.envisioncarlsbad.org. 7 Carlsbad Community Vision “Continue to listen to the community’s needs and desires, and keep citizen engagement alive.” 8 www.envisioncarlsbad.org stakeholder Interviews Stakeholder interviews were conducted from January to May 2009. The interviews enabled individuals to be more candid than they otherwise might be in open community forums, and allowed questions to be focused on topics most germane to the mission of the organization represented. Unlike the public opinion survey and workshops, the stakeholder interviews also included non-residents who conduct business in Carlsbad, as well as people who work for organi- zations that serve Carlsbad residents, including some (such as affordable housing providers), who might be based outside the community. In all, 134 organizations were invited for interviews, of which 81 agreed to par- ticipate. Organizations interviewed included local businesses in fields such as biotechnology, automobile sales, real estate, retail, entertainment, hospitality, and manufacturing. Non-profit or volunteer organizations interviewed represented interests such as environmen- tal and lagoon preservation, youth clubs, arts and culture, libraries, medical centers, bicycling, sports leagues, specific neighborhoods, affordable housing, homelessness, and people with disabilities. Other organizations interviewed represented local schools, parent-teacher associations, and religious communi- ties. A summary of the stakeholder interviews can be found at www.envisioncarlsbad.org. Envision Carlsbad Website Information on the process and progress of Envision Carlsbad activities is provided for easy reference at the Envision Carlsbad website, found at www.envision- carlsbad.org. Community members have been able to access and take the public opinion survey via the website, as well as find dates and times of activities, meeting agendas, and summary reports of outreach efforts described. Community Involvement IDENTIFYING THE VISION 9 Carlsbad Community Vision “Get citizens to be seen, be present, be involved.” 10 Core Values and Vision Summary Statements CoRE VALUE VIsIon stAtEMEnt Small Town Feel, Beach Community Character, and Connectedness Enhance Carlsbad’s defining attributes—its small town feel and beach community character. Build on the city’s culture of civic engagement, volunteerism, and philanthropy. Open Space and the Natural Environment Prioritize protection and enhancement of open space and the natural environment. Support and protect Carlsbad’s unique open space and agricultural heritage. Access to Recreation and Active, Healthy Lifestyles Promote active lifestyles and community health by furthering access to trails, parks, beaches, and other recreation opportunities. The Local Economy, Business Diversity, and Tourism Strengthen the city’s strong and diverse economy and its position as an employment hub in North San Diego County. Promote business diversity, increased specialty retail and dining opportunities, and Carlsbad’s tourism. Walking, Biking, Public Transportation, and Connectivity Increase travel options through enhanced walking, bicycling, and public transportation systems. Enhance mobility through increased connectivity and intelligent transportation management. 10 The VisionVISION SUMMARY 11 Carlsbad Community Vision CoRE VALUEVIsIon stAtEMEnt Small Town Feel, Beach Community Character, and Connectedness Enhance Carlsbad’s defining attributes—its small town feel and beach community character. Build on the city’s culture of civic engagement, volunteerism, and philanthropy. Open Space and the Natural Environment Prioritize protection and enhancement of open space and the natural environment. Support and protect Carlsbad’s unique open space and agricultural heritage. Access to Recreation and Active, Healthy Lifestyles Promote active lifestyles and community health by furthering access to trails, parks, beaches, and other recreation opportunities. The Local Economy, Business Diversity, and Tourism Strengthen the city’s strong and diverse economy and its position as an employment hub in North San Diego County. Promote business diversity, increased specialty retail and dining opportunities, and Carlsbad’s tourism. Walking, Biking, Public Transportation, and Connectivity Increase travel options through enhanced walking, bicycling, and public transportation systems. Enhance mobility through increased connectivity and intelligent transportation management. CoRE VALUE VIsIon stAtEMEnt Sustainability Build on the City’s sustainability initiatives to emerge as a leader in green development and sustainability. Pursue public/private partnerships, particularly on sustainable water, energy, recycling, and foods. History, the Arts, and Cultural Resources Emphasize the arts by promoting a multitude of events and productions year-round, cutting- edge venues to host world-class performances, and celebrate Carlsbad’s cultural heritage in dedicated facilities and programs. High Quality Education and Community Services Support quality, comprehensive education and life-long learning opportunities, provide housing and community services for a changing population, and maintain a high standard for citywide public safety. Neighborhood Revitalization, Community Design, and Livability Revitalize neighborhoods and enhance citywide community design and livability. Promote a greater mix of uses citywide, more activities along the coastline, and link density to public transportation. Revitalize the Village as a community focal point and a unique and memorable center for visitors, and rejuvenate the historic Barrio neighborhood. 11 12 Enhance Carlsbad’s defining attributes—its small town feel and beach community character. Build on the city’s culture of civic engagement, volunteerism, and philanthropy. Character and Quality of Life Carlsbad’s small town feel and beach community character are defining attributes of the city. The com- bination of the city’s sophisticated cultural ambience and “beach community feel” create a traditional, small-town identity without feeling old-fashioned. With nature’s added benefits of sunshine, scenery, coastline, and weather—“the best climate in the world”—Carlsbad’s overall image is both a testament and a contributor to the City’s success. The community is united in desiring that Carlsbad remains beautiful, well-kept, clean, quiet, safe, and well-planned. Carlsbad will work to maintain both community character and quality of life by “embracing the past with a vision for the future.” social Connectedness Carlsbad is full of caring, friendly people with a sense of volunteerism and pride. The social atmosphere in the city is family-oriented, progressive, multi-genera- tional, and stable. Residents share a community spirit and culture of giving and philanthropy, making rela- tionships one of the most valuable aspects about the Carlsbad community. Community members value the cultural acceptance and diversity in the city, and the way old and new lifestyles come together. In the future, cultural and generational diversity and social connections will be enhanced through opportunities for volunteerism and civic engagement; more public gathering places, family-friendly activities, and open spaces within walking distance of people’s homes and workplaces; and more events that connect residents to one another and keep them active in the community. Managed Growth The City has been successful in managing growth through good land use decisions and planning. Opinions on how best to manage growth in the future are plentiful—with “less” growth and “balanced” growth representing two popular positions. Regard- less of the ultimate growth strategy, Carlsbad will strive to maintain the city’s desirable characteristics while enabling infill development and redevelopment where appropriate. The suitability of higher densities is another topic on which the community has diverse viewpoints. In the future, any higher density devel- opment will be located carefully, in places with ready access to transit, infrastructure, and services, and in harmony with existing development patterns. Small Town Feel, Beach Community Character, and Connectedness www.envisioncarlsbad.org Core ValueVisionStatementTHE VISION “Maintain the community feel… opportunities for multiple generations to live here and understand one another’s needs.” Carlsbad Community Vision 14 Prioritize protection and enhancement of open space and the natural environment. Support and protect Carlsbad’s unique open space and agricultural heritage. The Carlsbad community values its open space for visual beauty, ecological functions (for example, clean air and water, habitats, and wildlife movement corridors), and for some, as a way to control growth. Protecting natural habitats in and around Carlsbad is a high priority for residents. The community is proud of the exceptional amount of open space in the city, and envisions a future of continued City commitment to open space protection and strategic acquisitions to further the city’s open space system. the ocean, Beaches, Lagoons, and Habitat The ocean, beaches, lagoons, other waterways, and natural habitat are critical natural resources and vital components of the city’s setting. They provide habitat for wildlife, recreation opportunities, and aesthetic value, and are also engines of the tourism side of the economy. Community members look forward to continued enjoyment of clean, healthy, and accessible lagoons, beaches, and natural habitat areas due to ongoing con- servation, restoration, and active maintenance efforts. open space Heritage and Partnerships The open space network can help the city celebrate its history, including its agricultural and horticultural heritage. Examples of Carlsbad’s open space resources that connect the city to its past include the lagoons, the Strawberry Fields, and the Flower Fields. In the future, Carlsbad will continue to support efforts that promote the economic viability of the Strawberry Fields and the Flower Fields. Protection and enhance- ment of the city’s open space resources and heritage will be achieved through partnerships with regional and State agencies, advocacy and preservation organiza- tions, and the active volunteer base of the community. Partnerships with the lagoon nature centers and foun- dations to provide educational programs will ensure that current and future generations have an awareness of the history and natural environments of Carlsbad’s three lagoons. Open Space and the Natural Environment “Connecting with nature is important. The trails provide a link to nature. It is about quieting down enough to hear the sounds of nature.” www.envisioncarlsbad.orgVisionStatement Core ValueTHE VISION “We need to preserve archaeological, biological, geologic, and open space resources.” Carlsbad Community Vision 16 Promote active lifestyles and community health by furthering access to trails, parks, beaches, and other recreation opportunities. Carlsbad is an active community with valuable rec- reation resources, such as the beach, numerous parks and sports fields, and proximate hillsides. Recreation programs and outdoor special events, such as world-class golf and tennis tournaments, and marathons, are popular and widely supported. Outdoor recreation and active lifestyles will continue to be a priority for Carlsbad in the future, and therefore it will be a priority to maintain and improve these resources. Parks, Fields, and Facilities for All Ages The network of parks and recreation facilities will be improved to meet the community’s active lifestyle needs. Such improvements may include the strategic addition of more parks, sports fields and courts, swimming pools, a teen center, dog parks, children’s play areas, and increased availability of school parks through expanded joint-use programs between the City and local school districts. New facilities will be located to maximize use and access by all neighborhoods, tailored to the needs of local populations, and designed with all ages in mind. Well-Connected trails for Every Use Carlsbad will have active open space areas for hiking, biking, dog-walking, exploring, education, and even ecotourism. New and enhanced walking and biking paths, designed in collaboration with the community, will provide convenient connections to destinations. A spectrum of clearly designated trails will meet the unique needs of walkers and cyclists. This enhanced, fully connected trail system will not only provide more opportunities for active living, but also create new, non-vehicular connections between neighborhoods, open spaces, lagoons, and the beach, and potentially even commercial areas. In this way, people of all ages will be able to get around town safely, comfortably, and conveniently. Beach Uses and Improvements The beach is an important outdoor recreational resource, and protecting and enhancing access to the beach and the quality of the beach experience is a top community priority. In the future, the beach will be maintained as a safe, accessible, and attractive recre- ational resource through partnerships with regional and State agencies, and other organizations. Access to the beach and the quality of the beach experience will be improved through new compatible and supportive uses on or in close proximity to the beach, which may include food vendors, ocean view restaurants, a dog beach area, a park or outdoor venue for community events, enhanced trail networks, preserved parking areas, and increased services. Access to Recreation and Active, Healthy Lifestyles www.envisioncarlsbad.org Core ValueVisionStatementTHE VISION A visible trails system to link the three lagoons to the coaster stations, El Salto Falls to the ocean… to connect our environmental resource areas to public transportation. Carlsbad Community Vision 18 Strengthen the city’s strong and diverse economy and its position as an employment hub in North San Diego County. Promote business diversity, increased specialty retail and dining opportunities, and Carlsbad’s tourism. Current economic conditions are challenging for many, but by striving for a strong, balanced, and diverse local economy, the City will be able to support the facilities and amenities the community desires. Business and Jobs Carlsbad is home to internationally recognized companies that are industry leaders in sectors as diverse as golfing and bio- and advanced technology. These companies have a highly-educated workforce whose corporate travel needs are supported by Carlsbad’s McClellan-Palomar Airport. Successful partnerships with businesses will increase opportunities for local, high quality, and well-paying jobs; support the cutting-edge sectors in the city; and attract emerging technologies such as green industries. Family-owned (“mom and pop”) stores will be supported and obstacles removed to ensure their continued economic success. Carlsbad will work to maintain a positive business environment and remain an attractive location for new business, expansion, retention, and improvement. shopping and Dining Carlsbad residents will be able to shop locally for most of their day-to-day needs at high quality shopping areas such as The Forum at Carlsbad, Carlsbad Premium Outlets, and an enhanced Westfield/Plaza Camino Real mall, and at an increasing number of small, indepen- dent, and specialty retail stores and services, particularly in the Village. The array of dining opportunities in the city will be expanded, and residents will have access to new upscale grocery stores and more restaurant choices. tailored tourism strategy Tourism is an important component of the city’s economy today, and it remains an attractive economic sector for the future since it emphasizes the very resources that make the city attractive to existing residents—the ocean and beach; lagoons; shopping and dining; and arts, sports, and cultural events. In particular, Carlsbad will take advantage of synergistic opportunities to meet the needs of tourists and residents through the protection and enhancement of Carlsbad’s natural envi- ronments such as the beaches and lagoons, the provision of world class shopping and a wide variety of arts and cultural events, the hosting of more national-scale events, and the improvement of travel options through enhanced walking, bicycling, and public transporta- tion systems. Opportunities for promoting ecotourism will be explored for their potential to help preserve the natural resources that the community values. Looking ahead, Carlsbad will enjoy a balance of businesses that provide tourism services and establishments that serve the needs of residents. The Local Economy, Business Diversity, and Tourism www.envisioncarlsbad.org Core ValueVisionStatementTHE VISION “More diversity of businesses will create a variety of income sources for the city.” Carlsbad Community Vision 20 Increase travel options through enhanced walking, bicycling, and public transportation systems. Enhance mobility through increased connectivity and intelligent transportation management. Personal automobiles are the most common means of transportation in Carlsbad today. This is in part because the development pattern is dominated by suburban residential neighborhoods, single use districts, and a discontinuous street system. Along with rolling topography, these present major chal- lenges for walking and bicycling. Traffic on main roads—which in many cases are the only connections between destinations—moves quickly, making bicy- clists and pedestrians feel unsafe. Community members see these challenges as oppor- tunities to provide safer and more convenient mobility through a variety of modes. Carlsbad’s future trans- portation network will be a balanced blend of safe and connected walking and biking facilities; conve- nient, comfortable, and efficient public transit; and intelligent traffic management systems that move cars safely to their destinations. Pedestrian and Bicyclist needs While the automobile will remain a dominant mode of transportation, better pedestrian and bike connec- tivity will help reduce auto-dependency and increase accessibility and healthy activity levels. Carlsbad will have an enhanced and fully connected system of sidewalks, paths, bike lanes, and trails. Easy and con- venient pedestrian connections will be available from every neighborhood to help children get safely to schools and parks. New pedestrian and bicycle con- nections across the railroad tracks and I-5 will connect neighborhoods to the beach and ocean. Sidewalks will be more appealing and accessible to residents of all ages and physical abilities. Businesses will facilitate biking for routine activities such as going to work, school, shopping, or going to a restaurant to eat, by providing bike parking and supportive amenities such as changing rooms, showers, and lockers. transit as a Real Alternative In the future, public transportation will connect the beaches, lagoons, parks, libraries, shopping areas, the Village, major employment areas, medical facilities, the airport, and the train stations to increase accessibility and decrease traffic congestion and parking problems. Public transportation will be frequent, reliable, quiet, and comfortable, and will be powered by renewable energy sources. With participatory community design of the routes, stops will be sensible and convenient to (almost) everyone. Walking, Biking, Public Transportation, and Connectivity www.envisioncarlsbad.org Core ValueVisionStatementTHE VISION Carlsbad Community Vision “We should have a much more walkable, bikable city.” 22 Build on the City’s sustainability initiatives to emerge as a leader in green development and sustainability. Pursue public/private partnerships, particularly on sustainable water, energy, recycling, and foods. The City will continue ongoing public dialogue to gather sustainability ideas, and foster public/private partnerships on sustainability initiatives, in particular on the issues of sustainable water, energy, and foods. Water Conservation, Recycling, and Desalination Carlsbad is a national pioneer in water desalination, and will strive for continued water sustainability by instituting cutting-edge practices in water conser- vation and recycling. Recycling efforts will build on the city’s existing “purple pipes” (the reclaimed water system) and will look ahead to future opportunities to improve and expand water recycling and conserva- tion. Through these efforts, the City will be a leader in conservation coordination at the local level, and by participating at the regional watershed level as well. Energy security and Independence Carlsbad could be the Silicon Valley of energy, and become an incubator for alternative energy research. Carlsbad, will strive to be energy self-sufficient. Renewable energy options will be widely available to residents, through education about technologies such as solar roofs and wind turbines, and through sensible financial incentives and convenient technical assistance. Food sustainability and Waste Reduction The community’s agricultural heritage will be cel- ebrated through educational programs and seasonal festivals that bring income to area farmers. The community will organize and initiate farmers’ markets in major accessible locations, and local leaders will help to partner restaurants and growers to increase availability of local produce on menus around town. The waste stream will be reduced with the help of a citywide effort to promote recycling and composting. A new, efficient system for collection and redistribution of local compost back to area farms will form a sustainable life cycle for organic material in the community. Sustainability www.envisioncarlsbad.org Core ValueVisionStatementTHE VISION “Long range planning for sustainability means more than just environmental. We have to look at social and economic conditions as well, and work together toward solutions.” Carlsbad Community Vision © SAM WELLS 24 Emphasize the arts by promoting a multitude of events and productions year-round, cutting-edge venues to host world-class performances, and celebrate Carlsbad’s cultural heritage in dedicated facilities and programs. Community Events and Activities Events such as ArtSplash, Jazz in the Parks, and Fiesta del Barrio provide outlets for the arts and cultural community. In the future, there will be an even greater variety of arts and cultural activities and events throughout the year and across the city. Event announcements will be visible and easy to find, and there may even be multiple activities to choose from on any given weekend. The city’s flourishing art and cultural scene will attract visitors from afar. Some activities will bring the arts and culture straight to schools, neighborhoods, and families with children, thereby ensuring the next generation cares as much about arts and culture as this one. Libraries, Venues, and Art space While Carlsbad residents are proud of their libraries and other arts and cultural venues, they look forward to new arts and cultural facilities, too. In the future, venues and space for arts and cultural activities will be enhanced to draw local and regional crowds, and to facilitate local art production. Such enhancements may include a new multi-purpose venue capable of hosting large indoor and outdoor performances, and the provision of small, affordable spaces for local artists to produce and display their art. Warehouses and other older buildings will be studied for redevel- opment and reuse as art studios or live-work spaces, mingling cultural production and appreciation with commercial office use. Cultural Facilities and Partnerships Protecting and celebrating Carlsbad’s rich history and cultural heritage is of high importance to the community. Examples of Carlsbad’s historic and cultural resources include Rancho Carrillo, the Marron Adobe, the Barrio neighborhood, Magee House, the Village, and Carlsbad’s Native American history. In the future, Carlsbad will continue to recognize and celebrate its history and cultural heritage by supporting facilities, programs, and activities that provide education and information about Carlsbad’s heritage. Examples of such facilities, programs, and activities may include events and festivals to celebrate the city’s heritage, partnerships with local schools to educate students about the city’s history and culture, an enhanced Barrio Museum to curate and share the cultural history of the Barrio neighborhood, and a new Native American Cultural Center to provide infor- mation and activities related to local tribal heritage. Carlsbad will work with local tribes to partner in new ways to promote and display information about local Native American tribal history. History, the Arts, and Cultural Resources www.envisioncarlsbad.org Core ValueVisionStatementTHE VISION 25 “Educate people in the community in an artistic way about the Native American culture in Carlsbad— connecting the culture to the place… mixing history with art.” Carlsbad Community Vision 26 Support quality, comprehensive education and life-long learning opportunities, provide housing and community services for a changing population, and maintain a high standard for citywide public safety. schools and Education Carlsbad has an excellent public and private school system, including such institutions as the Army and Navy Academy, Pacific Ridge School, and the Gem- ological Institute of America. Maintaining the high quality of education is a priority for residents. In the future, all schools that serve Carlsbad (public and private) will boast exemplary facilities and educa- tional achievements. Carlsbad will enjoy the fruits of new partnerships that expand educational opportu- nities for all ages, including: the development of an institute of higher learning at the college or university level; partnerships between businesses and schools to encourage learning projects and specialized courses in up-and-coming trades (green business and design, for example); and more adult learning opportunities, particularly for the retired, parents, and those who speak English as a second language. Carlsbad will be known as a community that values lifelong learning and education for all. Changing Demographics The City and other local and regional organizations have done a commendable job providing critical services and opportunities to Carlsbad residents over the years. Community members look forward to planning to accommodate the needs of an increas- ingly aging and diverse population. In the future, Carlsbad will be a multi-generational community, with supportive services that accom- modate the needs of the elderly as well as families with young children. Carlsbad will uphold universal design standards that foster accessibility, and will be a leader in innovative financing and design approaches to enhance availability of high-quality housing for all income levels. The housing supply will match the diverse population and workforce needs, essential to a sustainable economic future. Public safety Carlsbad’s safe neighborhoods and streets are highly valued by community members. In the future, Carlsbad will continue to enjoy a low crime-rate and safe neigh- borhoods and streets. Support of safety programs, such as neighborhood policing and the provision of adequate lighting along sidewalks and alleys, will help to ensure the community’s continued safety. The City will work closely with businesses, especially those in the Village, to promote evening activities and an atmosphere of safety, even after dark. Plaza Camino Real and the beach will benefit from enhanced crime prevention efforts. High-Quality Education and Community Services www.envisioncarlsbad.org Core ValueVisionStatementTHE VISION 27 Carlsbad Community Vision “Encourage local businesses to partner with the district for student apprenticeships and partnerships.” 28 Revitalize neighborhoods and enhance citywide community design and livability. Promote a greater mix of uses citywide, more activities along the coastline, and link density to public transportation. Revitalize the Village as a community focal point and a unique and memorable center for visitors, and rejuvenate the historic Barrio neighborhood. Community Design and Livability Community members envision a future in which there is a greater mix of uses, density is linked to public transportation, services are available closer to existing neighborhoods, and more activities and facilities are located along the coastline. This mix of activities in closer proximity to one another, rather than isolated single uses, will reduce distances to destinations. Rec- reation facilities will be developed closer to or within existing neighborhoods, and new neighborhood-scale services will be provided in convenient and sensible locations compatible with the surrounding residential uses. To achieve this, future development will be guided by principles of smart growth planning that include providing housing and activities near public transportation and services, as well as considering appropriate opportunities for vertical mixed-use devel- opment (such as housing or offices above retail). These community design approaches will accommodate more people while protecting open space, community character, and quality of life, and recognizing that change may be limited in established neighborhoods. Village (Downtown) Revitalization Revitalizing the Village is integral to promoting the city’s identity. Community members appreciate the Village’s charm, its quaintness, and its connection to the past; however, revitalizing the Village will help to achieve its potential to serve as a community focal point and major tourist draw. Downtown has good “bones”—a walkable grid street system, proximity to the ocean, presence of historical buildings, and access from the freeway and rail transit. Carlsbad will capi- talize on the Village’s potential as a place for people to live, work, and play, helping it emerge as a unique and Neighborhood Revitalization, Community Design, and Livability www.envisioncarlsbad.org “The downtown bones are good and it has good mixes. There is opportunity for people to live, work, and play there.” Core ValueVisionStatementTHE VISION memorable center in San Diego County. The Village will provide opportunities for aging Carlsbad residents to move from remote neighborhoods to a district with walking access to services and amenities, and serve as an attractive location for younger residents too. New stores and restaurants that cater to residents and stay open late, cultural and arts activities that draw people from afar, and an increased village resident population base will infuse the Village with vitality that will also draw new businesses. The Village will accommodate new activi- ties and buildings while still maintaining its small-town feel and charm. Rejuvenation of the Barrio neighborhood Much like the Village, community members envision the Barrio as a historic neighborhood rejuvenated by care, attention, and investment. The Barrio will be safe, traffic will move more slowly, and streets and sidewalks will be better lit. In the future, there will be safe pedestrian beach access from the Barrio, and the City will help to celebrate the history and culture of the Barrio through ongoing support of cultural cel- ebrations, neighborhood beautification efforts, and heritage education institutions such as the Barrio Museum. Organizations and community members will contribute ideas to rejuvenate and celebrate the history and culture of the neighborhood. Carlsbad Community Vision “We need to allow for innovation in the design process. People are living in different ways.” While this Vision reflects the broad aspirations of the Carlsbad community, it is also subject to economic and fiscal reality, federal and state laws, and ongoing community consultation about trade-offs and priorities. These and other factors, known and unknown, could affect the timing and implementation of the Vision. Moving forward, the next step is for the City to evaluate the “match” between this community vision and current City policies and regulations. The results of that evalua- tion will be a concrete list of issues and actions designed to better align City policy with the community’s long- range goals. A two-pronged approach is envisioned: Community Planning and Development. As the • “constitution” for the city’s development, the General Plan will outline concrete policies and actions to accomplish the vision. Technical analysis will complement the extensive community input. The Zoning Ordinance, the Local Coastal Program, and other plans for individual areas and capital facilities, such as bikeways, parks, and transporta- tion, will also need to be updated for consistency with the new General Plan. City Operations and Programs. In addition to long-• range community planning, the vision touches on virtually all dimensions of City operations—from providing services and maintaining and upgrading facilities, to communications systems and program- ming cultural events. These City functions will be aligned with the community vision. For issues that are out of City hands, such as school decisions (the responsibility of the districts) or beach maintenance (a State responsibility), the City will initiate a dialogue with responsible parties to determine ways in which the City can form strategic partnerships with these organizations. Community members will be kept abreast of progress. Next Steps for Achieving the Vision “Carlsbad is capable of being a regional leader and role model.” ongoing Community Participation Ongoing community participation is essential as alternative strategies and trade-offs are evaluated and implementing policies to accomplish the vision are developed. Please continue to visit the website www.envisioncarlsbad.org for news and further participation and feedback opportunities. CARLSBADCITY OF Contents: 1. Public Opinion Visioning Survey Report 2. Community Workshops Report 3. Stakeholder Interviews Report November 2009 Appendix: Carlsbad Community Vision CARLSBADCITY OF City Staff Gary Barberio, Assistant Planning Director Chris DeCerbo, Principal Planner David de Cordova, Principal Planner Sandra Holder, Community Development Director Jennifer Jesser, Senior Planner Rachel McGuire, Communications Coordinator Barbara Nedros, Administrative Secretary Don Neu, Planning Director Heather Pizzuto, Library Director Kristina Ray, Communications Manager Glen Van Peski, Senior Civil Engineer Colette Wengenroth, Finance Manager Consultant Staff DYETT & BHATIA Urban and Regional Planners Rajeev Bhatia, Principal Melissa McMahon, Associate Diana Nankin, Senior Graphic Designer Katz & Associates Lewis Michaelson, Vice President BW Research Partnership Josh Williams, President The EC3 is comprised of Carlsbad residents (19 primary members and 17 alternates) who represent the following perspectives: • Environmental (3 primary members) • Social (3 primary members) • Economic (3 primary members) • General Citizen (8 primary members, 2 from each quadrant) • Youth (2 primary members, high school students) EC3 Primary Member Ken Alfrey Fred Sandquist Mat Huff* Jim Farley Jim Comstock Hap L’Heureux Gina McBride Julie Baker Eric Larson Paul Thompson* Diane Lantz Kirk Cowles Diane Proulx Lisa Tuomi-Francis Jeff Segall John O’Reilly Kent McCormick Andrew Benson Sean Bentley EC3 Alternate Member William Kloetzer David Robertson Barbara Hamilton Farrah Douglas Jack Cumming Robert Nielsen Mike Howes – – Jean Moreno*/Greg Nelson Allen Sweet Joseph Troya*/Guy Roney Glen Etherington David Lloyd Robert Gates Jim Bradley Jeanne Sprague-Bentley Sean Sexton Chris Korogi Envision Carlsbad Citizens’ Committee *Member resigned from the EC 3 prior to the date of this report. City Council Claude A. “Bud” Lewis, Mayor Ann J. Kulchin, Mayor Pro Tem Matt Hall, Council Member Mark Packard, Council Member Keith Blackburn, Council Member CARLSBADCITY OF Public Opinion Visioning Survey Report June 2009 Gary Barberio, Assistant Planning Director Chris DeCerbo, Principal Planner David de Cordova, Principal Planner Sandra Holder, Community Development Director Jennifer Jesser, Senior Planner Rachel McGuire, Communications Coordinator Barbara Nedros, Administrative Secretary Don Neu, Planning Director Heather Pizzuto, Library Director Kristina Ray, Communications Manager Glen Van Peski, Senior Civil Engineer Colette Wengenroth, Finance Manager Consultant Staff Josh Williams, President Rajeev Bhatia, Principal Melissa McMahon, Associate EC3 Primary Member Ken Alfrey Fred Sandquist Mat Huff Jim Farley Jim Comstock Hap L’Heureux Gina McBride Julie Baker Eric Larson Paul Thompson Diane Lantz Kirk Cowles Diane Proulx Lisa Tuomi-Francis Jeff Segall John O’Reilly Kent McCormick Andrew Benson Sean Bentley EC3 Alternate Member William Kloetzer David Robertson Barbara Hamilton Farrah Douglas Jack Cumming Robert Nielsen Mike Howes – – Greg Nelson Allen Sweet Guy Roney Glen Etherington David Lloyd Robert Gates Jim Bradley Jeanne Sprague-Bentley Sean Sexton Chris Korogi Envision Carlsbad Citizens’ Committee City Staff Public Opinion Visioning Survey Report June 2009 CARLSBADCITY OF Table of ConTenTs 1 EXECUTIVE SUMMARY ..................................................................1 1.1 Envision Carlsbad .....................................................................1 1.2 Introduction to the Study ........................................................1 1.3 Methodology Overview ..........................................................2 1.4 Key Findings .............................................................................2 2 SURVEY RESULTS ............................................................................5 2.1 Quality of Life ..........................................................................5 2.2 Carlsbad’s Natural Environment ............................................11 2.3 Local Economy .......................................................................16 2.4 Program and Facility Priorities ...............................................24 2.5 Carlsbad’s Social Setting ........................................................27 3 METHODOLOGY ..........................................................................30 3.1 Research Objectives ...............................................................30 3.2 Questionnaire Design .............................................................30 3.3 Sampling Method ...................................................................30 3.4 Data Processing ......................................................................31 3.5 Note About Margin of Error and Analysis of Sub-Groups .....31 4 APPENDIX A: TOPLINES ................................................................32 lisT of figures and Tables Figure 1. Quality of Life Ratings–Neighborhood and City ..............5 Figure 2. Planning Priorities ..............................................................7 Figure 3. Number One Way to Improve the Quality of Life ...........10 Figure 4. Ratings for Aspects of Carlsbad’s Natural Environment .....11 Figure 5. Number One Way to Improve the Natural Environment ...13 Figure 6. Natural Environment: Agreement With Statements ......14 Figure 7. Ratings for the Shopping, Dining, and Services Available in Carlsbad .......................................................................16 Figure 8. Favorite Places to Shop and Dine in Carlsbad .................18 Figure 9. Ratings for the Quality and Quantity of Jobs Available in Carlsbad ...........................................................................19 Figure 10. Number One Way to Improve the City’s Economy ..........21 Figure 11. Preferences for Stores and Businesses in Carlsbad ..........22 Figure 12. Opinion Closest to Own–Number of Stores, Restaurants, and Businesses ............................................23 Figure 13. Program and Facility Priorities .........................................25 Figure 14. Ratings for Aspects of Carlsbad’s Social Setting .............27 Figure 15. Number One Way to Improve the City’s Social Setting ...29 Table 1. Overview of Project Methodology ..................................30 1 EXECUTIVE SUMMARY1 Envision Carlsbad1.1 Envision Carlsbad is a City-sponsored community visioning process that invites residents to work together to create a new vision and plan for Carlsbad’s future. For the past two decades, Carlsbad has been devel- oping based on the premise of available land to accomodate a growing population. Today however, with the city almost 90 percent built-out, development will occur primarily as infill. New opportunities and challenges are emerging related to the protection and enhancement of the City’s attractive setting and the quality of life that residents have worked hard over the years to create. Envision Carlsbad is providing community members with a variety of opportunities to participate. This report documents the results of one outreach effort: the community-wide mail and online vision survey. Reports summarizing the various other outreach processes are also underway. In Fall 2009, input received from all outreach processes will be synthesized into a final vision document. Introduction to the Study1.2 The City of Carlsbad and Dyett & Bhatia partnered with BW Research Partnership, Inc. (BW Research) to conduct Carlsbad’s 2009 Visioning Survey of Residents. The main research objectives of the study were to: assess residents’ perceptions regarding the quality of life in their • neighborhood as well as within the entire City of Carlsbad; 2 evaluate residents’ perceptions regarding Carlsbad’s natural envi-• ronment, local economy, and social setting; and identify residents’ program and facility priorities.• Methodology Overview1.3 The City of Carlsbad utilized a census-style approach to ensure that all residents had an equal opportunity to participate in the survey process. An introductory letter and survey were mailed to every household within the City (41,643 households) giving them the option of returning the enclosed survey (postage paid) or taking the online version of the survey. A Spanish version of the survey was also available upon request. The survey, which averaged 15 minutes in length, consisted of a series of closed-ended and some open-ended questions. The data collection period for the project was March 6 through May 1, 2009. In total, a statistically representative sample of 7,167 Carlsbad residents 18 years and older completed a survey (6,871 mail, 296 online), resulting in a response rate of 17.2 percent and a maximum margin of error +/- 1.10 percent (at the 95 percent level of confidence) for questions answered by all 7,167 respondents. Key Findings1.4 Based on the analysis of the survey data, BW Research is pleased to present the City of Carlsbad with the following key findings. Please refer to the body of the report for a more comprehensive analysis of findings, including comparisons among resident sub-groups. Quality of Life Ninety-three percent of residents rated the quality of life in their • neighborhood as “Excellent” or “Good” and 90 percent provided a positive rating for the quality of life in Carlsbad as a whole. The majority of Carlsbad residents rated “Protecting natural habi-• tats in and around Carlsbad” (65%), “Protecting undeveloped areas for hiking and exploring” (62%), and “Maintaining or improving property values within the City” (55%) as high priorities. When asked to identify the number one thing that the City should • be focused on to improve the quality of life, the top three response categories among those who provided an opinion were “Stop/ limit development” (12%), “Increase parks and recreation facilities and 3 Envision Carlsbad Public Opinion Visioning Survey Report activities” (10%), and “Public safety/ enforcement/ reduce crime” (10%). Natural Environment Eighty-six percent of residents rated the “Air quality” in Carls-• bad as “Excellent” or “Good,” 68 percent rated the “Protection and preservation of open spaces and natural habitats” favorably, 67 percent rated the “Water quality” positively, and 61 percent pro- vided a favorable rating for the “Quality and quantity of Carlsbad’s walking and biking trails.” Carlsbad residents were next asked in an open-ended format to • identify the number one thing that the City of Carlsbad could do to improve the City’s natural environment. Among those who pro- vided a response, the top categories were “Preserve open space” (23%) and “Stop/ limit development” (20%). Respondents reported the highest level of agreement with the state-• ment “The City should be more actively involved in developing new renewable energy options, such as solar roofs or wind turbines” (75%), followed by “Beaches, lagoons and other waterways should be better protected with new regulations or stronger enforcement of current regulations” (64%). Local Economy Twenty percent of residents rated the shopping, dining, and ser-• vices available in Carlsbad as “Excellent” and the majority (51%) rated them as “Good.” Overall, 71 percent of residents provided a positive rating for Carlsbad’s available shopping, dining, and services, 22 percent provided a neutral rating, and five percent pro- vided a negative rating. When asked about their favorite places to shop and dine in Carls-• bad, 51 percent of respondents cited The Forum at Carlsbad, 49 percent indicated The Village in Downtown Carlsbad, and 46 percent cited the Carlsbad Premium Outlet Mall. Among those who provided an opinion, 44 percent of respon-• dents rated the quality and quantity of jobs available in Carlsbad as “Excellent” (5%) or “Good” (39%) and 41 percent rated them as “Fair.” When asked to identify the number one way that Carlsbad could • improve the City’s economy, expanding and improving shopping 4 and dining opportunities was the most popular response, cited by 32 percent of those who provided an opinion. Attracting bio/ high technology and other companies and increasing jobs was second at 13 percent and decreasing taxes, fees, and restrictions on businesses was third at seven percent. Forty percent of residents would like to see more “Small inde-• pendent or specialty retail stores and services” in Carlsbad. Approximately one in five residents would like to see more “Home furnishings stores, such as Crate and Barrel or Pottery Barn” (22%) and “Tourist attractions and services” (21%). After being presented with the opinions of two neighbors who live • in Carlsbad and who disagree about the value of increasing the number of businesses and stores in Carlsbad and the role they play in funding public services and facilities in the City of Carlsbad, respondents were asked which opinion was closest to their own. Forty-six percent agreed with the opinion of Davis that Carlsbad • should limit the number of stores, restaurants, and other businesses within the City and 40 percent agreed with Smith that Carlsbad should be willing to increase the number of stores, restaurants, and other businesses. Additionally, 14 percent of residents were not sure which opinion was closest to their own. Program and Facility Priorities Among those who provided a response, “Promoting more oppor-• tunities for volunteers to give back to the community” (42% “High priority”), “Increasing the number of walking and biking paths that connect to local parks and open space” (41%), and “Support- ing additional community events, such as local art exhibitions and ‘Jazz in the Park’ type of events in the City” (40%) were viewed as high priorities by approximately four in ten respondents. Social Setting Among those who provided a response, over 70 percent rated each • of the following as “Excellent” or “Good”: “Carlsbad’s recreational programs, facilities, and services” – (79%), “Carlsbad’s public education system, kindergarten through – 12th grade” (72%), and 5 Envision Carlsbad Public Opinion Visioning Survey Report “Community events and facilities in Carlsbad” (70%). – Carlsbad residents were next asked to identify the number one • way that Carlsbad could improve the City’s social setting. Among those who provided an opinion, the top three response categories were “Increase parks and recreation facilities and activities” (18%), “Improve public school system/ revise district boundaries” (16%), and “Increase community events” (12%). For additional detail on the research findings and a complete assess- ment of the survey results, please proceed to the body of the report beginning on the next page. 6 SURVEY RESUlTS2 QUALITY OF LIFE2.1 Early in the survey, respondents were asked to rate the quality of life in their neighborhood as well as the quality of life in the entire City of Carlsbad. Residents provided higher ratings for the quality of life in their neigh- borhood than the City as a whole. Forty-six percent of residents felt that the quality of life in their neighborhood was “Excellent” and 47 percent rated it as “Good.” Comparatively, 31 percent of residents rated the quality of life in the entire City of Carlsbad as “Excellent” and 59 percent rated it as “Good.” Overall, 93 percent of residents provided a positive rating for the quality of life in their neighborhood, five percent provided a neutral rating, and one percent provided a negative rating. Ninety percent provided a positive rating for the quality of life in Carlsbad as a whole, seven percent rated it neutrally, and one percent rated it negatively. Throughout this report, analyses of resident sub-groups will be presented in text boxes. To follow is an examination of residents’ quality of life ratings by the many demographic and behavioral sub- groups examined in the study. 45.9%46.9% 31.2% 59.2% 40% 50% 60% 70% Neighborhood City of Carlsbad 45.9%46.9% 4.8%1%1%1% 31.2% 59.2% 6.6% 1%0%2% 0% 10% 20% 30% 40% 50% 60% 70% Not sure/ Left blank Neighborhood City of Carlsbad Excellent Good Fair Poor Very poor Quality of Life Ratings–Neighborhood and CityFigure 1. 7 Envision Carlsbad Public Opinion Visioning Survey Report Below are the highlights from the analysis of quality of life ratings by sub-groups. Quality of life ratings were positively correlated with a number • of other metrics throughout the survey, including: ratings for the shopping, dining, and services available in Carlsbad; the quality and quantity of jobs in Carlsbad; ratings for aspects of Carlsbad’s natural environment; and ratings for aspects of the City’s social setting. A regression analysis revealed the following as the top predictors • of residents’ views on the quality of life in their neighborhood: Ratings for the quality of life in the entire City of Carlsbad; - Ratings for Carlsbad’s public education system, kindergarten - through 12th grade; Household income; and - Ratings for the quality and quantity of Carlsbad’s walking and - biking trails; A regression analysis revealed the following as the top predictors of • residents’ views on the quality of life in the entire City of Carlsbad. Ratings for the quality of life in their neighborhood; - Ratings for the protection and preservation of open spaces and - natural habitats; Ratings for Carlsbad’s recreational programs, facilities, and - services; and Ratings for the shopping, dining, and services available in - Carlsbad. Residents in zip code 92010 provided lower neighborhood quality • of life ratings than those in other zip codes (“Excellent” or “Good”; 92010: 90%, 92008: 92%, 92009: 94%, 92011: 94%). Comparatively, residents in zip code 92011 provided lower • city-wide quality of life ratings than those in other zip codes driven by a higher than average “Fair” rating (“Excellent” or “Good”; 92011: 87%, 92008: 93%, 92009: 90%, 92010: 92%). Residents who have lived in Carlsbad less than 10 years provided • higher quality of life ratings than those who have lived in Carlsbad 10 years or more. Compared with older residents, those in the 18 to 24 year group were • more likely to provide neutral or negative quality of life ratings. White and Latino(a) or Hispanic residents provided higher quality • of life ratings than Asian and Pacific Islander or African American or Black residents, who were more likely to provide neutral ratings. Residents earning a household income of more than $75,000 provided • higher quality of life ratings than those earning $75,000 or less. 92008 92011 92010 92009 8 Planning Priorities Carlsbad residents were next presented with a number of different pri- orities being considered in planning for the City’s future. The majority of Carlsbad residents rated “Protecting natural habitats in and around Carlsbad” (65%), “Protecting undeveloped areas for hiking and exploring” (62%), and “Maintaining or improving property values within the City” (55%) as high priorities. Just shy of the majority, 48 percent of residents felt “Providing parks and recreational facilities in the City for active recreational uses” was a high priority. Each of the four items detailed above was rated as a “High” or “Medium” priority by over 84 percent of residents surveyed. Protecting undeveloped areas for hiking and exploring 42.6% 48.0% 55.2% 62.0% 64.9% 35.4% 38.5% 29.1% 25.7% 24.5% 19.7% 11% 12.0% 11% 9% Creating new walking and biking trails Providing parks and recreational facilities for active recreational uses Maintaining or improving property values 20.5% 25.9% 30.5% 37.2% 42.6% 48.0% 55.2% 62.0% 64.9% 29.6% 45.2% 41.4% 37.6% 35.4% 38.5% 29.1% 25.7% 24.5% 46.2% 22.8% 25.1% 22.1% 19.7% 11% 12.0% 11% 9% Providing a range of housing options of different type and price levels Increasing revenue for the City to maintain and improve the services and programs currently offered Preserving historic buildings and places Improving traffic flow in and around Carlsbad Protecting natural habitats in and around Carlsbad 0% High Medium Low Don’t know/Left blank 20% 40% 60% 80% 100% Planning PrioritiesFigure 2. ‡ ‡ The figure is sorted by the percentage “High priority.” Although some items had a higher than average percentage of “Don’t know/ Left blank” responses, filtering out those responses resulted in the same rank ordering of the items. As such, the “Don’t know/ Left blank” responses were not filtered out of the analysis for this question. 