HomeMy WebLinkAbout2011-02-08; City Council; 20453 EXB 1B; EXHIBIT B - 2010 PUBLIC OPINION SURVEY AND STATE OF EFFECTIVENESS REPORT2010 PUBLIC SURVEY STATE OF EFFECTIVENESS2010 PublicOpmion Survey- Report
City of Carlsbad
The following sub-groups were the most likely to indicate that they had not done
anything or declined to state what they had done to prevent water pollution based on
the information they heard:
o Men;
o Residents with a "Medium" or "Low" sense of community;
o Residents who lived outside of the Village.
RESEARCH PARTNERSHi P
C/fy of Carlsbad
2010 Resident Survey Report
EXPERIENCE VISITING THE CARLSBAD VILLAGE
Overall, 97 percent of Carlsbad residents have visited Carlsbad's Downtown Village. The
majority of residents regularly visited (53%), 24 percent sometimes visited (once a
month or more), and 19 percent seldom visited the Village.
Residents' frequency of visiting the Village in 2010 remained statistically unchanged
from previous years (2010: 97%; 2009: 97%; 2008: 97%; 2007: 96%).
Figure 26 Frequency VisitingjCajIsbad's Downtown Viiiacje
2010
2009
2008
2007
24.1%19.1%
25.2%18.4%
24.3%20.3% '
24.1%16.5%
0% 20% 40% 60% 80% 100%
BRegularly DSometimes QSeidom ONever DDK/NA
0 Statistically significant change from 2009 (p< .05)
* Statistically significant change from 2008
Statistically significant change from 2007
2010 Public Opinion Survey- Report
City of Carlsbad
To follow is a sub-group analysis of residents who regularly visited the Carlsbad
Village (at least once a week).
• Respondents who felt the quality of life was staying the same were the least
likely to visit the Village regularly.
• Residents with a "High" or "Medium" sense of community were more likely to
regularly visit the Village than those with a "Low" sense of community.
Demographically
• A lower proportion of residents in the 35 to 54 year age group reported regularly
visiting the Village as compared to residents in other age groups. The age
groups most likely to visit the Village regularly were the 18 to 24 (77%) and 25 to
34 (67%) year old groups.
• Residents who have lived in the City for 15 years or more were more likely to
regularly visit the Village as compared to those who have lived in Carlsbad less
than 15 years (62% vs. 48%).
• Renters were more likely to visit the Village regularly than homeowners (64% vs.
51%).
• Residents living in zip codes 92008 or 92010 were more likely than those in
92009 or 92011 to regularly visit the Village (92008: 88%; 92009: 26%; 92010:
71%; 92011:41%).
RESEARCH PARTNERSHIP
2010 Public Opinion Survey - Report
City of Carlsbad
Those residents who had visited Carlsbad's Downtown Village were next asked to rate
their experience. Nine of ten rated their experience positively, with 41 percent rating it as
"Excellent" and 49 percent rating it as "Good."
Overall, the percentage of residents reporting a positive experience visiting the Village
remained statistically unchanged from prior years.
Figure 27 Experience Visiting Carlsbad Village (n=966)i1
Excellent
Good
Fair
Poor
Very poor
DK/NA
48,8%
Positive
2010 = 90%
2009 = 88%
2008 = 88%
2007 = 87%
11.0%
J 2.0%
• 1.8%
] 1.1%
0.1%
0.1% *
0.6%0.5%
0.4%
0.5%0.2%
I 0.8%
• 2010
a 2009
• 2008
02007
20%40%60%80%
a Statistically significant change from 2009 (p< .05)
¥ Statistically significant change from 2008
1 Statistically significant change from 2007
21 Residents who were not sure whether or not they had visited the Village (i.e., DK/NA responses) were
filtered out of the analysis for their experience visiting the Village. As such, the percentages displayed for
2008 and 2007 are slightly different from those presented in the 2008 and 2007 reports.
2010 Public Opinion Survey- Report
City of Carlsbad
To follow is an analysis of residents' experience visiting the Village by resident sub-
groups (among those who had visited).
• In general, residents who had a positive experience visiting Carlsbad's
Downtown Village were more likely to rate other aspects of life in Carlsbad
favorably. Ratings were positively correlated with: residents' views regarding
quality of life; direction of the community; confidence in city government; sense of
community; perception of safety walking alone in their neighborhood; satisfaction
with city services; and satisfaction with city-resident communication.
• Residents with a "High" sense of community were much more likely to report a
positive experience than those with a "Medium" or "Low" sense of community.
• A regression analysis revealed the following as the top predictors of residents'
experience visiting the Village:
o Ratings for the quality of life in Carlsbad;
o Frequency visiting the Village;
o Satisfaction with the City's efforts to provide law enforcement services;
and
o Satisfaction with the City's efforts to maintain the business climate in
Carlsbad.
Demographics
• Residents in the 18 to 24 year age group were the least likely to rate their
experience positively (81%).
• As one might expect, residents who visited the Village at least once a month
were much more likely to report a positive experience than those who visited less
than once a month. About half of residents who visited once a week or more
rated their experience as "Excellent."
• Residents in zip code 92010 were the most likely to rate their experience
positively (92008: 90%; 92009: 90%; 92010: 98%; 92011: 82%).
2010 Public Opinion Survey - Report
City of Carlsbad
As a follow up question, respondents who had visited the Village were asked what they
would like to see improved. This question was asked in an open-ended format and the
first two responses were recorded.
Two responses were significantly more common than the others; 18 percent of
respondents indicated parking as something they would like to see improved and 16
percent cited a need for more unique businesses or better restaurants.
Fourteen percent22 provided a response cited by less than one and a half percent of
respondents and were classified as "Other."
Thirteen percent of respondents were happy with the Village as is and 22 percent had no
suggested improvement.
Fjguj:e_28 Recommended improvements to Carlsbad Villaqe {n=9661
Parking
Need more unique businesses/
better restaurants
Happy with the Village as is
Traffic
Much of the area is very old/ needs to
be updated
Cleanliness/ upkeep
More events, activities, and attractions
More pedestrian friendly
Street and landscaping improvements
More parks/ recreational facilities
Fill vacant lots and stores/
help businesses
Improve nightlife/ evening vibrancy
Other
No suggestions
10%20%30%40%
Due to space constraints, responses of less than 1.5% were combined into "Other." Please refer to
Question 21 of Appendix A for a more comprehensive breakdown of responses.
RESEARCH, PARTNERSHIP
Cify of Carlsbad
2010 Resident Survey Report
METHODOLOGY
The table below provides an overview of the methodology utilized for the project.
Tabie 6 Overview of Project Methodology
Method
Universe
Number of Respondents
Average Length
Field Dates
Margin of Error
Telephone Survey
83,248 Residents 18 Years and Older within the City of Carlsbad
1 ,000 Residents Completed a Survey
20 minutes
Septembers- 16,2010
The maximum margin of error for questions answered by all
1 ,000 respondents was +/-3.08% (95% level of confidence)
RESEARCH OBJECTIVES
Prior to beginning the project, BW Research met with the City of Carlsbad's
Performance Measurement Resource Team to determine the research objectives for the
2010 study. The main research objectives of the study were to:
• assess residents' perceptions regarding satisfaction with city services, quality of life,
sense of community, safety in their neighborhood, city government, and city-
resident communication;
• evaluate residents' preferences for the City's trash and recycling containers;
• identify residents' awareness of water pollution prevention; and
• assess residents' experience visiting the Carlsbad Village.
QUESTIONNAIRE DESIGN
Through an iterative process, BW Research worked closely with the City to develop a
survey instrument that met all the research objectives of the study. In developing the
instrument, BW Research utilized techniques to overcome known biases in survey
research and minimize potential sources of measurement error within the survey.
SAMPLING METHOD
A random digit dial (ROD) methodology was utilized to interview a representative sample
of residents 18 years and older within the City of Carlsbad. The ROD methodology is
based on the concept that all residents with a telephone in their home have an equal
probability of being called and invited to participate in the survey.
2010 Public Opinion Survey - Report
City of Carlsbad
The ROD method includes both the listed and unlisted phone numbers that fall into the
active telephone exchanges within a city (the exchange includes the area code and first
three digits of the phone number). Since telephone exchanges often overlap with
neighboring cities, screener questions were utilized at the beginning of the survey to
ensure that the residents who participated in the survey lived within the City boundaries.
DATA COLLECTION
Prior to beginning data collection, BW Research conducted interviewer training and also
pre-tested the survey instrument to ensure that all the words and questions were easily
understood by respondents.
Interviews were generally conducted from 5:00 pm to 9:00 pm Monday through Friday
and 10:00 am to 2:00 pm on Saturday and Sunday to ensure that residents who
commuted or were not at home during the week had an opportunity to participate.
Throughout data collection, BW Research checked the data for accurateness and
completeness and monitored the percentage of residents with language barriers to
determine whether or not the survey should be translated into a language other than
English. Since only 0.2 percent of calls were identified as having a language barrier,
translating the survey into languages other than English was not necessary for
representative results.
DATA PROCESSING
Prior to analysis, BW Research examined the demographic characteristics of the 1,000
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) 2010 demographic
estimates for the City of Carlsbad. It is estimated that among Carlsbad's 106,804
residents, 83,248 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.
A NOTE ABOUT MARGIN OF ERROR AND ANALYSIS OF SUB-GROUPS
The overall margin of error for the study, at the 95% level of confidence, is between
+/-1.85 percent and +/- 3.08 percent (depending on the distribution of each question) for
questions answered by all 1,000 respondents. It is important to note that questions
asked of smaller groups of respondents (such as questions that were only asked of
residents who visited the Village) or analysis of sub-groups (such as examining
differences by length of residence or gender) will have a margin of error greater than
+/-3.08 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 significant sub-group differences
throughout this report.
COMPARISONS OVER TIME
Similar to the analysis of sub-groups, BW Research utilized statistical testing to assess
whether the changes evidenced from previous survey years were due to actual changes
in attitudes, perceptions, or behaviors or simply due to chance (i.e., margin of error).
APPENDIX A: TOPLINES
[bw RESEARCH
PARTNERSHIP
City of Carlsbad
2010 Resident Survey Toplines
City of Carlsbad
Resident Survey
October 2010
Toplines (n=1,000)
Introduction:
Hello, my name is and I'm calling on behalf of the City of Carlsbad. The City has
hired BW Research, an independent research agency, to conduct a survey concerning
issues in your community and we would like to get your opinions.
(If needed): This should just take a few minutes of your time.
(If needed): I assure you that we are an independent research agency and that all of
your responses will remain strictly confidential.
For statistical reasons, I would like to speak to the youngest adult male currently at
home that is at least 18 years of age. (Or youngest female depending on statistics of
previous completed interviews)
(IF THERE IS NO MALE/FEMALE AT LEAST 18 AVAILABLE, THEN ASK:)
Ok, then I'd like to speak to the youngest adult female/male currently at home that is
at least 18 years of age.
(IF THERE IS NO MALE/FEMALE AT LEAST 18 AVAILABLE, ASK FOR
CALLBACK TIME)
(If needed): This is a study about issues of importance in your community - it is a
survey only and we are not selling anything.
(If needed): This survey should only take a few minutes of your time.
(If the individual mentions the national do not call list, respond according to
American Marketing Association guidelines): "Most types of opinion and marketing
research studies are exempt under the law that congress recently passed. That law was
passed to regulate the activities of the telemarketing industry. This is a legitimate
research call. Your opinions count!")
PLEASE NOTE TRADITIONAL ROUNDING RULES APPLIED
NOT ALL PERCENTAGES WILL EQUAL EXACTLY 100%
RESEARCH PARTNERSHIP
2010 Public Opinion Survey - Topiines
City of Carlsbad
Screener Questions
A. Before we begin, I want to confirm that you live within our study area. Are you
currently a resident of the City of Carlsbad?
100.0%
0.0%
Yes
No [Thank and terminate]
B. And what is your home zip code? (If respondent gives the PO Box zip codes 92013
or 92018, prompt them to give their home zip code for survey purposes).
28.1%
34.5%
15.0%
22.3%
0.0%
0.0%
92008
92009
92010
92011
Other (Specify:__) [Thank and terminate]
Don't know/ refused [Thank and terminate]
1. To begin with, how long have you lived in the City of Carlsbad?
2.5% Less than 1 year
18.1% 1 to 4 years
20.7% 5 to 9 years
21.8% 10 to 14 years
36.8% 15 years or more
0.1% (Don't Read) DK/NA
2. Generally speaking, are you satisfied or dissatisfied with the job the City of Carlsbad
is doing to provide city services? (GET ANSWER, THEN ASK:) Would that be very
(satisfied/dissatisfied) or somewhat (satisfied/dissatisfied)?
59.9% Very satisfied
31.7% Somewhat satisfied
2.2% Somewhat dissatisfied
1.6% Very dissatisfied
4.7% (Don't Read) DK/NA
With DK/NA Factored Out (n=953)
62.8% Very satisfied
33.3% Somewhat satisfied
2.3% Somewhat dissatisfied
1.7% Very dissatisfied
fbwj
2010 Public Opinion Survey - Topfines
City of Carlsbad
3. How would you rate your quality of life in Carlsbad?
60.5% Excellent
35.5% Good
3.4% Fair
0.3% Poor
0.2% Very poor
0.2% (Don't Read) DK/NA
With DK/NA Factored Out (n=998)
60.6% Excellent
35.6% Good
3.4% Fair
0.3% Poor
0.2% Very poor
4. Overall, do you feel the quality of life in Carlsbad is getting better, getting worse, or
staying about the same?
16.5% Getting better
15.2% Getting worse
64.7% Staying about the same
3.6% (Don't Read) DK/NA
With DK/NA Factored Out (n=964)
17.1% Getting better
15.8% Getting worse
67.2% Staying about the same
[ASK IF Q3= 4 OR 5 OR Q4=2]
5. In your opinion, what is the number one thing that the City of Carlsbad could do to
improve the quality of life within the community? (DO NOT READ - ONE
RESPONSE ONLY)
n=153
33.5%
12.9%
11.2%
7.2%
3.6%
3.5%
3.2%
2.8%
2.4%
2.3%
2.1%
1.9%
1.0%
0.9%
4.1%
7.3%
Stop building/ stop growth
Improve the quality of the roads and other infrastructure
Fix the traffic problems
Better economic plan/ lower taxes
Increase/ improve police services
Improve schools
More public transportation
Increase recreation opportunities
Remove the illegal immigrants
More jobs
Preserve more open space
Need new mayor and/ or city council
Improve beach access
Limit airport growth/ reduce noise
Other (Specify: )
DK/NA
RESEARCH PARTNERSHIP
2010 Public Opinion Survey
City of Carlsbad
Toplines
6. Now I'd like to ask a couple questions about safety in the City. When you are
would you say that you feel very safe, somewhat safe, somewhat unsafe, or very
unsafe?
RANDOMIZE (DON'T
Very Somewhat Somewhat Very READ)
Safe Safe Unsafe Unsafe DK/NA
A. Walking alone in your neighborhood
during the day 86.8% 10.9% 1.1% 0.2% 1.1%
B. Walking alone in your neighborhood
after dark.. ..51.1% 35.6% 6.7% 1.8% 4.8%
Question 6 with "Don't Know/ No Answer" (DK/NA) Filtered Out
RANDOMIZE
Very Somewhat Somewhat Very
Safe Safe Unsafe Unsafe
A. Walking alone in your neighborhood
during the day (n=989) 87.7% 11.0% 1.1% 0.2%
B. Walking alone in your neighborhood
after dark (n=952) 53.7% 37.4% 7.0% 1.9%
7. Next, please think about the sense of community that you feel living in Carlsbad.
Would you say that you feel a strong sense of community, a weak sense of
community, or no sense of community at all?
(IF STRONG OR WEAK, THEN ASK:) Would that be very (strong/weak) or
somewhat (strong/weak)?
28.6% Very strong
39.4% Somewhat strong
21.3% Somewhat weak
1.5% Very weak
6.3% None at all
3.0% (Don't Read) DK/NA
[bw] RESEARCH PARTNERSHIP
2010 Public Opinion Survey- Topiines
City of Carlsbad
8. Please tell me whether you agree or disagree with each of the following statements
about your neighborhood.
Here's the (first/next) one:.. (READ ITEM AND ASK:) Do you strongly
agree, agree, neither agree nor disagree, disagree, or strongly disagree with the
statement?
RANDOMIZE Neither (DON'T)
Strongly Agree nor Strongly READ)
Agree Agree Disagree Disagree Disagree DK/NA
A. I can recognize most of the
people who live in my
neighborhood 29.2% 46.0% 4.1% 14.7% 5.2% 0.9%
B. Very few of my neighbors
know me 8.5% 23.6% 4.5% 40.0% 22.2% 1.2%
C. I have almost no influence
over what my neighborhood
is like 10.9% 26.0% 8.6% 38.5% 12.6% 3.3%
D. My neighbors and I want the
same things from this
community 24.6% 51.4% 8.3% 6.0% 1.6% 8.1%
E. If there is a problem in my
neighborhood, people who
live here can get it solved 20.8% 54.8% 7.5% 8.3% 4.0% 4.6%
F. It is very important for me to
feel a sense of community
with other residents 28.9% 51.2% 8.2% 8.6% 2.5% 0.5%
9. Overall, how confident are you in the Carlsbad city government to make decisions
which positively affect the lives of its community members?
22.4% Very confident
55.2% Somewhat confident
12.0% Somewhat unconfident
5.5% Very unconfident
4.9% (Don't Read) DK/NA
RESEARCH PARTNERSHIP
2010 Public Opinion Survey- Toplines
City of Carlsbad
10. Now I'm going to read a list of services provided by the City of Carlsbad. For each
one, please tell rne how satisfied you are with the job the City of Carlsbad is doing to
provide each service to residents.
Would you say you are satisfied, dissatisfied or neither satisfied nor dissatisfied with
the City's efforts to: ? (GET ANSWER AND THEN ASK:) Would that
be very (satisfied/dissatisfied) or somewhat (satisfied/dissatisfied)?
RANDOMIZE Entire List, but Keep K-M Together and Randomly Insert
4.0%
4.7%
8.2%
8.1%
3.5%
2.6%
Neither
Very Somewhat Sat nor Somewhat Very
Satisfied Satisfied Dissat Dissat Dissat
A. Repair and maintain local
streets and roads 46.6% 38.2%
B. Manage traffic congestion on
City streets 30.2% 41.8%
C. Manage residential growth
and development 25.2% 37.4%
D. Maintain the business
climate in Carlsbad 37.5% 41.2%
E. Provide fire protection and
emergency medical
services 67.1% 23.5%
F. Provide law enforcement
services 63.4% 27.7%
G. Provide local arts and cultural
opportunities 46.3% 38.0% 6.6%
H. Provide library services 73.7% 18.9% 2.4%
I. Provide water services 54.0% 33.8% 4.6%
J. Provide sewer services 56.3% 33.2% 5.3%
K. Maintain city parks 65.1% 28.7% 1.1%
L. Provide recreation programs 51.9% 31.8% 4.6%
M. Provide trails and walking
paths 53.9% 31.3%
N. Protect water quality in the
City's creeks, lagoons, and
the ocean 39.7% 38.3%
O. Provide enough undeveloped
areas in the City for habitat
protection 36.1% 33.1%
5.8%
13.2%
13.8%
5.3%
1.0%
2.6%
3.9%
1.1%
3.2%
1.1%
2.1%
4.4%
4.0%
7.3%
9.1%
2.0%
0.6%
2.0%
1.6%
0.2%
1.8%
0.5%
0.9%
1.0%
(DON'T)
READ)
DK/NA
1.3%
2.7%
6.3%
6.0%
4.2%
1.7%
3.5%
3.8%
2.6%
3.7%
2.2%
6.3%
2.5% 4.6% 3.1% 4.6%
6.2% 5.3% 4.2% 6.2%
5.4% 11.7% 9.2% 4.4%
RESEARCH PARTNERSHIP
2010 Public Opinion Survey- Toplines
City of Carlsbad
2.1%
Question 10 with "Don't Know/ No Answer" (DK/NA) Filtered Out
Neither
Very Somewhat Sat nor Somewhat Very
Satisfied Satisfied Dissat Dissat Dissat
A. Repair and maintain local
streets and roads (n=987) 47.2% 38.7% 4.0% 5.9% 4.1%
B. Manage traffic congestion on
City streets (n=973) 31.1% 43.0% 4.8% 13.6% 7.5%
C. Manage residential growth
and development (n=937) 26.9% 39.9% 8.8% 14.7% 9.7%
D. Maintain the business
climate in Carlsbad (n=940)...39.8% 43.8% 8.6% 5.7%
E. Provide fire protection and
emergency medical
services (n=958) 70.1% 24.6% 3.7%
F. Provide law enforcement
services (n=983) 64.5% 28.2% 2.7%
G. Provide local arts and cultural
opportunities (n=965) 48.0% 39.4% 6.8%
H. Provide library
services (n=962) 76.5% 19.6% 2.5%
I. Provide water
services (n=974) 55.5% 34.7% 4.7%
J. Provide sewer
services (n=963) 58.5% 34.5% 5.5%
K. Maintain city parks (n=978) 66.6% 29.3% 1.1%
L. Provide recreation
programs (n=937) 55.4% 34.0% 4.9%
M. Provide trails and walking
paths (n=954) 56.5% 32.8% 2.6%
N. Protect water quality in the
City's creeks, lagoons, and
the ocean (n=938) 42.3% 40.8% 6.6%
O. Provide enough undeveloped
areas in the City for habitat
protection (n=956) 37.7% 34.7% 5.6% 12.3% 9.7%
1 .0%
2.6%
4.1%
1.1%
3.3%
1.1%
2.1%
4.7%
4.8%
0.7%
2.0%
1.7%
0.2%
1 .9%
0.5%
0.9%
1.0%
3.3%
5.7% 4.5%
RESEARCH PARTNERSHIP
2010 Public Opinion Survey- Toplines
City of Carlsbad
Next I would like to ask you specifically about the trash and recycling containers that
Carlsbad uses.