9 Envision Carlsbad Public Opinion Visioning Survey Report To follow is an examination of the differences in “High priority” ratings by sub-groups. Residents of 92008 provided lower than average ratings for “Main-• taining or improving property values,” but higher than average ratings for “Providing a range of housing options of different types and price levels within Carlsbad.” Residents living in areas west of El Camino Real, including Old • Carlsbad (zip codes 92008 and 92010) were more likely than residents living east of El Camino Real, including La Costa (92009 and 92011) to rate “Preserving historic buildings and places within Carlsbad” as a high priority (34% vs. 28%). Residents in zip code 92011 provided lower than average ratings • for: “Protecting natural habitats in and around Carlsbad,” - “Protecting undeveloped areas for hiking and exploring,” - “Creating new walking and biking trails within Carlsbad.” - The newest residents, those who have only been in Carlsbad less • than one year, provided higher than average ratings for: “Providing parks and recreational facilities in the City for active - recreational uses,” “Creating new walking and biking trails within Carlsbad,” - “Increasing revenue for the City to maintain and improve the - services and programs that Carlsbad currently offers,” and “Providing a range of housing options of different types and - price levels within Carlsbad.” Conversely, those who have been in Carlsbad less than one year • provided lower than average ratings for: “Maintaining or improving property values,” and - “Improving traffic flow in and around Carlsbad.” - Although it was ranked as the top priority by both groups, a higher • percentage of residents who have lived in the City less than 15 years rated “Protecting natural habitats in and around Carlsbad” as a high priority (67% vs. 61%). The importance of “Improving traffic flow in and around • Carlsbad” increased with length of residence. Twenty-six percent of those who have lived in Carlsbad less than five years rated it as a “High priority” compared with 47 percent of those who have lived in the City 15 years or more. Compared with those who provided positive quality of life ratings, • those who felt the quality of life in their neighborhood was 10 “Fair,” “Poor,” or “Very poor” were more likely to rate each of the following as a “High priority”: “Protecting natural habitats in and around Carlsbad,” - “Protecting undeveloped areas for hiking and exploring,” and - “Creating new walking and biking trails within Carlsbad.” - Residents with children were more likely than those without children in • their home to rate each of the three items above as a “High priority.” Conversely, those without children were more likely than those • with children to rate “Improving traffic flow in and around Carlsbad” and “Providing a range of housing options of different types and price levels within Carlsbad” as high priorities. Residents with a household income of $50,000 or less as well as • those 18 to 34 years of age were much more likely than those earning more than $50,000 or those 35 years and older to place a high priority on “Providing a range of housing options of different types and price levels within Carlsbad.” Compared with younger residents, those 65 years and older were • less likely to assign a “High priority” to each of the following: “Protecting natural habitats in and around Carlsbad,” - “Protecting undeveloped areas for hiking and exploring,” - “Providing parks and recreational facilities in the City for active - recreational uses,” and “Creating new walking and biking trails within Carlsbad.” - Compared with residents 18 to 34 years of age, those 35 and older • assigned a higher priority to: “Maintaining or improving property values” and - “Improving traffic flow in and around Carlsbad.” - 11 Envision Carlsbad Public Opinion Visioning Survey Report Number One Way to Improve the Quality of Life Carlsbad residents were next asked in an open-ended format1 to identify the number one thing that the City should be focused on to improve the quality of life for its residents. Overall, 55 percent of respondents wrote in a response to this question. The percentages presented below are among the 55 percent, or 3,976 residents who provided a response. After coding the verbatim responses into groups, the top three response categories were “Stop/ limit development” (12%), “Increase parks and recreation facilities and activities” (10%), and “Public safety/ enforce- ment/ reduce crime” (10%). Responses in the parks and recreation facilities and activities category were varied and included topics such as: increase number of parks, increase recreational facilities and programs, build the pool complex, better and safer bike paths, finish rail trail, more hiking/ mountain bike trails, interconnect open space and their trails, increase teen/ youth activities, and more dog parks/ trails. 1 Open-ended questions are those where respondents are free to write in any response without being constrained to choose from a list. Prior to analysis, the verbatim responses were coded into categories based on the similarity of responses. 6.9% 7.2% 9.7% 10.1% 12.4% b h Expand and improve shopping and dining opportunities Preserve open space Public safety/ enforcement/ reduce crime Increase parks and recreation facilities and activities Stop/ limit development 3.0% 3.6% 5.7% 6.2% 6.9% 6.9% 7.2% 9.7% 10.1% 12.4% Beautify the City Reduce traffic/ improve flow Green the City Improve public school system/ revise boundaries/ build new high school Preserve beach/ improve amenities Expand and improve shopping and dining opportunities Preserve open space Public safety/ enforcement/ reduce crime Increase parks and recreation facilities and activities Stop/ limit development 1 5% 1.5% 1.9% 2.4% 2.9% 3.0% 3.6% 5.7% 6.2% 6.9% 6.9% 7.2% 9.7% 10.1% 12.4% Rentcontrol and more affordablehousing Keep city financially strong Preserve small town feel/ maintain Barrio heritage Build the desalination plant Stop power plant expansion/ don't build desalination plant Beautify the City Reduce traffic/ improve flow Green the City Improve public school system/ revise boundaries/ build new high school Preserve beach/ improve amenities Expand and improve shopping and dining opportunities Preserve open space Public safety/ enforcement/ reduce crime Increase parks and recreation facilities and activities Stop/ limit development 0.8% 0.8% 1.3% 1.3% 1.5% 1.5% 1.9% 2.4% 2.9% 3.0% 3.6% 5.7% 6.2% 6.9% 6.9% 7.2% 9.7% 10.1% 12.4% Stop airport expansion/ decrease noise Concentrate on senior issues Lower taxes/ less regulation Increase walkability of the City Rent control and more affordable housing Keep city financially strong Preserve small town feel/ maintain Barrio heritage Build the desalination plant Stop power plant expansion/ don't build desalination plant Beautify the City Reduce traffic/ improve flow Green the City Improve public school system/ revise boundaries/ build new high school Preserve beach/ improve amenities Expand and improve shopping and dining opportunities Preserve open space Public safety/ enforcement/ reduce crime Increase parks and recreation facilities and activities Stop/ limit development 14.1% 0.8% 0.8% 1.3% 1.3% 1.5% 1.5% 1.9% 2.4% 2.9% 3.0% 3.6% 5.7% 6.2% 6.9% 6.9% 7.2% 9.7% 10.1% 12.4% 0%5%10%15%20% Other Stop airport expansion/ decrease noise Concentrate on senior issues Lower taxes/ less regulation Increase walkability of the City Rent control and more affordable housing Keep city financially strong Preserve small town feel/ maintain Barrio heritage Build the desalination plant Stop power plant expansion/ don't build desalination plant Beautify the City Reduce traffic/ improve flow Green the City Improve public school system/ revise boundaries/ build new high school Preserve beach/ improve amenities Expand and improve shopping and dining opportunities Preserve open space Public safety/ enforcement/ reduce crime Increase parks and recreation facilities and activities Stop/ limit development 14.1% 0.8% 0.8% 1.3% 1.3% 1.5% 1.5% 1.9% 2.4% 2.9% 3.0% 3.6% 5.7% 6.2% 6.9% 6.9% 7.2% 9.7% 10.1% 12.4% Other Stop airport expansion/ decrease noise Concentrate on senior issues Lower taxes/ less regulation Increase walkability of the City Rent control and more affordable housing Keep city financially strong Preserve small town feel/ maintain Barrio heritage Build the desalination plant Stop power plant expansion/ don't build desalination plant Beautify the City Reduce traffic/ improve flow Green the City Improve public school system/ revise boundaries/ build new high school Preserve beach/ improve amenities Expand and improve shopping and dining opportunities Preserve open space Public safety/ enforcement/ reduce crime Increase parks and recreation facilities and activities Stop/ limit development 0%5%10% 15% 20% Number One Way to Improve the Quality of LifeFigure 3. ‡ ‡ For a more detailed breakdown of responses, please refer to the Topline Results in Appendix A. 12 Residents who rated the quality of life in their neighborhood or • city-wide as either “Fair,” “Poor,” or “Very poor” were much more likely to write in a response to this question than those who rated the quality of life as “Excellent” or “Good.” Respondents who have lived in Carlsbad 10 years or more (and who • wrote in a response to this question) were much more likely than those who have lived in the City less than 10 years to feel the City should stop or limit development to improve the quality of life (17% vs. 8%). Forty-six percent of residents who rated the quality of life in • Carlsbad as poor (and wrote in a response to this question) felt that the City should stop or limit development. Residents 35 to 54 years of age were the most likely to cite increas-• ing parks and recreation facilities and activities as the number one way to increase quality of life (13%), followed by those 18 to 34 years of age (10%), and then those 55 years and older (7%). Among those who wrote in a response, respondents with children • were more likely to cite increasing parks and recreation facilities and activities than those without children (14% vs. 8%). Carlsbad’s Natural Environment2.2 The second section of the survey focused on Carlsbad’s natural envi- ronment, which includes the City’s air and water quality, protection and preservation of natural habitats, and the quality and quantity of walking and biking trails within Carlsbad. Eighty-six percent of residents rated “Air quality” in Carlsbad as “Excellent” or “Good,” 68 percent rated the “Protection and preserva- tion of open spaces and natural habitats” favorably, 67 percent rated the “Water quality” positively, and 61 percent provided a favorable rating for the “Quality and quantity of Carlsbad’s walking and biking trails.” 16.0% 31.4% 52.3% 54.1% 18.8% 10.3% 5% 5% Protection & preservation of open spaces and natural habitats Air quality 13.0% 15.8% 16.0% 31.4% 48.3% 51.4% 52.3% 54.1% 23.1% 21.3% 18.8% 10.3% 5% 6% 5% 8.7% 5% 5% Quality and quantity of walking and biking trails Water quality Protection & preservation of open spaces and natural habitats Air quality 13.0% 15.8% 16.0% 31.4% 48.3% 51.4% 52.3% 54.1% 23.1% 21.3% 18.8% 10.3% 5% 6% 5% 8.7% 5% 5% 0%20%40%60%80%100% Quality and quantity of walking and biking trails Water quality Protection & preservation of open spaces and natural habitats Air quality Excellent Good Fair Poor Very poor Don’t know/ Left blank 13.0% 15.8% 16.0% 31.4% 48.3% 51.4% 52.3% 54.1% 23.1% 21.3% 18.8% 10.3% 5% 6% 5% 8.7% 5% 5% 0%20%40%60%80%100% Quality and quantity of walking and biking trails Water quality Protection & preservation of open spaces and natural habitats Air quality Excellent Good Fair Poor Very poor Don’t know/ Left blank 13.0% 15.8% 16.0% 31.4% 48.3% 51.4% 52.3% 54.1% 23.1% 21.3% 18.8% 10.3% 5% 6% 5% 8.7% 5% 5% Quality and quantity of walking and biking trails Water quality Protection & preservation of open spaces and natural habitats Air quality 0% 20% 40% 60% 80% 100% Excellent Good Fair Poor Very Poor Don’t know/ Left blank Ratings for Aspects of Carlsbad’s Natural EnvironmentFigure 4. ‡ ‡ Although some items had a higher than average percentage of “Don’t know/ Left blank” responses, filtering out those responses resulted in the same rank ordering of the items. As such, the “Don’t know/ Left blank” responses were not filtered out of the analysis for this question. 13 Envision Carlsbad Public Opinion Visioning Survey Report To follow is an examination of the differences in ratings for the various aspects of Carlsbad’s natural environment by sub-groups. Residents in the inland zip codes, 92009 and 92010, provided lower • positive ratings for the City’s air quality than residents in the coastal zip codes, 92008 and 92011. Compared with residents in other zip codes, those in 92008 • provided lower ratings for the quality and quantity of Carlsbad’s walking and biking trails. Respondents who have lived in Carlsbad less than five years • provided higher than average positive ratings for the City’s “Pro- tection and preservation of open spaces and natural habitats” but lower than average ratings for the City’s “Water quality.” Residents who have lived in the City 10 years or more provided lower • positive ratings for the “Quality and quantity of Carlsbad’s walking and biking trails” as compared to those who have lived in the City for less than 10 years. Homeowners and male respondents rated the City’s air and water • quality more favorably than renters and female respondents. Among the age groups, residents in the 18 to 24 year group • provided the lowest positive ratings for each aspect of Carls- bad’s natural environment, whereas residents 65 years and older provided the highest. Number One Way to Improve the Natural Environment Carlsbad residents were next asked in an open-ended format2 to identify the number one thing that the City of Carlsbad could do to improve the City’s natural environment. Overall, 39 percent of respondents wrote in a response to this question. The percentages presented below are among the 39 percent, or 2,821 residents who provided a response. After coding the verbatim responses, the top response categories were “Preserve open space” (23%) and “Stop/ limit development” (20%). Responses in the preserve open space category included both general and specific ideas. Some of the specifics included: preserve Calavera area including the creek, preserve the Buena Vista Creek area, preserve the Flower and Strawberry Fields, and preserve/ restore lagoons and their surroundings. 2 Open-ended questions are those where respondents are free to write in any response without being constrained to choose from a list. Prior to analysis, the verbatim responses were coded into categories based on the similarity of responses. 14 Natural Environment: Agreement with Statements When asked to report their level of agreement with a variety of state- ments related to Carlsbad’s natural environment, respondents reported the highest level of agreement with the statement “The City should be more actively involved in developing new renewable energy options, such as solar roofs or wind turbines” (75%), followed by “Beaches, lagoons and other waterways should be better protected with new reg- ulations or stronger enforcement of current regulations” (64%). 7.4% 7.9% 12.9% 19.6% 23.1% Green the City Preserve beach/ improve amenities Increase parks and recreation facilities and activities Stop/ limit development Preserve open space 3.9% 5.5% 7.4% 7.9% 12.9% 19.6% 23.1% Stop power plant expansion/ don't build desalination plant Beautify the City Green the City Preserve beach/ improve amenities Increase parks and recreation facilities and activities Stop/ limit development Preserve open space 2.0% 3.3% 3.9% 5.5% 7.4% 7.9% 12.9% 19.6% 23.1% Build the desalination plant Public safety/ enforcement/ reduce crime Stop power plant expansion/ don't build desalination plant Beautify the City Green the City Preserve beach/ improve amenities Increase parks and recreation facilities and activities Stop/ limit development Preserve open space 0 6% 0.7% 1.1% 2.0% 3.3% 3.9% 5.5% 7.4% 7.9% 12.9% 19.6% 23.1% Stop airport expansion/ decrease noise Reduce traffic/ improve flow Increase walkability of the City Build the desalination plant Public safety/ enforcement/ reduce crime Stop power plant expansion/ don't build desalination plant Beautify the City Green the City Preserve beach/ improve amenities Increase parks and recreation facilities and activities Stop/ limit development Preserve open space 11.6% 0.5% 0.6% 0.7% 1.1% 2.0% 3.3% 3.9% 5.5% 7.4% 7.9% 12.9% 19.6% 23.1% Other Expand and improve shopping and dining opportunities Stop airport expansion/ decrease noise Reduce traffic/ improve flow Increase walkability of the City Build the desalination plant Public safety/ enforcement/ reduce crime Stop power plant expansion/ don't build desalination plant Beautify the City Green the City Preserve beach/ improve amenities Increase parks and recreation facilities and activities Stop/ limit development Preserve open space 11.6% 0.5% 0.6% 0.7% 1.1% 2.0% 3.3% 3.9% 5.5% 7.4% 7.9% 12.9% 19.6% 23.1% Other Expand and improve shopping and dining opportunities Stop airport expansion/ decrease noise Reduce traffic/ improve flow Increase walkability of the City Build the desalination plant Public safety/ enforcement/ reduce crime Stop power plant expansion/ don't build desalination plant Beautify the City Green the City Preserve beach/ improve amenities Increase parks and recreation facilities and activities Stop/ limit development Preserve open space 30%20%10%0% Number One Way to Improve the Natural EnvironmentFigure 5. ‡ ‡ For a more detailed breakdown of responses, please refer to the Topline Results in Appendix A. 15 Envision Carlsbad Public Opinion Visioning Survey Report With the exception of “Carlsbad should increase the fees associated with parks and recreation programs to fund the protection and maintenance of Carlsbad’s open space,” the majority of respondents agreed with each statement. To follow is an examination of the differences in the level of agreement with each statement by the many sub-groups examined in the study. Residents in the coastal zip codes, 92008 and 92011 provided • higher agreement than those in zip codes 92009 and 92010 with the statement: “Beaches, lagoons and other waterways in Carlsbad should be better protected with new regulations or stronger enforcement of current regulations.” Residents in zip code 92008 provided higher than average • agreement with each of the following statements: “The City should be more actively involved in developing new - renewable energy options within the City, such as solar roofs or wind turbines” and “The City of Carlsbad should be doing everything it can to fight - global warming.” 27.6% 29.4% 37.3% 29.4% 34.2% 37.6% 16.2% 15.7% 11% 10% 10% 7% 11%The City should be doing everything it can to fight Beaches, lagoons and other waterways should be better protected with new regulations or stronger enforcement of current regulations The City should be more actively involved in developing new renewable energy options, such as solar roofs or 9% 20.0% 27.6% 29.4% 37.3% 24.6% 35.8% 29.4% 34.2% 37.6% 19.2% 15.4% 16.2% 15.7% 11% 28.2% 17.1% 10% 10% 7% 13.2% 7% 11% Carlsbad should increase fees associated with parks and recreation programs to fund the protection and maintenance of open space Carlsbad should limit residents’ access to some open space to protect and preserve the natural plants and animals that live in the City global warming wind turbines Strongly agree Agree Neither Disagree Strongly disagree Don’t know/ Left blank 0% 20% 40% 60% 80% 100% Natural Environment: Agreement with StatementsFigure 6. ‡ ‡ Although some items had a higher than average percentage of “Don’t know/ Left blank” responses, filtering out those responses resulted in the same rank ordering of the items. As such, the “Don’t know/ Left blank” responses were not filtered out of the analysis for this question. 16 Comparatively, residents of zip code 92008 provided lower than • average agreement with the statement “Carlsbad should increase the fees associated with parks and recreation programs to fund the protection and maintenance of Carlsbad’s open space.” Carlsbad’s newest residents, those who have only been in Carlsbad • less than one year, reported higher than average agreement with each of the following: “The City should be more actively involved in developing new - renewable energy options within the City, such as solar roofs or wind turbines” and “Carlsbad should limit residents’ access to some open space to - protect and preserve the natural plants and animals that live in the City.” However, the less than one year group were the least likely to • agree that “Carlsbad should increase the fees associated with parks and recreation programs to fund the protection and mainte- nance of Carlsbad’s open space.” With the exception of increasing fees associated with parks and • recreation programs, renters reported a higher level of agreement with each statement than owners. Women reported a higher level of agreement across the state-• ments than men. Compared to those with children, a higher percentage of residents • without children agreed that: “Carlsbad should limit residents’ access to some open space to - protect and preserve the natural plants and animals that live in the City” and “Carlsbad should increase the fees associated with parks and - recreation programs to fund the protection and maintenance of Carlsbad’s open space.” Latino(a) or Hispanic residents as well as Asian or Pacific Islander • respondents provided higher levels of agreements with each statement as compared to White respondents. Compared with older residents, those 18 to 24 were more likely to • agree that: “The City should be more actively involved in developing new - renewable energy options within the City, such as solar roofs or wind turbines,” “The City of Carlsbad should be doing everything it can to fight - global warming,” and “Carlsbad should limit residents’ access to some open space to - protect and preserve the natural plants and animals that live in the City.” 17 Envision Carlsbad Public Opinion Visioning Survey Report Local Economy2.3 The next section of the survey focused on Carlsbad’s local economy, which includes the shopping, dining, and services available in the City as well as the quantity and quality of jobs found in Carlsbad. Shopping, Dining, and Services Twenty percent of residents rated the shopping, dining, and services available in Carlsbad as “Excellent” and the majority (51%) rated them as “Good.” Overall, 71 percent of residents provided a positive rating for Carlsbad’s available shopping, dining, and services, 22 percent provided a neutral rating, and five percent provided a negative rating. 22.3% 50.8% 19.8% Fair Good Excellent Positive = 70.6% 2.4% 1.2% 3.4% 22.3% 50.8% 19.8% Not sure/ Left blank Very poor Poor Fair Good Excellent Positive = 70.6% 0%20%40%60%80% Ratings for the Shopping, Dining, and Services Available Figure 7. in Carlsbad 18 To follow is an examination of ratings for the shopping, dining, and services available in Carlsbad by sub-groups. Ratings for the shopping, dining, and services available in Carlsbad • were positively correlated with a number of other variables throughout the survey, including: neighborhood and city-wide quality of life ratings; the quality and quantity of jobs in Carlsbad; ratings for aspects of Carlsbad’s natural environment; and ratings for aspects of the City’s social setting. A regression analysis revealed the following as the top predic-• tors of residents’ perceptions regarding the shopping, dining, and services available in Carlsbad: Ratings for community events and facilities in Carlsbad; - Ratings for the quality and quantity of jobs available in - Carlsbad; Rating for the quality of life in the entire City of Carlsbad; and - Identifying with Smith that Carlsbad should increase the - number of stores, restaurants, and other businesses within the City. Residents in zip code 92008 were the most likely to rate the • shopping, dining, and services available as “Excellent,” whereas those in 92011 were the most likely to rate them as “Fair” (“Excellent” or “Good”; 92008: 73%, 92009: 71%, 92010: 71%, 92011: 67%). Residents who have lived in Carlsbad less than 10 years provided • lower ratings than those who have lived in Carlsbad 10 years or more (68% vs. 74%). As one might expect, residents who reported locations outside • of Carlsbad as their favorite places to shop or dine rated Carlsbad less favorable than those who cited places within Carlsbad (42% positive rating vs. 71%). Residents who cited The Forum at Carlsbad as their favorite place • to shop or dine were less positive (72% “Excellent” or “Good”) than those who cited Plaza Camino Real (80%), The Village (79%), or Carlsbad Premium Outlets (76%). Seventy-six percent of respondents who felt Carlsbad should • limit the number of stores, restaurants, and businesses rated the shopping, dining, and services available in Carlsbad favorably compared with 64 percent who felt Carlsbad should increase the number of stores, restaurants, and businesses. Compared with owners, a higher percentage of renters rated the • shopping, dining, and services available as “Excellent” or “Good.” 19 Envision Carlsbad Public Opinion Visioning Survey Report Residents in the 18 to 24 year group as well as those 65 years and • older provided the most favorable ratings, whereas those 35 to 44 years of age provided the lowest. Residents without children were more likely to rate the shopping, • dining, and services available favorably as compared to those with children (73% vs. 67%). Compared with respondents in other ethnic groups, Asian and • Pacific Islander respondents were the least likely to rate the shopping, dining, and other services available in Carlsbad as “Excellent” or “Good.” Residents on the two ends of the household income spectrum, • those earning less than $25,000 and those earning more then $175,000, provided lower ratings than those making between $25,000 and $175,000. Favorite Places to Shop and Dine When asked about their favorite places to shop and dine in Carlsbad, 51 percent of respondents cited The Forum at Carlsbad, 49 percent indicated The Village in Downtown Carlsbad, and 46 percent cited the Carlsbad Premium Outlet Mall. 20 1% 45.5% 49.3% 51.1% Plaza Camino Real (Westfield) Carlsbad Premium Outlet Malls The Village, Downtown Carlsbad The Forum at Carlsbad 1.4% 3.2% 20.1% 45.5% 49.3% 51.1% Various restaurants in Carlsbad Outside Carlsbad Plaza Camino Real (Westfield) Carlsbad Premium Outlet Malls The Village, Downtown Carlsbad The Forum at Carlsbad 1.0% 1.3% 1.4% 3.2% 20.1% 45.5% 49.3% 51.1% Various stores in Carlsbad Costco Various restaurants in Carlsbad Outside Carlsbad Plaza Camino Real (Westfield) Carlsbad Premium Outlet Malls The Village, Downtown Carlsbad The Forum at Carlsbad 3.3% 0.7% 1.0% 1.3% 1.4% 3.2% 20.1% 45.5% 49.3% 51.1% Other Bressi Ranch Various stores in Carlsbad Costco Various restaurants in Carlsbad Outside Carlsbad Plaza Camino Real (Westfield) Carlsbad Premium Outlet Malls The Village, Downtown Carlsbad The Forum at Carlsbad 6.1% 3.3% 0.7% 1.0% 1.3% 1.4% 3.2% 20.1% 45.5% 49.3% 51.1% 0%20%40%60%80% Don't know/ Left blank Other Bressi Ranch Various stores in Carlsbad Costco Various restaurants in Carlsbad Outside Carlsbad Plaza Camino Real (Westfield) Carlsbad Premium Outlet Malls The Village, Downtown Carlsbad The Forum at Carlsbad 6.1% 3.3% 0.7% 1.0% 1.3% 1.4% 3.2% 20.1% 45.5% 49.3% 51.1% Don't know/ Left blank Other Bressi Ranch Various stores in Carlsbad Costco Various restaurants in Carlsbad Outside Carlsbad Plaza Camino Real (Westfield) Carlsbad Premium Outlet Mall The Village, Downtown Carlsbad The Forum at Carlsbad 0%20% 40% 60% 80% Favorite Places to Shop and Dine in CarlsbadFigure 8. ‡ ‡ For this question, respondents were free to mention multiple responses; therefore, the percentages in the figure total more than 100 percent. 20 3.9% 11.0% 40.9% 39.4% 4.8% Very poor 0%20%40%60%80% Poor Fair Good Excellent Positive = 44.2% Ratings for the Quality and Quantity of Jobs Available in Figure 9. Carlsbad The majority of residents with a household income greater than • $75,000 cited The Forum at Carlsbad as their favorite place to shop or dine, with 63 percent of those making $175,000 or more citing The Forum. The majority of residents earning $100,000 or less cited The Village as their favorite place to shop or dine in Carlsbad. As one would expect, The Forum was the most popular among • residents of zip codes 92009 and 92011, whereas The Village was the most popular among those in 92008 and 92010. Respondents with children were much more likely to cite the • Carlsbad Premium Outlet Mall or The Forum as their favorite place to shop or dine, whereas those without children were much more likely to cite The Village. Quality and Quantity of Jobs Respondents were next asked to rate the quality and quantity of jobs available in Carlsbad. Overall, 31 percent of respondents were not sure or left this question blank, which was higher than any other question in the survey. The figure below shows the percentage breakdown after filtering out the not sure responses (see Appendix A for the original breakdown). Among those who provided an opinion, 44 percent of respondents rated the quality and quantity of jobs available in Carlsbad as either “Excellent” (5%) or “Good” (39%). Most respondents rated the quality and quantity of jobs as “Fair” (41%) and 15 percent rated it as “Poor” (11%) or “Very poor” (4%). 21 Envision Carlsbad Public Opinion Visioning Survey Report Demographically, respondents in the following sub-groups were • more likely than their counterparts to indicate they were “Not sure” or declined to comment on the quality and quantity of jobs available in Carlsbad. Residents in zip codes 92009 and 92011; - Homeowners; - Female respondents; - Residents 55 and older; - Those without children. - Below is an assessment of views on the quality and quantity of jobs available by resident sub-groups. Please note that all percentages reported are among those who provided an opinion. Ratings for the quality and quantity of jobs in Carlsbad were pos-• itively correlated with a number of other variables throughout the survey, including: neighborhood and city-wide quality of life ratings; shopping, dining, and services available in Carlsbad; ratings for aspects of Carlsbad’s natural environment, and ratings for aspects of the City’s social setting. A regression analysis revealed the following as the top predictors • of residents’ views on the quality and quantity of jobs available in Carlsbad. Ratings for the shopping, dining, and services available in - Carlsbad; Ratings for the lifelong learning opportunities and services in - Carlsbad; and Household income. - Residents who have lived in Carlsbad 15 years or more were the • most likely to provide a positive rating (49%), whereas those who have been in Carlsbad less than one year were the most likely to report a negative rating (22%). There were no statistically significant differences in ratings for the • quality and quantity of jobs available in Carlsbad by zip code. A higher percentage of owners reported a positive rating (46% vs. • 39%), whereas a higher percentage of renters reported a negative rating (20% vs. 13%). Compared with other ethnicities, Latino(a) or Hispanic respon-• dents were the most likely to rate the quality and quantity of jobs available as “Fair” (51%). The majority of respondents with a household income more than • $100,000 a year rated the quality and quantity of jobs available as “Excellent” or “Good.” Comparatively, 24 percent of those with a household income below $25,000 provided a positive rating, with 38 percent of this group reporting a negative rating. 22 Number One Way to Improve the City’s Economy Respondents were next asked in an open-ended format3 to identify the number one way that Carlsbad could improve the City’s economy. Overall, 36 percent of respondents wrote in a response to this question. The percentages below are among the 36 percent, or 2,615 residents who provided a response. After coding the verbatim responses, expanding and improving shopping and dining opportunities was by far the most popular response at 32 percent. Attracting bio/ high technology and other companies and increasing jobs was second at 13 percent and decreasing taxes, fees, and restrictions on businesses was third at seven percent. Responses related to expanding and improving shopping and dining opportunities were varied and included: improve Westfield Mall, more independent restaurants and stores, reinvigorate the Village, increase shopping options, need a Walmart/ more big-box stores, better restau- rants, more cafes and outdoor lounges, and more grocery stores. 3 Open-ended questions are those where respondents are free to write in any response without being constrained to choose from a list. Prior to analysis, the verbatim responses were coded into categories based on the similarity of responses. 2 2% 4.9% 5.0% 7.3% 12.9% 32.0% Raise property, business, hotel, development, d i Green the City Promote tourism (including airport and train options) Decrease taxes, fees, and restrictions on businesses Attract bio/ high tech and other companies/ more jobs Expand and improve shopping and dining opportunities 1 8% 1.8% 2.1% 2.2% 4.9% 5.0% 7.3% 12.9% 32.0% Keep locals local with easier transportation Traffic and parking solutions Lower the City's operating costs Raise property, business, hotel, development, and sin taxes Green the City Promote tourism (including airport and train options) Decrease taxes, fees, and restrictions on businesses Attract bio/ high tech and other companies/ more jobs Expand and improve shopping and dining opportunities 1.4% 1.7% 1.8% 1.8% 2.1% 2.2% 4.9% 5.0% 7.3% 12.9% 32.0% Preserve beach and lagoon/ expand boardwalk Increase walkability of the City Keep locals local with easier transportation options Traffic and parking solutions Lower the City's operating costs Raise property, business, hotel, development, and sin taxes Green the City Promote tourism (including airport and train options) Decrease taxes, fees, and restrictions on businesses Attract bio/ high tech and other companies/ more jobs Expand and improve shopping and dining opportunities 1.1% 1.3% 1.3% 1.4% 1.7% 1.8% 1.8% 2.1% 2.2% 4.9% 5.0% 7.3% 12.9% 32.0% Build the desalination plant Keep small town feel More community events Preserve beach and lagoon/ expand boardwalk Increase walkability of the City Keep locals local with easier transportation options Traffic and parking solutions Lower the City's operating costs Raise property, business, hotel, development, and sin taxes Green the City Promote tourism (including airport and train options) Decrease taxes, fees, and restrictions on businesses Attract bio/ high tech and other companies/ more jobs Expand and improve shopping and dining opportunities 21.7% 0.6% 0.9% 1.1% 1.3% 1.3% 1.4% 1.7% 1.8% 1.8% 2.1% 2.2% 4.9% 5.0% 7.3% 12.9% 32.0% Other Preserve open space/ stop development Improve the public education system Build the desalination plant Keep small town feel More community events Preserve beach and lagoon/ expand boardwalk Increase walkability of the City Keep locals local with easier transportation options Traffic and parking solutions Lower the City's operating costs Raise property, business, hotel, development, and sin taxes Green the City Promote tourism (including airport and train options) Decrease taxes, fees, and restrictions on businesses Attract bio/ high tech and other companies/ more jobs Expand and improve shopping and dining opportunities 21.7% 0.6% 0.9% 1.1% 1.3% 1.3% 1.4% 1.7% 1.8% 1.8% 2.1% 2.2% 4.9% 5.0% 7.3% 12.9% 32.0% Other Preserve open space/ stop development Improve the public education system Build the desalination plant Keep small town feel More community events Preserve beach and lagoon/ expand boardwalk Increase walkability of the City Keep locals local with easier transportation options Traffic and parking solutions Lower the City's operating costs Raise property, business, hotel, development, and sin taxes Green the City Promote tourism (including airport and train options) Decrease taxes, fees, and restrictions on businesses Attract bio/ high tech and other companies/ more jobs Expand and improve shopping and dining opportunities 0% 10% 20% 30% 40% Number One Way to Improve the City’s EconomyFigure 10. ‡ ‡ For a more detailed breakdown of responses, please refer to the Topline Results in Appendix A. 23 Envision Carlsbad Public Opinion Visioning Survey Report Preferences for Stores and Businesses In Carlsbad The next question of the survey presented respondents with a list of various types of stores or businesses that could be, or are currently located in Carlsbad. Respondents were then asked to indicate whether they would like to see more or less of each type of business or whether they thought there was currently an adequate amount. Forty percent of residents would like to see more “Small independent or specialty retail stores and services” in Carlsbad. Approximately one in five residents would like to see more “Home furnishings stores, such as Crate and Barrel or Pottery Barn” (22%) and “Tourist attractions and services” (21%). Twenty-nine percent of residents would like to see less “Large retail stores, such as Target or Lowes Home Improvement,” 22 percent wanted to see fewer “Medium-sized retail stores, such as Staples or Cost Plus,” and 21 percent would like to see fewer “Electronics stores, such as Radio Shack or Best Buy.” 15.5% 16.1% 16.7% 21.4% 22.1% 39.8% 52.1% 60.9% 68.8% 59.2% 56.6% 50.6% 28.5% 18.2% 9% 14.3% 15.2% Large retail stores, such as Target or Lowes Home Hotels and resorts that are focused on serving tourists Medical offices, including doctor and dentist offices Tourist attractions and services Home furnishings stores, such as Crate and Barrel or Small independent or specialty retail stores and 10% 11% 14.3% 14.7% 15.5% 16.1% 16.7% 21.4% 22.1% 39.8% 64.5% 63.6% 69.3% 69.9% 52.1% 60.9% 68.8% 59.2% 56.6% 50.6% 21.6% 20.9% 13.1% 11% 28.5% 18.2% 9% 14.3% 15.2% Medium-sized retail stores, such as Staples or Cost Plus Electronics stores, such as Radio Shack or Best Buy Grocery and pharmacy stores, such as Albertsons or Walgreens Neighborhood businesses, such as dry cleaners, hair salons or convenience stores Improvement and business travelers Pottery Barn services 0% 20% 40% 60% 80% 100% More Adequate Less Don’t know/ Left blank Preferences for Stores and Businesses in CarlsbadFigure 11. 24 Opinion Closest to Own: View on Number of Stores, Restaurants, and Businesses in Carlsbad Residents were presented with the opinions of two neighbors who live in Carlsbad and who disagree about the value of increasing the number of businesses and stores in Carlsbad and the role they play in funding public services and facilities in the City of Carlsbad. Below are the opinions of the two neighbors: Smith believes that Carlsbad should be willing to increase the • number of stores, restaurants and other businesses within the City because they will provide more services, shopping, and dining opportunities for residents and generate more money for the City to fund city services such as fire protection, police, parks, and library services. Davis believes that Carlsbad should limit the number of stores, • restaurants and other businesses within the City to help stop increasing traffic, congestion, and pollution in Carlsbad, which are more costly to Carlsbad residents than the tax revenue that is gen- erated by the businesses. After reading each neighbor’s opinion, residents were asked to select the opinion closest to their own. Forty-six percent agreed with Davis that Carlsbad should limit the number of stores, restaurants, and other businesses within the City and 40 percent agreed with Smith that Carlsbad should be willing to increase the number of stores, restau- rants, and other businesses. Additionally, 14 percent of residents were not sure which opinion was closer to their own. Davis - limit stores, restaurants, and businesses 46.0% Davis - limit stores, restaurants, and businesses 46.0% Not sure/ Left blankSmith - increase stores, restaurants, and businesses 40.4% Davis - limit stores, restaurants, and businesses 46.0% Not sure/ Left blank 13.6%Smith - increase stores, restaurants, and businesses 40.4% Davis - limit stores, restaurants, and businesses 46.0% Not sure/ Left blank 13.6% Smith - increase stores, restaurants, and businesses40.4% Davis - limit stores, restaurants, and businesses46.0% Not sure/ Left blank13.6% Opinion Closest to Own – Number of Stores, Restaurants, Figure 12. and Businesses 25 Envision Carlsbad Public Opinion Visioning Survey Report To follow is an examination of the differences in opinions regarding the number of stores, restaurants, and other businesses in Carlsbad by sub-groups. Residents in zip code 92009 were the most likely to believe that • Carlsbad should increase the number of stores, restaurants, and other businesses within the City, whereas residents in each of the other zip codes were more likely to feel they should be limited. Respondents who have lived in Carlsbad less than 10 years were • more likely to agree with Smith that Carlsbad should increase the number of stores, restaurants, and businesses, whereas those who have lived in the City at least 10 years were more likely to agree with Davis that they should be limited. Compared with women, men were more likely to indicate that • Carlsbad should increase the number of stores, restaurants, and businesses. The majority (51%) of residents with a household income greater • than $175,000 a year felt the City should increase the number of stores, restaurants, and other businesses within the City. Program and Facility Priorities2.4 The next section of the survey presented respondents with 11 programs or facilities being considered for improvement or development within Carlsbad and asked them to assign a prioritization to each. Among those who provided a response, “Promoting more oppor- tunities for volunteers to give back to the community” (42% “High priority”), “Increasing the number of walking and biking paths that connect to local parks and open space” (41%), and “Supporting addi- tional community events, such as local art exhibitions and ‘Jazz in the Park’ type of events in the City” (40%) were viewed as high priorities by approximately four in ten respondents. 26 To follow is an examination of the differences in “High priority” ratings by sub-groups. Compared to those who have lived in the City longer, the newest • residents - those who have only been in Carlsbad less than one year – were more likely to rate each of the following as a “High priority”: “Supporting additional community events, such as local art - exhibitions and ‘Jazz in the Park’ type of events in the City,” “Collaborating more with local and regional non-profit organi- - zations that serve the community,” “Working with higher educational institutions, to develop new - colleges, universities, and educational institutes in Carlsbad,” “Providing food and shelter for homeless families both in the - City and the region,” “Improving and expanding the City’s current community - centers,” 26.0% 32.2% 36.2% 40.4% 40.8% 42.1% 42.3% 33.9% 47.5% 41.8% 37.6% 46.5% 31.7% 33.9% 16.4% 17.8% 21.7% 11.4% Developing more housing choices to give seniors options for living in Carlsbad as they get older Working with higher education to develop new colleges, universities, and educational institutes Collaborating more with local and regional non-profit organizations that serve the community Supporting additional community events, such as art exhibitions and “Jazz in the Park” type events Increasing the number of walking and biking paths that connect to local parks and open space Promoting more opportunities for volunteers to give back to the community 19.8% 21.0% 21.3% 21.8% 23.1% 26.0% 32.2% 36.2% 40.4% 40.8% 42.1% 47.0% 37.3% 47.0% 35.7% 36.4% 42.3% 33.9% 47.5% 41.8% 37.6% 46.5% 33.1% 41.7% 31.7% 42.6% 40.5% 31.7% 33.9% 16.4% 17.8% 21.7% 11.4% Providing additional support services for physically andmentally challenged residents 0% 20% 40% 60% 80% 100% Developing more public art within the City Improving and expanding the City’s current community centers Providing food and shelter for homeless families both in the City and the region Developing public plazas and gathering places in or near your neighborhood Developing more housing choices to give seniorsoptions for living in Carlsbad as they get older Working with higher education to develop newcolleges, universities, and educational institutes Collaborating more with local and regional non-profit organizations that serve the community Supporting additional community events, such as art exhibitions and “Jazz in the Park” type events Increasing the number of walking and biking paths that connect to local parks and open space Promoting more opportunities for volunteers to give back to the community High Medium Low Program and Facility PrioritiesFigure 13. ‡ ‡ The figure is sorted by the percentage “High priority.” Due to the higher than average percentage of “Don’t know/ Left blank” responses for many items, those responses have been filtered out of the analysis for this series. The high percentage of “Don’t know/ No answer” is likely due to residents’ lack of direct experi- ence with those specific services or concepts. 27 Envision Carlsbad Public Opinion Visioning Survey Report “Developing more public art within the City,” and - “Providing additional support services for physically and - mentally disabled residents.” Residents in zip code 92011 were the least likely to rate supporting • additional community events as a high priority (37%). Residents in zip codes 92009 and 92010 were more likely to place • a high priority on “Improving and expanding the City’s current community centers” than residents in 92008 and 92011. A higher percentage of renters rated each item as a “High • priority” than owners. Women assigned higher priority ratings across the items than men. • As one might expect residents 55 to 64 years of age (36%) and • those 65 and older (41%) provided higher than average priority ratings for “Developing more housing choices within Carlsbad to give seniors additional options for living in Carlsbad as they get older.” Residents with children were more likely than those without • children to rate each of the following as a “High priority”: “Increasing the number of walking and biking paths that - connect to local parks and open space,” “Supporting additional community events, such as local art - exhibitions and ‘Jazz in the Park’ type of events in the City,” “Working with higher educational institutions, to develop new - colleges, universities, and educational institutes in Carlsbad,” "Developing public plazas and gathering places in or near your - neighborhood," “Improving and expanding the City’s current community - centers.” Conversely, those without children were more likely than those • with children to rate each following as a “High priority”: “Developing more housing choices within Carlsbad to give - seniors additional options for living in Carlsbad as they get older,” “Providing food and shelter for homeless families both in the - City and the region,” and “Providing additional support services for physically and - mentally disabled residents.” 28 Carlsbad’s Social Setting2.5 The last substantive section of the survey asked respondents to rate various aspects of Carlsbad’s social setting, which includes recreational programs within the City, community and educational activities available in Carlsbad, as well as artistic and cultural spaces and events in Carlsbad. Among those who provided an opinion, over 70 percent rated each of the following favorably, as “Excellent” or “Good”: “Carlsbad’s recreational programs, facilities, and services” (79%),• “Carlsbad’s public education system, kindergarten through 12th • grade” (72%), and “Community events and facilities in Carlsbad” (70%).• Sixty-two percent of residents who gave an opinion rated the “Cultural and artistic spaces and events in Carlsbad” favorably and 55 percent rated “Lifelong learning opportunities and services in Carlsbad” as either “Excellent” or “Good.” 20 0% 18.8% 51 9% 60.3% 20 6% 18.4% Carlsbad’s public education system K-12 Carlsbad’s recreational programs, facilities and services 13.6% 20.0% 18.8% 56.7% 51.9% 60.3% 25.5% 20.6% 18.4% Community events and facilities in Carlsbad Carlsbad’s public education system, K-12 Carlsbad’s recreational programs, facilities and services 9% 10.9% 13.6% 20.0% 18.8% 45 9% 51.5% 56.7% 51.9% 60.3% 37 7% 31.3% 25.5% 20.6% 18.4% Lifl l i t iti d i i C l b d Cultural and artistic spaces and events in Carlsbad Community events and facilities in Carlsbad Carlsbad’s public education system, K-12 Carlsbad’s recreational programs, facilities and services 9% 10.9% 13.6% 20.0% 18.8% 45.9% 51.5% 56.7% 51.9% 60.3% 37.7% 31.3% 25.5% 20.6% 18.4% 0% 20% 40% 60% 80% 100% Lifelong learning opportunities and services in Carlsbad Cultural and artistic spaces and events in Carlsbad Community events and facilities in Carlsbad Carlsbad’s public education system, K-12 Carlsbad’s recreational programs, facilities and services Excellent Good Fair Poor Very poor 9% 10.9% 13.6% 20.0% 18.8% 45.9% 51.5% 56.7% 51.9% 60.3% 37.7% 31.3% 25.5% 20.6% 18.4% 0% 20% 40% 60% 80% 100% Lifelong learning opportunities and services in Carlsbad Cultural and artistic spaces and events in Carlsbad Community events and facilities in Carlsbad Carlsbad’s public education system, K-12 Carlsbad’s recreational programs, facilities and services Excellent Good Fair Poor Very poor 9% 10.9% 13.6% 20.0% 18.8% 45.9% 51.5% 56.7% 51.9% 60.3% 37.7% 31.3% 25.5% 20.6% 18.4% Lifelong learning opportunities and services in Carlsbad Cultural and artistic spaces and events in Carlsbad Community events and facilities in Carlsbad Carlsbad’s public education system, K-12 Carlsbad’s recreational programs, facilities and services Excellent Good Fair Poor Very Poor 0% 20% 40% 60% 80% 100% Ratings for Aspects of Carlsbad’s Social SettingFigure 14. ‡ ‡ Due to the higher than average percentage of “Don’t know/ Left blank” responses for many items, those responses have been filtered out of the analysis for this series. The high percentage of “Don’t know/ No answer” is likely due to residents’ lack of direct experience with those specific services or concepts. 29 Envision Carlsbad Public Opinion Visioning Survey Report To follow is an examination of the differences in ratings for the various aspects of Carlsbad’s social setting by sub-groups (all percent- ages are among those who provided an opinion). Residents in the coastal zip codes, 92008 and 92011, provided • higher positive ratings for Carlsbad’s recreational programs, facil- ities, and services than those in the inland zip codes, 92009 and 92010. Compared with residents in other zip codes, those in 92010 were • much more likely to rate the cultural and artistic spaces and events in Carlsbad favorably. Respondents who have lived in Carlsbad for 15 years or more were • the most likely to rate Carlsbad’s recreational programs, facilities, and services favorably. Residents who have lived in the City 10 years or more provided • higher than average positive ratings for: “Community events and facilities in Carlsbad” (73%), - “Cultural and artistic spaces and events in Carlsbad” (66%), and - “Lifelong learning opportunities and services in Carlsbad” - (58%). With the exception of Carlsbad’s public education system where • there was no statistical difference between men and women, female respondents rated each aspect of Carlsbad’s social setting more favorably than men. Compared with those in other age groups, residents 65 and older • provided the most favorable ratings across the items. Residents without children provided much higher positive ratings • to Carlsbad’s public education system than those with children in their household (76% vs. 68%). Number One Way to Improve the City’s Social Setting Carlsbad residents were next asked in an open-ended format4 to identify the number one way that Carlsbad could improve the City’s social setting. Overall, 28 percent of respondents wrote in a response to this question. The percentages presented below are among the 28 percent, or 1,977 residents who provided a response. After coding the verbatim responses into groups, the top three response categories were “Increase parks and recreation facilities and activi- 4 Open-ended questions are those where respondents are free to write in any response without being constrained to choose from a list. Prior to analysis, the verbatim responses were coded into categories based on the similarity of responses. 30 ties” (18%), “Improve public school system/ revise district boundaries” (16%), and “Increase community events” (12%). Responses in the parks and recreation facilities and activities category were varied and included topics such as: build an amphitheatre, build the swim complex, increase recreation facilities, increase neighborhood parks, more activities for teenagers, more senior programs and trans- portation options, more dog parks, more activities for the 20 to 30 age group, and build a skate park. Responses in the increase community events category included general responses as well as specific requests for more music in the park, barbeques, and dances. 