11. I'd like to read you the opinion of two neighbors who live in Carlsbad. Smith and
Jones [RANDOMIZE ORDER] disagree about Carlsbad's options for trash and
recycling containers. As I read their opinions, please tell me which one is closer to
your own opinion.
RANDOMIZE ORDER
Smith believes that the City of Carlsbad should replace current trash cans and the
small recycling bins with three containers provided by the City for recycling, trash,
and yard waste. Smith is willing to pay approximately two dollars more a month for
trash and recycling services that provide more convenient containers and have
enough space for all of our recyclable materials.
Jones believes that the City of Carlsbad should NOT change the current recycling
bins and trash cans with city-provided containers. Jones does not want to pay any
more money a month for trash and recycling services when the current system is
working just fine.
Whose opinion is closer to your own? [REREAD DESCRIPTIONS OF EACH
PERSON IF RESPONDENT HESITATES OR IS NOT CLEAR ON THEIR CHOICES]
36.3% Smith [Replace recycling bins and trash can with city-provided containers]
57.1% Jones [Keep the current trash and recycling system]
2.2% (Don't Read) Neither
1.1% (Don't Read) Combination
3.4% (Don't Read) DK/NA
2010 Public Opinion Survey- Toplines
City of Carlsbad
Switching gears a bit, now I would like to get your opinions about city-resident
communication.
12. Are you satisfied or dissatisfied with the City's efforts to communicate with residents?
(GET ANSWER, THEN ASK:) Would that be very (satisfied/dissatisfied) or
somewhat (satisfied/dissatisfied)?
31.3% Very satisfied
42.3% Somewhat satisfied
12.2% Somewhat dissatisfied
5.1% Very dissatisfied
9.2% (Don't Read) DK/NA
With DK/NA Factored Out (n=908)
34.4% Very satisfied
46.5% Somewhat satisfied
13.4% Somewhat dissatisfied
5.7% Very dissatisfied
13. If you needed to contact the City of Carlsbad to report an issue or a concern or to get
specific information about city services, how would you most likely find and contact
the appropriate person at the City?
[RANDOMIZE ORDER OF PRESENTATION OF RESPONSES 1- 3]
50.9% Look on the City website to find the appropriate information or an
electronic form to complete
35.0% Find the phone number of the appropriate city employee and call them
7.2% Send an email to the appropriate employee or City department
1.1% Other: Walk into City offices
0.7% Other: Multiple methods
0.6% Other: General Internet
0.4% (Don't Read) Other (Specify: )
4.0% (Don't Read) DK/NA
14. How would you prefer that City contact you to provide up to date information on new
services, events or local information for City of Carlsbad residents?
[WAIT FOR INITIAL RESPONSE READ ONLY IF NEEDED]
47.9% Mailed through a city newsletter
31.5% Email from the City
6.6% Phone call from the City
6.1% Through the City website
1.9% Facebook or Twitter updates
1.4% Other: Newspaper/ magazine
0.7% Other: Monthly bills
0.6% Other: TV
1.6% (Don't Read) Other (Specify:_ )
1.8% (Don't Read) DK/NA
2010 Public Opinion Survey- Toplines
City of Carlsbad
15. Please tell me how often you use each of the following sources when looking for
information about City issues, services or activities: never, seldom, sometimes or
regularly?
(If needed: Seldom is less than once a month, sometimes is once a month or more,
and regularly is once a week or more.)
(DON'T
RANDOMIZE READ)
Never Seldom Sometimes Regularly DK/NA
A. The City of Carlsbad website ....30.3% 26.1% 28.9% 14.0% 0.6%
B. The North County Times or
www.nctimes.com 44.6% 16.8% 15.7% 21.8% 1.2%
C. The San Diego Union-Tribune or
www.signonsandiego.com 41.0% 16.9% 18.6% 23.0% 0.4%
D. The community services
or recreation guide 22.3% 23.3% 30.1% 22.1% 2.2%
E. Social media websites such
as Facebook, Twitter or
YouTube 68.5% 12.6% 7.0% 11.6% 0.4%
F. Flyers that come in your
water bill 32.0% 12.9% 22.2% 28.6% 4.3%
G. Flyers at city buildings like
the Library, Senior Center,
or community centers 33.0% 25.6% 26.2% 13.5% 1.8%
H. Television news... ...26.5% 18.4% 21.2% 32.5% 1.3%
Next I would like you to think about the water in Carlsbad's creeks, lagoons, and the
ocean.
16. Have you seen or heard anything during the past year about how residents can
prevent the pollution of our creeks, lagoons, and ocean?
65.2% Yes [GO TO QO]
33.9% No [SKIP TO Q19]
0.9% (Don't Read) DK/NA [SKIP TO Q19]
With DK/NA Factored Out (n=991)
65.8% Yes [GO TO QO]
34.2% No [SKIP TO Q19]
f bwl RESEARCH PARTNERSHIP
2010 Public Opinion Survey- Toplines
City of Carlsbad
17. Where do you recall seeing or hearing about ways to prevent pollution? (Don't read
list. Multiple Response)
n=652
31.5% TV
20.8% Newsletters
19.8% Newspaper
10.9% Water/utility bill
10.0% Curb signs
9.7% Brochures
8.1% Radio
5.9% Website
4.0% Family/ friends/ other word of mouth
3.6% School
3.4% Posters
2.9% Public events/ booth
2.7% Information in the mail
2.3% Flyer
1.1% Internet
0.9% Movie theaters
0.6% Signs near lagoons/ beach/ trails
0.6% City building or library
0.6% Lagoon Foundation
0.6% Magazine
2.0% Other (Specify: )
4.0% Don't know/ not sure
2010 Public Opinion Survey - Toplines
City of Carlsbad
18. Given what you have seen or heard, what have you done, if anything, to reduce the
amount of pollution in our creeks, lagoons, and oceans? [DO NOT READ - ALLOW
MULTIPLE RESPONSES]
n=652
22.3% Properly disposed of hazardous waste
14.5% Used a commercial car wash
13.8% Used environmentally friendly soaps, pesticides, etc.
9.2% Cleaned up trash at parks and beaches
9.1% Recycled
6.9% Careful of what goes down sewer/ no longer dump down storm drain
6.7% Reduced water usage/ used water more efficiently
5.7% Cleaned up animal waste
4.2% Reduced run-off/ erosion control
4.0% Don't litter
3.4% I do everything I can/1 don't pollute
2.8% Don't wash cars as much/ don't wash in driveway
2.2% Reduce trash/ plastics
1.9% Stopped washing driveway
1.5% Taught others/ reported violators
0.7% Changed landscaping
0.2% Fixed leaks
3.4% Other (Specify: )
20.1% Have not done anything
6.2% DK/NA
RESEARCH PARTNERSHIP
2010 Public Opinion Survey- Toplines
City of Carlsbad
Next I am going to ask you a few questions about Carlsbad Village, also referred to as
Downtown Carlsbad in the northwestern part of the City.
19. How often do you visit Carlsbad's Downtown Village?
53.4% Regularly, once a week or more
24.1% Sometimes, once a month or more
19.1% Seldom, less than once a month
3.1% Never [SKIP TO QA]
0.3% (Don't Read) DK/NA [SKIP TO QA]
20. How would you rate your experience while visiting Carlsbad's Downtown Village?
n=966
40.8% Excellent
48.8% Good
8.9% Fair
1.0% Poor
0.1% Very poor
0.4% (Don't Read) DK/NA
With DK/NA Factored Out (n=962)
41.0% Excellent
49.0% Good
8.9% Fair
1.0% Poor
0.1% Very Poor
RESEARCH PARTNERSHIP
2010 Public Opinion Survey- Toplines
City of Carlsbad
21. What would you like to see improved in Carlsbad's Downtown Village? (Record first
two responses)
n=966
17.9% Parking
15.7% Need more unique businesses/ better restaurants
7.0% Traffic
5.8% Much of the area is very old/ needs to be updated
2.9% Cleanliness/ upkeep
2.3% More events, activities, and attractions
2.2% More pedestrian friendly
2.0% Street and landscaping improvements
1.9% More parks/ recreational facilities
1.7% Fill vacant lots and stores/ help businesses
1.5% Improve nightlife/ evening vibrancy
1.2% Less police presence
1.2% More public transit
1.2% Fewer tourists/ too crowded
1.1% Crime/ homeless issues
1.1% Make more bicycle friendly
0.8% Encourage arts
0.8% Improve lighting
0.7% More/ better grocery stores
0.7% Limit growth
0.6% Increased signage
4.2% Other (Specify: )
13.0% Happy with the Village as is
22.3% No suggestions
To wrap things up, I just have a few background
questions for comparison purposes only.
RESEARCH PARTNERSHIP
2010 Public Opinion Survey - Toplines
City of Carlsbad
A. Do you own or rent the unit in which you live?
22.0% Rent
76.9% Own
1.1% (Don't Read) Refused
B. Which of the following best describes your current home?
71.2% Single family detached home
9.2% Apartment
16.9% Condominium or town home
1.7% Mobile home
1.0% (Don't Read) Refused
C. Please tell me how many children under 18 live in your household.
56.6% No children
17.1% 1 child
18.9% 2 children
7.0% 3 or more children
0.5% (Don't Read) Refused
D. In what year were you born? 19 Receded into Age.
10.8% 18 to 24 years
11.3% 25 to 34 years
16.2% 35 to 44 years
21.1% 45 to 54 years
16.9% 55 to 64 years
20.1% 65 years or older
3.5% (Don't Read) Refused
fbWJ RESEA.RCH PARTNERSHIP
2010 Public Opinion Survey- Toplines
City of Carlsbad
E. What neighborhood do you live in within Carlsbad? [DO NOT READ, RECORD
FIRST RESPONSE]
23.7%
8.1%
7.8%
7.4%
4.8%
1.8%
1.4%
1.2%
1.1%
1.0%
1.0%
0.8%
0.6%
0.6%
0.6%
0.6%
0.6%
0.5%
0.5%
0.5%
0.5%
0.5%
0.5%
0.5%
0.5%
0.5%
0.4%
0.4%
0.4%
0.4%
0.4%
0.3%
0.3%
0.3%
La Costa/ La Costa Canyon/
La Costa Oaks
Aviara
Calavera/ Calavera Hills
The Village/ Downtown
Carrillo Ranch
Old Carlsbad
Spinnaker Hills/ Pointe
Tamarack
South Carlsbad
Bressi Ranch
Rancho Ponderosa
North Carlsbad
Barrio
Carlsbad Crest
Laguna Riviera
San Pacifico
Hosp Grove
Bay Collection
Canterbury
Carlsbad Heights
Harbor Point
Las Playas
Poinsettia
Tanglewood
Taramar
Sunny Creek
Mariners Point
Northwest Carlsbad
Vista Pacifica
Telescope Point
Pacifica
Alga Hills
Altamira
Bristol Cove
0.3% Camino Hills
0.3% Capri
0.3% Evans Point
0.3% Lakeshore Gardens
0.3% Rancho Carlsbad
0.3% Santa Fe Trails
0.3% The Beach
0.3% Southwest Carlsbad
0.3% Shorepointe
0.3% Seaside Heights
0.3% Santa Fe Ridge
0.3% Salt Aire
0.2% Hanover Beach Colony
0.2% Sea Bright
0.2% The Cove
0.2% The Ranch
0.2% The Summit
0.2% Waters End
0.2% Tiburon
0.2% Seaside Estates
0.2% Palisades
0.2% MarBrisa
0.2% La Cresta
0.1% Aqua Hedionda Lagoon
0.1% Central Carlsbad
0.1% Chestnut Hills
0.1% Northeast Carlsbad
0.1% Pacific View Estates
0.1% Sea Cliff
0.1% Rosalena
0.1% Laguna Del Mar
0.1% Kelly School Area
6.6% Other (Specify: )
6.4% None, I just live in Carlsbad
9.8% DK/NA Refused
RESEARCH PARTNERSHIP
2010 Public Opinion Survey - Toplines
City of Carlsbad
F. What ethnic group do you consider yourself a part of or feel closest to? (IF
HESITATE, READ):
75.4% White or Caucasian
12.1% Hispanic or Latino
5.1% Asian
0.9% African American or Black
0.9% Other (Specify: )
5.6% (Don't Read) Refused
Those are all of the questions I have for you.
Thank you very much for participating!
G. Gender (Recorded from voice, not asked):
47.9%
52.1%
Male
Female
RESE ARC H PARTNERSHIP A-17
CITY OF
CARLSBAD
City of Carlsbad State of Effectiveness Report
The Jan. 31, 2011 State of Effectiveness Report is designed to provide an overview of the City of Carlsbad's
overall performance in many different service areas. This report represents the eleventh full year that the
City of Carlsbad has issued a report on its performance. The report includes data from the Annual Public
Opinion Survey as well as specific measures for the various service areas.
Carlsbad's performance management efforts are designed to reflect the outcome of city services and are
focused on three related areas - service delivery, customer satisfaction and cost efficiency. This process of
defining and measuring these three areas helps provide a balanced approach in evaluating the overall
effectiveness and value of a service area.
Based on the results of the performance measures in FY 2009-10, staff identified some key findings:
Trends
• Most service delivery measures have remained consistent from year to year.
• Customer satisfaction ratings continue to be positive with most city services rated as either good or
excellent greater than 90 percent of the time.
• There was an increase in the number of service areas that reported a reduction in costs,
representing an improvement in cost efficiency.
Financial Health & Balanced Community Development
• The city continues to respond and adapt to current economic challenges to ensure long-term fiscal
health.
• While the operating cost per acre of the city's parks continues to decrease, the visual assessments
continue to be high at 97 percent.
• The gross annual sales tax for the Village, while still low, has improved from negative 10 percent to
negative six percent. Similar to other trends across the country, the commercial vacancy rates and
property tax values continue to decline.
• The number of volunteer hours per volunteer continues to increase which reduced the cost to find
and train new volunteers. In addition, the overall volunteer hours have increased by 13 percent.
• Based on the public opinion survey results, the library continues to maintain one of the highest
rankings for satisfaction of city services with 96 percent.
Transportation & Circulation
• Management of traffic congestion based on the public opinion survey results has been gradually
improving, although the results are still below the benchmark.
• Additional trail mileage added in FY 2009-10 exceeded the benchmark of four miles for the first time
since Fiscal Year 2006-7. The additional seven miles of citywide trails brings the total mileage to 47.
Safe Community
• The Carlsbad Fire Department continues participation in a regional Boundary Drop service delivery
model with excellent customer service results.
• Carlsbad continues to exceed the benchmark with regard to citizens' sense of safety for both the
day and night time hours.
Environmental Management (Utilities)
• The number of sewer overflows per 100 miles of sewer main has decreased by 58 percent since
Fiscal Year 2006-07.
• The cost to deliver water has gradually increased along with the price per acre-foot.
As the Financial Crisis of 2007-10 is coming to an end, the City of Carlsbad has been able to maintain
consistent positive results from most of their performance measures and economic indicators. The city will
continue to establish objectives to meet their strategic goals and develop quantifiable measures to monitor
and evaluate their progress.
According to the State of California Department of Finance, Carlsbad's population as of 1/1/2010 is
estimated to be 106,804. Although the estimates for prior years change each time the estimates are
released by the state, we do not change our population numbers for prior years in this report. The San
Diego County CPI in 2009 is listed as -.02% according to the Bureau of Labor Statistics, San Diego.
The Performance Measurement Resource Team would like to thank the various departments and staff
actively engaged in continuous improvement and commitment to the pursuit of excellence though the
performance measurement process. These service providers are openly committed to the efficient delivery
of services to the people who live, work and play in the City of Carlsbad.
CITY OF
CARLSBAD
City of Carlsbad - City Council Strategic Goals FY 2009-10
The city's performance measurement program illustrates the city's progress toward achieving strategic
goals and reflects the city's desire to share meaningful information with residents.
City of Carlsbad strategic goals: To provide exceptional, top quality services on a daily basis by proactively
listening, engaging and responding to its residents.
Balanced community development: Be a city that connects community, place and spirit, through balanced
and economically sustainable land uses.
Resident connection and partnership: Be a city that embraces community connectivity through the effective
use of technological and interpersonal mediums.
Communication: Ensure that community members, council and staff are well informed, continuing to be a
more responsive government while providing a high level of citizen confidence in its government.
Environmental management: Be an environmentally sensitive community by focusing on conservation,
storm water, sewage collection and treatment, solid waste, and cost effective and efficient use of energy
including alternative energy sources.
Financial health: Pursue and implement proactive strategies that support sustainable economic health and
manage city resources effectively.
Learning, culture and arts: Promote and support continuous learning, cultural opportunities and the arts
within the community and the city organization.
Parks, open space and trails: Acquire, develop and maintain a broad range of open space and recreational
facilities that actively address citizen needs which are fiscally responsible, and are consistent with the
general plan and growth management standards.
Safe community: Maintain a safe and secure community through collaborative partnerships. Public safety
providers support high standards, deliver protection of life and property and encourage community
involvement in prevention and preparedness efforts.
Transportation and circulation: Provide and support a safe and efficient transportation system that moves
people, services and goods throughout the city.
Water: Ensure, in the most cost-effective manner, water quality and reliability to the maximum extent
practical, to deliver high quality potable and reclaimed water incorporating drought-resistant community
principles.
CITY OF
Table of Contents
Administration: Finance 5
Communication 6
Community & Economic Development: Building Inspections 7
Community & Economic Development: Code Enforcement 8
Community & Economic Development: Planning 9
Housing & Neighborhood Services: The Village 10
Housing & Neighborhood Services: Volunteer Program 11
Human Resources 12
Information Technology 13
Library & Arts: The Cultural Arts Office 14
Library & Arts: Library 15
Parks & Recreation: Parks.. 16
Parks & Recreation: Recreation & Park Planning 17
Parks & Recreation: Trails 18
Property & Environmental Management: Facilities 19
Property & Environmental Management: Fleet 20
Property & Environmental Management: Storm Water 21
Risk Management 22
Safety Services: Fire 23
Safety Services: Police 24
Transportation: Street Maintenance 25
Transportation: Traffic Engineering 26
Utilities: Potable Water 27
Utilities: Recycled Water 28
Utilities: Sewer 29
Utilities: Solid Waste... ..30
CARLSBAD
Administration: Finance
Performance Measures
CITY OF
CARLSBAD
Service Delivery/Benchmark
Balanced Long Term Fiscal Condition: 10-year
financial forecast/
Revenues will be equal to or exceed expenditures for
each year for 10 years
Monthly Financial Status Report /
Timely Distribution < 15 Average Working Days
Business License Processing/
Change in % of measures yearto year
Pending Licenses (decrease)
Delinquent renewals (decrease)
On-line processing (increase)
Outgoing Payment Processing/
Increase in % of payments yearto year
Successful Payments
Electronic Payments
FY 2006-07
Yes
11.6 average
working days
1.50%
2.16%
7.08%
99.53%
49.00%
FY 2007-08
Yes
12 average
working days
1.57%
2.16%
7.75%
99.70%
50.50%
FY 2008-09
Yes
10.7 average
working days
1.41%
2.49%
8.20%
99.71%
53.00%
FY 2009-10
Yes
10.2 average
working days
1.42%
2.39%
10.04%
99.69%
54.93%
The revised ten-year forecast for FY 2009-10 reflected positive surpluses each year, except for FY 2011-12
which currently reflects the use of some one-time revenues in order to balance the budget. This issue will
be addressed during the preparation of the FY 2011-12 budget.