3.9% 4.5% 6.9% 11.8% 16.3% 18.3% Revitalize the Village, add a downtown theatre Increase walkability of the City Increase public art, exhibits/ build performing art center, amphitheatre Increase community events Improve public school system/ revise district boundaries Increase parks and recreation facilities and activities 2.6% 2.7% 2.9% 3.9% 4.5% 6.9% 11.8% 16.3% 18.3% Improve lifelong learning opportunities Preserve beach and lagoons/ improve amenities Public safety/ enforcement/ friendlier police Revitalize the Village, add a downtown theatre Increase walkability of the City Increase public art, exhibits/ build performing art center, amphitheatre Increase community events Improve public school system/ revise district boundaries Increase parks and recreation facilities and activities 2.1% 2.2% 2.6% 2.6% 2.7% 2.9% 3.9% 4.5% 6.9% 11.8% 16.3% 18.3% Promote community service and volunteering Art walks, late night dining, and night life activities Better city communication with residents Improve lifelong learning opportunities Preserve beach and lagoons/ improve amenities Public safety/ enforcement/ friendlier police Revitalize the Village, add a downtown theatre Increase walkability of the City Increase public art, exhibits/ build performing art center, amphitheatre Increase community events Improve public school system/ revise district boundaries Increase parks and recreation facilities and activities 0 8% 0.9% 1.8% 2.1% 2.2% 2.6% 2.6% 2.7% 2.9% 3.9% 4.5% 6.9% 11.8% 16.3% 18.3% Reduce cost of recreation programs/ decrease More information on current events and functions Keep small town feel Promote community service and volunteering Art walks, late night dining, and night life activities Better city communication with residents Improve lifelong learning opportunities Preserve beach and lagoons/ improve amenities Public safety/ enforcement/ friendlier police Revitalize the Village, add a downtown theatre Increase walkability of the City Increase public art, exhibits/ build performing art center, amphitheatre Increase community events Improve public school system/ revise district boundaries Increase parks and recreation facilities and activities 18.7% 0.5% 0.7% 0.8% 0.9% 1.8% 2.1% 2.2% 2.6% 2.6% 2.7% 2.9% 3.9% 4.5% 6.9% 11.8% 16.3% 18.3% Other Decrease community events Increase shopping options Reduce cost of recreation programs/ decrease taxes More information on current events and functions Keep small town feel Promote community service and volunteering Art walks, late night dining, and night life activities Better city communication with residents Improve lifelong learning opportunities Preserve beach and lagoons/ improve amenities Public safety/ enforcement/ friendlier police Revitalize the Village, add a downtown theatre Increase walkability of the City Increase public art, exhibits/ build performing art center, amphitheatre Increase community events Improve public school system/ revise district boundaries Increase parks and recreation facilities and activities 18.7% 0.5% 0.7% 0.8% 0.9% 1.8% 2.1% 2.2% 2.6% 2.6% 2.7% 2.9% 3.9% 4.5% 6.9% 11.8% 16.3% 18.3% Other 0% 10% 20% 30% Decrease community events Increase shopping options Reduce cost of recreation programs/ decrease taxes More information on current events and functions Keep small town feel Promote community service and volunteering Art walks, late night dining, and night life activities Better city communication with residents Improve lifelong learning opportunities Preserve beach and lagoons/ improve amenities Public safety/ enforcement/ friendlier police Revitalize the Village, add a downtown theatre Increase walkability of the City Increase public art, exhibits/ build performing art center, amphitheatre Increase community events Improve public school system/ revise district boundaries Increase parks and recreation facilities and activities Number One Way to Improve the City’s Social SettingFigure 15. ‡ ‡ For a more detailed breakdown of responses, please refer to the Topline Results in Appendix A. 31 Envision Carlsbad Public Opinion Visioning Survey Report METhodologY3 The table below provides an overview of the methodology utilized for the project. Table 1. overview of Project Methodology Method Mail Survey (English and Spanish) and Web Survey (English) Universe 79,791 Residents 18 years and Older within the City of Carlsbad Number of Respondents 7,167 Residents Completed a Survey Average length 15 minutes Field dates March 6 – May 1, 2009 Margin of Error The maximum margin of error for questions answered by all 7,167 respondents was +/-1.1% at the 95% level of confidence. Research Objectives3.1 Prior to beginning the project, BW Research met with the City of Carlsbad and Dyett & Bhatia to determine the research objectives for the study. The main research objectives of the study were to: assess residents’ perceptions regarding the quality of life in their • neighborhood as well as within the entire City of Carlsbad; evaluate residents’ perceptions regarding Carlsbad’s natural envi-• ronment, local economy, and social setting; and identify residents’ program and facility priorities.• Questionnaire Design3.2 Through an iterative process and in consultation with the Envision Carlsbad Citizens' Committee (EC3), BW Research worked closely with the City and Dyett & Bhatia to develop a survey instrument that met all the research objectives of the study. In developing the instru- ment, BW Research utilized techniques to overcome known biases in survey research and minimize potential sources of measurement error within the survey. 32 Sampling Method3.3 The City of Carlsbad utilized a census-style approach to ensure that all residents had an equal opportunity to participate in the survey process. An introductory letter and survey were mailed to every household within the City of Carlsbad (41,643 households). The introductory letter provided residents with the option of completing the hard copy survey and mailing it back via the enclosed return envelope (postage paid) or visiting the survey url and completing the survey online. In total, 296 residents completed a survey online and 6,871 returned a survey through the mail resulting in a response rate of 17.2 percent for the study. The data collection period for the project was March 6 through May 1, 2009. Data Processing3.4 Prior to analysis, BW Research utilized optical mark recognition software and implemented quality control measures to scan the returned mail surveys into an electronic database and coded all the open-ended responses into categories for analysis. BW Research also examined the demographic characteristics of the 7,167 respondents who completed a survey to the known universe of residents 18 years and older using the San Diego Association of Government’s (SANDAG’s) 2008 demographic estimates for the City of Carlsbad. It is estimated that among Carlsbad’s 103,811 residents, 79,791 are 18 years and older. After examining the dimensions of zip code, gender, ethnicity, and age, the data were weighted to appropriately represent the universe of adult residents and ensure generalizability of the results. Note About Margin of Error and Analysis of 3.5 Sub-Groups The overall margin of error for the study, at the 95% level of confi- dence, is between +/-0.66 percent and +/- 1.10 percent (depending on the distribution of each question) for questions answered by all 7,167 respondents. However, it is important to note that analysis of sub- groups (such as examining differences by length of residence or gender) will have a margin of error greater than +/-1.10 percent, with the exact margin of error dependent on the number of respondents in each sub- group. BW Research has utilized statistical testing to account for the margin of error within sub-groups and highlight statistically signifi- cant sub-group differences throughout this report. 33 Envision Carlsbad Public Opinion Visioning Survey Report APPENdIX A: ToPlINES4 34 1 1. How long have you lived in Carlsbad? 7% Less than 1 year 22% 1 to 4 years 23% 5 to 9 years 17% 10 to 14 years 32% 15 years or more 1% Don’t know/ Left blank 2. Overall, how would you rate the quality of life in your neighborhood? 46% Excellent 47% Good 5% Fair 1% Poor 1% Very poor 1% Not sure/ Left blank 3. Overall, how would you rate the quality of life in the entire City of Carlsbad? 31% Excellent 59% Good 7% Fair 1% Poor 0% Very poor 2% Not sure/ Left blank Traditional Rounding Rules Applied - Percentages Rounded to the Nearest Whole Number - Percentages May Not Add to Exactly 100% In an effort to improve the quality of life in Carlsbad, the City is surveying Carlsbad residents to find out some of your priorities and opinions regarding our city. The survey is being processed by an independent research firm, and all of your individual responses will remain confidential. If you have any questions about the survey or would like to receive the survey in Spanish, please contact Jennifer Jesser at (760) 602-4637. CITY OF CARLSBAD RESIDENT SURVEY Toplines (n=7,167) May 2009 35 Envision Carlsbad Public Opinion Visioning Survey Report 2 4. The City of Carlsbad is considering different priorities in planning for the City’s future. For each priority listed below, please indicate if it should be a high priority, medium priority or low priority in thinking about Carlsbad’s future. Don’t High Medium Low Know A. Providing parks and recreational facilities in the City for active recreational uses........48% 39% 11% 3% B. Protecting undeveloped areas for hiking and exploring................................................62% 26% 11% 2% C. Protecting natural habitats in and around Carlsbad......................................................65% 25% 9% 2% D. Creating new walking and biking trails within Carlsbad................................................43% 35% 20% 2% E. Increasing revenue for the City to maintain and improve the services and programs that Carlsbad currently offers.....................................................................26% 45% 23% 6% F. Improving traffic flow in and around Carlsbad ..............................................................37% 38% 22% 3% G. Maintaining or improving property values within the City..............................................55% 29% 12% 4% H. Providing a range of housing options of different types & price levels within Carlsbad ....................................................................................................................21% 30% 46% 4% I. Preserving historic buildings and places within Carlsbad.............................................31% 41% 25% 3% 5. If there were one thing the City of Carlsbad should be focused on in the future to improve the quality of life for its residents, that has not already been mentioned, what would it be? 45% of respondents did not provide a response to this question. The percentages below are among those who did provide a response (n=3,976). 7% Stop development 6% Limit development 5% Preserve open space 5% Public safety/ reducing crime 5% Improve public school system (includes revising school district boundaries) 3% Remove power plant/ stop expansion 3% Minimize traffic light wait times/ traffic flow 2% Reinvigorate the Village 2% Build the Desalination plant 2% Build the pool complex 2% Increase recreational facilities and programs 2% Improve water quality of ocean 2% Increase traffic law enforcement 2% Better and safer bike paths for families and commuting/ finish rail trail 2% Green the City/ green city operations 2% Rent control and more affordable housing 2% Increase shopping and dining options 2% Better and greener transit options 2% Preserve small town feel 1% More dog parks/ trails 1% Keep city financially strong 1% Increase Walkability of the City 1% Lower taxes/ less regulation 1% Remove illegal aliens/ transients 1% Increase water restrictions and conservation measures 1% Increase beach parking/ beach access 1% Improve the El Camino Real Mall 1% Underground utility lines 1% More trees/ better landscaping/ beautify City 1% Increase number of parks 1% Build the new high school 1% Improve recycling program; larger bins at homes, bins in public areas 1% Concentrate on senior issues 1% Increase litter control/ maintain city areas 1% More hiking/ mountain bike trails 1% Infrastructure/ road repairs 1% Priority to and discounts for Carlsbad residents over tourists 1% Keep beaches clean/ more beach clean-ups 1% Keep beach parking free 1% Enforce dog waste/ leash laws 1% Preserve Ponto Beach 1% Decrease airport noise 1% Increase arts, culture, and nightlife 1% Minimize low income housing 1% Create a dog beach 1% Increase amenities at the beach 1% Preserve remaining coastline 1% Push for renewable energy use 1% Preserve/ restore lagoons and their surroundings 1% Limit RV parking at beach and on city streets 1% View preservation 17% Other 36 3 Next, please think about Carlsbad’s natural environment, which includes the City’s air and water quality, protection and preservation of natural habitats and the quality and quantity of walking and biking trails within Carlsbad. 6. Generally speaking, how would you rate Carlsbad’s: Very Don’t Excellent Good Fair Poor Poor KnowA. Air quality.............................................................................................. 31% 54% 10% 1% 0% 3% B. Water quality......................................................................................... 16% 51% 21% 6% 1% 5% C. Protection and preservation of open spaces and natural habitats........ 16% 52% 19% 5% 3% 5% D. Quality and quantity of Carlsbad’s walking and biking trails................. 13% 48% 23% 5% 2% 9% 7. If there were one thing the City of Carlsbad could do to improve the City’s natural environment, what would it be? 61% of respondents did not provide a response to this question. The percentages below are among those who did provide a response (n=2,821). 15% Preserve open space 13% Stop development 7% Limit development 6% Better and safer bike paths for families and commuting/ finish rail trail 5% More hiking/ mountain bike trails 4% Preserve/ restore lagoons and their surroundings 4% Remove power plant/ stop expansion 3% Improve water quality of ocean 3% Increase water restrictions and conservation measures 3% More trees/ better landscaping/ beautify the City 2% Improve the tap water 2% Build the Desalination plant 2% Increase litter control/ maintain city areas 2% View preservation 2% Improve recycling program; larger bins at homes, bins in public areas 2% Enforce dog waste/ leash laws 1% Keep the beaches clean/ more beach clean-ups 1% Green the City/ green city operations 1% Increase Walkability of the City 1% Increase beach parking/ beach access 1% Push for renewable energy use 1% Preserve Ponto Beach 1% Interconnect open space and their trails 1% Remove illegal aliens/ transients 1% Preserve the Flower and Strawberry Fields 1% Preserve Calavera area including creek 1% Increase number of parks 1% Minimize traffic light wait times/ traffic flow 1% More dog parks/ trails 1% Public safety/ reducing crime 1% Preserve remaining coastline 1% Save Village H open space 1% Better and greener transit options 14% Other CARLSBAD’S NATURAL ENVIRONMENT 37 Envision Carlsbad Public Opinion Visioning Survey Report 4 8. Please consider the following statements that are being made about Carlsbad’s natural environment and indicate your level of agreement with each statement. Strongly Strongly Don’t Agree Agree Neither Disagree Disagree KnowA. The City of Carlsbad should be doing everything it can to fight global warming................................................................................... 28% 29% 16% 10% 11% 5% B. Beaches, lagoons and other waterways in Carlsbad should be better protected with new regulations or stronger enforcement of current regulations ......................................................................................... 29% 34% 16% 10% 4% 7% C. The City should be more actively involved in developing new renewable energy options within the City, such as solar roofs or wind turbines . 37% 38% 11% 7% 3% 5% D. Carlsbad should limit residents’ access to some open space to protect and preserve the natural plants and animals that live in the City....... 20% 36% 15% 17% 7% 5% E. Carlsbad should increase the fees associated with parks and recreation programs to fund the protection and maintenance of Carlsbad’s open space ....................................................................... 9% 25% 19% 28% 13% 6% Next, please think about Carlsbad’s local economy, which includes the shopping, dining and services available in the City as well as the quantity and quality of jobs found in Carlsbad. 9. Overall, how would you rate the shopping, dining and services available in Carlsbad? 20% Excellent 51% Good 22% Fair 3% Poor 1% Very poor 2% Not sure/ Left blank 10. Where are your favorite places to shop and dine in Carlsbad? Check all that apply 51% The Forum at Carlsbad 49% The Village, Downtown Carlsbad 46% Carlsbad Premium Outlet Mall 20% Plaza Camino Real (Westfield) 3% Outside Carlsbad 1% Various restaurants in Carlsbad 1% Costco 1% Various stores in Carlsbad 1% Bressi Ranch 3% Other 6% Don't know/ Left blank 11. Overall, how would you rate the quality and quantity of jobs available in Carlsbad? 3% Excellent 27% Good 28% Fair 8% Poor 3% Very poor 31% Not sure/ Left blank LOCAL ECONOMY 38 5 12. If there were one thing the City of Carlsbad could do to improve the City’s economy, what would it be? 64% of respondents did not provide a response to this question. The percentages below are among those who did provide a response (n=2,615). 12% Improve Westfield Mall (on El Camino Real) 8% Attract bio/ high tech and other companies to Carlsbad 7% Decrease taxes, fees, and restrictions on businesses 6% More independent restaurants and stores 6% Reinvigorate the Village 5% More jobs 4% Increase shopping options 3% Promote tourism 2% Better restaurants 2% Lower the City's operating costs 2% Keep locals local with easier transportation options 2% Green city operations 2% Increase Walkability of the city 2% Push for the use of renewable energy 1% Sell the golf course 1% Keep small town feel 1% More community events 1% Increase use of Carlsbad airport 1% Need a Walmart/ more big-box stores 1% Traffic and parking solutions 1% More grocery stores 1% Build the desalination plant 1% Attract green businesses 1% Improve the public education system 1% Raise property, business, and development taxes 1% Increase Beach and Lagoon preservation programs 1% Add/ expand the boardwalk 1% More downtown parking 1% Raise hotel tax 1% Preserve open space/ stop development 1% Increase Coaster and Amtrak stops 22% Other 13. Below is a list of stores and businesses that could be, or are currently, located in Carlsbad. Please indicate whether you would like to see more or less of each type of business in Carlsbad. Don’t More Adequate Less Know A. Large retail stores, such as Target or Lowes Home Improvement...............................16% 52% 29% 4% B. Medium-sized retail stores, such as Staples or Cost Plus............................................10% 65% 22% 4% C. Grocery and pharmacy stores, such as Albertsons or Walgreens................................14% 69% 13% 3% D. Neighborhood businesses, such as dry cleaners, hair salons or convenience stores..15% 70% 11% 4% E. Small independent or specialty retail stores and services............................................40% 51% 5% 5% F. Medical offices, including doctor and dentist offices.....................................................17% 69% 9% 6% G. Home furnishings stores, such as Crate and Barrel or Pottery Barn............................22% 57% 15% 6% H. Electronics stores, such as Radio Shack or Best Buy..................................................11% 64% 21% 5% I. Hotels and resorts that are focused on serving tourists and business travelers...........16% 61% 18% 5% J. Tourist attractions and services....................................................................................21% 59% 14% 5% 39 Envision Carlsbad Public Opinion Visioning Survey Report 6 14. Below are the opinions of two neighbors, Smith and Davis, who live in Carlsbad. Smith and Davis disagree about the value of increasing the number of businesses and stores in Carlsbad and the role they play in funding public services and facilities in the City of Carlsbad. Smith believes that Carlsbad should be willing to increase the number of stores, restaurants and other businesses within the City because they will provide more services, shopping and dining opportunities for residents and generate more money for the City to fund city services such as fire protection, police, parks and library services. Davis believes that Carlsbad should limit the number of stores, restaurants and other businesses within the City to help stop increasing traffic, congestion and pollution in Carlsbad, which are more costly to Carlsbad residents than the tax revenue that is generated by the businesses. Whose opinion is closer to your own? 40% Smith, increase the number of stores, restaurants and other businesses within the City 46% Davis, limit the number of stores, restaurants and other businesses within the City 14% Not sure/ Left blank 15. Please place a priority level on each of the following programs and facilities being considered for improvement or development in Carlsbad. High Medium Low Don’t Know A. Improving and expanding the City’s current community centers ..................................20% 43% 29% 8% B. Developing public plazas and gathering places in or near your neighborhood.............22% 35% 39% 5% C. Increasing the number of walking and biking paths that connect to local parks and open space .........................................................................................................39% 36% 21% 4% D. Providing food and shelter for homeless families both in the City and the region ........20% 33% 40% 7% E. Supporting additional community events, such as local art exhibitions and “Jazz in the Park” type of events in the City...............................................................39% 41% 17% 3% F. Developing more public art within the City....................................................................20% 36% 40% 4% G. Providing additional support services for physically & mentally disabled residents......17% 41% 29% 13% H. Developing more housing choices within Carlsbad to give seniors additional options for living in Carlsbad as they get older.......................................................................24% 40% 30% 7% I. Working with higher educational institutions, to develop new colleges, universities and educational institutes in Carlsbad.......................................................................31% 32% 32% 5% J. Promoting more opportunities for volunteers to give back to the community ...............40% 44% 11% 5% K. Collaborating more with local and regional non-profit organizations that serve the community ...........................................................................................................33% 43% 15% 9% PROGRAM AND FACILITY PRIORITIES 40 7 Next, please think about Carlsbad’s social setting, which includes recreational programs within the City, community and educational activities available in Carlsbad, as well as artistic and cultural spaces and events in Carlsbad. 16. Overall, how would you rate the different aspects of Carlsbad’s social setting? Very Don’t Excellent Good Fair Poor Poor KnowA. Carlsbad’s recreational programs, facilities and services..................... 17% 55% 17% 2% 0% 9% B. Carlsbad’s public education system, kindergarten through 12th grade 14% 37% 15% 4% 2% 28% C. Cultural and artistic spaces and events in Carlsbad............................. 10% 47% 28% 5% 1% 10% D. Lifelong learning opportunities and services in Carlsbad ...................... 7% 37% 30% 6% 0% 19% E. Community events and facilities in Carlsbad........................................ 12% 52% 23% 3% 1% 9% 17. If there were one thing the City of Carlsbad could do to improve the City’s social setting, what would it be? 72% of respondents did not provide a response to this question. The percentages below are among those who did provide a response (n=1,977). 16% Improve public school system (includes revising school district boundaries) 7% Increase public art, build performing art center, exhibits 6% Increase community events 6% Build an amphitheatre 5% Music in the Park 5% Increase walkability of the City 4% Revitalize the Village, add a downtown theatre 3% Build the swim complex 3% Better city communication with residents 3% Increase recreation facilities 2% Art walks, late night dining, and nigh life activities 2% Promote community service and volunteering 2% Improve lifelong learning opportunities 2% Increase neighborhood parks 2% Keep small town feel 2% Need friendlier police 1% More senior programs and transportation options 1% More activities for teenagers 1% Protect and preserve the beaches 1% BBQ's and dances 1% Increase beach access 1% More dog parks 1% More information on current events and functions 1% Remove illegal aliens and the homeless 1% More activities for the 20-30 age group 1% Reduce cost of recreation programs, decrease taxes 1% Increase shopping options 1% Decrease community events 1% Improve libraries 1% Build a skate park 20% Other CARLSBAD’S SOCIAL SETTING 41 Envision Carlsbad Public Opinion Visioning Survey Report 8 Your demographic information will be kept confidential and all data will be displayed in summary format only. A. Do you own or rent the unit in which you live? 22% Rent 77% Own 2% Refused/ Left blank B. Are you: 44% Male 53% Female 4% Refused/ Left blank C. In what year were you born? Recoded into Age 11% 18 to 24 years 11% 25 to 34 years 17% 35 to 44 years 21% 45 to 54 years 16% 55 to 64 years 17% 65 years or older 8% Refused/ Left blank D. How many children in each of the age groups below live within your household? Data shown are percentages of respondents with children in each age category within household. 17% Children 0 to 5 years old 15% Children 6 to 12 years old 12% Children 13 to 17 years old 58% No children 7% Refused/ Left blank Total Number of Children in Household 16% One 15% Two 4% Three or more 58% None 7% Refused/ Left blank E. Including yourself, how many adults in each of the following age groups live within your household? Data shown are percentages of respondents with adults in each age category within household. 11% Adults 18 to 24 years old 14% Adults 25 to 34 years old 19% Adults 35 to 44 years old 24% Adults 45 to 54 years old 15% Adults 55 to 64 years old 17% Adults 65 years and older 19% Refused/ Left blank DEMOGRAPHICS 42 9 Total Number of Adults in Household 24% One 48% Two 9% Three or more 19% Refused/ Left blank F. What do you typically use to communicate with people outside of your household? Check All That Apply 82% Email 81% Cellular or mobile phone 55% Phone - not cellular or mobile 41% Traditional mail 36% Text messaging 2% Word of mouth/ face-to-face communication 2% Internet-based communication – Facebook, Skype, MySpace 0% Other 3% Don't know/ Left blank G. What ethnic group do you consider yourself a part of or feel closest to? 4% Latino(a) or Hispanic 5% Asian 1% African American or Black 1% Pacific Islander 79% White 5% Other 5% Refused/ Left blank H. Which of the following best describes your total household income for the last 12 months? 4% Below $25,000 13% $25,000 to $50,000 15% $50,001 to $75,000 16% $75,001 to $100,000 27% $100,001 to $175,000 16% More than $175,000 9% Don’t know/ Refused Survey Format (Unweighted): 96% Mail 4% Web Zip Code: 30% 92008 31% 92009 15% 92010 24% 92011 If you are interested in participating in future research sponsored by the City of Carlsbad, please provide your contact information below. Please be assured that your name and personal information will be kept separate from your survey responses and will only be used by the City to contact you regarding future research. Name: Preferred Phone #: E-mail: Unweighted: 19% Interested and provided contact information 81% Did not provide contact information CARLSBADCITY OF Community Workshops Report June 2009 Gary Barberio, Assistant Planning Director Chris DeCerbo, Principal Planner David de Cordova, Principal Planner Sandra Holder, Community Development Director Jennifer Jesser, Senior Planner Rachel McGuire, Communications Coordinator Barbara Nedros, Administrative Secretary Don Neu, Planning Director Heather Pizzuto, Library Director Kristina Ray, Communications Manager Glen Van Peski, Senior Civil Engineer Colette Wengenroth, Finance Manager Consultant Staff Rajeev Bhatia, Principal Melissa McMahon, Associate Lewis Michaelson, Vice President EC3 Primary Member Ken Alfrey Fred Sandquist Mat Huff Jim Farley Jim Comstock Hap L’Heureux Gina McBride Julie Baker Eric Larson Paul Thompson Diane Lantz Kirk Cowles Diane Proulx Lisa Tuomi-Francis Jeff Segall John O’Reilly Kent McCormick Andrew Benson Sean Bentley EC3 Alternate Member William Kloetzer David Robertson Barbara Hamilton Farrah Douglas Jack Cumming Robert Nielsen Mike Howes – – Greg Nelson Allen Sweet Guy Roney Glen Etherington David Lloyd Robert Gates Jim Bradley Jeanne Sprague-Bentley Sean Sexton Chris Korogi Envision Carlsbad Citizens’ Committee City Staff CARLSBADCITY OF Community Workshops Report June 2009 Table of ConTenTs 1 INTRODUCTION ...............................................1 1.1 Envision Carlsbad ......................................1 1.2 This Report ................................................2 2 WORKSHOP STRUCTURE ................................3 2.1 Schedule and Attendance .........................3 2.2 Workshop Activities .................................3 3 WORKSHOP THEMES ......................................5 3.1 Major Themes ...........................................5 3.2 Secondary Themes ...................................10 4 APPENDIX A: WORKSHOPS TABLE NOTES .....11 5 APPENDIX B: WORKSHOPS DRAWINGS........47 1 INTRODUCTION1 Envision Carlsbad1.1 Envision Carlsbad is a City-sponsored community visioning process that invites residents to work together to create a new vision and plan for Carlsbad’s future. For the past two decades, Carlsbad has been growing and developing based on the premise of available land to accomodate a growing population. Carlsbad’s basic guiding documents, such as the General Plan, were created on that premise. Today however, with the city almost 90 percent built-out, development will occur primarily as infill. New opportunities and challenges are emerging related to the protection and enhancement of the city’s attractive setting and quality of life that residents have worked hard over the years to create. City leaders are looking for resident guidance on which direction to take Carlsbad into the future. Envision Carlsbad is providing community members with a variety of opportunities to participate in the creation of a vision for the future that reflects the community’s most important values and priorities. Opportunities include: Envision Carlsbad Citizens’ Committee (EC• 3); Community workshops;• Stakeholder interviews;• Community-wide survey (mail and online);• Citywide mailed newsletters, and• the Envision Carlsbad Web site.• 2 In Fall 2009, input received from these processes will be synthesized into a report describing the community’s vision for its future. This vision document will identify the most important quality-of-life factors that should be considered in making City operational and budgetary decisions, and provide the framework for updating important City planning documents such as the General Plan, the Zoning Ordinance, and the Local Coastal Program. This Report1.2 Community Workshops This report describes the process and results of one important component of Envision Carlsbad: the community workshops. The workshops were designed to engage the attention, interest, and active involvement of a broad spectrum of Carlsbad community members, and provide opportu- nities for energetic discussion of and effective input into the community’s vision of Carlsbad’s future. Participants discussed what the community would like to remain the same, change and/or create to ensure that residents of Carlsbad in the future are as proud of their community as residents are today. Report Organization The rest of this report is organized into sections describing the workshop process and participation and the major emerging themes. The stakeholder interviews and community survey results will be summarized in separate reports. The City will tailor the next steps of Envision Carlsbad based on the conclusions of these early reports and the input of the EC3. 3 WORkshOp sTRUCTURe2 Schedule and Attendance2.1 The community workshops were held in March and April 2009 on four different weekday evenings in four geographically different locations across Carlsbad: the City of Carlsbad Safety Center, Tri-City Wellness Center, Aviara Oaks Elementary School, and the City of Carlsbad Senior Center. Days and locations were varied to provide increased access to the workshops. All workshops were held from 6:00pm until 8:30pm, and had similar content and structure. In all, over 265 community members attended the workshops. Workshop Activities2.2 The format used for the workshops was called the “World Café”. The World Café allowed community members to participate in a series of successive small group discussions of short duration (approximately 15-20 minutes each) followed by identification of common themes. Transitions between discussions were signaled by a Maître d’ (the facilitator), at which point participants moved to a new table for their next discussion. During each “rotation” participants responded to a new prompting question and interacted with a new set of community members. The prompting discussion questions used in the workshops were as follows: Round 1: When you brag to your friends that live somewhere else, what do you tell them makes Carlsbad such a wonderful place to live? 4 Round 2: You leave tomorrow on an extended trip away from Carlsbad, and you return for the first time five years from now. What are you most excited to see and do when you return? Round 3: It’s the year 2025, and although it hasn’t been easy, by working together the residents of Carlsbad have accomplished something that no other city in the region has, namely ... (fill in the blank). After working together to answer Question 3, participants stayed in their final small groups and identified common themes and values that emerged from all of their table conversations. Participants then worked together to draw a visual representation of the common themes they agreed upon, including those aspects of Carlsbad they want to preserve and those that they want to encourage for the future. Finally, represen- tatives from each table presented their drawings to all the workshop participants, reporting out on the common themes that emerged from their table discussions. The appendix for this report documents the table notes from the four community workshops. 5 WORkshOp Themes3 The following descriptions of important emerging themes are the result of careful analysis of the transcribed table notes from all four workshops, with a particular focus on the lists of common themes. It is important to note that these themes are not mutually exclusive, but rather ideas were grouped to convey important community priorities and values. The text indicates when particular ideas or issues cross over theme categories. The themes are described in order by how promi- nently they appeared in workshop discussion. Major Themes3.1 Retain Small Town, Beach Community Character and Connectedness The most frequently-mentioned theme during workshop conversa- tions was that of maintaining and enhancing Carlsbad’s character, and fostering community spirit and connectedness. The two popular terms for describing the character of Carlsbad were “small town” and “beach community”, and there was widespread support for enhancing these attributes. Some groups saw the two as intertwined, favoring limited growth. Others saw the city as being “balanced” and “embracing the past with a vision for the future.” In terms of social connectedness, community members described Carlsbad today as being full of caring, friendly people with a sense of volunteerism and pride. Participants expressed appreciation for the Community members described Carlsbad as being full of caring, friendly people with a sense of volunteerism and pride. 6 Numerous residents expressed a desire for open space that is more accessible and integrated throughout the community. cultural acceptance and diversity in the city, and the way that old, new, and different lifestyles come together. Many participants also valued the city for feeling family-oriented, multi-generational, stable (not transient), and for providing an emphasis on community spirit. Most participants were interested in maintaining the social cohesion they feel today, and suggestions for enhancing this included provision of more public gathering places, more family-friendly activities and open spaces within walking distance, as well as more events that connect residents to one another and keep them active and involved. Some participants recommended phasing out references to “quadrants” as they create false distinctions between parts of the community. Others stressed that neighborhoods may have unique personalities and identities that should be acknowledged. Residents recommended getting students more active and visible in the community at large. Community members felt it was important for the City to invest in activities and facilities that would be “not just for tourists, but for us”. Protect Open Space and the Natural Environment Another important theme confirmed through the workshops was that of open space protection and environmental conservation. Open space appeared universally on the table lists of common themes across workshops, while supporting descriptions frequently included natural habitats, the ocean, and lagoons more specifically. Residents of Carlsbad are aware and proud of the city’s tradition of conserving open space, and many are concerned that the remaining unprotected open space may be lost to future development. Community members expressed a desire for open space for its visual beauty (in keeping with maintenance of overall community character described above), for its ecological functions (clean air and water, habitats, animal movement corridors), as well as for the way it prevents more growth from coming to Carlsbad. While most workshop participants wanted open space equal to or more in quantity than what there is today, numerous residents expressed a desire for open space that is more accessible and integrated through- out the community. Suggestions included provision of more trails and an interconnected open space network within walking distance, that is also connected to the ocean. In addition to open space, several residents also expressed a desire to see the city’s agricultural heritage preserved, with the Flower Fields and the Strawberry Fields garnering multiple mentions. 7 Envision Carlsbad Community Workshops Report Trails and active open space come up again under the themes Promote Outdoor Recreation and a Healthy, Active Lifestyle and Increase Mobility and Physical Connectivity, below. Promote Outdoor Recreation and a Healthy, Active Lifestyle Another common theme identified at many workshop tables may be summarized as the desire to maintain a healthy, active community lifestyle supported by outdoor recreation opportunities. This theme is slightly different than open space protection and environmental conser- vation because it emphasizes the activities of residents and the uses of open space. Workshop participants described Carlsbad as an active community with valuable recreation resources such as the beach and the proximate mountains, numerous parks and sports fields, and the popularity and support for outdoor special events. Participants emphasized the need for more parks, fields, and trails, located to maximize use and access— that is, near schools and neighborhoods that currently do not have easy access. Community members also expressed interest in the promotion of activities for all ages (young children to seniors), and the design of future recreation spaces with all ages in mind. In addition to parks and trails, some examples of possible new recreation facilities included dog parks, athletic fields, a new skate park, teen centers, and tennis courts. Participants also emphasized the importance of the beach, not only as a key natural resource and element of Carlsbad community identity, but as an active outdoor recreational resource, and that protecting and enhancing the quality of and access to the beach should be a priority. Suggestions given to enhance the quality and use of beach included an outdoor amphitheater, gelato vendors, and a dog beach area. Some community members expressed displeasure about the money and time spent in creating the municipal golf course, when there have been delays creating other recreation facilities such as the swim complex which could serve more of the population. Increase Mobility and Physical Connectivity The broad theme of increased mobility and physical connectivity can be divided into two major objectives expressed by workshop partici- pants: first, to better connect all areas of the city (beach, parks, schools, Participants emphasized that protecting and enhancing the quality of and access to the beach should be a priority. 8 homes, shopping, workplaces, etc.), and second, to promote alterna- tives to automobile transportation (pedestrian, bicycle, and transit). These objectives are closely linked. Participants described the discon- nected neighborhood and street development pattern as a key reason why people do not walk and bike places. Traffic on major roads moves quickly, making bicyclists and pedestrians feel unsafe and out of place. There is sometimes little shade along these routes, and there are no easy ways out of individual neighborhoods other than by car. Participants suggested that better pedestrian and bike connectivity was critical to reducing auto-dependency and increasing healthy activity levels. The City should provide better pedestrian and bike access every- where—more bike lanes and off-road paths, more pedestrian and bike access between neighborhoods where there are currently no street con- nections, more and enhanced trails, and more connections between sidewalks, paths, and trails. The importance of safe and easy pedestrian connections was often mentioned in the context of getting children to schools and to parks. Community members expressed a desire to get children “out to nature,” but feel the community design lacks the com- ponents to make parents feel safe doing so. Many participants emphasized the need to promote walkability through location of activities, design of neighborhoods, and pedes- trian-friendly development. Participants also expressed the need for better public transportation alternatives to driving a car around the city. Residents described desirable public transit as efficient, environ- mentally-friendly, and accessible. Transit need was identified both within and between neighborhoods. Pursue Sustainability – “Go Green” The concept of sustainability appeared many times during the workshops in answer to prompting discussion questions as well as in the formulation of common themes at each table. Sustainability was conveyed as a broad goal for the future of Carlsbad. While for many the focus was on environmental sustainability, for others, sustainabil- ity meant a “balanced approach to the future.” Most participants focused on the environmental aspects of sustain- ability, or “going green.” Community members were particularly interested in sustainable energy in the form of renewable resources such as solar energy, and in sustainable water through conservation, recycling, and desalination. While discussion about the desalination plant was common, not all community members were in favor of that Community members were particularly interested in sustainable energy in the form of renewable resources such as solar energy, and in sustainable water through conservation, recycling, and desalination. 9 Envision Carlsbad Community Workshops Report particular approach to water sustainability, and those that had reser- vations preferred the City take a conservation-based approach before desalination. Environmental sustainability was also described in terms of support of local agriculture, farmer’s markets, and eating local. Those who saw sustainability in terms of balance sought to integrate social, environmental, and economic factors. Other desirable balances were described as living and working locally, and schools, housing, and economic opportunity. Community members also described sustainability as a balance of providing adequate facilities concurrent with population growth. Still other participants framed the benefits of sustainability in terms of independence – energy and water independence and overall self-suf- ficiency. Participants identified the need for more education about sustainability, as well as cooperation between the City government and business community to attract and promote clean and green industries. Support Diverse Arts and Culture It was clear from workshop conversations that Carlsbad community members value their local arts and cultural resources, such as the libraries, and programs such as ArtSplash and jazz in the park. Workshop partic- ipants described Carlsbad as a sophisticated arts community that could benefit from more arts and cultural facilities, events, activities, and resources. Workshop participants specifically identified needs for a greater variety of arts activities and events throughout the year and across the city, more visible promotion of arts and culture and a multi-purpose community venue with indoor and outdoor performance and activity space. Sustain the Economy, Business, and Jobs The economic and business vitality of Carlsbad was important to workshop participants and also appeared in numerous lists of common themes. Community members pointed out that the city needs an “economic engine” to support the facilities and amenities everyone desires. Several participants wanted to promote tourism and job growth to shore up the City’s fiscal position. Participants suggested that more could be done to create local jobs (particularly in high-tech, clean, and green industries), to integrate clusters of goods and services, to encourage and support family-owned (“mom and pop”) stores, to make commercial space more affordable, to redevelop the mall, and to balance businesses that provide tourism services with businesses that serve the needs of residents. Some residents appreciated the relative lack of big box stores but expressed dissatisfaction with Plaza Camino Real and the general level of business vitality in the Village. Community members pointed out that the city needs an “economic engine” to support the facilities and amenities everyone desires. 10 Revitalize the Village Closely related to comments about business, economy, and jobs in Carlsbad, were comments related specifically to the character and revitalization of the Village. On the one hand, workshop participants expressed their appreciation for the charm of the Village, its quaintness, and its traditional feel. On the other hand, participants also empha- sized that the Village’s potential to serve as a local and tourist draw remains unrealized, and it needs a strategic plan for revitalization to make it more vibrant, useful, and attractive. Suggestions for revitaliza- tion included hosting more cultural and arts activities, keeping stores open later, and allowing more housing near the shops. Participants envisioned a balance between new, attractive shops and restaurants and the small-town village feel that already exists. Secondary Themes3.2 The following themes were less pervasive, but still appeared frequently. Value Schools and Education Some workshop participants took the opportunity to express satisfac- tion with the quality of the primary and secondary school system in the city. They emphasized that the City/school district should continue to focus energy on the education system and the needs of youth. Some residents expressed a desire for more high schools to serve Carlsbad. Managed Growth Some residents expressed desire for controlled and managed population growth and development. Some participants warned the City not to “over build” while others wanted no more development at all. Some envisioned higher density development downtown, or a hierarchy of densities, while others emphasized the need for lower density development overall. Leadership and Good Government Almost as common as comments on density and growth were comments on City leadership and good government. Some participants at each workshop made a place in their common themes to empasize efficient, responsive, fiscally responsible, and transparent government. Participants requested that officials continue to listen to residents and keep the City fiscally healthy and stable. Participants also felt that their city was a leader in the region and should remain, or strive to be, a good neighbor to nearby cities. Participants also felt that their city was a leader in the region and should remain, or strive to be, a good neighbor to nearby cities. 