The forecast for the next ten years reflects small operating surpluses in the general fund for the next five
years, with larger surpluses forecasted in years six through 10. Although the surpluses in the outer years
are projected higher than last year's ten-year forecast, the surpluses forecasted in the next five years are
comparable with the surpluses forecasted last year for the same time period. The city continues to forecast
a slow economic recovery during the foreseeable future. The city will continue to adjust operating
expenditures to match revenues to eliminate any potential operating deficits due to changes in the
economy.
The percentage of pending licenses has remained the same, while the number of delinquent renewals has
decreased slightly compared to FY 2008-09.
As the city reaches build-out, the emphasis will shift from new infrastructure construction to infrastructure
maintenance and replacement. The ability to fund infrastructure maintenance and replacement is
important to the sustainability of the city. Through fiscal discipline, the city continues its contribution to
the Infrastructure Replacement Fund of 6.5 percent of the general fund revenues.
The ten-year financial forecast also considers the Capital Improvement Program and the timing for the
operation and maintenance of new facilities that will be opening over the next 10 years.
CITY OF
Communication CARLSBAD
Per/o Measures
Service Delivery/Benchmark
Satisfaction with communication / >90%
FY 2006-07
82%
FY 2007-08
80%
FY 2008-09
79%
FY 2009-10
74%
Customer Satisfaction/Benchmark
Level of confidence / >90%
FY 2006-07
79%
FY 2007-08
?(>%
FY 2008-09
74%
FY 2009-10
78%
Cost
Cost per capita
FY 2006-07
$8.90
FY 2007-08
$11.00
FY 2008-09
$8.50
FY 2009-10
$8.40
The City of Carlsbad is committed to fostering open, two-way communication with the community, leading
to a high level of confidence in city government. The effectiveness of city communication efforts are
measured primarily through the annual residents survey questions about resident satisfaction with
communication and confidence in city government.
Per capita cost of communication programs is also tracked. Cost per capita expenditures have remained
relatively steady except for an increase in FY 2007-08 due to the public outreach efforts associated with the
Proposition D Citizen Committee, the development of a citywide brand, and design costs associated with a
new website.
Results of the city's communication efforts have been predominately positive for the past several years.
Although small differences are present in the sample for FY 2006-07 through FY 2007-08, they are within
the survey's margin of error and therefore not significant. In FY 2008-09, the question was changed to
remove the examples of how the city communicates with residents. Subsequently, reported levels of
satisfaction decreased in the subsequent two years. In addition, a higher percentage of residents did not
respond to the question in FY 2009-10, a possible indication that some respondents did not understand the
question. These factors will be considered in refining the communication questions for the next survey.
Confidence in city government has also remained consistently positive for the past several years. Given the
tumult associated with the severe economic recession coupled with several high profile government
corruption cases recently in other Southern California cities, Carlsbad's ability to retain its high confidence
ranking is notable.
CITY OF
CARLSBAD
Community & Economic
Development: Building Inspections
Performance Measures
Service Delivery/Benchmark
Next Day Inspections / > 9'
Ave. Inspections per Day per Person / 20 to 22
% of Inspections Requiring Corrections
/10%to20%
FY 2006-07
98%
19
15%
FY 2007-08
98%
18
13%
FY 2008-09
98%
16
14%
FY 2009-10
98%
15
12%
Customer Satisfaction
Customer survey responses of "good" or
"excellent"/90%
FY 2006-07
N/A
FY 2007-08
99%
FY 2008-09
99%
FY 2009-10
99%
Cost
Cost per Approved or Partial Approval Inspection
FY 2006-07
$78.40
FY 2007-08
$82.68
FY 2008-09
$89.63
FY 2009-10
$85.67
Inspectors were able to make 98 percent of all service requests the next working day. Work scheduling and
coordination of next day inspections by clerical, inspectors and supervisory staff is a priority and
determined in daily department staff meetings.
The overall number of inspections requiring corrections remained relatively consistent with the previous
years and can be attributed to the effectiveness of inspectors conveying code requirements to contractors
and homeowners. When an inspector can anticipate potential problems with the progress of a project and
communicate this to applicants, costly rework and missed or failed inspections can be avoided. Inspectors
are encouraged to be proactive with assisting both homeowners and superintendents in identifying
problem areas early on in construction.
The current customer satisfaction survey program has been very effective and has received an excellent
response from the public with over 48 surveys returned out of a total number sent out of 173. A database
of all responses is maintained and the building manager performs a follow-up call to allow the customer to
expand on their experience with department staff, plan reviews, counter contacts and the inspection
process.
The 9.5 percent decrease in the cost per approved inspections is a result of the ratio between the number
of inspections during the period and the overall division budget.
With declining housing starts and the slowing of the overall economy, infill projects and an increase in
home remodeling versus new construction is expected. This type of construction inspection can be more
time consuming and require inspectors to spend additional effort to educate and mentor homeowners.
CITY OF
Community & Economic
Development: Code Enforcement
Measures
CARLSBAD
Service Delivery/Benchmark
Calls for the nine most common categories of services / 50%
within closure standard of compliance
FY 2006-07
82%
FY 2007-08
87%
FY 2008-09
88%
FY 2009-10
92%
Customer Satisfaction/Benchmark
Customer survey responses of "good" or "excellent" /90%
FY 2006-07
N/A
FY 2007-08
98%
FY 2008-09
98%
FY 2009-10
98%
Cost
Average Cost per Case Closed
FY 2006-07
$275
FY 2007-08
$263
FY 2008-09
$268
FY 2009-10
$252
The nine most common categories of service are: Engineering/Right-of-Way, Signs, Zoning, Vehicle
Abatement, Vehicle Zoning, Building, Garbage & Junk, and Business License.
Case closure rates increased marginally in all nine categories. A continued proactive program of business
license enforcement has maintained an excellent closure rate for these types of cases. Code enforcement
officers continue to provide individual case management and this has resulted in more effective tracking
and resolution of open cases.
Vehicle abatement cases remained consistently low due to continuous and effective code enforcement
programs and practices. The number of complaints received where vehicles are parked contrary to zoning
has increased over 20 percent. Vehicle zoning and abatement case closures within the standard compliance
time frame remain excellent at a 98 percent closure rate.
Customer Service Surveys were sent out to over 134 code enforcement customers during this period and
the city received 44 responses. This is an increase of eight percent in customer service survey responses.
Customer comments are tracked and a manager follow-up occurred randomly in approximately 30 percent
of the cases. Customer satisfaction ratings of good/excellent occurred in 98 percent of the surveys.
The average cost per case closed decreased approximately six percent from last year. This reduction can be
attributed to lower staffing levels and a relatively static number of enforcement cases relative to the
previous year.
The non-anonymous complaint system continues to work effectively allowing greater customer feedback
and code enforcement officer follow-up regarding how a case is being handled. Customers appreciate
notification on the ongoing status of their case.
\C I T Y O F
CARLSBAD
Community & Economic
Development: Planning
Performance Measures
Service Delivery/Benchmark
80% of land use project reviews complete in 3 or less
cycles/90%
FY 2006-07
77%
FY 2007-08
97%
FY 2008-09
100%
FY 2009-10
98%
Customer Satisfaction/Benchmark
Customer survey responses of "good" or "excellent"
/90%
FY 2006-07
87%
FY 2007-08
88%
FY 2008-09
93%
FY 2009-10
94%
Review cycles for the planning division entail reviewing minimum application submittal requirements and
identifying project design/standards compliance issues up front. A number of changes were made to how
the planning division does business in order to achieve the established benchmark. Changes implemented
to date include: updating and simplifying application submittal checklists, designating a planning division
representative as the primary contact person for questions on application requirements, and implementing
better processes for communication with applicants.
This year marks the fourth year the planning division has conducted the annual Customer Satisfaction
Survey. This is a significant milestone as the survey has proven to be an important measure of the citizens,
professionals, developers and other agencies that have direct interaction with the planning division
through the discretionary review process. Through the survey, the planning division has been able to gauge
and report on the satisfaction with the discretionary review process and identify some key areas for
improvement and efficiencies.
Customer satisfaction has improved each year. This year's results shows a positive trend in customer
satisfaction, with 94 percent of respondents rating as "good" or "excellent" the overall performance of the
planning division.
CITY OF
CARLSBAD
Housing & Neighborhood Services:
The Village
Performance Measures
Service Delivery/Benchmark
Gross Annual/
Properly Tax Value lncrease> 5%
Gross Annual/Sales Tax Increase >3%
Commercial Vacancy Rates/<5%
#of Redevelopment Permits Processed
FY 2006-07
21%
-1%
5%
39
FY 2007-08
2/o
-4%
5%
60
FY 2008-09
4%
-10%
7%
56
FY 2009-10
1%
-6%
10%
50
Customer Satisfaction/Benchmark
PuUicOpinion-CustDmerSatisfacfJon /
good or excellent /90%
Section 8 Program Assessment Rental Assistance
/Standard Performer or Better
FY 2006-07
88%
Standard
Performer
FY 2007-08
88%
High
Performer
FY 2008-09
88%
High
Performer
FY 2009-10
88%
High
Performer
Cost/Benchmark
Ratio Public Fundingto Private Investment/ 1:10
i;y ?f50f;..fV7
1:62
FY 2007-08
1:6
FY 2008-09
1:49
FY 2009-10
1:10
Over the past year, the Village area has experienced a minor increase of one percent in Gross Annual
Property Tax Values, and a decrease in Gross Annual Sales Tax of six percent. Vacancy rates, reflecting both
commercial and office space, for the Village Area have fluctuated over the past year. Several commercial
businesses have vacated their property over the past year for a variety of reasons, however, those
storefronts often get quickly filled by entrepreneurs attempting to capitalize on a visible location. A large
majority of available space is zoned strictly for office, and given the current economy many businesses are
downsizing and eliminating additional satellite office space.
For each $1 of public expenditures, the goal is to demonstrate that there has been at least $10 of private
investments made. In FY 2009-10, the public to private investment ratio was 1:10. Within the past years,
lending practices have shifted and financial institutions have raised their standards, thus opportunities for
new growth have dwindled.
In November of 2009, the city celebrated 28 years of redevelopment in the Village Area. Redevelopment
was recognized as an enabler, as a tool that helps communities to grow inward and not just outward. The
city, along with several other non-governmental organizations, will work in partnership to help grow and
maintain a top quality Village for all to enjoy.
[0
Housing & Neighborhood Services:
Volunteer Program
Performance Measures
CITY OF
CARLSBAD
Service Delivery/Benchmark
Initial Contact to Response Time /
< 3 days 95% of the time
Offered Orientations/
At least one per month
Number of Volunteers Requested from Staff
Number of Volunteers Found
FY 2006-07
99%
24
New Measure
New Measure
FY 2007-08
100%
32
New Measure
New Measure
FY 2008-09
100%
30
New Measure
New Measure
FY 2009-10
100%
23
910
924
Customer Satisfaction/Benchmark
Volunteer Orientation Evaluation /
A satisfaction rating of 4 or above
Volunteer Satisfaction Overall
(measured every other year) /
50% or higher rate experience as positive
FY 2006-07
4.84
N/A
FY 2007-08
4.75
92%
FY 2008-09
4.23
N/A
FY 2009-10
4.85
93%
Cost/Benchmark
Cost Effectiveness / Ratio of value to cost
Total Volunteers
Total Volunteer Hours
Net Benefit
FY 2006-07
4:1
1,155
53,626
$881,113
FY 2007-08
5:1
1,811
69,935
$1,284,460
FY 2008-09
6:1
2,360
91,532
$1,849,187
FY 2009-10
6:1
2,015
105,185
$2,069,415
For the first time the city received a net benefit of over $2 million in FY 2009-10 based on a record breaking
donation of 105,185 volunteer hours. A new trend is shown by the 13 percent increase in volunteer hours
in spite of a drop in the number of volunteers. This is an excellent direction as fewer new volunteers mean
less staff time involved in training.
Responsiveness to an expression of interest from a potential volunteer is essential to top quality service,
and the coordinator continues to ensure a rapid response time by responding within three days 100
percent of the time to all those wishing to volunteer for the city. Also, the orientation is rated by those
attending to be 4.85 out of 5 in terms of meeting their needs while ensuring that city policies and
procedures are covered.
Equally important is the ability to find volunteers with the skill set requested by staff. Almost half, 49
percent, of volunteers find out about the city's volunteer requests through websites. The rest are found
through extensive local contacts. The volunteers' contribution in terms of civic engagement is invaluable
and the overall benefit of the volunteers to the city continues to improve.
! !
CITY OF
Human Resources
Performance Measures
CARLSBAD
Service Delivery/Benchmark
Employee Turnover / < 5.2%
FY 2006-07
4.8%
FY 2007-08
4.4%
FY 2008-09
2.8%
FY 2009-10
3%
Cost / Benchmark
Average number of lost work days per
workers' compensation claim / < 6.9 days
FY 2006-07
5.6 days
FY 2007-08
5.1 days
FY 2008-09
5.5 days
FY 2009-10
11.5 days
The percentage of full-time employees who left the organization during the reporting period includes
resignations and non-probationary terminations. Although not included in the benchmark data, in FY 2009-
10 the number of retirements was 34, which is considerably more than recent previous fiscal years. There
were 14 retirements in each of the previous two fiscal years. Excluding the retirement data and comparing
the City of Carlsbad's turnover rate to agencies of similar size, Carlsbad's turnover rate is 2.2 percent less
than the ICMA average.
City staff has been actively pursuing workers' compensation claim closure by attending workers'
compensation hearings and depositions, delaying claims, utilizing surveillance and maintaining high
visibility on every claim. These efforts, in addition to return-to-work programs, help to minimize lost days
of work. City staff is actively pursuing workers' compensation claim closure. The Human Resources
Department will continue to work with client departments to implement programs that reduce the number
of days an employee is out of the workplace.
Last year, the Fire Department employees had 27 claims that were responsible for 12 percent of the city's
lost work days (60 days). This year there were 15 workers' compensation claims in the Fire Department.
The total number of lost work days due to all of these claims was 53 days (six percent of the City's total lost
work days). The Fire Department continues to promote an aggressive return-to-work program to try to
decrease their lost work days.
The Police Department accounted for 78 percent of the number of lost work days in the city. The
department had 41 worker's compensation claims for a total of 651 lost work days. There were six
separate claims, each totaling more than 50 lost days of work that comprised 75 percent of the lost days in
the Police Department.
For both Police and Fire, the number of lost work days is usually partially attributed to the provisions of
Labor Code Section 4850, which entitles Safety personnel, who are totally temporarily disabled and not at
work, full salary up to one year. This "benefit" often works as a disincentive for employees to return to
work. However, an emphasis on encouraging employees to return to work in a light duty capacity has
helped counteract this disincentive.
12
C I T Y O F
CARLSBAD
Information Technology
Performance Measures
Service Delivery/Benchmark
Confidence in Service % reporting satisfied or
greater/80% or higher
FY 2006-07
New measure
FY 2007-08
New measure
FY 2008-09
75%
FY 2009-10
83%
Customer Satisfaction/Benchmark
% of employees reporting good or excellent
service/80% or higher
FY 2006-07
N/A
FY 2007-08
81%
FY 2008-09
93%
FY 2009-10
85%
Cost
Mean fT Expenditures as a Percent of Revenue /
3.18%
FY 2006-07
3.47%
FY 2007-08
3.93%
FY 2008-09
2.78%
FY 2009-10
2.89%
In FY 2009-10, 83 percent of customers reported satisfied or greater with the confidence in service by the
Information Technology Department. This exceeds the benchmark of 80 percent for the first time. This
multi-modal measurement combining city staff survey results on four different service delivery/confidence
questions. The questions are centered in the areas of staff confidence in handling of technology requests,
IT's response to problems and the perceived skill levels of IT staff. The results from all four question areas
are combined, taking the data from the satisfied and very satisfied categories.
The information technology customer satisfaction survey includes safety services information technology
and the geographic information services division of the information technology department. The
benchmark was achieved in FY 2009-10 with 85 percent of the information technology customers reporting
good or excellent service. The satisfaction survey was expanded and enhanced to include more detailed
questions around specific services. While this new format produced valuable information for the
department, it is the most likely cause for the reduction in the satisfaction rating.
According to the Info-Tech Research Group's 2009 to 2010 IT Budget & Staffing report, local government
entities spend 3.18 percent of the revenue, or total budget, on IT. The amount spent on Information
Technology operations and capital as a percentage of total revenue for Carlsbad IT is about half of what
the fastest growing government entities are spending, with the organizations reporting 79 percent of
revenues going to IT investment.
In FY 2009-10 the city continued to implement new and improved technology infrastructure to increase and
stabilize network speed, reliability and wireless access.
i
CITY OF
Library & Arts:
The Cultural Arts Office
Performance Measures
«g»
* CARLSBAD
Service Delivery
Projected attendance meets or exceeds actual
attendance over / 90% of the time
FY 2006-07
N/A
FY 2007-08
Yes
FY 2008-09
Yes
FY 2009-10
Yes
Customer Satisfaction
Cannon Art Gallery Visitor Ratings of good or
excellent / 90% of the time
Three-Part-Art Education Program Participant Ratings
of good or excellent / 90% or higher
FY 2006-07
N/A
93%
FY 2007-08
90%
95%
FY 2008-09
92%
100%
FY 2009-10
95%
100%
Cost
Expenditures per Capita
Net Operating Cost per Capita
FY 2005-06
$9.25
N/A
FY 2006-07
$9.67
$8.30
FY 2007-08
$9.73
$8.80
FY 2008-09
$9.64
$9.04
FY 2009-10
$8.56
$7.95
The service delivery measure helps the Cultural Arts Office gauge whether it is successful in reaching
intended audiences for its specific programs. The figures are an important quantifiable element used during
the yearly budgeting and programming process to help determine whether a program should be continued.
Customer satisfaction with the Cannon Art Gallery is gathered through a variety of user surveys. Visitors
coming to the Gallery exhibitions and teachers participating in the Three-Part-Art program continue to be
highly satisfied, with a service rating well above the benchmark.
Expenditures per capita for Cultural Arts Office programs declined substantially in FY 2009-10 ($1.08). This
is partly due to a 2.1 percent increase in Carlsbad's population from 104,652 to 106,804 and an 8.6 percent
reduction in operational expenditures across all Cultural Arts divisions. Stagnant revenues continue to be a
reflection of the economy as donations have not returned to pre-recession levels.
Staff continues to actively pursue additional feedback from its patrons to determine how their programs
align with the community's needs and expectations. Audience satisfaction surveys will be conducted at
performing arts programs in the Schulman Auditorium similar to those currently being done for the
exhibition program at the Cannon Art Gallery.
The Arts Office will continue to offer programs in a cost effective manner. One strategy to try to develop
ongoing, high quality public programs in a cost-effective manner will be to forge new strategic partnerships
with organizations such as New Village Arts, the Museum of Making Music and the Playwrights Project.
i i
C I T Y O F
Library & Arts: Library
Performance Measures
CARLSBAD
Service Delivery
Mystery shopper responses will indicate that the
desired level of service was received related to facility
conditions, core services, staff interactions, and
computer & internet services / 95% or higher
FY 2006-07
Not available
FY 2007-08
Not available
FY 2008-09
Not available
FY 2009-10
96%
Customer Satisfaction
% of customers who report being somewhat
satisfied/very satisfied with Library services/
90% or higher (Oty Survey)
FY 2006-07
96%
FY 2007-08
97%
FY 2008-09
97%
FY 2009-10
96%
Cost
Operating Cost Per Capita
Value of Volunteer Hours
FY 2006-07
$95.82
16,450 hours
$355,000
FY 2007-08
$90.32
17,954 hours
$401,811
FY 2008-09
$91.63
16,300 hours
$385,000
FY 2009-10
$87.12
23,712 hours
$552,252
The Library desires to meet anticipated increases in demand for library services with the same or greater
levels of efficiency and library user satisfaction.
In FY 2009-10, the Library changed its service delivery measure to focus on its mystery shopper program.
Mystery shopper surveys evaluate 50 specific service delivery indicators related to facility condition, core
library services and computer/Internet services. The surveys capture whether or not library services were
delivered to the mystery shopper as expected or desired. This is the first year mystery shopper service
delivery questions were evaluated separately from questions that measure satisfaction with the service
received.