11 AppeNDIx A: 4 WORkshOps TAble NOTes CITy Of CARlsbAD sAfeTy CeNTeR – mARCh 23, 2009 TAble 1 Question 1: When you brag to your friends that live somewhere else, what do you tell them makes Carlsbad such a wonderful place to live? The Village Trails Small town feel Old city streets Airport Resident involvement – City asks for resident involvement Library – outstanding People – higher caliber Young families Schools 40% open space Climate Beach Opportunities to involve community S. D. County has a great variety of birds Peaceful Huge variety of flora & fauna Village Arts Theater Coaster Stations Art museum at Dove Lego Land Aquaculture Best strawberries in the world! Hubbs fish hatchery Recreation programs Tennis Courts Flower Fields Plant nurseries Golf courses Carrillo Ranch 3 – lagoons Marathon/Triathlon Farmers Market Street fairs Art Splash Boating Jazz in the Park Brewery Restaurants Industrial area Fine arts Movies/Entertainment Antiques Recycled water Future Desal plant Forum shopping center Condition of roads Wide variety of housing types El Salto waterfall Marron Adobe No freestanding big box No Wal-Mart 12 Question 2: You leave tomorrow on an extended trip away from Carlsbad, and you return for the first time five years from now. What are you most excited to see and do when you return? Sunshine, beach & ocean waves Facilities, showers, lifeguards Climate Walk to coffee shops & restau- rants w/in village, residences are close to services Walk & bike around town without being on a road Possible to bike to work Redevelop village Improved utilization of airport Metro link straight to S.D. airport It always looks neat and clean Coastal rail trail Hope for movies back in the village Plays/theater in the village More dog parks/beach dog parks More restaurants Ocean view restaurant(s) More acquisition of open space Carlsbad HS improvements Open up areas for naming rights (revenue generator) Poseidon up and running Plans to take down power plant Continued financial stability Question 3: It’s the year 2025, and although it hasn’t been easy, by working together the residents of Carlsbad have accomplished something that no other city in the region has, namely ... (fill in the blank). Controlling growth Keeping open spaces Network of bike paths (that are not on major roads) Easy for people to move around town without a car Clean drinking water out of the tap We will have decided where to put the power plant and what kind of power to have Community, sustainability – keep sense of village & community BV Creek – unique resource of El Salto Falls was built into a unique area with trails, lagoon, creek, permanent natural open space, community gardens Residents connect with govern- ment to create communities Carlsbad is recognized for sup- porting the arts/promoting/dev. Carlsbad Oaks north has become a model sustainable community (residential, commercial) (a town within a town) A continued “Positive Attitude” Lots of activities for kids Opportunities for a great education Expose kids to all of the wonderful things we have in Carlsbad HS an ideal community for kids Clean tech epicenter Renewable energy capitol of the world Wi-Fi covers the entire city All Carlsbad is in one school district Common Themes Open space/environment Access to open space (trails/ biking) Sustainability (economic, environ- mental, social) Arts Community spirit Livability, walkability, services, improve being a place that we enjoy Family community Desal Plant Plans to take down power plant or move it Agriculture, viable community gardens Transportation – airport, walk, bike, car alternatives Street fairs, Jazz in park, Art Splash, recreation programs TAble 2 Question 1 Quiet Great schools It’s green Great character Open space Low key Sunsets Good zoning practice 13 Envision Carlsbad Community Workshops Report Proximity to other desirable places (mountains, zoon, downtown S.D.) Financial stability Citizens’ Academy Downtown parking availability Not congested, beach town environment Access to beach Pleasant road network Easy to get around Question 2 See the ocean again/proximity to beach Hit trails – are they still being used? Connected trail system – a clean system that’s obvious Village area small town feel maintained - low rise development, available parking Restored by lagoon Arts center established See how “Imagine Carlsbad” is doing Civic center, with community uses incorporated, now – the library serves that purpose Strawberry fields still here! Downtown with more liberal entertainment - longer business hours - the place closes up at 10 – too early! Natural areas preserved & cleaned up More emphasis on arts – gallery in the village, public art (need maps for this), art festivals Special events – street fair, 5k runs, Jazz in the park Question 3 #1 community in U.S. <160,000 people (we’ve accomplished all said tonight) – beaches, tourism, open space, businesses Intra-transit system No power plant Reasonable land use controls Maintenance of housing stock encouraged No big box retailers! Flowers & open space The City needs to stick to its plan (that encourages things expressed tonight/encouraged herein) A city that is financially sound, solid tax base Wise consideration of important uses - smart to eliminate power plant? - need uses like desal plant If power plant is here, it should be pleasing to the eye Center of city isn’t necessarily best place for city hall - consider downtown Downtown residential uses should be on the fringe Common Themes Multi-purpose community venue (indoor & outdoor) Strawberry fields stay as “Ag.” Interconnected trail system (need to be well publicized) Biking trails Financial stability of city Responsible elected officials Transparency of city officials Like Citizens’ Academy Beach access/beach park for dogs TAble 3 Question 1 Weather Central location - close to S.D., Orange Co. Small town qual. – close to big city Hospital Next to ocean Strong community involvement/ energy Love village Golf courses Open spaces Street fair Art oriented – close/access to LA artists A lot of hotel options – places for guests to stay Good resident participation (like Citizens’ Academy) Classy city Keep people informed Ponto – favorite locations: libraries/galleries/auditorium Clean facilities - Hosp Grove - Poinsettia Station - Boardwalk - Trail along lagoon – Agua Hedionda/Batiquitos -Flower Fields - Work place – Loker 14 Question 2 See downtown area See more variety in village Village is destination point - theater CB – stays same with its open space Ponto area improved/developed More trails/able to walk community without cars going by Preserve/restore Buena Vista Creek valley - children education about BV creek history - preserve for generation to come Stuck to growth management plan - balance open space & development Cultural institution signage Cultural institution & businesses work with schools Create one arts momentum - all arts groups come together Engage kids in arts/culture/civic engaged/nature Curious to see how I-5 widening affects city See if they refurbish the mall See infill development instead of sprawl into open space Question 3 Sustainable trails system - connect mountains to ocean - fits into environment - will withstand wear Richer arts/culture - host National Arts Festival - CB is an arts destination - forward thinking/experimen- tal in arts - expose kids to arts - outdoor sculpture garden City is model of sustainability City is leader in sustainability City is not just identified with village In TOP 10 places for well being - health of community is wealth of community - most certified homes by NWF People can get around Carlsbad in public transportation easily Most “green” certified businesses Common Themes Healthy community = wealthy community - healthy environment - active community - outdoor recreation/arts/ culture - sustainable - connect with outdoors - open space provided for envi- ronmental space - sophisticated arts community - greater variety of arts activities Great weather Eclectic community – old/new/ different interests & styles – com together Can go to mountains hiking & go to beach 5 min. later Need to bring all elements of community & neighboring community together - cultural connected Carlsbad can lead way – environment/culture Good community participation Residents care about environment/arts/culture TAble 4 Question 1 People Natural resources High-standard living Open space Lagoons Potential of the city Recreation opportunities Trails Schools Village Stability of city government Tax base/business Airport Train station Mall Beach Functionality of government - how efficient Opportunities for being known - beach wall - unique beach town - beautiful views Special events Street fairs Jazz 15 Envision Carlsbad Community Workshops Report Triathlon Marathon Golf World-class resorts Well run community Great business base for companies – variety Flower fields LegoLand GIA Golf courses Tourism Question 2 Beach maintenance – pristine lagoons/beach Barrio – stay the same Shuttle to village Village parking improvements Manageable open space Sustainable community - water - energy - land resources - solar panels Dog Parks (more) Dogs on beach Beach run by the city City maintains character of the past while moving toward the future Cont. growth of arts - arts facility Walkable community More trails Homes with natural habitat certification More sustainable practices for landscape Question 3 Village: Community center, eco- logical preserve, aquarium Desal Power plant Wage/cost of living favorable Destination/vacation city but still small town feel Not congested with cars No school overcrowding More gathering places Village - Sustainable, model city - pedestrian No cars downtown No downtown metered parking No more tourists Diversify tax base Native plants/water wise Functional public transportation Alternative energy Trails Open Space Zoning for less crowding Self sufficient - water - energy - food - jobs - housing Don’t make airport larger No new power plant - look for alternatives Keep the strawberries Greywater Native plants Bushes/trees in front of industrial buildings Storm water – plants instead of gutter Common Themes Open spaces - No building Natural habitat - animal corridors Arts: public arts Gathering places Village Strong economy & business Mall redevelopment Environment Transportation Airport - safety - noise (less) Lifestyle - healthy Resources - alternative energy - incentives Water TAble 5 Question 1 Open space, clean beautiful scenery Love the village. Reminds of Coronado & Carmel Weather/climate 16 Close knit community. Eclectic. Different styles around the community So much here. Something for everyone. Share with other people. Natural beauty. Good people (involved in organizations – schools, sports, etc.) Friendly people. Can do spirit. Solve problems as a team. Very wealthy city Beaches Only one gang. (compared to a larger problem in other cities) Beautiful open space. Last of our coastal open space. Wildflow- ers. Wildlife Small coastal community Amenities (Gemological Institute, music (NAMM), Flower Fields) Quality of life. Keep the same Excellent group of residents running the city Concerned about keeping our open space Feel the city has reached buildout already LegoLand Question 2 Beaches – “sand on them” Sustainable trail systems The “use” of open space – biking, hiking, horse riding City acquire Buena Vista Valley Hike to beach Non-traditional transit system to move shoppers between shopping centers Carlsbad Oaks North – smart growth (mixed use including residential) “model sustainable community” 3 lane El Camino Real Emphasize tourism in beach area More restaurants More cooperation with adjacent cities for roads – i.e., Cannon Road Schools, parks are very important to sustain Slow measured progress Expand TGIF “Jazz in Park” New Village Arts stay in village Vibrant downtown Get rid of “Quadrant” name New theater in village Sculpture throughout village & town Poseidon plant – expanding (50 mil gals/day+) Revitalize Car Country Rehabilitate industrial park Improve airport safety & noise Don’t expand across ECR Question 3 Maintain existing open space areas Look at zoned/developed areas for further development in order to maintain open space More participation from school age residents. More engage- ment with student body (elementary, middle, high school) Love Leucadia Blvd. In Encinitas. Landscape along main roads should be of that award winning design/quality Quail Botanical Gardens. Carlsbad should have such an attraction Suitable location for a civic center – bring together entertain- ment/arts, etc. Charter school to attract students (music, performing arts, tech training, etc.) Stainable water use. Desalinization Green practices. Public transportation Level of crime remains similar (low) Not a lot of smoke stacks Carlsbad known for a nationwide festival City known for arts (museums where you can draw, paint, sculpt) Definitive heart – civic center/ cultural center that everyone identifies with – Amphitheater Strong network of non-motor- ized transportation Residents comfortable allowing children to use that network Bike bath extended from village to San Diego Open Space maintained Bus service/train maintained No giant smoke stacks at the beach Economic sustainability Good jobs in North County. Well paying Nice shopping opportunities in the village Council elections – cast ballots by listing your choice in rank order (ex: 1st, 2nd, 3rd, choice.) Power lines buried (high tension power lines) 17 Envision Carlsbad Community Workshops Report Common Themes Keep open space Trails – non-motorized circulation network Arts component (entertainment space) Education Destination place Heart of the city - something to be proud of - civic center - strong cultural component - geographically centered Keep the city unique - city has unique physical characteristics Need public places Sustainability – school capacity, housing, economic Non-alcoholic social opportunities Keep families together TAble 6 Question 1 Ocean Barrio Migration towards coast Habitat (Mtns – coast) Four seasons Great place to grow up Jobs Great schools Village by the beach Aviation Self-sufficiency Water/desal Innovation Ocean & proximity to mountains & open space Bikes Horses Trails Sand replenishment Hwy 101 Active open space Home office Growth management Ocean Question 2 Vibrant business/economy Trails (3x) Open spaces Flower Fields Friends Bike Trails (functional to remove cars from road)(2x) Ficus trees on Grand – added café’s/ped areas Village potential Traffic – calmed village Prop D lands – civic/cultural center, more public space, arts & cultural emphasis Relocated power plant Sunsets More active open space – alterna- tive: more village revitalization Community garden/cultivation More middle class More village/revitalization downtown Clear answer to the question: Where is the heart of Carlsbad? Ans. Now is rooted in Quadrant system More variety in shopping center/ mall (Westfield) More high-end shopping in Carlsbad Question 3 Village redevelopment More setbacks in village More carriers @ airport Connection to village (4x) Creative reuse of smoke stack Village parking Pier @ end of PAR/Ponto extension Ponto boardwalk to Encinitas Tram/transportation Village – mixed use. Urban, not ultra urban, restaurants, B&B, hotels Disappearance of quadrant segre- gation (3x) Village – aesthetic/architectural articulation & relief Village – work, shop, good sidewalks Drink from tap Ponto development and connec- tion to village Live, work, play in village Village – 2 stories/3 max. More rapid village redevelopment Communication among quadrants Mall redevelopment to match the area 18 Common Themes Village as a center Open space Mall – security, façade, outdoor areas Trails Beach Quadrants (negative context, identity) - named by quadrants not communities Disconnected transportation modes – trails, bike, bus Schools/education Weather Airport Legoland Economy Desal TAble 7 Question 1 Small, wonderful city Unique city Fiscal well being is important Diverse economy – mall, village, Car Country, La Costa Resort Feel safe Dog lovers love Carlsbad The ocean is great – nice to be near the ocean, the breeze is nice Weather is great We have a great, convenient airport Feels like a small town – small town feel Walking trails make you feel like you are in the country Beach has areas for families Lagoons are great to walk around People willing to volunteer their time Residents appreciate art The city is growing up well Attitude is can we do things better? Re-evaluate often where we are as a city A community where you can live and breathe – not just retire City encourages involvement Question 2 Would not have grown Lots of open space Smaller town Trails are interconnected Carlsbad Village Dr. dog park still there Dogs are allowed on beach Just a few lights from homes illu- minate the lagoons – not too much development Find a solution that does not destroy lagoon views. Find energy solution to NRG City is as green if not greener More green around the highways Pretty intersections at I-5 and city streets Area for performing arts spread out throughout Carlsbad More open space owned and maintained by the city If McClellan Palomar Airport got bigger would airlines serve the public? (more airlines) Question 3 Open space, a canyon developed hasn’t found Community center – where friends and neighbors are recognized Arts, fountains, places to get, entertainment Lots of stores all in one area Place with people – no restrictive rules like a mall – does not close at 10 p.m. Walkability Serves the family – allow hot dog carts Centers for art – place to see the San Diego Symphony More transit More shuttles More public transportation More street lights to illuminate sidewalks, etc. Amphitheater State Street and Grand Avenue elevated for pedestrians – more vendors Shopping, things to do in the village Village is a pedestrian area 4-plex theater downtown Bicycle friendly – more bike trails More pedestrian orientation/ friendly Provide stores downtown that residents want Reason to go downtown Theater downtown – walkability Need a vision of what replaces auto body shops, trailer parks downtown 19 Envision Carlsbad Community Workshops Report Be able to walk to downtown settings Save open space by infill Common Themes Higher density downtown Open space Walkability More bike lanes/facilities More trails More people gathering areas More cultural linkage Gathering places The right activities at gathering places Village is a cultural arts center Lots of activities downtown Linkage of cultural activities No more buildout TRI-CITy WellNess CeNTeR – mARCh 25, 2009 TAble 1 Question 1 Weather Casual atmosphere Family feeling Beach environment Recreation, Legoland Libraries - wonderful School system Diverse housing planning Beautiful well organized city Coastal roadway High paying jobs Free beaches Availability of stores, gyms “Everything is here” in Carlsbad Library concerts Central location Coaster/train station Wish for Amtrak stop in town Health – as an important component of lifestyle Great business park 3 Lagoons – blessed It’s Lala Land – as far as I can see City – very customer service friendly organization Fire, Police Depts – great – “feel safe” This is paradise (former Redlands resident) Very safe Schools are phenomenal Question 2 Beaches not crowded. Parking if you don’t mind walking Accessibility to the beach Beaches and agriculture Open space Alga Norte Park built Poinsettia Park facilities completed. Community center built Amenities in existence Desal plant up and running Power plant gone. Park in its place More trails to be multi-use (hiking, mtn. Biking, horses where possible) More eyes and ears on the trails to improve trail safety Build sustainable trails and encourage use. Results in net habitat gain Improves home values New high school built More family activities - sports, YMCA Same as today - downtown remain quaint - Flower Fields preserved - No more hotels - Batiquitos Lagoon is fabulous Separate trails for bicyclists Question 3 Balanced budget Desalinization More businesses (companies) associated with green technology Economic center for N. County Maintain small town character Trails completed Open amphitheater Preserve Flower Fields Bring back Twin Inn’s chicken Increase density downtown to encourage the feasibility of mass transportation Mixed use Common Themes Sustainability – environment, economy, social responsibility Small community. Retain the master plan Economic base that supports needed services/facilities 20 Get rid of the power lines (place underground) Alternative types of transporta- tion (reach by walking, public transportation) Less reliance on the automobile Improved public transportation (frequency of service, number of routes) Parks (more facilities in areas of greatest use) Beaches protected Coastal Rail Trail completed Keep the flower field and straw- berry field Keep Carlsbad balanced TAble 2 Question 1 Beautiful weather Library 7 days a week People/friendly Peace & quiet Beaches Balanced community Clean city Enthusiasm & pride of residents Good government - seems to run well - economically sound Water drought - doing something - desal Good to have this envisioning process Opportunity be heard Schools have good reputation - compared to neighbors Little/no visible gangs & homeless Good public safety - low drug problem Feel safe Opportunity for good skilled jobs - high tech Shame most who work here don’t live here ~ 62% - Expensive – a negative Good clean tourism business Legoland – only a small traffic impact Golf Not a lot of fast food Good wide arterial streets Police & Fire are professional - have increase in burglaries but no feedback on outcome Question 2 Go to beach No further development Maintain current areas for mountain biking Maintain current open space See how museum of music & others have grown Status – improvements on city bld/parks, Farmers civic center Lake Calavera – trails still there & undeveloped - connect to trails in other cities Regional trail system Community gardens Alga Norte swim complex Emphasis on natural resources - Flower Fields Strawberry fields City’s financial condition in 5 years Citizens’ Academy Alumni Assoc. Open air amphitheater Civic/open/gathering spaces Desal plant be in existence Move power plant - some other open space Ponto area developed Generate green/natural energy City common to renewable energy Energy sustainability Be smart about costs Question 3 One high school only for the city Preserve - Flower Fields - beaches - open space Outdoor active community - bike, walk Walkable community Engulfing green Energy green Sustainable community Desal Buddy still mayor Maintain all areas - community service if home- owner’s can’t maintain Multiple generations Children can afford to live where raised Self sustainability - Desal - regionally driven/host 21 Envision Carlsbad Community Workshops Report - trash - airport - sewage - limit future regional projects within city Regional trail/open space system Make money at the golf course Underground power lines Clean/ADA/restrooms on sea wall Hybrid landscapes along trail system Marked native plants on trails Sand on beaches - expand beach line - no rocks More lagoon dredging Lagoon preservation Fluoride out of water Power plant inland Common Themes Clean water Sustainability - parks, trails, green Manage exploitation of our environment Volunteering (helping hand) Community involvement Not transient - challenge to keep kids in Carlsbad - Something for everyone Continues to be beacon on the hill TAble 3 Question 1 Well managed Solvent People know it – good reputation “On the map” Models for other cities Master planned/balance Climate Opportunities for recreation Village – Farmer’s Market Lots of opportunities Really cognizant of our growth Now recognized nationally Carlsbad w “K” Karlsbad A pretty good commitment for public transportation Community involvement - lots of participation Libraries Trail building event Volunteerism Go to beach in am & see dolphins New golf course Question 2 Walking on beach See the ocean Sea wall Everything looks the same Tax base that supports the quality of life we have today Good/strong economic clusters “Green clusters” Diversity of economic base has not changed Encouraging core technology base No more houses/concrete No parking structures at beach Maintain what we have today Flower Fields – keep/expand Carlsbad arts TGIF Concerts Essential service maintained Crime rates low Village as is Power plant gone Sustainable development Sand on the beach Tourism industry continues to bring in visitors at current levels Special events continue (ex. Carlsbad 5K, Triathlon) Active lifestyle – outdoor Free parking everywhere – including Tamarack beach Cannon extension not built Question 3 Maintained access to the beaches and still free to park Problem w/sand disappearing has been solved Sustainable city - power – water – no more building Improved public transportation Open space remains – expansion good too – walking, hiking, horseback riding, biking Bike trails/master plan complete Go places and not compete with cars Localized shopping – walk to shopping, (ex. Bressi Ranch) 22 Carless city/pedestrian city - people drive 200 miles/year More people live & work in Carlsbad - live work development More affordable dwelling units Complete community center at Poinsettia Build Alga Norte Complete public parks in all quadrants New city hall – civic center “one stop” for all city services Common Themes Neighborhood feel – walking to what services you need Open space Recreation Small town feel Green/renewable energy Beaches – healthy “Community” Mass transit – transportation alternatives Maintain quality of services Safe community Sustainable community TAble 4 Question 1 Ocean Character of the village Less crime Near Batiquitos Lagoon Weather All things there are to do (i.e., cultural – Jazz in Park) Desal plant Legoland Proximity to San Diego Coaster Senior Center Good food Flower Fields Fresh markets Strawberries People in government – City of Carlsbad Great library/learning center Great Mayor! Parks & recreation Boardwalk – Sea wall (note: need to pick up after animals) Friendly feeling Getting 2nd high school (future enhancement) Good educational programs – schools Financial stability of city Resident’s Academy Non-smoking beach & no booze Great Fire & Police Question 2 Beach & sun No growth in city Rolling hills & open spaces Clean air Planned development Desal plant built Less traffic El Camino Real between Tamarack & 78 Solve 3 problems: - energy - global warming - immigration Lower crime rate “Real” dog beach - permitted Performing arts center Rebuild/reinforce beach cliffs - prevention efforts for erosion started - continued access & property protection Continuation of good representa- tive government More parks/land reserves Keep investing in road widening/I-5 to accommodate traffic Adequate & appropriate school/ facilities/junior college in Carlsbad Question 3 Connected system of open space Hiking, biking, horses Conservationists – recreation – education Education outdoors Appreciation/protection of environment Value/preservation of property Pride of living here No dilapidated bldgs Sustainable balance = social – open space – economic Encourage core business clusters – maintain balance Good core of powerful businesses - Palomar Airport Extend runway – improve airport service 23 Envision Carlsbad Community Workshops Report Quality of life – highest Q.O.L. around Farmer’s Market Small town feel with big city amenities Pedestrian-oriented village/ complete revitalization Fix/improve what we already have Concentrate housing in already developed areas Need for high-tech workers for high-tech businesses Common Themes Fun things to do - beach - places for bikes, horses, walkers, etc. - Recreation - People places/social activities - connected trails Open space - consider built out & protect/ expand open space High quality of life Sustainability = social/economic/ environment balance - need economic engine to provide what we want/need Balance facilities with population - adequate schools/focus on kids TAble 5 Question 1 Weather Downtown Beaches Beautiful medians Community Clean streets What Newport was before it got “too much” Parks Infrastructure Vegetables Open space Strawberries Lagoons Birds Normal access to open space People are ‘from’ here – not transient People don’t leave Variety of restaurants & entertainment Attracts/promotes outdoor activity People run Carlsbad 5000 Walking/sea wall Variety of businesses Corporate offices Diversified Revenue Services Work near home Museum of Making Music Jazz in the Park Libraries Police force Question 2 Beach/coastline See an actual beach – wide, nice sand Walking on the strand Power plant in different place Free beach parking Fluoride out of water Nice restaurants Mom & Pop restaurants Natural foods market Downtown village Open space – wild and pocket parks Friday concerts Sunday concerts @ Neiman’s Jazz in the Park Flower Fields Library – still open 7 days Trail system – more Not over crowded Airport of our own Power lines gone Use of alternative energy Question 3 La Sala de la Ciudad Piazza/city square Downtown is still low-rise Finest school system, libraries in state Parks & recreation Move kids programs on weekends Same beach, open coast Infrastructure still maintained No decrease in quality of life – keep open space, etc. 24 Keep small storefronts – ‘real deal’ Don’t become like Newport Beach, Orange County Great public transportation – less cars Still small town character Held to today’s master plan Common Themes Sense of community/volunteerism Caring people Keep “small town” feel Trolley/transportation Open space/trails Active lifestyles Solvent (financially) sustainability Art Splash Keep the good things we have Avoid uncontrolled growth Tourism Library is great TAble 6 Question 1 Safe – can walk late at night Beaches Good schools Economic base Outdoor recreation - mountain bike - beach - family activities Beach community Easy to walk beach Small town History Weather Walk on beach Trails Pedestrian feel Village Open space Great job center Question 2 Would die if I had to leave Carlsbad Ocean Cool people Good dynamic people Smoke stack gone Full service airport Uniqueness retained Quaintness/small town Community involvement didn’t change Village The people Desal up & running Job base Fresca Gregorios Vigilucci’s Garcia’s Trains can roll though city without blowing whistle - more stops/stations Coaster runs later Bring outside dollars in – tourists Beach Feels like home Revitalized village THE PEOPLE Question 3 Desal plant Farming Farmers Market Eat local Preserve open space, waterways, lagoons Smart growth Maintain quaint town Manage growth Keep small town feel Improve transportation to handle growth Connected/continuous trail system Lead & help by example No power plant Green energy Community/cultural center - theater/arts – place for community to connect Continue to do what we do well Build community Carlsbad leader in region Good neighbor – share what we do well Balance growth Green/alternative energy - wind/solar Lagoons still large & sparkly Common Themes Desal plant Maintain beauty of community Pride in community Small town feel Community gathering places/ activities 25 Envision Carlsbad Community Workshops Report Keep Buena Vista Lagoon fresh water Carlsbad – healthy community – lifestyle – active Carlsbad is leader & good neighbor Village – enhance/revitalize with comprehensive plan - “Carmel South” - store open later - keep “village” feel Safety Culture/arts Recreation – trails Beaches TAble 7 (NeW TAble) No responses to Question 1 Question 2 Ocean/boogey board with grandkids Walk on beach with kids No tar on beach (from oil) Fresh water, dredged Buena Vista Lagoon Beach better than now Downtown revitalized/ped mall – no cars No second power plant The most beautiful beach spot - no “back room” deals with dev. - City Council that will listen Busy golf course, can’t get a tee time - tournaments all the time. Making money Still charming pedestrian friendly – can walk around – people out on streets Open spaces, not power plants, big box Not too many regs (i.e., can’t walk dogs on beach) Clean sidewalks - considerate pet owners No smoking in pub areas New high school built - don’t need to go to San Marcos school district No strip malls/or “Forum” like mall (is better) Desal plant built Ag land preserved/local food - farmers market increase support ag Hiking trails Larger parcels – 1-2 acre, like RSF Balance quality of life with economic development More community dialog Question 3 Preservation of open space - continued planning Performing arts center Continued professionalism & public input/engagement with City Council & staff Managed resources (esp. water) well Maintaining & continuing what we have today - finance mgt. - desal Small Town feel Clean beaches Public safety/lack of meth/drug problems. Law & order - high prof level Expanded rapid transit Air quality traffic have been well managed No noise pollution problem (freeway, etc.) Connection between health & the built environment - health should drive land use decisions Fewer cars on the road - more energy efficient cars Common Themes Keep Carlsbad small Cultural arts Community atmosphere Water supply Quality of Life Open spaces - trails, lagoons Maintain beach community - importance of beach - access Pedestrian friendly Clean air AvIARA OAks elemeNTARy sChOOl – ApRIl 15, 2009 TAble 1 Question 1 Recreation opportunities Open space – “publicly accessible” Financially sound community 26 Well planned community Good long range plan Low crime rate Community – very responsible to people – voice Good traffic planning Slower pace of life Village & small town feeling Beach walkway Open beaches Sunny, blue skies Well maintained lagoons Professional police department Well landscaped community Citizens’ Academy Open space Hiking trails Bicycle friendly Good zoning plan Good schools Relatively stable housing prices Street fair, art show Question 2 Beaches Climate That things haven’t changed much All building completed or stopped Flower Fields Fewer power lines Fewer cars More public transit Mixed uses Retain existing open space Trails will be expanded More south Carlsbad representa- tion in government Rejuvenate Plaza Camino Real Mall Relocated power plant Enhance downtown Question 3 Energy independence Water independence Great network of open space, hiking trails No big hotels on the beach Award winning schools Improved public transit Expanded senior services Mixed use senior village Teen center Broad range of housing opportu- nities for all incomes Arts programs A green energy city Sustainable city Pedestrian streets More recreation facilities “Carlsbad Citizens’ Academy” Financial stability Strong diversified industry Flower Fields Small town village character Double decker parking at train stations Common Themes Natural resources – ocean, lagoons, parks, Calavera Lake, open space Strawberry fields Flower Fields Recreation opportunities – athletic facilities Little village Walkable streets Trails Concerts in the park Sustainability – solar panels, recycled water Youth center Excellent schools Senior village (mixed use) Mass transit Bicycles TAble 2 Question 1 We live in a vacation spot Weather Nice places to shop Good school districts One person doesn’t brag and there is a lot of room for improvement (open space & trails) Jazz in the park Quaint village Community spirit Clean and safe Good police department Excellent libraries Excellent teacher Traffic flows well compared to other areas Good air quality Hosp Grove Beach/waves Legoland 27 Envision Carlsbad Community Workshops Report Good location with easy acces- sibility to San Diego & Orange County Flower Fields/strawberry fields Community support for perform- ing arts Recreation department Lagoons Likes previous “Bars’ area Friendly towards faith-based groups Senior center with learning opportunities Airport Close to Mira Costa/Palomar/San Marcos Calavera open space Live music in many locations Carlsbad marathon Question 2 The city has moved toward more sustainability Village area has been improved Improved us of natural open space for mountain bikes, trails Cooperative effort from volun- teers to help maintain open space, trails Carlsbad becomes the center of eco-tourism in San Diego County Restoration of Batiquitos Lagoon is completed Fresh faces on the City Council More public gathering spaces Cultural center – theater, public art & gardens, galleries, murals Private industry/public education partnerships Question 3 Desalinization Maintaining open spaces Quality of life is admired by everyone “Green and Clean” Still maintains a “small community” feel Better schools More resident influence and less business influence. (i.e., Chamber of Commerce) Improved public transportation Improved restroom facilities for larger events, public gatherings Better traffic flow due to sequenced lights, public transportation More recycling All of the power lines have been put underground Trails around all of the lagoons More flower fields Close down some of the streets (to traffic) in the village Common Themes (No common themes listed for this table) TAble 3 Question 1 Good place to come home to, after San Diego Oceans – beach, breezes, fresh air, flowers Legoland Peaceful Walkable environment “Beautiful Environ” – Mediterranean Farmers market Lagoons Climate Access to Coaster Quality of life – employment opps, weather, shopping – diversity of economic & strong economy Seawall – opportunities to see all fellow residents Safety & security Availability of quality paramedic/ FD Park/trail familiarization hikes TGIF Professional government ops Very good libraries & related programs Sporting events (CB 5000, Marathon) Involvement of children Active business community involvement Question 2 Glad to be home! See the ocean – 5 yrs Improvement of lagoons! Beaches, parks, small local restaurants City Hall – unchanged! Parks, tennis courts & other recre- ation resources Get back to the weather, environ, safety Beaches & coastal areas Bigger tracts of open space Flower Fields still here 28 More athletic fields Swim complex complete World class aquatics Less traffic Widened I-5 Question 3 Balanced budget Water responsible Downtown updated but still quaint CB mall remodeled Maintain suburban feel No high rises, apts, high density dev. Don’t rezone the Barrio to high density No rezoning Cut off dev. At 90% Build-out! Maintain streets Underground all utilities More open space, with dirt bike trails Connecting open space areas, with all trails connected CB did not turn into Pacific Beach, UTC area, La Jolla CB made decisions to maintain and enhance quality of life for residents, not developers Maintain village arts & theaters Our trails system is so good, it attracts tourists & world class dirt bikers to sport events, who then stay in our hotels & eat in our restaurants, and shop in our stores Common Themes “Don’t change the good things” Open space Fiscal health Low density/no high rises Water sustainability Keep listening to the residents Beautiful environment TAble 4 Question 1 Government accessibility to residents Location, weather, facilities Coaster, library, high school quality Crime rate low Legoland Beauty, beach accessibility Nature trails Cleanliness Art community Parks Gemological institute Still open space! Museum of Making Music Like that gov. looks after whole community No big-boxes We have an airport High-tech jobs Flowers & trees Attractive town Emptiness of Ponto beach (& others) Ocean Question 2 See the beaches – sunset from beach – Moonlight, Ponto, parties, cookouts Shopping – the Forum Downtown grow more vital Walking trails, recreation New high school Development at Ponto See the village – retained small- town flavor Walk along the sea wall – restau- rants there Feel safe No big-box stores Hike canyon trails Tour new desalinization plant Walking on Batiquitos See if there is water and open space left Sunset & drink at Four Seasons Real transportation to get from here (Aviara) to village Back to my church Renovation of the Westfield mall Lighting in parking lot Question 3 Sustainable community! Housing & job balance, green energy & water usage Highest rate of high school & college grads hired within the city University in Carlsbad Transit system that works! Community center that can accommodate several thousand for arts performances Communities that are walkable 29 Envision Carlsbad Community Workshops Report Finished trail system City powered by renewable New power plant that is quick- start, small & cleaner to support renewable Something for everyone Passive park space More soccer fields Dog beach & parks Synchronized traffic signals Resident-based, resident friendly, communication for whole community Common Themes Beach, access for community & tourists in healthy way Sustainability – all “spokes” – all activities? Less dependence on car – bike, public transit, walk options. More “hubs” Hierarchy of hubs, one of which is large enough to accommodate a large venue arts center Open space protection & use TAble 5 Question 1 Good diverse population Weather Schools: high quality But could use more in the south Beaches Recreational opps, both natural & City’s recreation department Libraries – especially Dove Strong small business community Safe community (except one dissenting vote) Our public officials listen to community Great parks & lagoons TGIF concerts Good balance of: retail, housing, etc. No blight Strong sense of “community” (such as the involvement here at Envision Carlsbad) Change has been managed well – even through the growth Citizens’ Academy program Question 2 A “renovated” mall – w/Nordstrom’s, Bloomingdale’s, etc. Zoning laws have stayed strong, so the residential green community is not overrun by Motel 6’s . . . A “finished” high school A working desal plant! Shopping closer to residential areas Strong central civic & community gathering place A junior college or a university More social services for community Manageable traffic situation. Especially near the schools Trail systems integrated, completed, preserved . . . Smaller, more efficient power plant installed A real, functional mass transit system Maintain a “small-town” feel . . . Limited population growth by sticking to the GMP No high density housing Question 3 Desal plant Stabilized: population finances (self-supporting) Become a center for technologi- cal innovation Sustainability is a working reality Still balanced – open space – job diversity Keep the “small-town” feel Commitment to the ARTS. Good for the soul, good for the economy Keep the diversity of: Places to work Places to recreate Population Maintain, preserve the beaches & coastline Become a center for eco-tourism Be a pioneer in “green” sustainability Village more vibrant with arts, restaurants, theater. Not touristy, but for the Carlsbad population with smart mass- transit servicing it & the mall Keep the history alive & well. Don’t lose it Maintain the Forum & Carlsbad Premium Outlet Trail system expanded & main- tained, and the coastal rail trail Keep the high school’s “Friday Night Lights” 30 Common Themes Small-town feel Eco-sustainability Vibrant village Open spaces, trails, beaches Strong, diversified industry with jobs, tourist industry, golf industry World class recreational activities TAble 6 Question 1 Plans for future Citizens’ Academy “In the black” Strong business district Mixes well with residential Goo type of business Still Ag Beaches, parks, fields, rec Calavera preserve Open space not planned Range of housing opps Library! Safe, clean, pretty Need multi-use access to open space Community input/meetings Clean air Planned infrastructure Plans for water Airport Preserving historical Shopping Community functions – Jazz in parks Flower Fields Arts program Quality of schools Two rail stations Weather Question 2 Drink desal Catch waves Walk on sea wall Flower Fields More development decline Garcia’s for salsa Preserve Barrio & restaurants Fly in to Palomar Airport economically Carlsbad Blvd turned into a recre- ational road No high density zoning – okay in in-fill area Alga Norte built Trail system connected Ag preserved Village Arts Theater Armenian restaurant with deck preserved Hansen Quarry El Salto falls preserved More synced traffic lights Slower driving Solution to water problem Walk dog in Hosp Grove Green city Question 3 Financial stability Desal Quality infill Still quaint – not over –built – village atmosphere Depth & breadth of com. Activities No Los Angelesization Same bragging Com. involvement Same quality of gov. Volunteerism Ag. lands preserved Flower Fields Most open space Trails & park complete Same as it use to be Schools strong No power plant (as it exists) – move in-land Safe air traffic Vibrant industrial community as planned Safe & clean Safe & clean water – power Respect zoning Common Themes Accessible open space Managed/planned growth Desal Small town/village feel Quality of life - recreational ops - culture - safety - schools - gov. ops - Flower Fields - Maintain zoning 31 Envision Carlsbad Community Workshops Report TAble 7 Question 1 Ocean & beach Schools Atmosphere (small town – not crowded) Open space “Green, open & safe” Flower Fields Lack of big box stores Train & bus system Parks & recreation system Trails Lagoons Village Legoland Golf course Question 2 Completed trail system Open space (same amount or more) “Little” downtown still Agua Hedionda Lagoon main- tained for public access & watersports Village – have dinner & walk around Barrio enhancement completed (keep cultural aspect) Beach (still public) Promotion of historical aspects (Marron Adobe & Carrillo Ranch) Strawberry fields Flower Fields Desal plant completed Power plant away from beach Keep up/maintain Forum & outlets as quality shopping experience More solar “Dark sky” city or areas (less light pollution) Some agricultural production still ongoing (atmosphere) No big hotels Question 3 Still have open space, trees, not over-developed Promoting eco-friendly transpor- tation use of bike trails, bike trail incorporated with pedes- trian trails First class shopping mall Re-think Plaza Camino Real Balance in the city (something for everyone – preserve open space) Cultural center/performing arts center Village/Barrio enhanced but cultural aspects preserved Maintaining “beach town” atmosphere Adapt city parks to trend of youth (i.e., skateparks, etc.) Common Themes Need open space (keep same amount or more) Don’t over build (slow growth) Beach city/small city atmosphere Enhance what we have, don’t add lots of new development (redevelopment) Flower Fields/strawberry fields Cultural center/enhancing culture of Barrio/village Trails (connecting & enhancing) Trails for each use (i.e., bike, hike, walk) TAble 8 Question 1 Well planned Economic health Quality of life Environment Rich city - many resources - reg. Pks - city service (calendar) Coast/beach access Schools – high quality Safety Retail/shopping centers Airport Coastal community/small town feel City services Clean city General upkeep Has own police dept. Zoning/density - a lot of open area - not over built but too much low income housing in south Carlsbad Beauty of open space City concerts (wine!) and other city events Open space but loss of open space around lagoons 32 No more re-zoning or high density (protecting open space is key) Question 2 Alga Norte Other community centers (like Poinsettia Community Center) Open space still exists not built out No more development in the existing open spaces No “bridge to no where” Flower Fields Walk way at Batiquitos Lagoon/ nature center Easy accessible ways to get to lagoon Desal plant built Lower water rates as benefit of desal Plenty of water (no water shortage) No more building of low-income housing in south Carlsbad Question 3 Desal plan Best, well managed city in SD County Still solvent Maintained open space & trails Carlsbad has the “best” school district Coaster still running - on “double tracks” Enough funds to rebuild nature center Higher level of community involvement for community center & trail involvement Protection of open space, including stewardship of environment Active management of open space City remains open to resident input Open/honest politics Common Themes Open space High quality schools Trails Desal plant Controlled development of growth Quality of life Beaches Quality of management at city Quality of mass transit Maintain living & working locally balance Affordable commercial space TAble 9 Question 1 Quiet well manicured residential community without crime Safe community Quaint village – charming able to work & live Great surf & libraries Small community – well organized well managed fiscally. Integrated trails with residential Great flower fields Small town feel Like downtown – good visitor’s center Like separation of commercial from residential – close but not in the middle of homes City leaders have community interest in mind Renewed interest in open space Lagoons are unique feature Nice, well kept beaches & sea wall World class schools Focus on “green” sustainability Diverse economy Emergency response – safety services Sports mecca – marathon, golf Live & work long-term Question 2 The beach Run on the trails Open space Same quiet city – no change from past Same zoning – low density – no high rises – limit to low key commercial More live/work real estate Same small airport More single family homes – not high density Nice parks Uncongested Completion of HOV lanes south to San Diego Village atmosphere maintained Suburban feel 33 Envision Carlsbad Community Workshops Report Question 3 Involved community – residents participate City resisted over development preservation of resources City Council that is cohesive & willing to debate the issues World class aquatic facility Beautiful coastline Self-sufficient community Functioning desal plant Lively village – vibrant destination Small hometown airport – no commercial large jets Quiet, peaceful atmosphere – serene Common Themes Beach Clean/green industry Lagoons High tech Open space Tree preservation Well-managed – financially sound Vibrant downtown for locals Desal plant – self sufficiency – sustainable Continuity – sense of community Public transportation within each quadrant Libraries & schools Jazz in the Park Community events that connect residents TAble 10 Question 1 Well run Beautiful A lot of open space Low density Open feel Not a lot of tall buildings Why are we having meetings now when there are plans to rezone & build high density (upset with proposals for more density) - concerned quality of life will be destroyed Why do we need to increase density 10 years ago we agreed to a plan – now it’s being undermined with higher density City’s lost credibility We don’t want to be urbanized Want it to stay the same Open space Low density - Bressi is atrocity Keep it suburban Schools Desal Clean air Wouldn’t brag to friends right now Trails Lagoons Create more open space More space between homes Want strict building codes Don’t need more seniors Beaches Good shopping Question 2 Beach Parks Ponto beach empty Just same Better schools Desal in place Trails Swim complex New high school Poinsettia all the way through Free/convenient parking at beach Ethnic restaurants Village stays same – maintain better parking in village Farmer’s market Pedestrian street market Intercity transportation – link all uses Additional senior services A new/larger dog park Post-secondary education Bud Lewis still mayor Summer youth programs Trash can pick-up Not allow night-street parking Equestrian park & horse trails Golf course paid for Less traffic congestion - maybe fewer signals - traffic signal management system - synchronize lights Smith-Walsh site develop as flower field 34 Question 3 No overhead power lines Connected trails Forum shopping center – nice place to go to World class schools Desal Beaches still the best Great city layout Electric cars – everyone has one Mall redone/revitalize – “Nordies” More cultural/art uses Revitalize downtown - no big box - walkable - more people live downtown Healthiest city in county - green - active - everyone is aware/”green conscious” - energy efficient - sustainable Parks Another dog park No more commercial More people working from home Business centers More live work Walkable community Density stays low High density no here in 15 years Flower Fields & strawberries still here Power plant gone Power plant off the coast – no on coast Lagoons – trails system Common Themes Good business Weather Beaches Schools Recreation Trails connectivity Open space Recreational programs Lack of big box being a positive Family-owned independent stores good Negative on why we have golf course & not swim complex Parks & fields – need more Encourage Mom & Pop shops Desal Village TAble 11 Question 1 Village People (incl. Visitors) Lagoon Trails – clean, little trash “Vibe” Natural - resources - Lake Calavera - El Salto Recreation Art Splash Taste of Carlsbad Beach Climate Parks Dog park Dog beach potential Walking Residential communities – HOA’s Carlsbad 5K Street fair Art fair Business promotion Management of city – problem resolution - “feel heard” power Embracing the issues Only city with approved HMP Airport Legoland Theaters Libraries Museums Boys & Girls Club Tax base (solid, good) Question 2 Desalinization No power lines (underground) Beautiful beach Citywide trail system - interconnectivity - open access to lagoon - narrow dirt trails through open space Low density Little change Citizens – in – control Modernized downtown -art galleries - more Del Mar like (more Torrey) 35 Envision Carlsbad Community Workshops Report More public transportation - bike rentals Less medical office space Town center Lagoons Open space New high school Question 3 Selling power & H2O Preserved open space & trails Not over-developed Managed traffic Maintained growth leadership & planning Continued conversations – public input More infill development – less development in open spaces Balanced community Local jobs Affordable business accommodation Common Themes Lower density Balanced approach - people - environment - community - landscaping - traffic Open space - habitat - access - managed Services Schools Business vitality Goods & services with the community Clusters of goods but no integration Plaza Camino Real - dissatisfaction CITy Of CARlsbAD seNIOR CeNTeR – ApRIl 16, 2009 TAble 1 Question 1 Village Unique nature of pedestrian street system Nice business park Surf Would like to brag, but can’t right now Sense of identity Great services Great libraries Good planning Coastal activities The friendly people Tourism Clean Beaches Safe, walkable downtown Schools Friendly Dog/pet friendly Business park/jobs Golf & spas Weather Le Passage restaurant – great Village – great potential Village – walk around – little shops Running on beach Street fairs Ponto beach Sense of natural landscapes Question 2 Go to beach Bike on trails Visit downtown Parks - skate park Bring dog to beach Take dog on hike Landscaping Flowers Colorful Strawberries Panoramic views New high school Still open spaces Legoland Visit Barrio – some improvements Rancho Carrillo Trails at golf course Outdoor dining Village revitalized - like Carmel - walkable - more shops Able to park at beach in summer Public transit that works – including school buses Mall revitalized 36 Hadley’s redeveloped Parks lighting later New swim complex More activities in lagoon Dog friendly parks More solar power - incentives More native plants Water conservation Green city Question 3 Beautiful park replaces power plant Living room of Carlsbad that leads to open space & trails Self sustained community Model community Desal Create our own power Solar panels on all roofs Green city Parks- clean – kids playing Public transportation Pedestrian friendly Hanging baskets - embrace our floral culture Pedestrian streets downtown - street art More arts & culture Good parking system downtown Village extends to ocean - ocean views Spanish market area Barrio redeveloped like Old Town Village stays at two stories A safer city Downtown – more top signs & less signals Green trolley system No cigarette butts Senior/family friendly Cultural friendly Arts friendly Activities for all ages Able to age in place Common Themes Friendship Environment Beach Parks Beautiful natural settings “green” – protecting environ- ment & appreciating Sustainability – energy – water Walkability Healthy active community Village character Promoting arts & culture Activities for seniors & all ages Inclusiveness Social equity Sports/parks TAble 2 Question 1 No responses Question 2 Beach Village (old Carlsbad) How well city maintained Growth rate just right (quality) Managed open space (preserves) Connected trail system Art/murals (public) Bike park (jumps, etc.) Dog parks (ex. Hidden Valley Rd) “Castles of Carlsbad” (home tourists) Improved safety of parks More use of renewable energy, e.g., solar More bike paths Outdoor education - appreciation of environment - defeat nature deficit disorder - teach environmental sustain- ability in classroom Question 3 Smart growth Downtown – maintain traditional character Affordable & easy beach access Strong mixed-use Compact development Keep open spaces open More use of alternative energy Desal plant (H2O) Mountain quality small-town resort feel Reduce reliance on automobile Carlsbad Blvd – safer, recreation arterial Sustainable finance (not reliant on developer revs) Keep small-town feel Bring people from inland Carlsbad downtown 37 Envision Carlsbad