The Library again met cost efficiency goals by providing services or lower cost per capita despite a 2.1
percent increase in Carlsbad's population from 104,652 to 106,804. The reduction in cost per capita is in
line with city budget reductions, which contributed to attrition of full-time staff and tighter control of
operational expenditures during these difficult economic times.
The value of volunteer hours increased dramatically as the Library received increased volunteer support for
all programs in FY 2009-10. The public's contribution of time allows the Library to deliver enhanced
services that otherwise would not be provided.
Library patrons continue to rate satisfaction with Library services above the benchmark. The level of the
rating has been consistently over 95 percent for the past nine years.
"X CITY OF
Parks & Recreation: Parks
Performance Measures
CARLSBAD
Service Delivery
Visual Assessment /90%
FY 2006-07
98%
FY 2007-08
95%
FY 2008-09
93%
FY 2009-10
97%
Customer Satisfaction
Citizen Survey Ratings Somewhat Satisfied to Very
Satisfied 190%
FY 2006-07
95%
FY 2007-08
94%
FY 2008-09
94%
FY 2009-10
96%
Cost
Operating Cost per Acre
FY 2005-06
$12,714
FY 2006-07
$13,559
FY 2007-08
$14,894
FY 2008-09
$14,554
FY 2009-10
$14,498
The service delivery measure - as recorded through the Maintenance Assessment Program (MAP) - reflects
the ratings of community representatives, outside professionals and city employees as to the overall quality
of care a park is receiving. Areas of focus include irrigation, natural and synthetic turf, tot lots, parking lots,
park furnishings and sports courts. The overall rating of 97 percent was well above the benchmark of 90
percent.
The customer satisfaction benchmark was met with 96 percent of the customer responses received being
very satisfied or somewhat satisfied.
The slight decrease in costs per acre this year is based on a more efficient use of resources.
Carlsbad is continuing to deliver a high level of service, while keeping pace with the increasing population
and the demand of citizens for access to open space.
The parks system continued to exceed the 90 percent benchmark in customer satisfaction responses of
very satisfied or somewhat satisfied for the ninth straight year in the public opinion survey. The parks
division maintains, preserves and enhances 348 acres of parks, school athletic fields, downtown village
landscapes, beach accesses and landscapes at various civic landscapes.
As a result of the statewide drought conditions, mandatory water rationing has been imposed. In addition,
water rates will likely increase significantly over the next several years. These factors will consequently
impact the appearance/condition of park landscaping and the department's operating budget.
16
< <(( ijf C I T Y O F
CARLSBAD
Parks & Recreation: Recreation & Park Planning
Performance Measures
Service Delivery
Adult Sports: T.R.U.S.T-Sportsmanship
Very Good or Excellent /90%or higher
#of Technical/Ejections/Suspensions
At or below previous year
Youth Sports: T.R.U.S.T - Sportsmanship
Very Good or Excellent /90%orhigher
#of Technical/Ejections/ Suspensions
At or below previous year
FY 2006-07
87%
6/10/9
(25)
95%
0/0/0
(0)
FY 2007-08
88%
7/4/3
(14)
96%
2/0/0
(2)
FY 2008-09
91%
11/5/6
(22)
96%
2/0/1
(3)
FY 2009-10
91%
8/5/5
(18)
96%
2/1/1
(4)
Customer Satisfaction
Customer Service: (City Survey)/ Rating of Very &
Somewhat Satisfied / 90% or higher
FY 2006-07
89%
FY 2007-08
90%
FY 2008-09
88%
FY 2009-10
89%
Cost
Operating Cost Per Capita
Net Operating Cost Per Capita
FY 2005-06
$59.56
$37.83
FY 2006-07
$63.27
$40.04
FY 2007-08
$64.06
$39.30
FY 2008-09
$63.32
$37.07
FY 2009-10
$56.64
$30.79
Sportsmanship in the adult leagues exceeded the benchmark in FY 2009-10 for the second consecutive
year. Youth Sports has continued to be above the benchmark since FY 2002-03.
Overall, the amount of adult sports technical violations, ejections and suspensions did decrease from last
year. This is a credit to staff's hard work and dedication to spreading the word of proper sportsmanship.
Staff does anticipate an improvement since the number of repeat participants has increased to over 92
percent of the teams in the last three years. Youth sports technical violations continue to track at a low
number due to the ongoing support of our coaches, parents and kids.
The customer satisfaction rating consistently stays close to the benchmark of 90 percent according to the
public opinion survey. The department has been collecting data from participants to determine their
perspective on quality programming and customer service.
Both the expenditures per capita and the net operating cost per capita are in line with staff expectations.
The cost reflects a typical year of spending without any large purchases. Revenue increased based on the
partial implementation of the pyramid methodology for cost recovery and the collection of cell site lease
revenue. The Recreation Department will continue to look for alternative funding opportunities including
grants, fundraising and more cost effective programming.
17
Y OF
Parks & Recreation: Trails
Performance Measures
CIT
* CARLSBAD
Service Delivery
New Mileage per year > 4 miles
FY 2006-07
4.5 miles
FY 2007-08
3.8 miles
FY 2008-09
3.3 miles
FY 2009-10
7.1 miles
Customer Satisfaction
% of customers that report being somewhat or very
satisfied with the City Providing Trails & Walking Paths/
90% or higher
FY 2006-07
87%
FY 2007-08
88%
FY 2008-09
88%
FY 2009-10
89%
Cost
Trail Maintenance Cost Per Mile
FY 2005-06
$4,076
FY 2006-07
$4,729
FY 2007-08
$5,133
FY 2008-09
$5,101
FY 2009-10
$4,302
Carlsbad continues to expand its trails program to keep up with the ever-increasing population and the
demand by citizens for access to open space and trails. The planning, development and construction of
those trails has been identified within the Open Space & Conservation Element of the City's General Plan.
The Coastal Rail Trail is not included in the benchmark results due to the unique nature of this trail and its
funding sources as provided through SANDAG. The slight decrease in costs this year is based on a more
efficient use of resources.
In an effort to help reduce costs, the city's trail volunteer program continues to grow in both the number of
volunteers as well as the number of projects completed by volunteers.
Carlsbad residents continue to view open space and trails as an important quality of life issue. Based on the
survey results, additional trails and walking paths are desired.
The department will continue to require public trail easements and the construction of trails as part of
ongoing private development for trails identified in the Citywide Trails Master Plan that fall within private
development areas. This includes the process of increasing the number of Acceptance Agreements for
Irrevocable Offers of Dedication for citywide public trail easements that were previously rejected as part of
private development, and entering into a joint use agreement with SDG&E to allow trail use on their utility
easements that coincide with trails identified within the city's trails plan.
With the approval by the resource agencies of the Lake Calavera Trails Master Plan in January 2010, the city
exceeded the Service Delivery benchmark of providing four miles of new trail annually with an additional
6.24 miles. In addition, 0.7 miles of trail were added to the public trail system with the inclusion of the
Verde Ranch development in southeast Carlsbad bringing the additional new total trail mileage for 2010 to
7.1 miles. The downturn in privately-built trails can be expected to continue until residential and
commercial development picks up. Total citywide trail mileage is 47 with a goal of 60.
;
CITY OF
CARLSBAD
Property & Environmental
Management: Facilities
Performance Measures
Service Delivery/Benchmark
Responses to Visual Assessments / 90%
FY 2006-07
90%
FY 2007-08
93%
FY 2008-09
90%
FY 2009-10
90%
Customer Satisfaction/Benchmark
Customer Survey Responses - rated as "good
or excellent"/ 90%
FY 2006-07
88%
FY 2007-08
83%
FY 2008-09
90%
FY 2009-10
94%
Cost/Benchmark
Maintenance cost per square foot.
$8.62 (2008)
$8.57 (2009)
$8.57 (2010)
FY 2006-07
N/A
FY 2007-08
$5.85
FY 2008-09
$6.12
FY 2009-10
$6.38
The Service Delivery measure reflects the ratings of community representatives, outside professionals and
city employees, as to the overall quality of care a facility is receiving. The results continue to remain high,
meeting the benchmark.
The Internal survey result from FY 2009-10 showed an improvement of four percentage points from the FY
2008-09 survey, with 94 percent positive feedback. An analysis of internal survey comments indicates
continued concerns with Heating, Ventilation and Air Conditioning (HVAC) and contracted janitorial
services. In order to ensure continued satisfaction levels, all new facility sites such as the Joint Safety
Training Center, Alga Norte Park, etc., will have accurate CIP assessments completed to adequately
resource the facility maintenance function for these sites once in operation.
The cost benchmark is based on a national mean as reported by the International Facilities Management
Association. The calculation of the maintenance cost per square foot includes square footage for all city-
maintained facilities. During FY 2010-11 the facilities division will pursue a formal process to have
renovation/remodel requests made by other departments to ensure funding is provided with the request
for service. In addition, staff will expand communication efforts to facility user groups to ensure effective
communication and expectation levels, and ultimately address small problems before they become large,
costly repairs.
Overall costs are expected to increase in future years as the cost of raw materials, energy, water and repair
parts continue to rise.
19
CITY OF
CARLSBAD
Property & Environmental
Management: Fleet
Performance Measures
Service Delivery/Benchmark
Percent of units available for use /
>95%
FY 2006-07
97%
FY 2007-08
98%
FY 2008-09
98%
FY 2009-10
98%
Customer Satisfaction/Benchmark
Customer Survey Responses rated as "good
or excellent" /90%
FY 2006-07
88%
FY 2007-08
89%
FY 2008-09
97%
FY 2009-10
97%
Cost/Benchmark
Costs equal to or lower than national
estimates for equivalent classes of vehicles -
Varies
FY 200607
6 of 9 vehicle
classes met the
benchmark
FY200708
6 of 9 vehicle
classes met the
benchmark
FY200&09
7 of 9 vehicle
classes met the
benchmark
FY 2009-10
8 of 9 vehicle
classes met the
benchmark
The high percent of units available for use reflects the quality of the preventive maintenance program.
The nine vehicle class costs in the comparison include: a sedan, police sedan, light truck, police light truck,
medium truck, heavy truck, ambulance, fire apparatus, and police motorcycles.
Fuel prices remained relatively stable in FY 2009-10 resulting in some savings in operating costs. This, plus
a move toward right sizing the fleet, retiring expensive-to-maintain units and improving fuel efficiency has
resulted in savings in operating costs for most vehicle classes.
Fleet will implemented a new maintenance management software package during FY 2010-11. Staff is
anticipating better data for making management decisions based on the implementation of this new
software.