Community Workshops Report Integrate tourism with local services Barnes & Noble Village kept authentic Shift to renewable energy Ride, walk more, drive less Electric autos – with privilege parking for Reduced pollution Alternative energy incentives to utilities to provide Eco tourism - trails, natural areas as draw - community events around natural activities (e.g., hiking all day) Amphitheater Carlsbad becomes center Sustainable technology Green tech (commitment to) Common Themes Sustainable energy Traditional downtown Pedestrian friendly Hiking trails (connected) Focus on environment and people Balance of growth and open space Revitalized vs. new development Safe walks to schools Getting children out to nature – biking vs. cars More education about sustainability Small bits of nature everywhere within walking distance Incentives for native plantings (succulents) vs. lawns Community Preserving tradition Quality education – cutting edge TAble 3 Question 1 Beautiful beaches New energy sources Sustainability Pedestrian & bike friendly Village vitality – thriving business Importance of water Beautiful beaches Safe schools Parks – get people together Restaurants Clean streets/downtown Parks –places to play Sports Clean and “alive” Trees Fantastic Senior Center Events – getting people together - teen scene - Carlsbad loves kids Great camps Safe community – not like Oceanside No gang activities Pretty and nice neighborhoods Nature that is well kept Libraries are good Weather is perfect Every day in Carlsbad is a good day Walking on the beach Beautiful nice-looking homes Question 2 Go to the beach & surf The village like a village in Europe “Walking only” streets Electric trolley Pedestrian bridges across roads, creeks Cooperation between cities Highway re-routed with better corridors for bikers and walkers Stop growth More open space Not restrict private ownership rights Flower Fields Science center Botanical gardens Carlsbad history museum Easy access thru-out city Solar panels Power plant moved Cleaner oceans & lagoons No parking meters More native plants in open spaces More trees Less air pollution Take care of (and celebrate) historic trees Question 3 The hub of clean green business Brand new city hall in “old Carlsbad” Cultural arts center Undeveloped open space Places for community events More trails New high school 38 - smaller classes Alternative energy sources More solar “Green” high school Neighborhoods unique personalities More pedestrian friendly and connected A thriving city center Alternative transportation Bike friendly Kid friendly places New skate park Low-cost kid options Future kid places – innovative Arts festivals Agriculture events & celebration Strawberry festival Commercial flower center Keep Flower Fields Beaches cleaner Protecting entire watershed Improve & expand lagoon trails Connect major trails to lagoons (Hosp & Buena Vista) Safe family oriented community Clean business district Redevelop off ramp & enhance village entrance and other “gateways” Preserve open spaces Natural habitat Parking access to popular areas Pedestrian bridges over the railroad tracks (on Chestnut) Art walk Common Themes Open Space Safe community Visual Beauty Family oriented Thriving arts & culture TAble 4 Question 1 Beach Surfing Arts community Beautiful city Lower density (vs. city S.D.) Good mix of businesses Library Carlsbad seaside academy Diverse economic base Parks Walking on beach Flower Fields Coaster (train) Lagoons/nature center Village setting Village parking Small town feel Special events (street closures) Street fair High city support for various services that benefit community (e.g., library) Natural open land City support for community activities Jazz in the Park Tide pools (Terramar) Kelp beds Smart, consistent city leadership Opportunities for citizen input (like this event) Citizen/city partnership opportunities School district basic aid ($$) Question 2 Go to the beach Walk on the seawall Visit Flower Fields Desal plant (take a tour) See what Ponto looks like New downtown development Enjoy Mexican food! See the new high school (on Cannon Rd) See the new performing arts facility See the new, outstanding Westfield mall See less traffic & better public transportation Enjoy a comprehensive urban & other trail system Still see open space, espe- cially coastal open space (inc. lagoons) Ridgelines protected Question 3 Reformed policies (building codes) Oriented toward green building & sustainable communities City producing its own green power and water, resulting in self-sufficiency Preserved land, esp. including and around El Salto Falls 39 Envision Carlsbad Community Workshops Report Open space A small town feel maintained Completion of trails network to connect inland areas with the coast Preserving the village Walkability to village Public gathering place in or near village Good community safety, re: trains Environmentally-sound, well placed high speed rail Lower tax rate, thus attracting businesses (including taxes, license fees, permit fees) Zero emissions from stationary sources, include particulate matter Sustained, low crime rate Sustainable water supply from local sources Common Themes Energy & water independence Sustainability Trails Open space Appreciation of village - maintain neighborhood, “Mom and Pop” services TAble 5 Question 1 Climate Ocean/beach Village area - architecture, quaint feel, cluster of restaurants, small shops Can walk almost anywhere from the village Laid back feeling Park & Recreation areas Trails People are nice Jazz in the Parks, Art Splash Flower Fields, strawberry fields Carlsbad has a long coastal exposure (Carlsbad Blvd.) Well-maintained Fiscally responsible Variety of housing types -helps to maintain a multi-gen- erational community Close to major cities Good major circulation system w/ appropriate public transit Question 2 Beach Go play at the park Library Good breakfast brunch Would like to see more going on downtown - walkable and vibrant community Would like bike paths to be safer - set off from the roadways Would like trails all around the lagoons Would like new high school completed Want to visit Grandma - multi-generational community Need housing for all types – size, quality, etc. More options for aging in place (single story or multi-story w/ elevators) Need medical facilities in town Research area remains vibrant & strong providing good jobs Keep free parking at beach Balance between development & open space to keep community walkable Power plant has been (or is in process) of being relocated Carlsbad has become a model sus- tainable community Question 3 City appreciates the residents and quality of life they enjoy Power plant has been removed Worldwide center for R&D and alternative energy, etc. Sustainable Open spaces have been maintained No more gangs or violence More community youth programs Teen centers Multi-generational community Government admin. Solvency/ financially secure More accessible community – not only pedestrian but A.D.A. WIFI – metropolitan (city supported) - “world access” Carmel type feeling in the village Alternative transportation – clean, energy efficient Mixed use development Maintain our flower & strawberry fields 40 Improved trails that connect to community gardens Public/private partnerships for education Lots of reasons/destinations to walk to Common Themes Walkability, trails Green, water saving, green city Natural environment/open space Community/cultural Tourism Art Multi-generational Creating jobs Efficient & responsive government TAble 6 Question 1 Cultural events Safety, citizens are asked for input Physical beauty People are involved Stable government Small town Lots of opportunities for involvement Good things happening Children raised here say “I can’t believe we live here – its paradise” Old building & structure preserved Open space on the coast Clean air Lack of low-cost, high density housing – on the coast Beautiful topography Great views, open space & trails “Out” in nature Sense of community The appealing, family orientation of the Barrio The parks Togetherness City maintenance of grounds, facilities, streets Music museum & other museums Village Home town atmosphere Flower Fields Organic gardening support & classes Carlsbad High School Question 2 Thriving & charming village - housing - stores Ocean is healthy to swim in & enjoy Air is healthy Control/eliminate SW run-off & pollution Parking structure in village Sense of community & “life” in the village No power plant! Better citywide trail & path system City is a hub for environmental business & technical develop- ment & research City has a branch campus of a major university Desal plant finished Coast highway is not over-devel- oped “it is then as it is now – open space” Low density developed – if devel- opment must occur Skate park @ Pine Ponto is developed as a “jewel” for the city Village lit up @ nite, walk streets, pedestrian friendly Developments have character Vibrant Question 3 Fisheries, wild life preserve Desal plan is up, H2O issues solved We’re clean & green Environmentally sound Being a National Park – so devel- opment & growth didn’t occur Boys & Girls Club expanded Schools provide quality education Beach quality Preserves remain “La Costa & Calavera” Teen programs & activities Green & energy efficient, self sustaining Still fiscally sound Better shopping Better recycling program Trail network College/University Schools take advantage, learn & appreciate the nature in town - hikes & education Village parking garage Public transportation system 41 Envision Carlsbad Community Workshops Report Electric lines underground Public safety Vibrant village Cultural meeting place Common Themes Parks Higher education Beaches Greenness Water exists Village vibrancy Flower Fields Slower, better development Community activities & involvement Cultural events TAble 7 Question 1 Location, location, location Little bit of everything – complete Close to SD, LA Village charm Diversity Small town flavor Walkable to everything in town Place to be proud to live in Up and coming Place for family/community – important to preserve Tourism adds something to town-near balance, may be slightly past Coastal feeling important to keep (unlike other communities (e.g., Huntington Beach) Important to upgrade, improve Two Carlsbads – important to have full services, shopping Great areas in south Carlsbad Village fair Important to have mix of downtown merchants & development Question 2 Still has small town flavor, walkable A citizens’ town, with an element of tourism Village ped mall completed Palm trees, benches, ability to meet/talk to people – planned & finished Visual direction City services immediately visible Mom & Pops, boutiques still in town, more variety High school complete, more kids playing at park, outside Balanced school populations, fields fixed New village arts even bigger More people involved in arts Street acting More local stores vs. big fran- chises . . . “Carlsbad style” El Salto Falls preserved as open space, more accessible Desalinated water available Batiquitos Lagoon improved Decreased trash, no need to buy water – good water Quality coastal area, continued beautiful, walkable - beach not a developed waterfront No power plant Downtown inviting, lots of activi- ties, walkable Question 3 Bridge between shopping centers, (Carlsbad/Oceanside) Little shops connected with lagoon between; bridge between Encinitas/Carlsbad shopping – isolation eliminated Largest open space/park system in country Pedestrian friendly, walking paths through open space, preserves Bike paths/walking paths going for miles (Minneapolis model) – protected from traffic Moving sidewalks, other ways to get around Less obtrusive power plant, power lines – eliminate distrac- tion of power over open space Music programs outside of/before school to lead to higher level of music in schools Architecturally, artistically designed center for music, inter-nation quality Park location for PD dogs outside their car Connect parks, more parks Affordable housing that doesn’t look like affordable housing – absent of drugs, large popu- lations (visually, aesthetically, behaviorally) Educated population and neigh- borhood – feel PD 42 Common Themes Open space Trails Non-commercialization Cultural environment, oppor- tunities – arts, music, beauty surroundings Village, small-town feel Accessible beach, development free Architectural icon Natural beauty preserved - native habitation restored Connectivity Public transportation – efficient, environmentally friendly, accessible Connected developments – easy to get from one to another – centered Focus on education – students and community integrated Focus on arts Family-friendly activities, space, gathering places – walking distance Connection to arts Safe, worry-free quality of life Educated population, quality schools (which leads to a safe community) Well cured – for waterways, address run-off Solar Local agriculture TAble 8 Question 1 Location – living by the ocean/ coastline In the summer, why go anywhere else Weather Fiscally sound Good theater & arts Library Well-run city Small town feel Schools People – friendly City employees are accessible Geology Young people Parks, things for kids to do Plan for open spaces Mix of old and new Legoland Trail system Churches Construction is useful Boys & Girls Clubs Question 2 Call friends Beach Party on the beach Brunch places, restaurants Grand Deli, Jamba Juice Carlsbad Blvd. re-striped for bikes & joggers Flower Fields Walk on the Batiquitos Lagoon My neighborhood New high school The village Is the power plant still here? Trails Less traffic, better public transit Mall (Westfield) redeveloped In 5 yrs, a paradigm shift in the city gov’s definition of good transportation & neighborhood design Question 3 Protected its community-feel- ing, and against high-density development No bad things going on Every member of the community is actively involved in the bet- terment of the whole The city is completely self- sufficient - water, energy, health care, education, & employment Beautiful performing arts center (could be at strawberry fields) Downtown & shopping center more economically viable & draws we would go to … reason to hangout – Restaurants, more uses people want Ocean front community center (like Powerhouse Park in Del Mar) – emphasizing what the locals can use Gelato & water vendors at the base of each stairway to the beach Amphitheater @ the beach More trails & nature program- ming around the lagoon (Batiquitos) Expand trail system (& kayak access) of Agua Hedionda all the way to the ocean Small sports arena & local team Cool place to bring my dog 43 Envision Carlsbad Community Workshops Report Common Themes Complete, self-sufficient, community “go green” or balanced sustainability Revitalized village Not just for tourists, but for us Protected, accessible & integrated ocean – coastal (into city) TAble 9 Question 1 Old city streets/quaint downtown Nice beaches Open space, parks, trails, lagoons Good food places downtown Airport Complete comm./jobs, beach, places for visitors, museum Legoland, Costco Recreation facilities, tennis courts, fields, classes Feels safe, no “real” crime Financially sound Governance is good Flower Fields & strawberry fields Desal plan & alternative energy plant Surfing Resort feel but not tacky Nice resorts (La Costa) Nice retirement homes Shopping close Original ethnic parts of town (Lola’s) Outdoors/active community Lagoon centers/Carrillo Ranch nature centers Old buildings, history Outreach with community (govt good) Question 2 Go surfing at Terramar Sand on beach No power plant on beach Carlsbad High School renovation complete New high school is done Alga Norte pool Organic gardens in back yards Better mall More community gardens Bigger farmers market Hot yoga studio Cleaner air El Salto Falls/Buena Vista Creek restored Existing parks still here Natural land to hike Same downtown businesses Better mix of restaurants like Leucadia & Encinitas Codes, laws support environ- ment, building practices, materials More alternative energy Old neighborhoods still there, restored, areas with no sidewalks Same personality Water priorities for organic gardening (allow organic gardening even when rationing is in effect) Retain farms, Flower Fields Programs that promote saving water, reusing rain water Trails connected from lagoons all the way to beach Strong air pollution laws Question 3 Still have open space (and more!) Trails Existing schools maintained Separate bike lanes on road Reduced traffic/efficient public transportation Pedestrian & bike (alt trans) is encouraged Fire rings on beach More beach camping places Desal plants, recycled water for residential landscape. Incen- tives for solar Strong sense of community Village preserved/still quaint & unique (mom & pop) Fully connected bike system Connected trails Reduced traffic Unfinished roads done & connected Don’t rely on developers to pay for infrastructure Nice median landscaping Better downtown street signs (lit or bigger) Active, vital senior centers (2nd one in south or east) Beaches still nice Performing arts complex Common Themes Good schools 44 Better public transportation/ fewer cars Open space/trails Beach Go green Maintain village quaintness Alternative transportation Clean air Preserve Ag. (Flower Fields) TAble 10 Question 1 Great community – it’s “Carlsbad” Natural setting Beaches!! Small town sensibility – you know your neighbors Weather Its “pretty” – well kept No parking meters Easy walking Safe – low crime Diverse cultures Strong local government – good mayor Lots of recreational opportunities Convenient location! Close to LA, SD, Palm Springs Good shopping – CPO, mall . . . Full of “opportunities” – jobs, etc. – volunteering Boys & Girls Club!! Location is good for business Strong tourist sites: Flower Fields, Legoland Great community – based events, like street fair, Oktoberfest, marathons Variety of wage-earners & classes People are pretty relaxed & laid back Really good schools Trails Question 2 Flower Fields forever! Beaches still in good shape – with sand Legoland thriving Pizza Port - & other good small restaurants Don’t lose the history – the older homes & parts of town Coast highway maintained – clean, not overbuilt Lagoons still in good shape. Walking trails there and everywhere Special events continued. Bring vibrancy to the city: marathon, street fair, etc. Small town feel maintained, espe- cially on coast. No big hotels Village keeps its “village” feel. Not too big or commercial Carlsbad High School finished its upgrade! With a functional parking lot Protect the open spaces, Hosp Grove, etc. Traffic still manageable A working functional plan for the airport on Palomar Airport Road GMP adhered to Youth sports programs expanded. Pop Warner Football, etc. (Children programs in general) Boys & Girls Club going strong Question 3 Green/recycling emphasis – green city More local grown produce Better student-teacher ratio in the schools Alternate school programs expanded More live-work areas, shopping close to residential areas City is financially solvent & strong And we have a new mayor City – school board relationship is better, stronger More recognition for our teachers Trails/hiking expanded – with an eye to reducing car dependence Open spaces remain open space – keep our natural habitat More dog parks - better enforcement on beach keeping dogs off A dog beach No smoking on beaches More beach cleanup & preservation More skateboarding parks & opportunities More community center-type buildings & events Flower Fields continued! Farmers market too! Common Themes Stay a true beach city: - no over population - small town feel Students more active in the city A “green” environmentally sensitive & sustainable city 45 Envision Carlsbad Community Workshops Report Emphasis on the family & community Fiscally solvent Safe city – drug free Strong educational system City cleanliness maintained Strong City Council Keep open spaces open More parks, trails TAble 11 Question 1 Weather Beaches People People who care about environment Proximity to San Diego & Orange County Libraries Party Open space Airport City is well run & stable Good areas for walking Good trail system Good plans for parks/trails Question 2 New power plant not built Beaches Temperate weather Improving the Barrio The airport (being able to fly in to Carlsbad) No power boats in lagoon Quaint, thriving village Having a lively place to stroll and be out with people Three healthy lagoons Trail system maintained A nature oriented park Beaches in same or better condition Improved parking & less conges- tion on Coast Highway Extension of university located in Carlsbad Culture & museums Water issues resolved Question 3 We figured out environmentally how to protect all of the natural assets we have (beach, lagoons, open space, water issues) Every house has solar Best trail system & great trail linkages Village still a great place to live (quality of life preserved) Keeping quaintness of the town Beaches still clean Maintained kelp beds Maintained beach sand Place for teenagers to go (club, etc.) Diverse population economically and diverse housing mix Stores would have local products & organic foods that support local business More use of native plants Maintain & enhance shopping and eating opportunities in village Community gardens Need a community gathering place (hopefully centrally located) Organized walking areas connected by transit Enhance downtown to give people reason to spend more time there Common Themes Good balance of tourism Ocean & beach Pedestrian bridge from mall to shopping in Oceanside Environment & clean air & wildlife Trails & open space Charm of village Flower Fields Community spirit towards each other Diversity Central gathering place, somewhere to go Safe city Better transit Pedestrian paths/areas (connec- tions to trails) TAble 12 Question 1 No parking meters Feeling of safety Opportunities for community involvement Slow pace Informal atmosphere Beach feel Central in southern California Village area close to beach 46 Open spaces – like being out in the country Boys & Girls Club Mass transit opportunities Proximity to theme parks Not crowded Clean & natural Friendly people Well planned industry that is not so noticeable Roads are good Libraries Question 2 Happy to see the ocean Progress in building Wildlife preserves and open space Cultural opportunities: music, theater Walking community - improvements that would improve pedestrian mobility - safe pedestrian - over pass on Chestnut Complete Alga Norte swim complex Open space preserved Enhanced trail system Great parks Preservation of the ocean Public gathering place at bar park Public square/plaza/park in the village Shut down Coast Highway monthly for bicycle use Better pedestrian safe access across Carlsbad Blvd 15 MPH in school zones New skate park Charger stadium Public functions at the park Jazz at the park continued Question 3 Move forward without losing small town community feel Public events Vibrant downtown village Life in the evenings Village cater to the citizens not just the tourists Close a street downtown to create a walking mall area Larger venue for performing arts Bring people from other areas of the city to the village Stop the proposed energy plant Natural open space - preserve Buena Vista Creek Valley and El Salto Falls Green community - energy efficient - sustainable Contain/control gang activity Public safety Good traffic flow - services in the village so people don’t need to drive Housing in the village New civic center - multi-use Farmers Bldg – sell it More parking at Poinsettia train station More sidewalks connecting Ponto property done right - not high density development - boutique hotel on southern parcel - public benefit use on north side - make the area unique Views of coast as you drive down Carlsbad Blvd. View is not blocked Open coastline Maintain the beach Golf course that makes a profit Common Themes More high schools Community togetherness Cultural acceptance Embracing the past with a vision for the future Maintain small community character - maintain the balance Preserve the open space - Ponto, Calavera, ocean How does Carlsbad continue to remain attractive to people/ next generation Make Carlsbad unique from adjacent cities Special events/activities – Carlsbad 5000, etc. People are friendly 47 AppeNDIx b: 1 WORkshOps DRAWINgs 48 49 Envision Carlsbad Community Workshops Report 50 51 Envision Carlsbad Community Workshops Report 52 53 Envision Carlsbad Community Workshops Report 54 55 Envision Carlsbad Community Workshops Report 56 57 Envision Carlsbad Community Workshops Report 58 59 Envision Carlsbad Community Workshops Report 60 61 Envision Carlsbad Community Workshops Report 62 63 Envision Carlsbad Community Workshops Report 64 65 Envision Carlsbad Community Workshops Report 66 67 Envision Carlsbad Community Workshops Report 68 69 Envision Carlsbad Community Workshops Report 70 71 Envision Carlsbad Community Workshops Report 72 73 Envision Carlsbad Community Workshops Report 74 75 Envision Carlsbad Community Workshops Report 76 77 Envision Carlsbad Community Workshops Report 78 79 Envision Carlsbad Community Workshops Report 80 81 Envision Carlsbad Community Workshops Report 82 83 Envision Carlsbad Community Workshops Report 84 85 Envision Carlsbad Community Workshops Report 86 87 Envision Carlsbad Community Workshops Report 88 89 Envision Carlsbad Community Workshops Report 90 CARLSBADCITY OF August 2009 Stakeholder Interviews Report Gary Barberio, Assistant Planning Director Chris DeCerbo, Principal Planner David de Cordova, Principal Planner Sandra Holder, Community Development Director Jennifer Jesser, Senior Planner Rachel McGuire, Communications Coordinator Barbara Nedros, Administrative Secretary Don Neu, Planning Director Heather Pizzuto, Library Director Kristina Ray, Communications Manager Glen Van Peski, Senior Civil Engineer Colette Wengenroth, Finance Manager Consultant Staff Rajeev Bhatia, Principal Melissa McMahon, Associate Diana Nankin, Senior Graphic Designer EC3 Primary Member Ken Alfrey Fred Sandquist Mat Huff* Jim Farley Jim Comstock Hap L’Heureux Gina McBride Julie Baker Eric Larson Paul Thompson* Diane Lantz Kirk Cowles Diane Proulx Lisa Tuomi-Francis Jeff Segall John O’Reilly Kent McCormick Andrew Benson Sean Bentley *Member resigned from the EC3 prior to the date of this report. EC3 Alternate Member William Kloetzer David Robertson Barbara Hamilton Farrah Douglas Jack Cumming Robert Nielsen Mike Howes – – Jean Moreno*/Greg Nelson Allen Sweet Joseph Troya*/Guy Roney Glen Etherington David Lloyd Robert Gates Jim Bradley Jeanne Sprague-Bentley Sean Sexton Chris Korogi Envision Carlsbad Citizens’ Committee City Staff CARLSBADCITY OF Stakeholder Interviews Report August 2009 Table of ConTenTs 1 INTRODUCTION ...............................................1 1.1 Envision Carlsbad ......................................1 1.2 This Report ................................................2 2 STAKEHOLDER INTERVIEW PROCESS ..............3 2.1 Schedule and Attendance .........................3 2.2 Organizations Interviewed ......................3 2.2 Interview Materials and Process ...............4 3 INTERVIEW THEMES ........................................5 3.1 Analysis Methodology ..............................5 3.2 Major Themes Discussion .........................6 3.3 Secondary Themes Discussion .................14 3.4 Government Role .....................................16 3.5 Closing and Next Steps ............................19 APPENDIX A: LIST OF ALL ORGANIZATIONS INVITED AND INTERVIEWED .................................21 APPENDIX B: STAKEHOLDER INTERVIEW GUIDE ....................................................................23 APPENDIX C: LIST OF CODED STAKEHOLDER COMMENTS ..........................................................27 1 INTRODUCTION1 Envision Carlsbad1.1 Envision Carlsbad is a City-sponsored community visioning process that invites residents to work together to create a new vision and plan for Carlsbad’s future. For the past two decades, Carlsbad has been growing and developing based on the premise of available land to accommo- date a growing population. Carlsbad’s basic guiding documents, such as the General Plan, were created on that premise. Today, however, with the city almost 90 percent built-out, development will occur primarily through infill and redevelopment. New opportunities and challenges are emerging related to the protection and enhancement of the city’s attractive setting and quality of life that residents value. City leaders are looking for community guidance on which direction to take Carlsbad in the future. Envision Carlsbad is providing community members and stakeholders with a variety of opportunities to participate in the creation of a future vision that reflects the community’s most important values and priori- ties. Opportunities include: Envisions Carlsbad Citizens’ Committee (EC• 3); Community workshops;• Stakeholder interviews;• Community-wide survey (mail and online);• Citywide mailed newsletters; and• the Envision Carlsbad website.• 2 In Fall 2009, input received from these processes will be synthe- sized into a report describing the community’s vision for its future. This vision document will identify the most important quality-of-life factors that should be considered when making city operational and budgetary decisions, and it will provide the framework for updating important City planning documents such as the General Plan, the Zoning Ordinance, and the Local Coastal Program. This Report1.2 This report describes the process and results of one of the important com- ponents of Envision Carlsbad: the stakeholder interviews. This report is the third in a series of reports summarizing the results of public participa- tion activities held as a part of Envision Carlsbad. Earlier reports include the Community Workshops Report and the Public Opinion Visioning Survey Report, both completed in June 2009, and available through the Envision Carlsbad Website (www.envisioncarlsbad.org). Stakeholder Interviews While all community members are “stakeholders” in Carlsbad’s long-term future, one-on-one interviews with individuals represent- ing a spectrum of interests and organizations were conducted to explore issues and needs. The structure of the interviews enabled individuals to be more candid and in-depth than they otherwise might be in open community forums, and allowed questions to be focused on topics most germane to the mission of the organization the individuals represented. Unlike the public opinion survey and workshops, the stakeholder inter- views also included non-residents who conduct business in Carlsbad, as well as people who work for organizations that serve Carlsbad residents, including some (such as affordable housing providers), who might be based outside the community. In this way, stakeholder interviews were focused on getting input from groups or individuals who might not have been involved in Envision Carlsbad otherwise. Report Organization The rest of this report is organized into sections describing the stakeholder interview process and participation and the major emerging themes. Uniquely, the themes in this report were compared as they emerged to those identified in the Community Workshops Report and the Public Opinion Vision Survey Report. Similarities and differences are highlighted in order to provide more guidance for the tailoring of the overall Carlsbad Community Vision. 3 STakehOlDeR INTeRvIew 2 PROCeSS Schedule and Attendance2.1 Stakeholder interviews were conducted from January to May 2009. With the input of City staff and the EC3, 134 organizations were invited for interviews. Of these, 81 organizations were scheduled to participate. Interviews were typically attended by one, two, or three members of an organization; however, in a few cases as many as six persons attended at one time. In some instances—such as organizations involved with lagoon conservation and restoration—multiple organizations were interviewed at one time. Through these interviews, City staff and con- sultants spoke with over 142 individuals who represent a stakeholder interest in the community, some of whom did not have the chance to participate in either the public opinion survey or the community workshops. Organizations Interviewed2.2 A complete list of organizations invited and interviewed is provided in Appendix A. These included local businesses in fields such as biotech- nology, automobile sales, real estate, retail, entertainment, hospitality, and manufacturing. Non-profit or volunteer organizations interviewed represented interests such as environmental preservation, the youth, seniors, lagoons, arts and culture, the libraries, bicycling, sports leagues, specific neighborhoods, affordable housing, homelessness, and people 4 with disabilities. Still other organizations interviewed represented local schools and parent-teacher associations, religious communities, and county or regional bodies. Interview Materials and Process2.3 Stakeholder interviews were typically conducted with one interviewer and one note-taker. Training was provided by the City Communica- tion Manager on techniques to use to assure a successful interview. A guide was prepared for use by interviewers to help ensure consistent interview styles and scope, even when different people conducted inter- views. The guide provided space to record the date, time, interviewer(s), and interviewee(s); introductory information about the Envision Carlsbad process; and five basic guiding questions as a starting point for dialogue, and moving the interview along. The guiding questions were: As a representative of [organization name], what do you value most • about the Carlsbad community? As you look ahead to the next 10 to 20 years, what are three impor-• tant challenges and three opportunities you anticipate for the Carlsbad community? What would be your organization’s advice to the City for address-• ing these challenges and opportunities? What would make Carlsbad a better place to live, work, and play • today and in the future? What other thoughts can you share about Carlsbad’s future?• The original interview guide is provided for reference in Appendix B. Most interviews occurred during work-day hours at either the Library Learning Center or the Planning Department offices. Interviews were spaced one-hour apart but typically took 45 minutes to an hour to complete, with single-person interviews generally running shorter and larger group interviews generally taking more time. Before closing each interview, interviewers asked participants what else they knew about the Envision Carlsbad process, and pamphlets about the survey, workshops, and website were provided as necessary to encourage ongoing participation. 5 INTeRvIew ThemeS3 Analysis Methodology3.1 Themes emerging from the interviews were determined through a process of compiling, coding, and analyzing interview notes. Spe- cifically, all interview notes were reviewed in digital format, and issue or theme statements were copied directly from the notes into a spreadsheet. Each statement was assigned an organization type (e.g. “Business”) and one or more codes that categorized the statement. For instance, the statement “Beautiful community that is well-kept and has a nice image” was coded with “Community Character,” and the statement “the lagoons could be restored to be productive in shellfish... this would create income and habitat” was coded first with “Environ- mental Protection” and secondarily with “Economy.” When interview statements aligned with the emerging vision direction as informed by the workshops and survey reports (as presented at the June 10, 2009 EC3 meeting), codes similar to those themes were employed to show the consistency. Once all of the stakeholder comments were coded (over 1,000 theme statements were identified, or an average of 14 theme statements per interview), they were sorted by code, and related codes were grouped. A record of all the coded statements grouped by theme is provided in Appendix C. The sections below first list the key themes that emerged in this analysis, and then go into more detail for each theme, including describing the ways in which the themes are similar or different from other Envision 6 Carlsbad cares about community. Carlsbad outreach results. The themes are described in terms of what stakeholders would like to see happen or continue into the future, and discussed in order by number of stakeholder groups who mentioned the theme, with major themes being mentioned by roughly 50 percent or more of stakeholder groups. As with the community workshops, it is important to recognize that the themes and issues presented in this report are not necessarily repre- sentative of the opinions of the community at large, or a comprehensive assessment of opportunities and challenges. The stakeholders were not randomly sampled from the population nor were their responses weighted, as in the case of the opinion survey, to better match the char- acteristics of the population as a whole. The stakeholders do not speak for the community, but rather they speak for themselves and their organizations. Nonetheless, the stakeholder interviews are valuable for confirming and refining the vision emerging from community engage- ment and outreach. Major Themes Discussion3.2 Maintaining Carlsbad’s Image, Character, and Community Connectedness About three-quarters of stakeholder groups described maintaining Carlsbad’s image, character or sense of community connectedness as important to their vision of Carlsbad. Most of the images of Carlsbad expressed by stakeholders—“beautiful,” “well-kept,” “clean and quiet,” “safe,” “rural,” “well-planned,” “a reputation for doing things right”—are important facets of Carlsbad’s appeal. From one business perspective, Carlsbad was identified simply as “the best community in Southern California” according to their own market research when deciding where to do business. It is not only the outside “image” of Carlsbad that is strong, but the “feel” of being in Carlsbad, described as a combination of “big city atmosphere and small beach community feel,” and as “quaint and traditional, but not antiquated.” Still other stakeholders highlighted the human aspect: “Carlsbad cares about community.” Stakeholders identified Carlsbad as family-friendly, progressive, and having a culture of giving. Relationships and friend- ships were often described as one of the most valuable things about the Carlsbad community. With nature’s added benefits of light, scenery, coastline, and weather—what one stakeholder described as “the best 7 Envision Carlsbad Stakeholder Interviews Report climate in the world”—Carlsbad’s overall image is both a testament and a contributor to the City’s success. Nonetheless, stakeholders also emphasized the importance of Carlsbad actively maintaining and improving its image, character, and community connections. A few stakeholders felt that Carlsbad has yet to, but should, form a unique identity “beyond being a bedroom community for San Diego.” Other stakeholders felt Carlsbad lacked a strong sense of community, with some specific concerns about the use of the four geographic quadrant distinctions, as well as a perception of weak community connections in multi-family apartment buildings. Many recommended that the City create more public gathering places and opportunities for community interaction. In many ways this theme is similar to the feedback received through the public opinion survey and the community workshops. One important difference, though, was that the emphasis on the Carlsbad “image” from an outside perspective was somewhat stronger than the emphasis on “character” from a resident’s perspective. This was expected, however, since the stakeholder interviews were the only public partici- pation component designed to engage non-residents. Supporting the Local Economy, Business, and Tourism Though most stakeholders interviewed were not businesspeople, comments about supporting the local economy, business, and tourism were noted in about two-thirds of all interviews conducted, making the subject more prevalent in stakeholder interviews than it was in the community workshops. The comments tended to fit into one of four categories: concern about how the City would weather the overall economic downturn and adapt to changing economic conditions in the future, suggestions for improving the business environment, support for a more clear (and proactive) tourism strategy, and desire for more shopping, dining, and other amenities. Stakeholders admitted it was difficult to look past the current economy when trying to envision Carlsbad’s future. The current economy con- strains businesses’ ability to finance property acquisition, to invest in necessary repairs and improvements, to hire new employees, and to maintain a positive outlook overall. For example, the airport faces declining interest in private aviation, but also lacks the public invest- ment and community-wide support to make the upgrades necessary to provide more commercial service. In another example, auto dealers face the dual challenge of reduced customer demand and reduced Carlsbad’s image is both a testament and a contributor to the City’s success. The current economy constrains businesses’ ability to finance property acquisition, to invest in necessary repairs and improve- ments, to hire new employees, and to maintain a positive outlook overall. 8 customer access to loan financing. In yet another example, stakeholder organizations providing social services expressed concern that the current economy is resulting in more demand for their services (e.g. food banks) at the same time that there is less funding to provide them. Beyond these current economic stresses, stakeholders also anticipate that buildout of the City will result in slower growth than the City has seen in the past couple decades, and thus less revenue to support public services. Stakeholders suggested that the City may need to open up to new ideas for making businesses profitable in order to bolster long-term revenue streams. While some stakeholders described Carlsbad as “business-friendly” and “a strong financial community,” and a few businesspeople testified to having good working relationships with the City, the bulk of the comments about business identified a need to do more to retain and attract high-quality businesses. Some stakeholders suggested that zoning and permitting processes could be evaluated and refined to contribute to a more strategic approach to economic development. Acknowledging that it is expensive to operate a business in Carlsbad, others emphasized that better City communication and partnerships with the business community would be key to retaining businesses wooed by financial incentives elsewhere in the region. Still other stake- holders emphasized that the City should work to attract businesses that provide well-paying, professional (“white” or “green” collar) jobs. According to several diverse stakeholders, tourism is an important economic opportunity for Carlsbad because it has the potential of bringing in income using the very resources that make the City attrac- tive to existing residents—resources like the ocean and beach, lagoons, shopping and dining, and the arts, sports, and cultural events that happen throughout the year. Stakeholders made many recommenda- tions to improve Carlsbad as a tourist destination, for instance: “develop the beachfront areas by building a marina or wharf,” “provide places to build world-class shopping,” “showcase artifacts within the City as a tourist attraction,” and “encourage more national-scale events.” Stake- holder comments about shopping, dining, and other amenities tend to go hand in hand with recommendations for improving the City as a tourist destination. Stakeholders suggested more and better restau- rants, enhancement of the Westfield-Plaza Camino Real mall, more diverse shopping opportunities, more places to get healthy “fast” foods, and upscale groceries, restaurants, shopping, and arts. In terms of the economy, business, jobs, and tourism, the City already has some great tools at its disposal. Multiple stakeholders recognized The City may need to open up to new ideas for making businesses profitable in order to bolster long-term revenue streams. 9 Envision Carlsbad Stakeholder Interviews Report the Chamber of Commerce as an important asset, and one described it as “one of the country’s best.” (This comment was not from the Chamber of Commerce.) Several stakeholders expressed apprecia- tion for the support of the Chamber and the business community. The Business Expo sponsored by the Chamber of Commerce was also iden- tified as a valuable event worth supporting into the future. Increasing Mobility through Walking, Biking, Transit, and Connectivity Almost two-thirds of stakeholder groups mentioned some form of mobility improvement as a part of their vision for Carlsbad in the future. Most comments were about increasing walking, biking, and transit options, though many also related to street system connections and specific improvements to reduce congestion. Many stakeholders recognized that the development pattern of the City today makes routine walking and biking difficult because of the distances between destinations: between neighborhoods and services, neighborhoods and recreation facilities, and neighborhoods and downtown or the ocean. The critique was not so much about biking for sport—Carlsbad is very popular with the competitive road biking community—but rather about integrating walking and biking into residents’ everyday lives. Stakeholders expressed an interest in more trails for walking and biking, as well as more mixed development so that destinations (such as parks) could actually be closer to home. Some stakeholders pointed out opportunities to connect existing trail networks to one another, as well as to the street bike and sidewalk network. Other stakeholders with an eye to equal access emphasized that details such as adequate curb cuts and tree shading would make sidewalks more appealing and accessible to residents. Interstate 5 and the train tracks were mentioned by stakeholders as big obstacles to walking and biking to the ocean. Stakeholders suggested that at least for I-5, the City would have to work closely with Caltrans in order to find a suitable solution to the problem. In addition to the City consid- ering ways to improve the walking and biking network, stakeholders also pointed out that businesses and organizations should make it easier to park a bike in the course of routine activities such as going to work, school, shopping, or going to a restaurant to eat. Stakeholders also mentioned Safe Routes to School as a good program that would increase walking and decrease traffic during the morning and evening rush hours when kids are traveling to and from school. Several stakeholders expressed appreciation for the support of the Chamber and the business community. Stakeholders expressed an interest in more trails for walking and biking, as well as more mixed development so that destinations (such as parks) could actually be closer to home. 10 In terms of public transportation, stakeholders suggested that provision of shuttle routes targeting the beach, the malls, the Village, hotels, major employment areas, medical facilities, the airport, and the train stations could increase accessibility for people who do not drive and decrease traffic congestion by providing drivers with other alterna- tives. Stakeholders suggested that the City partner with businesses in providing shuttle services. Stakeholders also suggested that it would be important to consult with the community when decisions about shuttle routes and stops are made. Balancing Growth Management with Good Land Use and Urban Design Over 60 percent of stakeholder groups interviewed mentioned growth management or land use planning as important subjects to address in Carlsbad in the future. Similar to feedback received through the public opinion survey and the community workshops, many stakeholders appreciated the City’s success thus far in controlling and managing growth through land use decisions and regulations. These stakeholders envisioned a future in which there is a greater mix of uses in the Village, density is linked to transit, services are available closer to neighbor- hoods, and more activities are possible along the coastline. However, many stakeholders expressed concern that in the future growth man- agement and responsible planning would be a bigger challenge. Opinions on how to manage growth diverged. Some stakeholders described a desire to maintain the small-town community character in Carlsbad, and expressed concern that more density or population growth would deteriorate those qualities of the city. Others, partic- ularly the business community and related organizations, expressed concern that the City is not adapting quickly enough to the buildout situation, and that more flexibility should be built into the system so that appropriate infill development is possible. Some stakeholders specifically said that densities in the city should not increase; others specifically said that densities in the city should increase. Propo- nents of density increases most commonly referred to the downtown/ Village, and usually recommended models of “smart growth” that include more housing and activities near transit, and more housing near services, as well as mixed-use development (such as housing above retail). Advocates of increased densities stated this would be the only way to develop while protecting open space. Still others mentioned that recent higher density development in the City has been dispersed, lacking good access to either transit or services. Many stakeholders appreciated the City’s success thus far in controlling and managing growth through land use decisions and regulations. 11 Envision Carlsbad Stakeholder Interviews Report Overall, the issue of land use decisions and conflicts arose as an integral part of stakeholders’ conceptions of the challenges of proper growth management and long-range planning. Priorities included protecting the coastline, open space, and lagoons from incompatible uses in the future and protecting the airport from encroachment by incompatible uses such as residential. Using the coastline as an example, some stake- holders described specific uses they did not want to see as a result of growth in the future, such as high-rise hotels and condos which they felt would conflict with views and access to the ocean and beach. On the other hand, some stakeholders identified potential new coastline uses that they did want to see, such as restaurants, a pier, and a marina, all of which should be designed to enable more people to enjoy the views. In several cases stakeholders described good design choices as a way to accommodate necessary development while ensuring compat- ibility with surrounding land uses. Stakeholders generally advised the City to consider these potential conflicts when approving future infill or re-development projects. Another frequently mentioned land use issue was parking. Some stake- holders thought there was a parking problem, particularly downtown, while others disagreed. Of concern to some was the impact of new growth and infill development on the existing parking supply, and the protection of free parking that provides access to the beach. Other stakeholders emphasized that an improved public transportation system would alleviate the pressure on parking downtown while also increasing access to the beach. Preserving Open Space and Environmental Assets Close to one-half of stakeholder groups interviewed mentioned protected natural open space and other environmental assets as part of their vision for Carlsbad. Numerous stakeholders expressed appre- ciation for the existing City policies and programs that have led to the open space network that exists today. The primary open space assets described were lagoons, agricultural lands, and general habitat areas. While some stakeholders discussed open space in terms of its human use (described in more detail below), others were desirous of open space primarily for undisturbed habitat. Some stakeholders expressed concern that the City has not acquired enough open space to protect it from future development. A related concern was that the City might wait too long and critical open space connections would be lost as land is developed. Instead, stakeholders suggested the City should Numerous stakeholders expressed appreciation for the existing City policies and programs that have led to the open space network that exists today. 12 take immediate steps to preserve the land most important to strategic maintenance of the overall open space network. For some stakehold- ers, greater open space coincided with their desire to limit population growth in the city. Another open space purpose was agriculture. Some stakeholders expressed concern that people no longer make the connection between agricultural production and consumption. Stakeholders brought up the agricultural history of the region and their belief that Carlsbad as a community does not sufficiently celebrate farmers and this history. On the other hand, other stakeholders expressed frustration that the notion of agriculture today may be romanticized and too disconnected with economic reality. While some stakeholders expressed interest in preserv- ing the strawberry and flower fields along the Cannon Road corridor as agricultural uses, others questioned their long-term feasibility without substantial public financial subsidies. Improving Outdoor Recreation Access and Activities for all Ages Somewhat different than the comments about preserving open space for habitat and natural resource purposes, almost half of stakeholder groups interviewed mentioned active open space and recreation as an integral aspect of a livable community. These stakeholders were par- ticularly interested in increasing the community’s access to outdoor recreation opportunities and facilities. For some the principal con- sideration was quantity—they would like the City to develop more parks and fields for active use, or make school parks available through expanding joint-use programs with school districts. While one stake- holder asked for more of “anything that provides physical activity,” other specific facilities and programs in demand include fields for soccer and lacrosse, swimming pools, play areas for small children, and activities for teens. Some stakeholders saw the need for appropriate delineation of parks, trails, and open space matched to actual users. For example, one stake- holder claimed that some of the city’s parks are underutilized because they are not designed to meet people’s needs. Another stakeholder felt that there is a need for more recreation opportunities for teens, and that in particular parks are not geared to teens. Other stakeholders identified problems with the definition of “trail,” in that desirable trails for walkers, bikers, and recreational motorcyclists have different needs, and should be separated as part of trail designations. These stakehold- ers suggested the City should obtain more input directly from user While one stakeholder asked for more of “anything that provides physical activity,” other specific facilities and programs in demand include fields for soccer and lacrosse, swimming pools, play areas for small children, and activities for teens. 13 Envision Carlsbad Stakeholder Interviews Report groups prior to making decisions about the development of outdoor recreation facilities such as parks and trails. Pursuing Sustainability About 40 percent of stakeholders either mentioned sustainability or “greenness” explicitly or commented on topics such as water conserva- tion and desalination or energy use and generation that are closely tied to sustainability. The proposed desalination plant was frequently mentioned, and those who spoke on this topic often supported it, although some saw this as being energy inefficient, and emphasized the need for water conserva- tion and increased use of recycled water. The “purple pipes”/reclaimed water were mentioned as a good example of the City’s effort thus far, but some stakeholders expressed concern that a complete parallel system would be expensive and potentially infeasible. Other recommendations for sustainable water management included reduction of impervious surfaces (to increase infiltration), installation of and education about smart irrigation controllers, treating wastewater to drinking water standards, and watershed-level conservation coordination. Stakehold- ers also mentioned enhancing recycling and composting to reduce waste as another way of striving for sustainability. Stakeholder comments about energy ranged from support for a new power plant to opposition, raising energy rates to encourage conserva- tion, and installation of solar panels in parking lots. Some stakeholders felt that Carlsbad “could become an incubator for alternative energy, research for energy, pulling the city itself off the grid.” By “looking for ways to be the Silicon Valley of energy,” the city could eventually be energy self-sufficient and even consider renewable energy generation as “the next major revenue source for the City.” A pervasive theme was a desire to see Carlsbad emerge as a leader in green development and sustainability. Stakeholders recommended the City use public dialog to continue to gather sustainability ideas, and consider appointing a “green coordinator” on staff to foster public/ private partnerships on sustainability initiatives. By “looking for ways to be the Silicon Valley of energy,” the city could eventually be energy self-sufficient and even consider renewable energy generation as “the next major revenue source for the City.” 14 Secondary Themes Discussion3.3 Increasing Affordability and Housing Options While there was some ambiguity on this subject in the results of the community survey, numerous stakeholders (almost 40 percent of groups interviewed) noted housing affordability as an issue affecting families, businesses, and other organizations in Carlsbad. One stake- holder stated, “This is not a community where people live, it’s for work because it’s too expensive to live here.” Some stakeholders expressed concern that Carlsbad’s youth would be unable to afford to live in the city when they grow up. One stakeholder felt that even low-income families have more housing options in Carlsbad than middle-income ones because the latter do not qualify for the same kinds of assistance available to the former. From an employer’s perspective, several business representa- tives mentioned that many of their employees would like to live in Carlsbad, but are unable to afford to do so. These employees commute from outside the city, exacerbating local traffic congestion. Several employers mentioned that the expensive housing market in Carlsbad, despite the recent downturn, is a detriment to attracting and retaining employees, and adds to the cost of doing business as employees expect higher compensation. In addition to housing, some non-profit stakeholders would like to see affordable meeting locations in the city. Non-profits looking to expand their services into Carlsbad also mentioned the lack of availability of suitable, affordable office space for purchase or for rent. Some suggestions for addressing the affordability issue include per- mitting more duplexes to fill the need for somewhat smaller, more affordable units, and directly supporting housing priced and marketed for employees who work in Carlsbad. A recommendation related to office space was to consider ways of improving or revising lease terms for city-owned buildings well in advance of leases expiring, so busi- nesses or organizations have a chance to consult with the City before considering relocating to a less expensive location. Providing Services for Community Health and Safety There were a substantial number of comments from stakeholders per- taining to services for community health and safety. These touched on the needs of the homeless, senior citizens, and veterans, as well One stakeholder stated, “This is not a community where people live, it’s for work because it’s too expensive to live here.” 15 Envision Carlsbad Stakeholder Interviews Report as physical and mental health services and public safety services in general. A number of stakeholders were appreciative of the low crime rate and quality policing and hoped that would continue into the future. Stakeholders pointed out that there will be new needs based on a changing (aging) population, particularly if Carlsbad wants to be a multigenerational community. Specific suggestions for new services or facilities included a hospital and other medical services within the city, new retirement living options near services and transit, better signage to warn drivers to watch out for bikes and pedestrians, better lighting along streets and alleyways at night, and more sidewalks. Revitalizing the Downtown/Village and Barrio Revitalizing the downtown/Village and the Barrio neighborhood was a recurrent theme that cut across stakeholder interests and was closely related to other comments about business, the economy, and shopping and dining. Most who spoke on the topic felt that the Village’s potential as an attractive destination for residents and visitors remains unreal- ized: “Carlsbad’s Village is a little bit aged and dimmer than it was in the past. When people get off the train, there should be a reason to stop there again.” Another stakeholder felt that “a kind of vibrancy is missing here.” Other phrases used include “the Village area is strange and would benefit from a sense of coherence,” and “there is no ‘there’ there.” Nonetheless, according to one stakeholder, “The Village is an example of walkability from the old days.” Another observed, “The downtown ‘bones’ are good and it has good mixes. There’s opportunity for people to live, work, and play there, but not in the rest of Carlsbad.” Recommendations to improve the Village included adding more inter- esting shops and restaurants, more parking, and generally increasing “diversity, visibility, and people” in the area. Some people saw in the Village an opportunity to add more housing proximate to transit and services, which would also take pressure off of development elsewhere and help protect open space in the city. Lastly, stakeholders noted it was important not to forget the Barrio neigh- borhood when planning for the revitalization of downtown. Rather, organizations and community members based in the Barrio can contribute ideas to shape City investment in these areas and to celebrate the history and culture of the neighborhood. Stakeholders described the Barrio neigh- borhood as a “diamond in the rough” – it is in a great location close to the ocean, but absentee landlords do a poor job taking care of properties. Stakeholders would like the City to put more effort into cleaning up the Stakeholders pointed out that there will be new needs based on a changing (aging) population, particularly if Carlsbad wants to be a multigenerational community. “Carlsbad’s Village is a little bit aged and dimmer than it was in the past. When people get off the train, there should be a reason to stop there again.” 16 Barrio neighborhood through pro-active code enforcement and a greater police presence, traffic calming, and better lighting. Stakeholders felt the same zoning should apply to the Barrio that applies to the Village, with mixed-use in key locations and density and height increased to provide a stimulus for new, more walkable development. Stakeholders also requested that the City facilitate safe pedestrian beach access from Chestnut Avenue. Finally, the City should help to celebrate the history and culture of the Barrio through ongoing support of the Fiesta del Barrio, neighbor- hood beautification competitions, and the consideration of a new Barrio Museum. Maintaining High-Quality Schools and Expanding Educational Opportunities Several stakeholder groups commended the high-quality school system in Carlsbad, and emphasized the need to maintain high- quality schools and expanded educational opportunities for all ages. While these stakeholders value what the schools and school districts currently have to offer, they also noted inequalities in educational quality and facilities among the three different school districts that serve Carlsbad, and hoped to see these reduced. Stakeholders saw the City supporting education efforts in a few specific directions: advocacy for an institute of higher learning (college, university) to locate in Carlsbad; development of partnerships with businesses and schools to encourage learning projects and specialized courses in up-and-coming trades (green business and design, for example); and creation of more learning opportunities, particularly for the retired, parents, and those who speak English as a second language. Supporting and Expanding Art and Cultural Resources About a quarter of stakeholder groups interviewed identified the need to support and expand art and cultural resources. Stakehold- ers expressed appreciation for the libraries and the cultural events currently supported, such as Jazz in the Parks and the Barrio Fiesta; however, many stakeholders said that more events and resources are needed. Some specific suggestions included building a new entertain- ment venue capable of hosting large performances that would draw a regional crowd, developing a new Barrio Museum, providing more affordable spaces for art production and public display, hosting more cultural events during the year, and working with local tribes to develop new ways to promote and display information about local Native Stakeholders also described the potential for converting old warehouses to studios in an effort to promote art. 17 Envision Carlsbad Stakeholder Interviews Report American tribal heritage. Stakeholders also described the potential for converting old warehouses to studios in an effort to promote art. Government Role3.4 Stakeholders were specifically asked about what the City could do to help them better support their missions and objectives, and help realize their vision for Carlsbad’s future. Many stakeholders congratulated the City for good planning and decision-making, for consistency, and for support. Stakeholders commented that the “City had a good plan for development and executed it well,” “Carlsbad is governed far better than other cities,” and the “quality of life in Carlsbad is outstanding” and “this is due to good government and excellent service from City employees.” A majority of stakeholders (87 percent of groups inter- viewed) identified government practices and attitudes as integral to the City’s past and future success. Below is a summary of major points related to the government role in ensuring the community’s vision for Carlsbad can be achieved in the future. Supporting Civic Engagement and Open Communication with the Community Many stakeholders expressed appreciation for the communication between City government, staff, and community members. Some said it was easy to participate through resources such as the City website and weekly Council meetings. Others, however, expressed a feeling of being disconnected from civic affairs, and desired more opportu- nity to engage with government decision-makers. Suggestions offered included more diverse appointments to citizen committees, using technology (such as wireless networks) to improve communications systems, and communication and involvement opportunities designed to reach the business community (e.g. connect the Economic Develop- ment Department with the business community) and younger adult residents specifically. A few stakeholders mentioned that their orga- nizations’ members would like to volunteer—for City government functions or for other efforts in the City—but are not readily able to identify opportunities to do so; the City could help by devoting its resources (such as the City website) for connecting volunteers with opportunities. Supporting Local Organizations and Businesses Several stakeholders expressed appreciation for the support the City has offered for their business or organization in Carlsbad. In some The “quality of life in Carlsbad is outstanding” and “this is due to good government and excellent service from City employees.” “Carlsbad is tough. Fees are high and sometimes change several times in a process. It is difficult to get the City to sign off on engineering, to say ‘we are done.’” 18 cases the support was in the form of good relationships with staff or elected or appointed officials, in other cases the support was financial. Along with this appreciation, though, came suggestions that the City continue to think of ways that it could better support business and organizations. While several stakeholders from the business community found the City very cooperative, some others expressed frustration with the time and expense associated with permitting processes. According to one stakeholder, “Carlsbad is tough. Fees are high and sometimes change several times in a process. It is difficult to get the City to sign off on engineering, to say ‘we are done.’” In the words of another stake- holder, “we plan special events to attract people to the Village, and we almost have to plan 2-3 years in advance to get through the staff even before the Council people see it… we plan special events now with the mindset ‘what can we do so we don’t have to involve the City.’” Other stakeholders mentioned that impact fees are higher in Carlsbad than in other communities, and City signage rules make it difficult to promote events and services. Many stakeholders requested that the City consider ways to reduce processing time, iterations of review, fees, and other regulations that make doing business and promoting community activities in Carlsbad difficult. Demonstrating Fiscal Responsibility and Adaptability in a Changing Economy While most stakeholders were pleased with the quality of life achieved in Carlsbad, many expressed concern that with population growth and development bound to slow with buildout, the City government’s sources of financing would also dwindle and put pressure on the services already in place. One stakeholder described this challenge as “getting into main- tenance mode as opposed to development mode.” Some suggestions to maintain fiscal responsibility included “dampening” the City’s appetite for big projects, such as the golf course and being open to new ideas about development and revenue that may be possible, particularly in the Village. When thinking about what industries are desirable for future employment growth, some suggested being cautious about raising fees and taxes. Being a Good Neighbor and Showing Regional Leadership “Carlsbad is, and can continue to be, a leader in many areas but most importantly, the environment, fiscal responsibility, and the arts and learning,” said one stakeholder. Some stakeholders noted that Carlsbad Carlsbad is capable of being a regional leader and role model if it will make the difficult choices, collaborate with neighboring communities, and share resources. 19 Envision Carlsbad Stakeholder Interviews Report has not always had smooth relationships with its neighbors, but there was still the sense that Carlsbad is capable of being a regional leader and role model if it will make the difficult choices, collaborate with neighboring communities, and share resources. Closing and Next Steps3.5 The stakeholder interviews results described above will be used to refine and expand on the emerging themes that have thus far been identified through the results of the community workshops and the public opinion vision survey. EC3 feedback on this outreach report will provide critical support and guidance to shape the overall vision. The next and last report in this series will be the summary vision report. This final report will be designed to provide a clear and concise summary of the vision described by community members over the more than seven months of public outreach and involvement opportu- nities facilitated by the City. The report will be designed as a guiding tool for community leaders and City staff who must initiate the next steps forward in the process of updating important long-range planning documents such as the General Plan, the Local Coastal Program, and the Zoning Ordinance, as well as other aspects of City functioning. 20 This page intentionally left blank. 21 Interviewed Access to Independence of North County Acushnet Company Agua Hedionda Foundation Army and Navy Academy Batiquitos Lagoon Foundation Boy Scouts of America, Santa Margarita District Boys and Girls Club Buena Vista Audubon Society Buena Vista Lagoon Foundation Building Industry Association of San Diego Calavera Hills HOA Calavera Hills Middle School PTA California State University San Marcos Callaway Golf Caring Residents of Carlsbad Carlsbad Chamber of Commerce Carlsbad Convention and Visitors Bureau Carlsbad Educational Foundation Carlsbad High School Carlsbad Library and Arts Foundation Carlsbad Lightning Soccer Club Carlsbad Village Business Association Carlsbad Village Improvement Partnership Carlsbad Youth Baseball Carlsbad-Oceanside Art League (COAL) Carltas Company (Flowerfields) Carrillo Ranch Master HOA Coastal Kids Play Group Community Housing Works D. Gallegos (Archaeology) Don Christianson Encinitas Union School District Fiesta Del Barrio Association Four Seasons Resort Aviara Friends of Carrillo Ranch Friends of the Carlsbad Library Fun 05 Friends Play Group Gemological Institute of America Grand Pacific Palisades Resort & Hotel Green Encinitas Hoehn Honda Imagine Carlsbad Interfaith Community Services Invitrogen (formerly Life Technologies) Jim Boylan La Costa 35 Athletic Club La Costa Glen Carlsbad La Costa Resort and Spa League of Women Voters Merlin Entertainments Holdings, Inc. (Legoland) Mira Costa College Morrow Development aPPeNDIx a: lIST Of all ORgaNIzaTIONS INvITeD aND INTeRvIeweD 22 Museum of Making Music New Village Arts North County Community Services North County Cycle Club North San Diego County Association of Realtors Pacific Ridge School Palomar Airport Advisory Committee Palomar Airport Association Parents Superintendent Advisory Council for Carlsbad Schools Pilgrim United Church of Christ/ Children’s Center Poseidon Resources (Desalination Plant) Preserve Calavera Carlsbad Charitable Foundation (formerly Endow Carlsbad) San Diego County Bicycle Coalition San Diego County Farm Bureau San Diego Gas and Electric San Diego Mountain Biking Association San Diego North County Economic Development Council San Dieguito Union High School District San Luis Rey Band of Mission Indians Scripps Health Sierra Club (San Diego Chapter) Systems, Machines, Automation Components Corp. Taylormade – Addidas Golf TERI, Inc. Thomas Enterprises (The Forum) Tri-City Medical Center U.S. Green Building Council – San Diego Chapter ViaSat Inc. Walk San Diego Westfield Other Organizations Invited (declined or no response) Asymtek Aviara Master HOA Aviara Oaks Middle PTA Aviara Parkway Farms, Inc Bressi Ranch Master HOA California Coastal Coalition California Native Plant Society – San Diego County Chapter Carlsbad Hi-Noon Rotary Carlsbad Historical Society Carlsbad Lions Club Carlsbad Pop Warner Carlsbad Premium Outlets Carlsbad Unified School District Carlsbad Volvo Carlsbad Watershed Network c/o San Elijo Lagoon Conservancy Carlsbad Youth Lacrosse Catholic Charities Center for Social Advocacy Community Interface Services Emerson Network Power Girl Scouts San Diego – Imperial Council Hoehn Acura Hoehn Audi Hoehn Infiniti Hoehn Mercedes-Benz Hoehn Porsche Hubbs Seaworld Research Institute Ken Grody Ford Kiwanis Club Knights of Columbus, Council #9022 KSL Development La Costa Canyon High School La Costa Valley Master HOA North Coast Calvary Chapel Optimist Club of Carlsbad Palomar College Poinsettia Elementary PTA Rotary Club of Carlsbad San Diego Coastkeeper San Diego County Tax Payers Association San Marcos Unified School District Soroptimist International of Oceanside-Carlsbad St. Patrick’s Catholic Church Surfrider Foundation (San Diego Chapter) Toyota Carlsbad Upper Deck Company Valley Middle PTA Veterans of Foreign Wars (VFW Post 11505) Weseloh Chevrolet Worthington Dodge Zimmer Dental 23 aPPeNDIx B: STakehOlDeR INTeRvIew gUIDe 24 Envision Carlsbad: Stakeholder Interviews 1 Stakeholder Interview Guide BASIC INFORMATION Date: Time: Interviewer(s): Interviewees (Organization(s)): Interviewees (Name(s), Title(s) if appropriate): GUIDANCE TO THE INTERVIEWER Introduce Envision Carlsbad Envision Carlsbad is a city-sponsored program that invites residents to work together to create a vision and a plan for Carlsbad’s future. All Carlsbad residents and community members will be offered a variety of opportunities to participate in the creation of a vision for the future that reflects the community’s most important values and priorities. The resulting community vision will then be used to help guide city leaders in making the right decisions to fulfill that vision. You can contribute to the community vision by telling us about the most important and valuable aspects of your community experience today, and any challenges or opportunities you perceive to protecting and enhancing your quality of life in Carlsbad now and for the next 20 years. Welcome Stakeholder [Organization name] represents a specific and perhaps unique perspective on the needs, values, and hopes of Carlsbad citizens. Thank you very much for deciding to participate, and for contributing your time and ideas to this process. Meeting Purpose and Process The stakeholder interview is one component of the larger community visioning process, which includes other approaches such as a community wide survey, community workshops, a website, and other efforts. This meeting, which will take about 45 minutes of your time, is a chance for us to ask you some very open-ended questions about your vision for the Carlsbad’s future, with a particular focus on the role of your organization in Carlsbad. We will take notes during this interview as we go in order to collect as much of your feedback as possible. We have a short list of guiding questions, but feel free to ask questions and offer additional feedback beyond the questions during the interview. What questions can I answer, before we begin? 25 Envision Carlsbad Stakeholder Interviews ReportEnvision Carlsbad: Stakeholder Interviews 2 INTERVIEW QUESTIONS These are general guiding questions for all interviews. Follow-up or probing questions will be necessary to cater to the specific interests of the organization and the flow of conversation. For Note Recorders: During the interview, please take written notes of each question, including follow-up questions and answers (when writing notes indicate the date, interviewee, and question that the notes apply to). At the conclusion of each interview, write down the key themes that emerged from the interview. Within a day or two following the interview, type your notes into the “Envision Carlsbad Stakeholder Interview Notes” document that will be emailed to you. If you prefer, you can type the notes on a laptop during the interview; however that may be distracting to the interviewee. 1. As a representative of ________, what do you most value about the Carlsbad community? 2. As you look ahead to the next 10 to 20 years, what challenges and opportunities to you anticipate for the Carlsbad community? 3. How will those challenges and opportunities affect your organization? 4. What would make Carlsbad a better place to live, work, and play? 5. What other thoughts can you share about Carlsbad’s future? Thank you for your contribution to this process! Please continue to stay involved. As a representative of [organization name], what do you value most about the Carlsbad 1. community? As you look ahead to the next 10 to 20 years, what are three important challenges and 2. three opportunities you anticipate for the Carlsbad community? What would be your organization’s advice to the City for addressing these challenges and 3. opportunities? What would make Carlsbad a better place to live, work, and play today and in the future?4. What other thoughts can you share about Carlsbad’s future?5. 26 This page intentionally left blank. 27 aPPeNDIx C: lIST Of CODeD STakehOlDeR COmmeNTS The following comments are grouped by theme and primary comment code. maintaining Carlsbad’s Image, Character, and Community Connectedness Climate The climate. Value: Best climate in the world. Weather. Community Character Business friendly. Good labor base. People move here to live and it will be hard to convince people that Carlsbad needs to move forward. Residents bought into the suburban lifestyle. Change is often driven from outside the community and people need to react to that. They shouldn’t resist and say we’ve always done it this way. Buildings are within walking distance. They like the environment and it’s important to be close to each other that’s why they continue to expand here. Quaint, small-town feel, love the downtown, antique stores. Value: My colleagues and the people I do business with. I have great friendships here. We all want the same thing – we want people to enjoy downtown and out of downtown. There is obvious pride in the community and the schools are great. Resistance to change is the hardest for Carlsbad. Strong preservation movement and culture in Carlsbad. City has a nice blend of residential and restaurants and beaches, and still enough open space and fields and enough diversity; [he] hopes it can stay that way while meeting state law regarding providing housing. Carlsbad cares about community Carlsbad has a reputation for doing things right, but needs to watch the perception of pushing people out, elitism. Ethos of being a closed system; unintended consequence of leaving people out – applies to housing, planning, government processes. Value: You seem to have it all here – ocean, great businesses, diverse tax base, a desalination plant coming online soon. Small town feel. Open space. Well planned community. The amount of amenities. Trails, Circulation. The kids and the family and the facilities are most valuable. Aging population. Great location = coastal SoCal. Wonderful place for people to live, arts, raise a family. 28 Due to the City’s great volunteer base, its great support to date, and its forward-thinking focus on sustainability, North County Community Services believes there potentially several areas for a partnership with the City. Work together to create a sustainable community; eco- friendly environment; Isolation of seniors; Mira Costa College has viable program to combat this. Sand castle building contest would be great. It is a progressive community. A culture of giving; The sharing that happens in the community. Ability to retain the “small town” atmosphere. an escape from real life, idyllic, aspects of big city life, nightlife, … good restaurants, things to do at night, as well as a quiet little sea side town. Attract faculty to live in Carlsbad. Academic, intellectually thoughtful people add to community’s resilience, are forward thinking. Beautiful community that is well-kept and has a nice image. Carlsbad is a very attractive community for families to move into. Carlsbad is attractive to Executives who can not only work in Carlsbad but live here and spend their money in north San Diego County Demographic of Carlsbad customer is a value. Encourage more young families to settle here. Encouraging younger people to settle in Carlsbad. Feeling of a small rural community. Great city to live in. History of Carlsbad is very important to it’s residents. Honors members of the community. It is a very family friendly community. Keep rural feel. Keeping the hometown localized family type environment is critical. Moved here for the family atmosphere. Older areas of town are in need of landscape repair and streetscape improvements. Opportunities to volunteer. Pay attention to the quality of neighborhoods (up keep, provide services, amenities). People that genuinely care about the community and support it, maintain it. Preserve what makes Carlsbad Carlsbad. Preserving the history of the Barrio. Quality of life is geared for the General Plan and it has not been deviated from but the quality of life will not continue as it is unless the plan changes; Advice would be to “Stop, Look and Listen”. Quality of life; it’s a “magnet” city in that it draws good people; it’s a great city that is run well. Sense of identity besides geography/location alone. The actual sense of community, people are involved, people care and they are concerned about the future of our children. The area is a “diamond in the rough” because it is so close the ocean; Acknowledge and celebrate the history and culture of the Barrio. The Boy Scouts organization is always looking for volunteers from the community. The City should encourage all areas to form one, cohesive core of identity, which stands out from the other surrounding cities as each area within the City currently seems to possess individual identities; almost as if there are three or four different cities within Carlsbad. The community is very engaged – They want to keep it safe, beautiful, raise families, retire; wide range of age groups here that are vocal and active. The light, scenery, proximity to the coastline, and weather attracts artists to the community. We feel as if we are in a good community, good positive relationship, with neighbors and community. Great place to live. Cannot succumb to negativity. Community Connectedness Economic Development Department could communicate to the North San Diego County Association of Realtors weekly during our weekly meetings. Need a vision that brings people together; sad that we don’t have a better working relationship with our city; city leaders don’t [seem to] care about our kids. Bring all 4 quadrants together. Biggest concern is the quadrant aspect… an underlying divisiveness. 29 Envision Carlsbad Stakeholder Interviews Report City needs to find a way to bring everything together with a vision supported by everyone. Clearly communicated to everyone… all get on board to support. Community involved (volunteers). Doesn’t feel a high sense of community. She thinks because she does not live in a single family home she is missing some of the community feeling. Finding ways to get newcomers to the community involved to develop their own epicenters. Getting other groups involved that benefit from the libraries, such as the Friends of Art (Jazz in the Parks, Use library galleries). Keep city “all together” (north and south) and not as disjointed as it is. Keeping people interested in being involved and not getting apathetic. Like that we are a small town—run into your neighbors. Maintain communication with the Chamber of Commerce— much of the private sector’s communication is through the Chamber. Maintain community feel – opportunities for multiple generations to live here and understand one another’s needs. Need regional planning (with other cities and SANDAG). Need to engage seniors, capacity to give back. Next generation of technology needs to bridge digital divide rather than exacerbate it. Quiet, slow pace of the community; “bedroom community” feel. The new neighborhoods have more of a sense of community – all moved in together, kids go to school together, more connected. The transition from being a one-high-school district to being a two-high-school district will provide many community outreach opportunities. We value relationship with community. Diversity Maintain an open mind; referred to “universal design” where all the doors are wide, light switches are all at a lower height; it’s much more cost effective to put those in up front rather than make the changes later. Military families are over income for low income assistance, and would benefit by services affordable to them. Keeping up with the diversity of the population as it relates to city/ social services. Lack of diversity in the community, including housing and income. Providing resources that address existing and future demographics. (getting more resources for seniors) Really identifying the needs of seniors in the future, which will not be the same as the needs of seniors today. Senior Commission. Is badly publicized and has nothing of importance on their agendas. They should be focused on “active seniors” as well as traditional senior programs. Be open to those of differing socio-economic status. Address problems of citizens at all socio- economic levels. Carlsbad has traditionally been a white, upper- middle-class community but has a lot of residents that don’t fit that criteria. Somehow we need to break through barriers and support people with special needs, English as a Second Language programs, and ensure that the Hispanic population and kids get the resources that they need. Carlsbad needs to address the needs of the changing population. There is a great opportunity for Carlsbad to showcase and lead other communities in their partnerships with organizations such as TERI, which support some aspects of this changing population. More can be done to maintain our cultural diversity. gathering Places A low intensity retail center that feels like a village with common village green with a bandstand would be wonderful. Civic auditorium. Is there an opportunity to do one at the planned new high school. Check the Poway Performing Arts Center as a possible model. Developing a people gathering place where people want and need to go; interact with people outside of your immediate neighborhood. Need more things for people to do locally. Value Meeting rooms- where community can conduct their business. We need community gathering places throughout the community and more walkable areas. 30 Carlsbad has been known as a very strong redevelopment city, but developers are not really interested in building community facilities. Likes the Farmers Market. Hold meetings/gatherings at Mira Costa College; provides exposure, marketing, image of open access. More public education; More support for open space where people can meet. Appreciates the holding of sports events such as the Carlsbad 5000, marathon, and the Street Fair, to keep people aware that Carlsbad is a great place to be. Develop or encourage the development of a “central hub” for shopping and entertainment. Providing a neighborhood “place” for people to gather and meet. Image Appealing geographic location with good business opportunities. Value the coastal location. Business-friendly, family- oriented. A kind of vibrancy is missing here, compared to Encinitas. What was developed for Encinitas downtown our current City Council would not let someone to get away with it. The art adds to the warmth for Encinitas. I would love to see Witch Creek Winery do something with that – it’s a big blank canvas. Geography (ocean), cleanliness of community. Help to create a true “sense of place”—it’s called the Village, let it live up to it’s name. Help make it different and special: unique restaurants, art galleries and performing arts venues, etc. Very attractive City; There are no high rises near beach like other cities. I think it was a great idea to limit height for aesthetic and limit density near the beach. Carlsbad needs a unique identity; be choosey regarding retailers, restaurants, etc.; be mindful of expenditures of sales and property tax revenues. Power Plant being relocated. Poseidon will be there… but the big stack is ugly. Better way to “tone it down”. But even a new Power Plant in its current location. But better looking. City is not bike, ped or dog friendly. Value: Good reputation. Wonderful natural resources that brought most us to this area. Lagoons. The Coast. Beach community (access to the beach). Proximity to the ocean. Carlsbad is the best community in Southern California. We did a lot of market research before selecting Carlsbad as the place to build. Quality of life; jewel of the County; its history. We like the Big City atmosphere, but small beach community feel. Carlsbad has to create its own name and image. “Live, Work and Play” no long works here. Carlsbad has always been proactive in discussing and promoting community involvement. Carlsbad has developed a clear vision regarding its residential community along with a good business base including the Airport. Carlsbad is a beautiful, clean, quiet city. City is seen as an “elitist” community that doesn’t play well with its neighbors; it rubs people the wrong way. Create a statement of vision that gets promoted locally and regionally. Desalination plant project and the Hubbs fish hatchery should get more exposure as unique things happening in Carlsbad. Forming a unique identity beyond being a bedroom community of San Diego. Getting rid of the power plant and the transmission lines. Good reputation as a high quality place to live and they’d like to keep it that way. Image of Carlsbad: more of a young family, growth oriented, still growing. Carlsbad is more business friendly. It has been relatively easy to do big housing developments in open space, as eyes turn toward older parts of town, people are going to get emotional about the changes they see coming. Likes that when she tells people she lives in Carlsbad people associated that with living in a high quality city. Style of homes, schools, cleanliness of streets and stores, not much crime, etc. Love the “feeling” in Carlsbad – it is quaint and traditional but not antiquated. It has changed with the times. Can’t imagine it 31 Envision Carlsbad Stakeholder Interviews Report better than what we have so the challenge will be to maintain it. Need to be very careful of image, who is welcome. Not being viewed as a beach town. Power Plant is eyesore – very anti- environment. Provide the city identity on Coast Highway (Carlsbad Blvd.) Quality of life to our organization is building in the best community in Southern California that represents a great place to live, shop, play, etc. located within 2 miles of the coast, highways (N/S/E/W), and having the right demographics that represent families, business people, and retired people where you hit all values of living. The City potential for more but it could be better. Ocean and Beach Beach Preservation Committee, State Parks and City should set a model of cooperation, but they are at loggerheads. Value most the proximity to the ocean. The ocean, the beach. Don’t have the beach amenities we need. Ex: public restrooms, food and beverage outlets while at the beach. Daytime parking. Maintain the beaches—they are good for walking along, but there are other barriers for access such as lack of parking and the rocks. Charging for parking at Tamarack Beach - place where local residents to go and park and not have to pay. Beach protection: Long continuous walk along beach lost. Without beaches, tourist destination value declines; allure lost. Carlsbad’s proximity to ocean is vital for business—especially tourism. Beach atmosphere of the city and feel Carlsbad offers a high quality of life for residents. Beaches. Defining/developing beachfront (i.e., extend boardwalk all through city shoreline); done correctly, ocean views will be preserved. Developing beach activities (i.e., pier). More trash cans along the beach. Proximity to the ocean. The beach environment and proximity to the ocean. Value: Close to the ocean, ocean breeze, cooler weather than inland. Quality of life Better controls are needed for the airport. Concerned the airport may get more jets. Need [enforcement of] noise abatement program. Low flying aircraft issues. The building of the City is really done. In this new general plan, concentrate on improving the quality of life. A little sanity to the procedures… The City needs to push for sound walls along the 5 freeway (due to its expansion) even if it is under SANDAG’s jurisdiction. Extension of the runway will offer opportunities for safer and quieter airport operations. Supporting the local economy, Business, and Tourism Business Airport is important. It’s much bigger than it looks. And is important for bringing in the top- flight companies. Especially as Lindbergh gets overloaded and does not expand. Not a mega- airport — but fulfilling more needs than currently. We would like to be able to divest the property for an appropriate price . Challenge is retaining vitality to community that Carlsbad has. In 15 years it won’t be shiny, it will just be sub-urban. It will take serious economic development and zoning to bring commercial industry closer to communities. Definition of “fast track” should be looked when and used when appropriate (i.e. how can we entice you to locate here? Lower fees, offer tax incentives?). Long term tax revenue generators such as “big box” stores (not high end) offering a bigger variety of necessities; this would make shopping much more convenient for the residents and keep tax revenue from these sales, etc., in Carlsbad. Maintaining City as destination for businesses; supporting businesses is critical. More diversity of businesses to create a variety of incomes sources for the city. More software companies. Make city processes more business friendly. Clean technology. High paying jobs in the city so people can work in the city which they live. 32 Only have 1 big box. Need to explore opportunity for tax dollars. The City will continue to see more businesses leave because the surrounding communities are luring them away with tax incentives, fees, etc. To be more competitive to business renters in Carlsbad the City should look at lease structures and expirations at least 3-4 years before expiring, to see what they can do to keep the lessees here and help renew leases. Encourage, support, develop small businesses. That will help Carlsbad maintain it unique community. Keep building codes, tax codes, licenses, etc. easy for the small business not just attractive for big business. City has a role in redoing the zoning and to encourage business to come; They are being punitive, restricting commerce. City is restrictive with permitting, slow, and not responsive; need to work with business instead of opposing business. Continue to promote the businesses they have; Attracting some young professionals. Development here in Carlsbad is a little difficult – a lot of restrictions; can do business for less somewhere else. Fast-tracking the permitting process, including offering expedited services for an additional fee; tax incentives to encourage more companies to move here to continue growth. Don’t know what the City is doing to help [grow airport]. There is less than 20% of trips that are from Carlsbad for Via Sat business. We need to get larger planes into the airport. Challenges: limited length of the runway and resulting inability to attract additional airline service. Having the airport is a plus but a challenge is that there is only one airline that flies to/from LA now as opposed to 5 like before. Would be nice to have more airline partners instead of just 1 that we have now. Great that terminal expanded. Better than driving to SD. Balancing: attracting employers and maintaining open space. The arts are good for business!! Opportunities: Be mindful (aware) of businesses that are closing and work to support. Attract high quality business people. Business Expo is great event that the city should keep supporting. Business relationships are important for scouts. Challenge: Business misunderstood by City. They think because La Costa Glen is so popular and the future need is great for these type of facilities. Therefore the City believes it should approve more similar facilities without regard to quality of operator or location. May lead to market saturation. Challenges: public perception regarding any expansion of the airport services. Chamber of Commerce is a great outlet. Chamber of Commerce is recognized as one of the country’s best. Encouraging more biological/life sciences companies to conduct business in Carlsbad. Small businesses have been very generous. There’s no name on the street, so folks have a hard time finding them! Values the strong support from the business community, including the Chamber of Commerce, and the general support provided by the City of Carlsbad. Visibility and scope within city – would like to have freeway exit co-named. Zoning about satellite dishes is out of date and it isn’t for today’s use. A lot of the things that brought us here aren’t here anymore. Consider Palomar Airport as a commuter terminal alternative to Lindberg Field. Their building is across the street from it and can’t use it most of the time. Easier to go to SD airport because can just walk to airport from train station. There isn’t good transportation connecting to the Palomar Airport. Cab service is so bad. Prefer just to go to SD. Good socio-economics of the population make it a good business climate. economy A marina would be nice. Major HOA challenges are foreclosures, and people not paying their dues, which affects the HOA reserves. Recession, consumer spending – for us, it’s margin preservation. 33 Envision Carlsbad Stakeholder Interviews Report Prices haven’t really gone up and there’s only so much you can do to reduce costs, especially in Carlsbad. Land costs, energy costs, wage costs. [Publicize] economic engines of Carlsbad so Mira Costa College can service these needs. City should use incentives to draw more businesses into the city. Economic constraints on the Airport and the ability for it to survive financially is a concern and/or challenge for ongoing operations. Extension of the runway will offer opportunities for safer and quieter airport operations, as well as enhance the business that will generate greater fees and revenues for both the airport and the City. Hard for Carlsbad to fill up those business parks. Property foreclosures, maintaining economic confidence/small business activity. Update Westfield site. Re: power plant: have to balance revenues with quality of life considerations. “Nothing keeps us here that is non-economic”. Oceanside is currently offering tax incentives for us to move up there. Once built out, where is the new tax base and income going to be generated? The village gets compared to the other shopping centers… completely different environment and structure… they are being treated as though it were a mall. Challenges: the future financial viability of the Airport due to limited public investments. Challenge: State has no long- range plan for supporting infrastructure, pits schools against cities for funding. Needs for their services are increasing due to the poor economy. More residents from Carlsbad were assisted through their food distribution program this year. The challenge is to find ways to meet the needs with limited funding. Volunteers and fundraising are other challenges. Carlsbad Youth Baseball recently lost 20-25k with a credit card/online company that stopped making payments. A base issue of attracting and retaining businesses… so many scared retailers… keeping the ones we have healthy…. We have a city council that do not understand business. They do not understand that there needs to be a cohesive relationship between business and government in order for the relationship to be successful. Strong financial community. City needs to maintain its economic base/tax base, and create higher-paying jobs. We have tried three times to bring research up here… and they say no because there is no proximity to other science… city has to decide to create something other than an industrial pad for a commercial building. What kinds of jobs people will have who live here. Challenge: Recession has made it harder for City to keep to its values in terms of adhering to land use, zoning, etc. May result in too much congestion. Need to monitor the glut of new hotels, stagger the openings of new ones so they don’t go out of business. As we approach build-out, revenue streams will be less. Homeowners are a strain. So you see Vista, Oceanside, etc. look for big box stores. They’re hoping restaurants will be built where Olympic Resort is at. There’s a great opportunity to bring restaurants to eastern side of El Camino Real. There isn’t anywhere to go to eat. We need to create an economic base that is more internally sustainable and not subject to outside influences. We need more of a local focus. Commented on Ponto Area as maybe an area where some of those ideas could happen (low cost dining, boardwalk, etc). Could support more hotel development in the city as there seems to be an issue with rooms seasonally. Don’t understand the airport – public $ redeveloped the terminal, right? Why? Runway doesn’t work for larger planes. 1 carrier, only goes to LAX… warfare about airport… zoned land to prevent airport expansion. If you wait long enough, those groups (who care about noise, traffic impacts) will make it so you won’t be able to do anything. Large commitment to lodging as $ base, but no coherent vision of the tourism strategy, no integrated strategy, lacks a conference center, whether for 34 entertainment or for business, don’t have the resources here, beaches are nice, but they are not adequate [to make up for a whole strategy]. State Street in Santa Barbara as a good example of a place where both tourists and residents want to go. Suggested a beachfront boardwalk (European style) with restaurant uses to create walking/ dining type experiences. The City needs to focus on more sustainable forms of tax bases such as more retail (less housing development), hotels, and tourist attractions. Would like more low cost dining establishments along the coast. Better retail and shopping opportunities. Challenges his organization and/ or the Airport is facing including declining private aviation interest. Difficult to look past current economy, but … Difficulty in obtaining financing to buy land; finding qualified employees. Economic condition – recession. In the short term, the challenges they face are economic, both in terms of customer’s willingness to purchase product, and their ability to get good loans. Keeping the local economy strong through careful planning. One thing the city can take a clear lead on is to make sure to identify the skill sets needed for the jobs being created in the city and then working with the local colleges to ensure education is accessible. Jobs Extension of the runway at Palomar Airport would support Carlsbad’s sustainability efforts by keeping business and jobs within the City. Carlsbad is not just strong in housing but employment too. Keep the City up as it grows. Average salary in Carlsbad is $90,000. Need to create good- paying jobs in Carlsbad. Most people making $90,000 don’t work in Carlsbad Need to bring some ‘green’ companies, so the high wage earners don’t have to commute to Los Angeles or Encinitas. Going forward the jobs here will be professional jobs not factory jobs. Plan your zoning and infrastructure for more intensive use. This building was originally 2/3 factory, 1/3 offices. Now it’s going to be the future home of R&D. To accommodate we had to build a multi-level parking structure. The type of company locating here is going to bring white collar workers. Shopping, Dining, and Other amenities Need to enhance the Westfield mall. Multiscreen cinema, grocery store (upscale), pharmacy, museums, 10 or 15 more restaurants. The City should run the snack bar facilities and maybe each user group could contribute. This would allow the snack bar to be open all the time. More healthy food places with drive throughs. With two kids, it’s hard to get in and out of the car to stop and get food or even to get gas if you have to go into the store to pay. Improve the Plaza Camino Real Mall. Add housing and intensify the mall. Need to upgrade the Plaza Camino Real Mall. Better restaurants. Mall (although its ready for some rehabilitation, they’re glad it’s in Carlsbad). More diversity of shopping available to residents. The city needs to provide upscale shopping, arts and things for the CEO’s and their employees to spend their money so that the city can generate tax revenue. The mall is not such an attraction anymore. Close to hospitals, retail and other services. Tourism Showcase artifacts within the City as a tourist attraction. Need The Village as a quaint destination, Carlsbad Premium outlets, Legoland. More dining establishments in the Village. Cater to tourists with hotels and resorts. City should evaluate what role tourism will plan in the overall economy in the future. Encourage more tourism (hotels and restaurants). It is a clean industry that provides good income to the city. Marketing should be more coherent, create a tourism zone. Providing places to build world class shopping (e.g. 500,000 sq. ft. on 8 acres). 35 Envision Carlsbad Stakeholder Interviews Report Tourism can promote mountain biking. Biking industry puts billions of dollars annually and there isn’t really any city that has tapped into that. Ecotourism—green hotels and motels (they don’t want the five star places), maybe hike, kayak. The City is not against this, but a greater degree of cooperation will be helpful. Creating a prestigious atmosphere like La Jolla/Del Mar El Salto Falls – largest waterfall on the Southern Californian coast 40 ft high – commercial areas building artificial water features, and yet we have this right there that we have yet to learn to work with. Encouraging hosting more national events and tourism. More of a destination for tourists. Creating destination-oriented development. Highway System (I-5) – One of the biggest things that will impact tourism. Capitalize on tourism. Carlsbad and North County need to become identified as a destination. Carlsbad is much better known now than it was 20 years ago! City could be more pro-business - i.e. provide shuttle service to the tourist areas in town, invest in marketing as tourist destination. Develop the beachfront area by building a marina or wharf; make Carlsbad a destination. Encourage more national-scale events. Keeping industry here may be hard, but tourism is a natural. Need variety of hotel rooms, accommodations available. Opportunities: Tourism (build upon beautiful golf course, hotels, Legoland). Tourism is an opportunity. Get rid of old power plant. Resort destination. City should step up and take better care of lagoons and beaches… Tourism is important for our community. Increasing mobility through walking, Biking, Transit, and Connectivity Connectivity Access to beach with small commercial uses (coffee shops, bakeries, etc.) along the route (where the transformers are located now on Chestnut Ave.) Beach access from Chestnut to beach (underpass to beach). Carlsbad is a hub of cycling related manufacturing and distribution. There’s an opportunity to connect dirt trails with streets. The greatest opportunity is to interconnect its existing trail network and to connect a well articulated plan and trail system. In a good location. Can travel to Los Angeles, Las Vegas or Phoenix. Easy to get in and out of the community. mobility Asked if the city has inventoried its curb cuts so that they are accessible not only for people in wheelchairs but for people who use strollers, etc. Pay attention to issues regarding general accessibility, i.e. library access, lower curbs, etc. Create more “walkable” areas connecting neighborhoods and quadrants to encourage a closer community. A measure of success is if 6-10% of trips in community are made by bike. (Portland = 9%) if Carlsbad could take what’s happening downtown (walkable, bikable, part of natural environment of village) hang on to that, and expand it, that would be the right direction. Bicyclists are an “indicator species” – if you see them, streets are safe; if you don’t see them, people are afraid to be on the streets… Carlsbad needs to build freeway bridges and put pressure on Caltrans to look at things besides auto through. Caltrans looks solely at automobile. Bike trails falls off the project. Carlsbad needs to tell SANDAG and Caltrans that the 5 shouldn’t be a barrier separating Carlsbad. Carlsbad needs to move forward with the Bicycle Master Plan. There needs to be implementation. Carlsbad has done the easy pieces and now needs to do more expensive projects. City will tear up a bike lane and leave like that for months. The City was getting ready to pave the road. There is little consideration for bicyclists. This would help employees that ride to work, as well as those driving. Connectivity would allow more people to commute with their bikes. When working on north county Multiple Species Conservation Plan/Carlsbad 36 Habitat Conservation Plan, incorporate these considerations into the plan. Develop a bike lane master plan. Going to need to focus on getting children on bikes… safe routes to school, driving children to school is ruining the community and the kids… no routine activity in their lives… Carlsbad is going to need to change that. Marin Co. has a similar development pattern and have an amazing program… Marin also took a big risk early on… when others were focusing on traffic, Marin focused on bike and ped. Will take political fortitude in a place like Carlsbad to take steps (“a little congestion may not be such a bad thing…”) Educate community about the true cost of the decision to only design for autos. Most of concerns deal with land use and roadway network. Getting across the 5 is a huge barrier. Taking your bike is a huge scare to get across. Not sure of bike parking in businesses. Challenge is there’s no place to store or park bike while shopping and eating. Oceanside is working on biker friendliness and is jumping in with both feet. Carlsbad thinks they’re done and Oceanside may be more of a biker friendly place than Carlsbad. One issue is cyclists feeling like they have the right to be on the road. Some motorists don’t want to share the road and feel they shouldn’t be there. Carlsbad should work on public education and enforcement side on dealing with bike issues. She hasn’t heard of programming. She hasn’t heard of bike rodeos in schools. Doesn’t know if it’s happening and it’s not happening or it’s so low profile. We should have a much more walkable, bikable city, fewer cars, better public transportation. We need parking for bikes, carpool development, school buses. Bike trails… even though there is a trail straight through Carlsbad, it is not a bike friendly community… they don’t stripe bike lanes… Coaster blocked a lot of passageways that we had to get to the beach. We should have better connections; other ways to get across the tracks. Connect our trails. When a development is built, trails don’t connect to those adjacent to them. It would be nice to walk down a trail all the way to the beach, or ride your bike. Connections to the beach – train tracks and freeway make it difficult to get from the village to the beach… improve these connections, bridges, tunnels, beach Carlsbad village drive and grand are the only two ways.. we could put one up by Army Navy Academy, and another one down by chestnut ave. Continue a bike path all the way to San Diego, which goes hand-in-hand with completing street construction; ideally, a coordinated system of bike routes linking points of interest throughout the City (i.e., beaches, downtown, schools, key intersections. Creation of a trail system. Demonstrated committed to trail network. Expand bike access throughout city and pedestrian access through. Incomplete transportation and infrastructure, making it difficult to reach campuses; regionally, ability to access education hampered by increasing congestion. More bike racks downtown. New road openings Melrose and Faraday help our employees from Escondido get here. People close by hike the trails, walk the lagoons. Lot of what they want to do it trails—we can do more so, and connect them. Punch through the rail trail. Nice if entire city could be linked safely and conveniently without having to get into a car. Restoring the bike lanes on La Costa Avenue (from El Camino Real to Rancho Santa Fe Road) that have been closed since the landslides. There is not enough pedestrian activity in Carlsbad. Planning for people without getting in their car, to be able to raise their kids. Public transportation is a huge issue. I hear complaints that we don’t have enough inner city transportation available. We need that. Traffic flow – we need to figure out a way to get people out of their cars. Transportation: We need to get people out of their cars. We need to promote more energy efficient cars. We need to develop a creative electric vehicle or tram to connect between Plaza Camino Real and Quarry Creek to get 37 Envision Carlsbad Stakeholder Interviews Report people back and forth between shopping centers or to gain access to bus transit center. We need transportation infrastructure that includes more than just streets and roads. Not much forethought about when road projects are done. An example is the Palomar Airport Road median changes. Coordination needs to be improved between the city and developers. A lot of concern about roadway extensions and widening. Look at a plan to have the minimal impact and get the best transportation benefit. Rather than just going right through sensitive areas. Carlsbad does not build roads, only waits for developers to pay for the road. The road is however used by the whole community. Identify future infrastructure needs. Maintain the quality of the infrastructure and streets. Ways in the summer to provide a shuttle service to attractions in the city: 1) beach, 2) village, 3) Batiquitos Lagoon Walking Trail, 4) Carlsbad Premium Outlet Mall, 5) The Forum Shops, and 6) Legoland. This would be cheaper than trying to solve the parking issue. Good road conditions, bike friendly. Carlsbad is an example of a city that has comprehensively looked at roadway standards. Encourages the city to establish policies that address climate and transit – they are a good place to start in making Carlsbad a better place to live, work, and play in the future. Energy/Transport/Urban Design: City needs to develop a vision of what it will look like in 2050 and how will transportation infrastructure fit into that. Example: it is hard for people to ride bikes, it is dangerous. Bikes might be a critical mode of transportation in 2050 and we should support infrastructure that does that. Transportation needs to be friendly, available and sustainable to the people can use it. Look at regional bike plan – it offers some innovative ideas for promoting/supporting bike use. Work done around Village train station is impressive. At Palomar Airport Road and south, people block the bike lane with their cars as they are waiting for a parking spot, then people come and wait for the first car, and then they are really blocking traffic. CalTrans widening I-5—City needs to be involved!!! El Camino Real. There’s a sense that traffic lights are set to 35 mph. Perception is Carlsbad is trying to push traffic to I-5. Frustrating. Traffic management is important. Needs to focus on closing west bound lanes on Carlsbad Blvd. Need to make best use of coast and maybe move lanes over to east. On College between SR 78 and Cannon move at high speed, adding some signals would slow them down. The mayor said he doesn’t want bike lanes on La Costa because he thinks it’s too dangerous, but in reality, there are a lot of bikers that use that road. Timing lights because it takes so long to get down El Camino… I hit every red light. Traffic and lack of public transportation. Traffic as a concern. Traffic calming. Traffic is an issue. Traffic is an issue. No challenge with parking but other retailers have issues. Traffic is tough but the city is not alone (most cities have traffic issues). Would like the city to pay attention to traffic patterns. Traffic light sequencing (as traffic continues to increase). Traffic management. Traffic signals – 50% of them need to be looked at and tweaked. The signal at Faraday and El Camino Real goes through all the cycles, even if the intersection is deserted. Transportation – downtown is isolated from all the major lodging opportunities. Train stations—no way to get places from them. We need a fixed route/rail system that would give reliable public transit. Transportation is a challenge. Incorporate more trails – link existing neighborhoods to other uses. Walking biking trails, opportunities for people to be outside, boardwalk is a great facility, always packed, find ways to do that in other parts of the city… A shuttle might help with parking and traffic. Shuttle should have a 38 catchy theme and name, and go between the mall, outlet stores, beach and downtown. Rickshaws might be fun around downtown. A Carlsbad shuttle should meet up with the Encinitas shuttle; Since there is no free parking down near the beach – it would be very good to have the shuttle bus. Bus service/Transit issues – would like support from city for possible shuttle service. Business community needs to become more involved so that access to businesses are available (through transit – business could sponsor shuttles to shopping centers, etc). Carlsbad is very lucky to have the coaster and sprinter locations… I think that any linkage with better transit to get to those stations, or to the beach, would be great. Enhance the transportation corridors. Use the enhancement as an opportunity to create transit corridors that are not rely on the use of cars. Use the expansion of lanes for buses. Help with coordination of transportation services (i.e., make Boys & Girls Club a bus stop). Increased train (and bus) service times. Lack of transportation options around town and to other parts of the county. Limited Sprinter, no direct line between California State University San Marcos and surrounding communities; need to pay attention to transportation methods other than car, look at public transportation differently. Mass transit is critical for their work force (also identified as something that is lacking). Mass transit leaves a lot to be desired. North County Transit agency is in charge but cities give input. Need an integrated system that connects. North County Transit District should be more open, transparent about how they make their decisions, needs to be more aware of needs. Must be subsidized. Need for better public transportation to alleviate congestion on city streets and around the school at the beginning and end of each school day. Public transit – has to be accessible and easy to use, especially for older people. Public transportation—or the lack thereof. It is very difficult for residents to get around the City via public transportation. Relative lack of public transportation. Smaller lines off the Sprinter train. Transportation for older residents. Spruce up the transit center at the mall. There also needs to be a School Bus system for the kids. There needs to be a small rapid transit routes/system developed. Think carefully about mass transportation options. Coaster ok but not high speed rail. Transit opportunity between east and west sides. Transportation (more trains, buses, etc.) Transportation, particularly for an aging population; traffic configuration (street signs and traffic flow). Transportation: Coaster and Amtrak are convenient. Underground and/or aboveground transportation services (i.e., subway, monorail, etc.) Want to live and work in same town in Carlsbad. It’s harder now to do that now. There should be a focus on transit and affordable housing. Adopt more walkable neighborhood, the commercial and retail areas were more walk friendly. Carlsbad will realize that they messed up with the planning in 15 years when they realize they didn’t set things up in the different communities. There may be some development to provide for commercial and retail opportunities in the residential communities. Gas will go up to $4 again in the future and the undeveloped areas will find commuting a problem. Major roads don’t have sidewalks. Bressi Ranch is a good model of walkability. Walk San Diego is teaming with CalTrans on regional safe routes to school – Carlsbad might be chosen as a test-case city where they try to show how a safe routes to school plan can be established for suburban areas. Easy to get around Carlsbad with alternatives. Less vehicular and air traffic (noise impact), implementation of a fly over curfew, addition of 39 Envision Carlsbad Stakeholder Interviews Report commuter stops to train stations in Carlsbad. Synchronization of traffic lights, street repairs to older streets. Balancing growth management with good land Use and Urban Design Building heights, Density, and Intensity Increases Infill development. Higher densities; Increase density in downtown area—has transit, walkability. City Council has arbitrarily established lower densities. The city needs to adapt because of build-out... Create more value in the land use by increasing densities. Change the mindset from building out of building up without causing over crowdedness. Increase density around the mass transit corridor. The aging neighborhoods can be in-filled with higher density developments. Same zoning regulations as the Village Redevelopment area should be applied to the Barrio (e.g. mixed use in key locations, density and height regulations increased to provide a stimulus to new development and more walkable environment). The City needs to develop a new attitude or it will be left behind. The maximum height limit for buildings needs to be increased. Allow for urban mixed use projects. Improve the timing of the traffic signals in the city. Smart building: Ponto is well conceived; these kinds of projects have long-term value. Ponto – and how it’s done. That can change the face of the City. Higher density would make Carlsbad less desirable and diminish the quality of life. Increase density about 23 units per acre which is the max now… some parts of town you can do that in, the village is one (whole downtown areas lagoon to lagoon)… plaza camino real is another place… (mall at north end of town), there are still a lot of single family small lots where you could increase the densities. I don’t think you can go over 4 or five stories. Lack of flexibility model won’t work going forward. Future is urban infill. Need flexible planning tools (architectural design standards, building height, allow tandem parking). Form based zoning. Progressive parking standards. Multiple use developments. Where does the city want to go for population and economic growth. Cost to build. Fees, etc. Will be an incentive or disincentive to developers. Also concerned about the city reaching buildout. Density increases will extend the potential for development. The city is processing applications at a decent clip. Density bonus would be nice. The company is comfortable building attached products to 3 stories. Higher density product is over saturated. Development Continued beautification of Carlsbad Village Drive; more retail-friendly streets (outdoor cafes); enhance the downtown area with more cultural variety and restaurants. More live/work developments not only in the downtown area but throughout the city. There has been little change. Carlsbad hasn’t changed fast enough. Biggest issue is being open to change. Realignment of Carlsbad Blvd. Create a greenbelt along the beach. Park land and more parking at the beach. Availability of land. I absolutely detest mass grading, can we do it differently. I know we don’t have to flatten everything… Keeping buildings occupied through more creative leasing options. Like the Alga Norte Park concept. Old Highway 101 is an historical road which should be memorialized through signage and the old bridge should be preserved. Parcel H – it has been such a point of contention; People wanted it to stay the way it is. Preventing deterioration of the Northwest Quadrant. growth management Density of development here is too high and impacts property values. Smart Growth: Near regional transportation, cluster to preserve open space, stop sprawling development. Would like to see more smart growth, walkable communities and live/work communities. The city has done a good job with it so far. Concerned that the city is approaching buildout. Two types 40 of cities. Those that are dying and those that are growing. Need to consider density or intensity increases to avoid stagnation to continue to provide wonderful services. Other cities are encouraging 4 to 6 story buildings. Bigger tenants need larger buildings. An example is Viasat that is spread among a number of buildings and has to repeat amenities and areas such as lobbies in each building. Height increases are needed. Allow daycare in business parks. Time is money. Need staff support to help them as well as flexible standards. The city did a reasonable job coming up with the master plan concept, but the community thinks there is way too much development put into that area. .. also issues associated with definition of what counts as buffer to the lagoon. City has to recognize the best role for land. Can put limits on square footage on new homes that are being built. Managed growth. We are trying to maintain the open space environment. New trails. The city should go slower on new development. People want to see the City cut back. Not much open space left. Growth initiatives (attracting desirable and needed businesses); green environmental initiatives. Limit density of development and require traffic improvements. Carlsbad built out slower, growth push recent—in a few recent years we have seen a huge growth push; How this remaining growth is managed is critical. Stop this built out now. More is not necessarily better. More infrastructure is more difficult to manage. Carlsbad is becoming densely populated and growth control will be very important in the future in order to retain “small town” atmosphere; recommended the creation of larger minimum lot sizes. Challenges: Growth management – especially in current economy. (e.g. large industrial. vs. residential growth). Controlling development by keeping in mind how the environment is impacted. Hoping that cap on growth in Carlsbad will stay in place; eg. restricted access into Carlsbad by keeping Melrose closed. I think there should be limits on how we try to expand the tax base. Limit new construction. I like that Carlsbad has a lot of parks. Limiting new development. Manage growth. She has seen a lot of growth in recent years and doesn’t think it’s sustainable. More controlled growth along the coastline. Much of Carlsbad is built out, but there is still land available and reuse opportunities. Traffic, demand for space, keeping the balance between the idyllic Carlsbad vs. progressive growing Carlsbad. Business growth vs. environment, watershed conservation. Use of water, desalinated water. We are opposed to the notion of walling off the ocean with high rise lux hotels and condos. Well-managed growth. Has grown slowly, has maintained small-town feel, sense of community. land Constraints Remaining places to build all have issues and may never come to fruition. land Use Carlsbad has spread out so much. land Use Conflicts Land use issues can be a challenge. There may be pressure in the future, however, to continue to encroach upon the airport influence areas as the City gets built out and that this is something that needs to be considered very carefully . land Use Decisions Carlsbad has always been a very land use planning oriented place. Even the citizens that have been here a while think of the city in more technical land use terms than usual. Increase coastline utilization (i.e., build a pier, extend the seawall/ boardwalk). Suggested that the Strawberry Fields be converted to a regional transit center, with park & ride, bus terminals, and employee and customer parking for Car Country. Look for places to introduce uses like grocery and retail services. Challenge: All local authority taken away except for property taxes and developer fees. 41 Envision Carlsbad Stakeholder Interviews Report City has done long-range land-use planning. Diversity of land use. Most concerned with impact on use of site 5 re: Prop D. No casinos in Carlsbad. The challenge will be in balancing the needs of the community as a whole with the small minority of residents who oppose these actions. The City is expected to control operations of the Airport but they don’t have the authority to do so. For example, the City Council can’t set a curfew for the Airport. As infill happens, take advantage of newer thinking and ideas. long Range Planning This is the time to do careful planning – when cities take the time to do careful planning, it is a magnet for development – everyone is on the same page. Developers prefer to develop in a city that has a plan in place that has been well thought out – city and community are behind the plan, which makes the development process easier. The current General Plan is “biblical” in proportion—and interpreted that way. It served the City well for many years, but It’s TIME for a new one. Parking The planning requirements associated with parking are high here. City should rethink parking along the beach, rethink the bike lane. People park their big RVs there and take up a lot of space. Down by the power plant, could go to one lane, put in some diagonal parking to get more parking spaces. Also, at Palomar Airport Road and Carlsbad Blvd, there is enough area to put in some parking if it could be done in a safe way, and provide more coastal access. The 2 to 2.5 cars per unit that you are required to do for parking is encouraging car use and not transit; situate the housing in such a way that it is accessible to transit. It is not that the parking standard itself is more onerous, it is that downtown depends on the city to build spaces, but they don’t. Keep fighting for free parking at Tamarack parking lot. Maintain free access to Tamarack Beach parking. Parking in Car Country is too congested for customers and employees. It inhibits customers coming to the area due to lack of parking, danger from accidents, etc. Parking on the street is an issue here – we don’t have enough parking for employees, so they have to park on the street and then we get fined by the business park association. Parking requirements are overly strict and they hamper development. There is a myth that there is a parking problem. I personally don’t believe that is true. People will go to a mall and park way out in the field/ lot, because the mall has stuff they want to buy… but go down to the village and want to go to one shop, people want to park right in front and if they can’t there is a “problem”… talk about a structure downtown… I think we should try to have a parking problem… that should be a goal… Perception that parking is a problem. We don’t think there really is, but you need to educate folks that there is plenty of parking. Poinsettia Coaster station needs more parking. They could liberalize their parking rules. Urban Design Need more “vertical synergy” which is created with 3-4 stories vs. 2 stories. It matters how close a site is to amenities. We want the city to look at other sites that have those attributes/amenities when they move forward with their long range planning. City needs to do a much better job of clustered development, mixed use, walkable communities. Council has an arbitrary limit to 20 units an acre and won’t go over that. Increase transit and mixed-use housing. You need to have live-work in Village. Need to allow for innovation in the design process. People are living in different ways. Live/work units, mixed use, loft concepts. Mixed use can also be residential next to commercial, daycare, etc. Timing to process projects is a concern. Builders have to march to the beat of their customers. Redevelop existing older uses – to provide needed services near where people live to make it easier for people to walk to what they need. 42 Main challenges for Walk San Diego are the physical environment and people’s attitudes and habits – need to get people to think in a smaller radius to get to what they need, which means a need for changing the mix of uses in a neighborhood. Trees are very important to walkability. Walk San Diego does not address trail, except as links that connect neighborhoods. More local shopping areas. More walkable village type things. Hard to overlay that on classic suburbia. Park area southside and some restaurants would be great. Walk San Diego is starting to focus more on north SD county, but it’s difficult because it’s more suburban and spread out. Preserving Open Space and environmental assets environment Preserving El Salto Falls. It was important to the culture because the water represents life. There are many sites around the falls and along the trails connected to the falls. Connecting with nature is important. The trails provide a link to nature. It’s about quieting down enough to hear the sounds of nature. habitat Protection We need much improved buffers for the creek; Need a consistent buffer for new development. Unique in having so many lagoons. The lagoons could be restored to be productive in shellfish. This would create income and habitat. Need to preserve archaeological, biological, geologic and open space resources. Provide public access to resource areas. Destruction of environment must stop. Lagoons: protect waterways; the more open space, the better. Flower fields may have a cost, but also a special lure. Lagoons unique; city has done a good, not great job of protecting them. Open space, lagoons and trails are the #1 concerns of citizens. Aqua mop: smaller. Sure we can keep it busy. 6-8k/day. Makes a lot of sense to buy one. Buena Vista Creek lagoon – it runs up the boundaries of the driving range with a bunch of golf balls in it. Genetically engineered seaweed found in lagoon. Maybe the City needs to buy a dredge. We become a city that has a dredge system; Waiver for the nesting season. Data showing Lest Terns do better in dredging time than others. One of the lagoons got it. We have a global leadership role in coastal management. Open Space If I had young kids I might benefit from the green space… green space that is for an older crowd (to picnic, walk dogs) is a mystery to me (don’t know where it is, if it exists). Encourage agriculture in this region; there is no connection in the minds of people between agricultural production and consumption. Flower fields – financial and political commitment is necessary to keep the flower fields. People want it there, but are not committed to supporting it. Can’t stand back and assume it will work. Looking at the lagoon and how we share, phase out pesticides since it goes downstream. Need to be joint effort since share. Loss of agriculture; it is critical for the kids to see the connection. Notion of agriculture right now has no economic basis. Our history with agriculture is important – we need to produce food locally (e.g. community gardens). Preserve strawberry and flower fields, huge assets for the area. Public believes Site 5 should be preserved and protected with the existing farming use, even though it doesn’t mesh with what the actual zoning is or what we might want to do or sell. We don’t celebrate the farming communities/history enough. Carlsbad community will continue to desire more wholistic approaches to good health, and the organic farming idea provides support for this approach. The three lagoons were all important Indian village sites. Agua Hedionda Lagoon has over 300 Indian village sites – 2 major sites along Agua Hedionda on Kelly Drive and one site north of the freeway. Some of these sites had over 2,000 people. It should be acknowledged that these sites were not just temporary nomadic tribes, but rather the summer 43 Envision Carlsbad Stakeholder Interviews Report home of significant numbers of Indians who were the first residents of Carlsbad. There is a timeline and story here that needs to be honored and told. Understanding the importance of plants for survival. The yucca, dogbane, deergrass, juncas, and elderberry were all important plants for the survival of the tribes. Creating natural trails linking important sites. Natural trails connected Carlsbad to San Marcos, Buena Vista Creek to the Pacific Ocean. Only city on the coast with opportunity for a lagoon/ marina area… because of politics between city council, staff, and utility, instead of using the lagoons nature will just take them back… Wildlife is an issue, being sure to maintain some habitat. Why not a permanent farmer’s market in Carlsbad. Development director responsible for open space acquisition—we need a conservation person educated in biology, ecology, to help direct acquisition. Carlsbad officials should have been at the open space dedication for El Salto Falls to show support. We have more people and less open space. Open Space: How it is handled for future generations will define Carlsbad in the future. The 3 lagoons… City is supportive, but not too actively involved. Property could be purchased in watershed areas that could be protected. Major clash between conservation and recreation, because there is not enough land set aside. These should be separate chapters in the General Plan and not lumped together, so they can be studied separately. Environment; the beautiful hill their facility sits upon; a lot to offer. Great job with the open space and Carlsbad good for bikers and walkers. More parks and open space, walking and riding trails. Park system; especially the Carrillo Ranch (Ranch). Preserving recreational areas and open space. Maintenance and upkeep are difficult but need to have resources dedicated. Supports the city’s park system. What are the long term financial resources necessary to keep them going. How will we pay for and maintain them. Wonderful open space. Enjoy walking on beach. Another challenge: designation of open space as “habitat” that excludes human access… need to come up with ways to have human access and habitat conservation together… Allowing a dog park only after so many restrictions. Turns out to be cleaner than the beaches. Appreciate that 15% setaside for open space as part of new development. Better define open space as “natural habitat” (but can include trails). Challenges: Protecting open space (lagoons, parks, respectful industry). City is not built out. There is still open space, but access is disappearing. City not willing to spend a dime to acquire land: City should celebrate achievements in open space acquisition, and have more of them. City was 3 years late funding their management of open space land, they haven’t even funded the minimum. Goal of City 40% open space: but they are counting beach land, parking lots, steep slope: many of these don’t provide functional open space. Good regional partnering, lots of open land that was only recently fully developed. Improve the Leo Carrillo Park. Lagoons, parks and trails. Need for minimum standards for open space; a developer should be able to contribute to a open space facility elsewhere; acknowledge usability and the cost to the homeowners association. Open space, including canyons, parks, trails, the beach and sea wall. Open Space, not all cluttered. Purchase and allocate adequate amount of open space now. The nature preserves surrounding the school. Ensuring the school grounds are in keeping with the surrounding environment. There needs to be natural open space where people can enjoy the beauty of nature where active uses are not the primary use as in parks and playgrounds. 44 Value: City park. We want to propose a lagoon day or week. Open Space Preservation Convince the City to hold undeveloped lands and make for community gardens and farm land. Quality of Life. Lot of it revolves around open space. Hanging on to the open space that we have here is important. Preserving open space we have left. To the extent there is development, require preservation of open space. Spend more Prop C money on acquiring open space (e.g. purchase Sherman Property). Further bind the shoreline and the watershed together; Habitat Management Plan and trail system; all need to meld. Need to look at future use as the population grows the trails may not stay the same. With more people there is less space for people to use. Lagoons contribute immensely. Preventing the degradation of the lagoons. Coast and the shoreline are the greatest resources of the city. City could acquire additional land (perhaps at prices they haven’t seen in a while) to better use that property for the people in that local community. Need to invest in parks and public areas. They’re doing a good job with that. Flower Fields is a wonderful gateway and should never disturb that. It’s an icon. With economic downturn, City can afford to buy open space (trails are a compatible use). 80% of people in resident surveys want open space preserved—top priorities. At build-out, loss of open space will change balance we now enjoy; we may not be prepared for or happy with the result. Carlsbad is a beautiful city to live in, between beaches, lagoons, open space. Continued environmental awareness through education, advocacy, and close monitoring of the environment. Don’t want natural areas to be fenced off, that cannot be enjoyed. El Salto Falls and Buena Vista Creek should be an Open Space Preserve and Village H should be preserved. Having the City acquire/purchase the Matucci property (West side of Jefferson, before crossing I-5). There is a bluff view of the lagoon and ocean and it provides even better bird watching opportunities. Every year they have 200-250 participants in a bird counting project, many of them tourists; purchasing this property would allow this endeavor to grow and could increase tourism with the City’s help. I think they still need to purchase more open space (they haven’t spent any money on open space in ages) I suggest they sell the golf course, take a loss, and use the money to do some other things… there are pieces that are very cheap to buy, they are unable to pull the trigger on, they keep going to the non profit groups asking them to buy it.. I would like to keep Robertson’s Ranch as open space. Keep the coast clean and safe. More concentration on the lagoons… Buena Vista is just about all reeds now, the non profit can’t finance that – they are attractions, great walking areas. More open space and what is left be left open… More open space, less encroachment of public facilities such as sewer pump station or power plant. Need to buy some key parcels; Passed Prop C in 2003 that directed them to buy open space, but they have not. Other half of Buena Vista Valley [should be] preserved. Preserve as much open space as we possibly can. Preserving natural resources/ spaces within the City. Making those spaces more accessible, but not at the expense of nature. Preserving the open spaces. Quality of life embodies many things, such as having a well- planned community with a sense of place, maintaining our ocean, beaches and lagoons, conserving our natural resources such as water and open space. Speeding up conservancy efforts. Combining efforts with Oceanside. Freeing up/using grant funding. We need better dredging maintenance at Batiquitos Lagoon to keep it healthy. 45 Envision Carlsbad Stakeholder Interviews Report Improving Outdoor Recreation access and activities for all ages Outdoor Recreation More parks (or anything which encourages physical activity) Great golf course. Good amenities. Joint use facilities – we could be pulling in more revenue – we could have sporting events tournaments that would bring more people into the city. Cooperative field use, building more cooperatively for venues to choose from. Lack of field space, performing arts space. The overall availability of the fields is a concern. If Alga Norte is delayed and the Safety Center fields go away, field use for all may be a problem. Refine definition of a trail. Biker’s trails are 8 – 12 feet wide. Walkers like smaller trails. Need to redefine the vision of a trail by the people that are actually using the trails. In General Plan spell out different kinds of recreation, and where it does happen. For example, off-road motorcycle racing— extremely damaging to natural land. Maybe there is a place for some concentrated recreational activities. Mountain biking, skateboarding, remote control planes, fishing, etc. : map where these can happen, so we can have land dedicated to conservation. Otherwise cause erosion, degradation. Lots of areas in the city fenced off in HOAs, etc. Allow kayaking in lagoon areas. Kayaking would be a tourist draw, to be able to kayak in calm waters, businesses could rent them, like La Jolla Cove. Create a small harbor at Agua Hedionda, instead of wasting the area growing fish and oysters. We have a lot of open space, but it isn’t useable. Appreciate the “outside community” (meaning beaches, parks, and open space). It would be nicer if there were more parks, even just small ones – a couple of swings and a play structure – that anyone can use. Gina doesn’t have a playground she can walk to. More dog parks. More use of the Agua Hedionda Lagoon. Providing well-kept parks (safe areas for families and children). More modern parks with spongy material instead of sand. Sand is dirty, and kids can’t play in it if they have a cut, etc. Appealing to tri-athlete community. Roads are newer and have bikeways. There are challenges since it’s so far apart. Environmental constraints prevent trails from being used or developed. There needs to be a visible trails system to link the 3 lagoons and the coaster stations. We should connect our environmental resource areas to tie into public transportation. We should strive for a trails to connect El Salto Falls to the ocean (e.g. “waterfall to the waves”) and look for eco- tourism opportunities. Boardwalk. Trails, both walk and bike. Access to good recreational fields and facilities. Artificial turf fields with lights are available which is a big plus. Demand increasing. High demand for soccer league = need here. An Aquatics Center. Bressi Ranch is nice walking. City position is that Lake Calavera closed—it is not. There are hundreds of people who use it—they need to get on it. City should partner with sports groups to help fund field maintenance. Concerned about Holiday Park. Continuing to make sure we have fields available for Lacrosse and soccer. Cyclists should be more catered to. Developing more multiuse parks, encouraging multi-age forms of recreation throughout the city. Good parks available to city residents. Great parks (but could get better). If City had empty plot of dirt, various soccer organizations might help develop new fields. Improve beach: Life guards; Get rid of squirrels on the beach bluff; Trash on the beach/bluff. Lack of support for aquatics, making community water safe. Less fee for golf for non-profit discount pricing to allow non- profits to raise money through events. Golf course is not doing well. 46 Lots of baseball fields (which are going out of fashion) but not enough soccer fields (which are becoming more popular). Maintaining parks. Maintaining the parks and recreation programs they enjoy. More skateboard parks. Facilities for school age kids. Need more fields. Need more neighborhood parks, with rec. centers. Not on City’s radar screen in terms of the benefit that Lightning Soccer brings to the City (e.g. tournaments bring in visitors that spend their tax dollars at hotels and restaurants). Doesn’t think City leaders recognize that. Parks and Recreation are good. The City could do more to maintain medians, sidewalk areas in South Carlsbad; Would be nice if there was some kind of a park in that area. The City definitely needs more soccer fields. The parks are underutilized by the public, which means they are not serving the public’s interest very well. Would like control over field lights (right now, City controls when on and off). Recreation Community Arts Center (CAC) is aging – creating another facility for the performing arts for the Community would be helpful. Stagecoach is a wonderful facility, but not walkable. The city should initiate activities so people in the community are aware of parks, make them user- friendly. Promoting Boys & Girls Club as asset to the community/city; indoor pool at Alga Norte Park. Joint use of facilities around the city (i.e., school & Boys & Girls Club) for community activities; more playgrounds, ball fields, and another indoor pool. A swimming pool is needed in the southern section of the city for student swim teams to utilize. Build or encourage the building of an indoor swimming facility so fewer residents will be inclined to go to the YMCA in Encinitas. Kids have no where else to go; The city should come up with some imaginative ideas. Look at facilities we have now and what should be developed due to amount of use and value to community (needs study)(i.e. new swimming pool facilities). Need youth services. Pool facility is not maintained yet a lot of swim meets are held there. Still have old cinder block locker rooms. Recreation centers for older kids—such as a pool or waterpark like Vista has. Carlsbad doesn’t have a lot of places for families with teens besides the beach. Parks and Legoland are geared for younger children not teens. Smaller efforts in regards to more neighborhood small parks, that kids can use, would have a huge impact. Strengthening and exploring youth services; getting away from their reputation as an “inner city” hangout. Youth Need more indoor play areas for children, especially for days when the weather doesn’t allow kids to play outside. There used to be a number of indoor gyms for small children (private companies), but many have closed. Providing better programs for kids. Encourage apartment complexes to have designated kids play areas. Families that can’t afford to buy a home in Carlsbad have to live in apartments, and the apartments aren’t very conducive to having kids (lots of smoking, no play areas outdoors). More recreation classes for kids that help kids learn about music and dance. Provide more day care/child development services to moderate income households. Focus on developing a Child Development Center in North Carlsbad along the I-5 corridor. Should look into capturing the warm water outfall from the power plant, could be diverted to make an area for kids to swim that was warmer. Look at making an artificial reef that would provide consistent waves for surfing, that would be a big draw. Recreation programs. Water park. More things for kids to do on the scale of the Zoo, but in Carlsbad so you don’t have to drive. Animal attractions for kids to learn more about nature. Don’t overlook programs for youth (recreation activities). 47 Envision Carlsbad Stakeholder Interviews Report Pursuing Sustainability Sustainability Impressed with what Imagine Carlsbad is envisioning. Want to see emissions reduced on a spreadsheet. Want to see actions. Carlsbad should look at improving projects –other plants have better energy. Poseidon doesn’t do so well. Cooperate with rates for electricity and gas. It’s cheaper to waste than to save right now. Make it expensive for every kilowatt. Could become an incubator for alternative energy, research for energy, pulling the city itself infrastructure off the grid, looking for ways to be the silicon valley of energy. Encouraging more green energy use. Keep the powerplant by the ocean Don’t move the powerplant inland. Running new powerlines would be costly. The smokestack should remain and be enhanced. Keep the smokestack as a landmark. Carrillo Ranch would oppose moving the powerplant. Local [energy] generation is it keeps money in the local economy. Providing energy may be the next major revenue source for the City. The city should be proactively putting forth an alternative to the new peaker power plant; city could institute an AB 811 program that allows local governments to finance solar and energy efficiency installations. We need to be more self reliant in terms of desal, energy, distributed generation, more sources of energy (solar, wind, etc.), feed-in tariffs, localvoire (consuming locally grown products). We need to create more renewable energy and sustainable businesses and not outsource so many jobs. The city needs to become more green. Solar panels to generate electricity off city parking lots. Promote flat roof lines on commercial centers to be available for solar. City should provide financial incentives for solar. Wind energy in parks. Improved energy and water conservation. Work with nonprofit groups to help build sustainability (i.e., endowments for libraries, parks, etc.); Carlsbad can be a pioneer in green businesses. CEQA often ignored. Maintain the good air quality and physical upkeep of the City—it is nice that it is so “clean.” Establishing “green leadership” committees in communities helps focus attention on sustainability issues. Opp: Organizing design charettes with local, regional and national leaders to create dialogue about making our communities more green. More encouragement of green buildings. Need to look at rising sea levels and projected shore lines. Poseidon can be under water. There should be a Green coordinator. They’d attract certain recycling companies and have an incentive to bring them to Carlsbad. If we can coordinate with each other we’d be able to recycle more. There should be a point of contact that has the environment in mind. Greater ecological support with increased curbside and consumer recycling. Get rid of Styrofoam and plastic. Issue of plastic in ocean, we have responsibility being on the coast. City has done an amazing job on purple pipe for landscape. Need to look at landscape and plant selection, including “purple” recycled water. Carlsbad was carefully chosen as [our] site, in part because of the strict planning guidelines, the sustainability of those guidelines long term, and potential for growth. Maintaining the environment. Opportunity: Long-range planning for sustainability – which means more than just environmental. We have to look at social and economic conditions as well and work together toward solutions. Preserving the environmental beauty here, and encourage sustainability, both in new construction, retrofit, continue to recycle. Renegotiating with Waste Management to recycle more refuse like other areas. Surprised that Carlsbad is not more in the lead on being green – I’m seeing that interest across the board. 48 Sustainability (do not have it yet). The City has become much greener and sensitive to the resources and the ecology of the area. Opportunity: Technology: need to continuously keep up with changes such as move to smaller, more compact devices and systems. Buildings should be planned like convention centers supporting all types of productivity devices; expected by community and businesses alike going into future. waste Joint compost facility. Green waste is collected and not used as compost. Oceanside does this. Need a joint mulch facility. Increase the ease with which companies (and residents) can dispose of hazardous waste without harming the environment. Desal plant: potential to tap California State University San Marcos scientists and technology knowledge to support this unique venture. Desal and new power plant are good ideas. water Keep water and energy on the radar and have a clear vision of what your needs are for them. The desalinization plant would solve future water shortages, put Carlsbad in a leading position through the use of sustainable resources, and encourage more environmentally friendly uses of resources. Education and outreach to put in smart controllers and stop runoff. Need more integrated water management; This will actually save money for water management, urban runoff, stormwater management. Same with recreation. Doesn’t support Poseidon project. Supports local water. Impact on green life. Marine preserves and protected areas travel all along the coast. Impacts will be felt throughout coast. Watershed conservation – need better understanding of problems we have up stream. We need a wildland interface between urban and rural areas where reclaimed water could be used for fire suppression. City should look at drought resistance, intelligent water use instead of just using the desalination power plant. Recycled water. All city parks and landscaped areas. More proactive with communities to provide recycled water. The desal plant is a case where they did not look at the big picture – the city was focused on the value to their local water supply rather than seeing the impact to the beach economy, environmental community. Water availability – need the desal plant. Water use by campus huge, not efficient; neither is Carlsbad. Water: Need to have a strategy for landscape, ie – lawns. Can the community afford all residential housing having grass yards? Sustainability: Policy, strategy and education needs work. Water will affect the parks as well. The strategy should focus on the resources we will have in the next 50 years. Staying on top of issues like water (Desal) and traffic. Reducing impervious pavement. Economic ability to support infrastructure maintenance (water, sewer, etc). Sustainability of infrastructure. Integrated water policy. Same water district. Work with them to change rate structure. The environmental community has always been opposed to the intake for the waste water treatment plant that sucks organisms in, there are other ways to do it. We would like to see treated wastewater be turned into useable drinking water. Addressing water quality issues need to be addressed. Continue with the De-sal plant. De-Sal plant is huge, vital. 20 years from now this will be brilliant. Desalination plant – more education and tour opportunities. Need desal plant. Other desal plants need to be constructed following the Carlsbad desal plant. Need to develop system for runoff to address it and reduce and eliminate it. Plan for the desalinization plant. Water is the next big crisis. This plant makes infinite sense. Make sure it moves forward and gets done. Recycling a small amount now in the purple pipes, is not a good answer because it involves 49 Envision Carlsbad Stakeholder Interviews Report creating a parallel infrastructure to carry the treated waste water where we can sprinkle it on landscaping. Sustainability of water supply. Water – city has reclaimed water, they sell it to us and they don’t treat it well enough. They could provide it free, but they don’t. we have to overcome the salinity caused by that water… Water – major challenge; [company doesn’t use] recycled water; If they establish a baseline and penalize going over, that could be an issue. (water pricing). Water is going to be a key issue, both for individuals and the HOA, in terms of irrigation of open space. We need a better water distribution system for reclaimed water. Increasing affordability and housing Options affordability Not enough affordable meeting locations in City for non-profits and public groups. In some cases our developments were isolated from the rest of the development so we had to provide separate resources for the affordable units. We would advocate maintaining the inclusionary policies. Some very successful results for people who would otherwise not be able to live in this community. Development and redevelopment projects should focus on more than just the downtown area. Proposing mixed uses (residential & retail) throughout the City. These types of uses make living and working in the same area much more convenient and provide areas where neighbors interact with each other more frequently; it would also have a tendency to lower the cost of living. Many residents are priced out as there is minimal affordable housing. We’ll lose residents— especially young families. It is very hard for families to move here. Enrollment at Carlsbad High School is not growing. Giving city hiring and preference for people that live here. This will encourage city to work on affordable housing. Should be able to afford to live here. Affordable housing. Affordable housing cost should be spread throughout the City since it is required for the whole city and not just the community being developed. We need affordable housing to have policemen, nurses, teachers live in our community. Same goes for roads: whole city should be paying for new roads, not just nearby development. Carlsbad has done an excellent job in the housing respect because in my opinion, affordable housing is smart growth and sustainable. Difficult to get people to qualify for the affordable housing. Alternative is to provide rental units. Change the inclusionary housing formula used to calculate an applicant’s number of required affordable units. Housing pricing is difficult, but doing a reasonable job providing diverse housing. More affordable housing. Younger people “fixing up” little houses to preserve neighborhood character and provide diversity. This is not a community where people live, it’s for work because it’s too expensive to live here. Need to address affordable housing allocation without using the open space. The main challenges are related to physical space and the cost of acquiring that space through either rent or purchase. They would really like to have their office, a child development center and/or their Food Bank warehouse located in Carlsbad. There are some land use regulations which cause a constraint to locating these facilities. But, the main constraint is the cost of land and/or buildings to do this. They haven’t been able to find anything they could afford to buy or lease for this purpose. Affordability – how are our kids going to be able to afford to live here? Affordable housing for employees. Affordable housing. Affordable housing. Affordable lease space. Also becomes a bit of challenge with recruiting executives. We have to pay them a bit more to relocate. Carlsbad is a great place to live but it is expensive—especially for younger people. They will never be able to afford to live where 50 they grew up because of the cost of housing. Somehow the City needs to attract youth and young families back into the area. Creating more affordable housing; cost of living. Diversity is a huge issue – defacto segregation concerns me. Primarily because of the cost of living. Encourage more affordable and accessible housing for people with disabilities or that are low income. Housing affordability. An average family cannot afford a home here. That’s why family lives in an apartment. If were starting this here today, I doubt if he would come to Carlsbad. Keeping Carlsbad an affordable city is always going to be a challenge. Will be very difficult for young people to live here. Run the danger of becoming a retirement community. Limiting the number of large residences being built within the city; encouraging builders through work with Community Development and Planning to design and develop smaller, more affordable houses to attract young families/people to Carlsbad. Solar initiatives sponsored by the City. Low income families have good apartment options but average income families doesn’t have these good housing options. More assisted/affordable housing units within development projects; educating the public about affordable housing units and their inconspicuousness when done right. Most of my teachers cannot afford to live in Carlsbad. Opportunity: Greatest deterrent now being overcome through economic changes: affordability of housing. Value of property correcting, making the dream of living here finally possible to realize. Re-open the Section 8 housing wait list. Stay affordable for future generations (continuity of generations). The city is not accommodating enough housing duplexes… guesthouses are a horrible product, you can only rent out the guest house if you are living on the property. They move out. Try to rent both pieces, if the neighbor complains , they are not allowed to rent out both pieces, only if you live there… there would be real duplexes if they removed that requirement. We looked at this again in 1998 when we started our ball business in 2000 – it was a very close call, but he felt very strongly that the ball factory needed to be close to the club factory. But for that need for proximity we would not have built it here. housing Availability of housing is key. Housing affordability Comply with State’s fair share requirements. Absentee owners don’t have pride in their properties or keep them cleaned up; people are taken advantage of by slumlords. Site 1 could have multifamily housing on it at some point. Good housing stock. City should purchase homes through capital funding (?) The City needs to cut excess dwelling units. Support housing that relates to employment needs (provide housing for workers). We have housing spread everywhere, instead of places where there is transit and housing. Housing Element was not properly thought through. Widening of 1-5 can potentially take out homes and provide more impacts to more homes. Providing Services for Community health and Safety Public Services Adopt program like in Escondido which provides short term detox combined with 6 mo. housing. Better healthcare options (including a hospital). Cooperative marketing/ advertising for health fairs; both city-coordinated and/or city- sponsored. Enhanced medical services; preferably a hospital. Healthcare, health of communities: system is broken. Need to support wellness. Healthcare; affordable housing. Money for [hospital] reconstruction; we are going to have a lot of vets that need medical care. Services for mental health (e.g. schizophrenia). 51 Envision Carlsbad Stakeholder Interviews Report Vets returning from Iraq and Afganistan will have needs; Work with vets when they first return. Concerned about homeless people having camps in the open space. Also, concerned with homeless people downtown, need to get them to the resources they need. Increasing homelessness for Carlsbad residents and other area residents is and will continue to be a challenge. Would like to expand more into services for the homeless. Waiving some development fees for the homeless shelter project would be helpful. Would like to know whether or not the City has accessible beach chairs, similar to those used in Oceanside, for those people that are in wheelchairs. Carlsbad’s police services are superior. Challenge: Senior population bubble. Need for retirement living near services. City currently built for families, not for aging generations. Saved dollars should go to service and transportation. Aging population, yet only one senior center with no transportation. Assist and encourage non-profit organizations that help people right now… find every way we can support people so they [their lives] don’t unravel. Challenges: Care for poor, lower socio-economic level, disabled, sick… Developing/implementing family services/outreach programs. Lack of social services within the city; have to refer those seeking services outside the city. Maintaining the libraries and those types of services which provide access to computers, etc., for people with lower incomes. The City takes good take of their seniors. Senior center in downtown Carlsbad—continue supporting that. Safety Bike signage to warn drivers to keep an eye out for bicyclists. Public service announcements related to bicycle safety. Keeping up with public safety and city finances. The City has a low crime rate with good Police and Fire Departments. Cleaning up the neighborhood through more pro-active code enforcement and police presence. More police presence. The City should get more involved with Palomar Airport development to improve safety and noise in and around airport. Better lighting (alleyways too dark). More sidewalks; safety of children walking in these areas get to school. Providing safety for the community. And make sure it remains safe in the Village. People feel safe, and they really are. Keeping a “lid” on crime. Low crime, safe place to live. On the El Camino corridor there is a concern with car theft… addressing that would make it a better place. Poinsettia as well. Parents still driving their kids to school because it isn’t safe for the kids to get to school by bike or walking; the city should be proactive. Prepare for emergencies. Public safety. Safety – keeping the neighborhoods safe. Safety (low statistics). Security. On several levels: fiscal/financial security, know your neighbors, fire and police personnel know community, professionally managed. The “Club scene” in the Village intimidates much of the “older” audience that come to our performances. Friday and Saturday nights in the Village are “scary.” So we’re trying to draw audiences from the surrounding region, but the perception – and sometimes the reality -- is that the Village is not safe. The City has a relatively low crime rate. Revitalizing the Downtown/village and Barrio Downtown and village Build a centralized civic center with more arts activities. Beautification of the Barrio in historic Carlsbad (e.g.“best yard” competition would encourage people to fix up their yards). City should pay more attention to improving the Barrio area. Meeting citizens expectations of downtown’s development. 52 Downtown “bones” are good and has good mixes. There’s opportunity for people to live, work, and play there, but not in the rest of Carlsbad. Downtown Development should go lower fees and costs. Lowering it to provide incentives. Enhance the Village area. More inviting to residents and tourists. Unique clothing, gifts, and a variety of shops. Provide more housing in the village. Businesses on the ground floor with shops above. City should create incentives for developers. Simplify the process for developers. Land use mix/more opportunities for stores and restaurants. Push for work/live development in downtown Carlsbad such as in Bluewater Crossing. The Barrio – Long history with the Barrio and downtown. Downtown got funding and Barrio did not. The City should have done more to attract better uses with its condemnation opportunities through redevelopment. Continue redevelopment of the Village area in the downtown. Enhance the Village with uses so that it is more desirable for all City residents to want to visit. Densify the downtown to enhance the Village. Economic Development Department got the Council to make downtown a priority, but we don’t’ know if any money was used. Carlsbad Business Improvement Process – formed to redo the Village area but the mayor didn’t like the idea as it was presented so it hasn’t been done, and it’s taken 2 years to get the funding for the project. Empower the Village to have a larger arts focus. And assist in that effort. Potential for growth in the Village is important to us. That’s why we feel we need to be located in the Village. Smart growth and higher density is not good for Village. Need to control all the structures to keep the same look and feel. Village- mix of uses and hours is a problem. Focus on Village – smart growth policies – develop urban center policies. A lot of walkable places, revitalization of the Village. Improve the Village, add parking. Great that there is a lot of free parking in downtown but how do we keep it? How to keep free downtown parking? (it is a good resource). Make the Village more inviting = less loud noise from the clubs at night. Village was starting to take off with restaurants. Now small places are failing. Opportunities for theater in the Village. Lacking in amount of restaurants on coast. Have a beautiful coast line and are very limited. Would like to see the downtown area evolve into the focal point of the community, with shops, restaurants, performing arts center. Lack of support to build Village into economic driver and tourist location. Carlsbad s village is a little bit aged and dimmer than it was in the past. When people get off the train, there should be a reason to stop there again. Downtown Carlsbad. I’ve been on the redevelopment committee and know that this process has been around since 2003 yet nothing major has been accomplished. Downtown retail needs diversity, visibility and people to succeed. Maintain the Village atmosphere in the Village. Need to focus on the Village as a destination; Keep the streetscape (the look of the village) to retain its history. New approach for community development, particularly in the downtown/village area; a master plan for revitalization of the downtown/village area which defines the amenities most desired/needed. Old part of town, upgrade, densify this part of town to get more housing units in Carlsbad and not have to go out to the open space left in town. Redevelopment Program for Village/Downtown is one of the most important things… its quaintness is important to the future of Carlsbad because it is something other cities don’t have to offer… Shouldn’t get rid of parking space in the Village. City wants to build more restaurants and bars but there will be no place to park. The problem with the village is, there is no “there” there… need to be more retail clusters and stores to attract residents. 53 Envision Carlsbad Stakeholder Interviews Report Village area is “strange” and would benefit from sense of coherence, perhaps close off the streets to traffic. Village atmosphere. Village is an example of walkability from old days. Village renewal: loved the first one, re-look at village for 20 years out; 2nd floors very valuable, potential for something other than current use. Village: a lovely spot, BUT – he lives in Encinitas and much prefers that environment. Far more comfortable there. More interesting shops in Encinitas. Carlsbad Village could (and maybe some day will) be a more upscale type of place. But the Village definitely needs help!! maintaining high- Quality Schools and expanding educational Opportunities Schools and education Educational programs in the school system. (e.g. rebuilding a village site for families, education, art, and preservation of the Luiseño language). Expand Senior Experience: currently strong in biotech and computer science; expand around areas of need. Partnerships with businesses, e.g. beginning to develop program with CEOs teaching courses in business, design; would like to build further connections. Support City services with service learning projects; Mirror Teachers in Residence program; What [kind of help] does the City of Carlsbad need? Teach civics courses that create a teen academy of advisors for city business. Enthusiasm for making education a priority. A college. Such as one with an affilation with Cal State San Marcos. High technology school. Consider locating it in the Cannon Road Proposition D lands area. If the city wants to build a performance place, why not do it in conjunction with the new high school. Wonderful team running schools; mutuality with Carlsbad Unified School District. School District issues – The City should try to be more involved. We have great schools. Could work closer together with city to improve issues the schools face. Extended learning for retired generation: many return to learning, pursue those things they couldn’t while working. Connect education facility with live/work spaces . Great school districts. The City has an exceptional education system. Our younger executives mostly live in La Costa canyon area. What has attracted them here is the schools and lifestyle and proximity to where they work. Very important to be able to get to kids events during a work day and balance family and work. Like to see the pool at Carlsbad High School renovated and upgraded. Also missing are medical services… there aren’t enough. Maybe medicine and schools could go together. In Encinitas schools are labeled city parks and are open, whereas our schools are locked at 4pm. Industry school partnerships. Less and less women going into engineering. There should be a more robust partnership with Carlsbad schools. Having schools close to facilities like libraries. Encourage local businesses to partner with the district for student apprenticeships and partnerships. Additional education opportunities: online education, parent education, English as a Second Language education, further promotion of City and school resources and services for lifelong learning. Bring in higher education institutes (i.e., college, university, etc.). Carlsbad schools top notch in state. Completing the building projects at the high school. Cooperation with the schools. Crowding in schools is an issue, requiring construction of new schools. Educational or specific program grants to the school. Feels like the school district always wants something from the city, but never giveback (lock all the facilities so people in the neighborhood can’t use facilities on the weekend)… Good school district. Good school district. 54 Good schools – outreach more to schools. Help keep kids in school through to college. Help train through the schools about being green and teaching green. Increasing the number of charter schools. Invest in the schools. Leader in education. Lifelong learning opportunities. Missing: a place of higher education. Carlsbad has nothing. I find it hard to believe, it is something I think has always been missing. More municipal support for both public and private schools to encourage more residents to educate their children within the City. Need for more preparation, less remedial effort at entrance to college. The school district and board is reactive, not proactive. There are 3 school districts that serve Carlsbad. Very different quality of each one.. quality of housing stock will be directly a result of these differences… City Council takes no responsibility. These schools are important reason to be here. No excuse for this community not having the best schools in CA. it has elementary schools that drive people to private schools…school decision is a huge decision for property buyers. There is a big inequity in school programs based on location. They are committed to expanding their educational programming. Value schools. Values the school districts. View Mira Costa College as regional asset. Supporting and expanding art and Cultural Resources arts and Culture Potential for warehouses to be converted to art studios to promote art, more opportunities for the public to visit art exhibits at the library (more often than once a year). Beautification of the Barrio in historic Carlsbad since so much of our culture has been integrated with the Spanish culture. The library system is outstanding. Libraries/Parks: love these. Commitment to these needs to remain strong. Library was once accessible by bicycle, no longer. Apply same concept of live/work connector. Quality of life in our culture embodies many things, such as spirituality, preservation of the sacred, spiritual places that are important to us, true sustainability and respect for the land and resources. Create a cultural element of the City of Carlsbad to preserve historic remnants; Carlsbad’s rich cultural history should be promoted more. Develop the history here, could be a selling point for the city. Refurbish the old train station. Don’t use the building as an office. The majority of the building should be filled with period furniture. I would like to see that Cole library to have a new home. Not rebuilt. There is a cap on how many square feet per quad of library space there may be. The Learning Center for instance takes up “sq ft space” but isn’t actually useful for the general public; it serves a specific need. There is a great teamwork spirit here, but the [library] funding is just not there. Development has paved over many important Indian sites. There has been no real cultural education and signage to honor the past. Add a link on the City’s website to identify a calendar of events related to the arts (for private and non-profit events). Add cultural venues – venue for performance art (but not by sacrificing open space!) Apply example of the San Diego Visual Arts Network to Carlsbad- example of an outlet to market art. Better banner/signage project. Visually exciting. Enhancement to cultural environment, affordable space for galleries as Carlsbad- Oceanside Art League is a non-profit, support by city of non-profit goals, marketing for the arts. Increased cultural offerings; more diverse choices (more big city type activities). Jazz in the Park series. Jazz in the Park: Wonderful community connector, supports family gathering and re-gathering over years. 55 Envision Carlsbad Stakeholder Interviews Report Keep “Jazz in the park” events and more like them. Library system is good/great. Maintain support of the arts. Some of her best memories growing up involve the arts—both in schools and through the City. When the schools started dropping Arts programs, parents and the City kicked in. More all-ages community events. More cultural events are needed within the city. Need a major entertainment venue (rock n roll or other performance stuff) that would help to build a vibrant city… New Barrio Museum. Not a lot in terms of Cultural needs. Provide places to sit and historical information about native Americans. Public art space… should have a credibly ranked institution, maybe not huge, but end up with something that is best in something, special identity. Require that discovered artifacts be curated as a requirement of all archaeological surveys. Restaurants/entertainment. Should build more community type spaces. Support the Barrio Fiesta. They do a good job with cultural stuff. There is a lot here; Need for performance space and studios in the redevelopment area. Values: Libraries history Educating people in the community in an artistic way about the Indian culture in Carlsbad – connecting the culture to the place. The Indian culture about how to live on the land and protect and preserve the land is a big chunk of history that has been lost. The Indians were here thousands of years before the Spaniards and early settlers, but their history has been forgotten. The overall goal is to acknowledge our culture and not to leave anything out as it has been in the past. Mixing history with art. The culture is rich in many ways. The creation story is here. Keep the Ranch in good condition, open, and historically accurate. The government Role Civic engagement Continue to listen to the community’s needs and desires and keep citizen engagement alive. We need to create ongoing and sustainable citizen engagement to create agents of change. We need to find the Carlsbad stories of the efforts where grass root movements have made positive changes and to inspire people to believe they can help co-create a better future. Missed potential of keeping citizens engaged – challenge for both Mira Costa and City. Easy for citizens to participate – open government – web site. If we do not have independent citizens on our committees, we will not make good decisions. More citizen input and transparency in government (e.g. via web site). Raise awareness of the challenges the city is and will be facing; more workshops to bring people together from all over the City; educating the citizenry related to the needs for the future. Get citizens to be seen, be present, be involved will help maintain the City’s image and attain its vision. Citizen committees appointed by City Council should be more diverse. Same people appointed over and over again. Beholden to City Council’s views. Need age, economic, and social diversity. Select members on merits, not on connections to City Council We need knowledgeable and independent members of committees. Citizen involvement from a wide cross section of the community is difficult to achieve and maintain on an ongoing basis. Citizen participation. Committee members should be free to communicate with residents outside of meetings. Continue a strong citizen engagement process that provides for a variety of avenues to participate in the local government process. Ensure changes reflect the vast majority, rather than a small groups whose views are extrapolated to represent a majority. Establish a way to engage the kids who aren’t the top of the top 56 (they always have opportunities), but finding a way to keep the next level of kids involved would be helpful – possibly through opportunities to volunteer at the City. Facilitate conversations with youth. Many students are outstanding leaders. Once that connection with “the City” is established, it will continue after high school. Feel unconnected to civic affairs. General Plan update needs extensive public input. Increase citizen involvement throughout city (currently, primarily only older, retired residents have the opportunity to get involved). Make sure there are input opportunities specific to the local coastal program. People need to feel more tethered to their city government; The city has to take extra effort to reach out to these people, especially middle class people. Reciprocal advertising for the City’s projects (i.e., Invitrogen explains to city employees/at city sponsored events what they do and the City can explain their projects (present and future) to their employees or at their functions. “Citizen’s Academy” is great for community building. Communication Communication with the business community regarding land purchase options before they are mass advertised outside the City. Citizens meetings are great. City is good with communication. Weekly City Council meetings is very informative. Communication not so good with business community. Communication systems are vital so continue building connections. The flow of information is as important as the flow of people. Let other organizations know how they can help the community (keep 2-way communication). City needs to improve communication. Feel like City Council rubber stamps things already decided in the Planning Department. More creativity to try to reach solutions. The successful businesses here are those who learned to work with and build relationships with the City. Accessing technology to improve communications. Appreciates communication between City and citizens (e.g. the Community Services Guide, Calendar, etc.) Communications and potential duplication of effort will continue to be a challenge. Instead of a roundtable dialog we are having a formal presentation. Provide better directional signage for city facilities and public events. Advertise city workshops on city sign structures. Unresponsive City Council. Better communication with City Council members and the community; Be more creative in how the city solves problems. Good job communicating Envision Carlsbad – make it an ongoing thing. Improve communication particularly at staff and commission levels (proactive participation). More disclosure; Having a city representative, or any city official be at Parents-Superintendent Advisory Council; City officials sitting down with district officials to work out joint use of our school sites. Opportunities for feedback periodically on how things are going would be good. We have an Economic Development Dept at the City but we do not have a clue as to what they are doing (The realtors do not know what’s going on). The district feels a bit overlooked by the city; city has not been responsive, does not have regular meetings and communication with district. fiscal Responsibility City well run well financially. Dampen appetite for big projects… fiscal responsibility, no budget deficit, conserve financial reserves, I don’t think the city is sending the right message undertaking multi-million dollar construction for city offices… and the golf course was not money well-spent. City has always had a surplus of money yet they continue to raise fees, taxes, etc. Cost structuring for city employees (employees are getting too much). good government As an opportunity, she would like the city to be more active in the hiring of people with disabilities, to become an example and 57 Envision Carlsbad Stakeholder Interviews Report would then like the Chamber of Commerce to do the same. City government is doing a wonderful job attracting sectors that could establish and play a bigger role in community – green tech, bio tech. Nothing locally would prevent us from expanding. Carlsbad has the auto center and retail group (Westfield Mall) and the city does not have a good working relationship with them and needs to a good relationship. Westfield and the city need to work together to bring in the major retail center. Consider increasing the size of the City Council from 5 to 7 and get a better balance (women and minorities). The south part of the city does not feel represented. Easy place to move into and get involved. well maintained and run. Need citizen subcommittees for better representation of City of Carlsbad values. The city needs to expand its collaboration with the power company to insure the future of the strawberry fields. Too many priority lists are made but not a lot has been done; If people don’t see action, then people will lose interest and become apathetic. Very pleased with the how the local government is run, likes the Citizens Academy. Do not like our city’s ties to development, when the City could be looking to conservation, public health issues. Really forwarding thinking about inclusionary; city has done an excellent job of planning and being consistent in how their rules are applied. Continuously grow revenue stream: currently dependent on malls, car sales – not a reliable source of revenue in the future. What is next infrastructure investment? Mostly built out, reduced expansion fixes their revenue line, so no new revenue, fixed income, we will see how well the run the city under those conditions. Challenge: Funding. In 10-15 yrs. the City will continue to make $ available for the Ranch. Reach out to and partner with other organizations for grants, historic preservation monies, etc. City has had thoughtful planning —but it’s difficult to get things done. Permits, etc. On the other hand, that “difficult process” to get something done means that when something is finally done, it’s done well. And that helps to make it the great city it is. City formed “Carlsbad Community Foundation” to bring businesses together with service organizations. Support from the City and from the City leaders. The organization partnered well with the City. Proactive City. Chamber of Commerce launched the Green Business and there’s a detailed program on the website. Get into maintenance mode as opposed to development mode. Take care of [environmental] consequences. Damage occurs here, but the mitigation is somewhere else, so effectively export that resource somewhere else. For most part, City is run well; Good job with the City website. I have always found that Carlsbad has in some ways the most accessible staff (and a superior website). Strong City Government; City management is good. The City offices have been much easier to work with than other cities; the Chamber of Commerce is very supportive and involved. There is a fear of retribution/ retaliation in the business community for speaking out against the process (project can be delayed, more fees can be applied); City process proved retribution; Businesses “pussy foot” around and won’t claim there is anything wrong with the process. Some people in Carlsbad (staff, city council) are enlightened and open about new concepts. City had a good plan for development and executed it well. Better than cities to the south, in terms of nicer-looking. Efficiency of street completion projects (throughways to other cities). The City has created lots of open space/recreation space. Done well with promoting health in the community, especially with getting young people outdoors. City Council isn’t really interested in Library other than annual budget decisions. City is doing good job; expand services already provided. The way the City has pushed the idea of the desalination 58 plant (incredible impact of the community). Believes that because the Association sometimes takes an opposing view that other organizations, such as the Palomar Airport Advisory Committee as well as the City of Carlsbad do not solicit input from the PAA. He wanted to encourage the City to have more open communications (like this interview). Best managed city. Better cooperation with adjacent cities. City Council should take more of a regional view. Carlsbad has been a little slow moving from adopting the plan to implementing it; But by comparison with the other cities they are light years ahead. Carlsbad is governed far better than other cities. Change the governance (expertise is limited when the position can only be a hobby); a fulltime, professional city council (a fulltime position with pay); run the city more like a business; reevaluate goals, yearly or at the same time changes are happening, rather than waiting years to redefine them. City can be more open to hearing about some of our ideas. City has done very well. They have been able to attract not only business, low crime rate, reasonable education. Their planning thus far is very good. City has good staff; Good working relations with City. City is very accessible and open to sit downs on what their vision is for Westfield. City leadership, disciplined planning. City leaves you alone. Very little interruption. City offices need to continue to be as efficient and effective as possible. Reasonable and supportive. City’s parks and rec department do a tremendous job. Continue effectiveness and efficiencies in government. Council and staff make good decisions and stand by their decisions even when some members in the community give them “flack” for those decisions. Cooperation from City Departments. Could use a strategic planning process every 5 years. Council need to look to the future. Fairly good working relationship with the city. Fairness and transparency. Ethics beyond reproach. Integrity of city government is the most important thing. Government’s long range planning (e.g. set population and stuck to it. How the City works (accessible, stable city government that serves the community) (told story about concern they had about Tamarack/College intersection, someone from engineering came out, they took counts, analyzed the situation, made a small tweak in the signal. HOA didn’t get everything they wanted, but appreciated that the City was responsive and looked into their concerns). Keep people’s wants as the primary focus and not just dollars. Open space requirements, density, and required architectural details push builders to produce a high end product. Positive experience dealing with city staff. Quality of life in Carlsbad is outstanding, and believes this is due to good government and excellent service from City employees. Stability of City Council helps: fair, helpful, pro-business. For example, Aviara has never felt like the City Council has favored the Village… The City Council and Mayor have done a tremendous job. Government is doing what they say. The City of Carlsbad is ahead of many cities it is innovation and its top quality customer service. They feel that the City is very well- managed and that the staff is exceptional. The City of Carlsbad needs to look at their regional approach and make it more cooperative. The City should treat the organization like customers rather than users. The perception is that they (the City), want to maintain strict control, ie – the City doesn’t necessarily want to engage/partner with organizations. The City does not take advantage by creating ways to engage the user groups and solicit input to improve programs and facilities. The City creates the perception of 2-way communication that is always open (but it is not). There needs 59 Envision Carlsbad Stakeholder Interviews Report to be effort put into developing that forum and maintaining that. Values sophistication, resources, and the organized, advanced, and more environmentally sensitive government/city services. We like Carlsbad because they were the first to complete their subarea plan. good Neighbors Carlsbad is in a position to be a leader in organizing the North County cities. And it becomes a stronger draw. The communities need to work together—to take advantage of all. The cities need to overcome the bad feelings and competition… Melrose, for example. Encinitas/Carlsbad should share resources. Collaborate with neighboring communities. Spiteful relationship with Oceanside. government The affordable housing costs are only put on the owners in the new development, not spread throughout the community. We love the community, but have issues with our City. The City gives the developers too much power. City always has ongoing political shenanigans. City owns the Farmers building up on El Camino and Faraday. It is huge, sitting empty for years. If it were refurbished, it could house the city offices. Cooperation: Encinitas is going through the General Plan and is a good time to talk about opportunities. There should be more accountability at the local level with SANDAG. There are only 2.5 lawyers representing the county. Create a vision plan that allows for exceptions. Housing needs will take care of themselves if the city makes its development process more user- friendly. One suggestion is to put the Traffic Impact Fees at the end of the project to better facilitate the process. Outsourcing certain city functions. government – Regulations City should let the homeowners trim their own trees rather than charging them through the street lighting and landscape district. City doesn’t have a “fast track” system for key projects; City drags out the approval process; Cost of doing business is high (highest in San Diego County). Permit processing time takes about 3 years to build; 5-7 years from property acquisition to building… (too long). In the past, staff wasn’t receptive to different or new ways of doing things. Need a review process that is better defined. Reduce the redo and back and forth. Streamline process i.e. Preliminary review should be done in 30 days but was done in 90 days. The rules are tough, I think re-examining and shortening processes, rethinking some requirements (e.g. parking) because the old rules of development are changing, and businesses in the next few years are going to need a little help. Carlsbad is tough, fees are high and sometimes change several times in a process; It is difficult to get the city to sign off on engineering… to say “we are done”. It is very difficult to look at the documents of these properties and figure out what you can and can’t do. (Tourist-recreation) there is residual lack of enthusiasm… another example of the way that the General Plan is inconsistent with the Local Coastal Program. Carlsbad’s unclear land use regulations. City code says you have to have a precise development plan before you can have any permit on this property, but response from city is different. How the city regulates is a difficult process for us; it is a venue for a lot of complaining and whining. It is extremely difficult to do land use plans with properties owned by multiple owners – the old specific plan doesn’t apply to the multiple property owners any more. More flexibility is needed to make development more viable. Our biggest concern is that the policy documents (General Plan, Local Coastal Program) have inconsistencies between them… this has been a big barrier and these inconsistencies would have to be remedied before we can do anything with the property. Permit process has been a challenge. Look at permitting and zoning to accommodate the idea 60 that you’re not going to see these corporate centers – you’re going to see high rises. Carlsbad is going to be more like Irvine than like Rancho Bernardo. We have a lot of issues internally with permitting and working in the streets, access to easements, etc. City doesn’t do proactive code enforcement. [Need to address] The difference in requirements between master plan projects and non- master plan projects; zero design guidelines outside of master plans; need requirements that address scale, compatibility, and break down the building mass. Another challenge is the out-dated landscaping, lighting, signage and building design and colors in Car Country. Although improvements could be made to attract and retain more customers, the dealers in the area are reluctant to initiate any changes due to a perception that the Covenants Conditions & Restrictions of the Car Country HOA may be too onerous, and the complications of City-mandated retrofitting for planning and building codes so extensive, that changes would bring on unwanted complications. Be more flexible in dealing with constraints. Be more receptive to new ideas. But, Planning Department is soooooo frustrating. Carlsbad can get very procedural – too procedural. But if you don’t know the system – it can be brutal. Challenge: stubbornness of the government, close mindedness, doesn’t allow for much vision, innovation… or inclusiveness… hard to get anything done… a lot of red tape… City signage rules make it difficult to promote events and services. Even when they approach the city on improvement items, the city moves at glacial speed. Everybody has the sense we’ve been spinning our wheels for 30 years. For example, 4 Seasons at July 4th Fireworks – especially the Special Events permit!! They may get out of this program because of the grief. Here’s a community event that may very well end because of the bureaucracy of the City. High cost of fees for building. Impact fees here are higher than other communities. Now that we are developing the more challenging sites with regard to topography, it continues to make it challenging. Individual home owners cannot place off-site sale signs up on weekends. (or days when realtors tour open houses). Issues with the Conditional Use Permit. Near-term challenges: The city approval process for plan checking through building the project. It feels like the staff is overwhelmed. Recently, Poseidon submitted the 30% project design plans and this is just the beginning of the work that is coming. Had the impression that the Building Department thought that needed to review and understand all aspects of the plant including the internal workings of the desal plant. Permitting practices: barn on property… city gives mixed signals. Driveway… 75K. to get it through the approval, and we are not done yet. Cost 300K to build it. But city could not find a way to make it easier or cheaper… their policies don’t line up with their practices. Reduce processing time Scheduling of fields by staff needs to be improved. Gives field time to organizations that don’t need them as much or are more non-residents and staff schedules field closures on dates of tournaments even after knowing in advance what those dates are. Speed up planning/developing services. The city should immediately modify the sign ordinance. The lots in the coastal area are hit with higher fees and longer processing time. The police dept runs the permits, instead of placing it in parks and rec, and the police dept says they don’t want to work weekends, or other events, they are booked up through the year. There is an agenda bill coming forward that will look at an alternative fee structure for the Poseidon project and will weigh alternatives such as using an outside consultant. There is room to have more than one thing going in the city at one time, but we are not permitted to do that now. We have 100% air exchange in this building every 10 minutes that is not a requirement in neighboring cities, and don’t understand why Carlsbad requires it. We plan events to attract people to the village, and we almost have 61 Envision Carlsbad Stakeholder Interviews Report to plan 2-3 years in advance to get through the staff even before the council people see it… we plan events now with the mindset “what can we do so we don’t have to involve the city”… so things end up very low profile… The City should grandfather extensions without any additional fees. There are some City ordinances (signage) that can get in the way. Conditional Use Permits can be challenging when City doesn’t want to see a particular use. Westfield is dealing with that right now with a particular use. government Support Big businesses should be kept happy and maybe there can be a fast track for them. The City is dragging their feet: no more home developers in the city, auto dealers are not selling cars, fast tracking does not exist in the city. There are things within the City’s control (taking 30 – 40 days to review) and there should be a fast track. There needs to be a concurrent process to help larger businesses to navigate through. They put 80 – 90 million dollars into the City. There’s no preferential treatment or helping. They miss opportunities because of bueacracy. Values its partnerships with many Carlsbad businesses, public agencies and the City of Carlsbad Great support for the club; collaboration within community/ community spirit (citizens and businesses). Opportunity: Value added program-based partnerships; relationships where one partner dictates and makes it difficult to comply (water reclamation) don’t work as well as working early on to achieve mutual goals, use as an educational opportunity for kids, demonstrate success. This could be done with recycling. New Channel 24—govt. only or can it also support non-profits. Most valued: the support of the City and the community. And Jazzercise’s support in the beginning. We “committed” to the City and the community, and they have reciprocated in kind. Need for a sale or transaction or development plan for properties. Another near-term challenge will be getting the huge delivery pipeline through the city. The stretch from El Camino Real to the plant will be especially challenging. The challenge is to get the pipe in the ground but at the same time, maintain access for residences, businesses and emergency access. Companies like them will be largest customers of engineering and planning. They considered other tax incentives before building the last 4 buildings (in other cities). Possibly have the City provide micro loans for food growers. City assistance with outreach and education would also be key to the program. A good relationship with Carlsbad, and that the City generally supports the Airport. On the plus side, Carlsbad’s mayor and council have done a good job promoting Carlsbad and the business community. It’s a well-run city, which is beneficial to the business climate. Police and Fire services are very good. Value Police and Fire support are terrific, active partners; need to maintain this for disaster preparedness of new kinds (greatest threats no longer involve evacuation but instead lockdown – need to keep up this partnership). The City could initiate/encourage environmentally sensitive services/businesses. History of promises that have not been followed up. The City should help in branding the City to bring out its strong features (beaches.) A challenge is coordinating the efforts of land managers and jurisdictions within Carlsbad. A major accomplishment would be to segregate the eastern lands from all the political issues that are involved in the western lands. Six different areas in the city are regulated by the coastal commission, all of which have an approved, certified land use plan. [Site 2] is an exception; resolve this and get everybody on the same page. The City needs to develop more beach activities (i.e., walks, runs, pier). Resources needed: working with both cities for appropriate citing and working with the city to educate and say why compost isn’t a horrible thing. Continuing to have the City leaders involve is critical. Would like the City to consider using some if its land and/ or buildings for the provision of services. It could be office 62 space, warehouse space for the Food Bank, or land to help with their “Community Gardens” or “Organic Food Farming” ideas. Failure of the city recognizing the need [to promote tourism]; a few major tourism attractions – none market themselves as from Carlsbad. Why doesn’t the City work with these institutions to promote Carlsbad. Very happy with City’s financial support of community development projects. [Difficulty] trying to rebuild and revitalize. Countywide transportation sales tax funding highway local streets and road and habitat acquisition; But there is not the will and motivation to be proactive and make these things happen. Educate employees about the services provided by the Boys & Girls Club; bring key leadership of City together with the board. Enhance, protect and provide signage for archaeological resources. Poseidon values the support. The residential community has been very supportive; they want to be leaders and are proud of their city. Providing opportunity for visibility/support. The City government has been very helpful and supportive of our business. The City needs to hire a grant writer—the money is there; The City can save money by having the grants supplement the City’s budget. The company’s key employees are here and like it in Carlsbad. Have relationships with the city at every level which has been good to and for the company. We need City staff and time and resources. Would hope the City is aware of her organization and that the City refers people there as appropriate; Create an opportunity for outreach if not aware. leadership Carlsbad is, and can continue to be, a leader in many area but most importantly, the environment, fiscal responsibility, and the arts and learning. Identify principles and stick to them – don’t allow perceived opportunities to sway the City away from quality of life issues. Long-term challenge: Carlsbad will have to make a decision at the end of the contract term (30 years out) on what to do next. Partnerships Government and business community can both work more closely with the non profit community. Encourage and create more community relations partnerships with and between businesses. Value Partnerships: business, community organizations, government sitting in same room and creating common vision. Example: Chamber of Commerce Education Committee bringing together educators, city staff, chamber reps, businesses like Legoland. No one there to try to do it all but rather work together. Creates a trust relationship, value-added programs. This fulfills the vision. Opportunities: Partnerships with businesses, non-profits. Opportunity: Increased partnerships, e.g. wireless infrastructure throughout cities to access resources of other agencies. City should be partnering with “FACT” (pilot program on identifying underused transportation assets). City should also partner with “MOVE ON S.D.”– has better approach to public trans. Ongoing Community Participation For answers to questions regarding the Draft Carlsbad Community Vision or the contributing reports contained in this appendix, please send an email to envision@ci.carlsbad.ca.us or go to the website www.envisioncarlsbad.org for news and further participation and feedback opportunities. CARLSBADCITY OF