Property & Environmental
Management: Storm Water
Performance Measures
CITY OF
CARLSBAD
Service Delivery/Benchmark
Notices of Violation received from Regional Water Quality
Control Board /O
Temporary beach posting due to urban runoff/ 0
% re-sampling within one business day of receipt of lab results /
100%
% High priority inlets deaned / 100%
% Non-high priority inlets inspected / 100%
% of poor rated inlets cleaned / 100%
FY 2006-07
4
0
N/A
100%
100%
100%
FY 2007-08
0
0
100%
100%
100%
100%
FY 2008-09
0
0
100%
100%
100%
100%
FY 2009-10
0
0
100%
100%
100%
100%
Customer Satisfaction/Benchmark
% of high priority reports of dumping to storm drain with
inspector on scene within 45 minutes/ 90%
% of residents reporting that they have seen or heard messages
on water pollution prevention / 75%
FY 2006-07
N/A
61%
FY 2007-08
N/A
59%
FY 2008-09
100%
75%
FY 2009-10
100%
66%
Cost
Cost per capita for Development/Construct'ion Component
Cost per capita for Storm Water Protection program
Cost per capita for Existing Development - Maintenance
Total cost per capita for Storm Water Protection Gtywide
FY 2007-08
$3.65
$12.00
$7.93
$23.58
FY 2008-09
$3.99
$10.42
$9.71
$23.35
FY 2009-10
$2.04
$9.07
$10.13
$21.24
The city strives to implement programs to reduce pollution in urban runoff, including programs to regulate
public and private land development during each of the three major phases of urban development, the
planning, construction and existing development (or use) phases.
The Storm Water Permit requires follow-up investigations when water testing results exceed state water
quality objectives. The city's requirement is to conduct follow-up investigations within one business day of
receiving exceedance results from the laboratory. This requirement was met in FY 2009-10. The city has
met all benchmarks for storm drain (inlets) cleaning and inspection. No NOVs related to the Storm Water
Permit have been received in the last three years. In all cases of high priority reports of washing or dumping
material to the storm drain, an inspector arrived on scene of the complaint within 45 minutes.
The city's goal is to ensure that 75 percent or more of the citizenry report that they have seen or heard
about ways to prevent water pollution each year. The city did not accomplish this goal in FY 2009-10.
CITY OF
Risk Management
Performance Measures
CARLSBAD
Service Delivery/Benchmark
Claims Administration
50% qfdaim determinations made within
45 days of receipt
FY 2006-07
96%
FY 2007-08
96%
FY 2008-09
94%
FY 2009-10
99%
A key measure of risk management is the timeliness of processing claims. This measure reflects the efforts of
all departments to coordinate on the collection of information, writing of reports and on the evaluation of
claims. This provides for an efficient and timely response to claimants which serves to reduce and mitigate
liability exposure throughout the city.
Claims administration consistently reflects a processing time within the time frames established by law.
Claims are consistently responded to within the statutory timeframe of 45 days. Responses with claim
determinations include acceptance, rejection and notice of the need for additional information.
Loss control is part of the prudent management of fiscal resources. To this end, risk management provides a
focused managerial direction for the city's self-insured general liability and property damage insurance
programs. Risk coordinates with citywide departments, legal counsel, consultants, third party administrators
and insurance companies to manage claims against the city and minimize losses.
Risk management works with all departments to continue to improve loss control measures of department
operations and to evaluate and revise insurance requirements in contracts and permits as necessary.
•
Safety Services: Fire
Performance Measures
<* C : CITY OF
* CARLSBAD
Service Delivery/Benchmark
Ail Emergency Responses 1st Unit on Scene in 6 min
/ 90% of the time
All Emergency Responses 2nd Unit on Scene in 9 min
/90%qfthetime
Average time for 1st unit to arrive on scene
Total Response Incidents within Carlsbad
FY 2006-07
75%
83%
4:53
6,883
FY 2007-08
75%
84%
4:54
7,481
FY 2008-09
74%
84%
4:55
7,364
FY 2009-10
71%
80%
5:11
7,554
Customer Satisfaction/Benchmark
Public Opinion Fire Protection & Emergency Medical
Services
EMS Overall Satisfaction
FY 2006-07
94%
98%
FY 2007-08
94%
98%
FY 2008-09
94%
98%
FY 2009-10
95%
98%
Cost
Per Capita (net operating cost)
FY 2006-07
$128
FY 2007-08
$139
FY 2008-09
$142
FY 2009-10
$136
The Carlsbad Fire Department continues participation in a regional service delivery model, known as
Boundary Drop, which assigns the closest available and appropriate resources to the emergency scene. The
utilization of the Boundary Drop is routinely being reviewed to create additional efficiencies in regard to
training opportunities and overhead support that maximize the availability of resources for emergency
response. In FY 2009-10, the Carlsbad Fire Department participated in a total of 9,084 regional emergency
incident responses, of which 7,196 were for Emergency Medical Services. Within the boundaries of the City
of Carlsbad, the Fire Department responded to a total of 7,554 emergency incidents. The 9,084 regional
emergency incident responses represent a slight increase over FY 2008-09.
In FY 2009-10 there was a slight increase in the average response time for the first unit on scene to 5:11.
The department continues to maintain an exceptional level of customer satisfaction as evidenced by the
results of two separate customer surveys.
The FY 2009-10 the department's per capita cost reflects citywide budget corrections.
2
CITY OF
Safety Services: Police
Performance Measures
CARLSBAD
Service Delivery/Benchmark
Qtizens Sense of Safety-Day l>67%
Citizens Sense of Safety-Night />36%
Crime Rate / Violent Crime lowest third
Crime Rate / Property Crime lowest third
Clearances /Violent Crime top third
Clearances /Property Crime top third
Response Time Average: Priority 1- 6.0 mins.
Priority 2- 15.0 mins.
Priority 3 -30.0 mins
Response Time Distribution: Priority 1- 90 %<6mins.
Priority 2 -90%<15mins.
Priority 3 - 90 % <30 mins.
FY 2006-07
86%
51%
Yes
No
No
Yes
6.2 mins.
13.1 mins.
29.0 mins.
58%
74%
74%
FY 2007-08
N/A
Yes
Yes
No
No
5.7 mins.
12. 5 mins.
24.8 mins.
62%
76%
FY 2008-09
86%
52%
No
Yes
No
Yes
6.0 mins.
11.8 mins.
22.6 mins.
58%
78%
78%
FY 2009-10
87%
53%
Yes
Yes
No
No
5.5 mins.
11.2 mins.
21.3 mins.
60%
80%
81%
Customer Satisfaction/Benchmark
Citywide Survey />90%
Crime Victim Survey />90%
Sustained Complaints /O
FY 2006-07
91%
89%
0
FY 2007-08
91%
90%
0
FY 2008-09
90%
91%
1
FY 2009-10
92%
86%
0
Cost/Benchmark
CostperCapita $265(FY10) $268(FY09)
FY 2006-07
$232
FY 2007-08
$257
FY 2009-9
$255
FY 2009-10
$262
Violent and property crime rates are a calculation of crimes relative to the population. They are expressed
as crimes per 1,000 population. The violent crime rate includes homicide, rape, robbery and aggravated
assault, and the property crime rate includes burglary, larceny-theft and motor vehicle theft. Generally, a
case is considered "cleared" when at least one person is arrested, charged and turned over to court for
prosecution.
Response time is measured from initial call to first officer on scene. Priority 1 calls include life and death
emergencies such as violent crimes in progress, armed robbery alarms, injury traffic collisions and
burglaries in progress. Priority 2 calls include non-violent crimes in progress such as petty theft and
burglary alarms. Priority 3 calls include "cold" reports - a report being taken after the crime has occurred.
(Jan - Oct. data)
Carlsbad has experienced rapid population growth in the last five years, passing the 100,000 mark in early
2007. In the last 10 years Carlsbad's population has increased by 28 percent. Maintaining consistently low
crime rates during rapid population growth is a challenge Carlsbad has met with success.
CITY OF
CARLSBAD
Transportation: Street Maintenance
Performance Measures
Service Delivery/Benchmark
Street light repairs completed within ten days
l>90%
Recall Percent of city traffic signals/
Nottoexceedl%
Percent of Prime and Major Roadways Refreshed /100%
Percentage of time that the desired response times for
sidewalk repairs are met within 48 hours/ 100%
FY 2006-07
82%
0%
New
N/A
FY 2007-08
95%
0%
53%
67%
FY 2008-09
97%
0%
100%
80%
FY 2009-10
86%
0%
66%
100%
Customer Satisfaction/Benchmark
Qtywide Public Opinion Survey: Repair and maintenance of
local streets and roads/ 50%
Citywide Public Opinion Survey: City's management of traffic
congestion/ 90%
FY 2006-07
86%
64%
FY 2007-08
84%
68%
FY 2008-09
87%
70%
FY 2009-10
86%
74%
Cost/Benchmark
Annual maintenance cost per lane-mile / $5,975 (2010)
FY 2006-07
$6,579
FY 2007-08
$6,246
FY 2008-09
$5,888
FY 2009-10
$5,662
In FY 2009-10, 86 percent of city street light repairs were completed within 10 days, a decrease of 2.5
percent over FY 2008-09. The reduction reflects staff time devoted to planning and implementation of the
Induction Street Light Conversion Project.
In FY 2009-10, 66 percent of all prime and arterial roadways were inspected or refreshed to meet the city's
Roadway Striping Plan standards. This is a decrease from the prior year when 100% of the roadways were
refreshed. The decrease is due to timing issues with materials and equipment.
A total of 86 percent of the residents surveyed rated overall repair and maintenance of streets and roads
and road conditions positively, consistent with prior years. A total of 74 percent of the residents surveyed
rated overall management of traffic congestion on city streets positively, reflecting improved satisfaction
for four consecutive years. In FY 2009-10, the annual roadway costs are below benchmark by $313 or 5.24
percent per lane-mile.
During FY 2009-10, the city began a project to replace all street lights in the city with energy efficient
induction lighting fixtures. This will result in significant savings to the Street Lighting Assessment Districts
due to reduced energy and maintenance costs.
2
CITY OF
CARLSBAD
Transportation: Traffic Engineering
Performance Measi
Service Delivery/Benchmark
% of road segments that meet the Cattrans
collision rates per million vehicle miles/ 100%
Pavement Condition Index (PQ) /
Average PCI above 80
% of Roads with a PCI above 70
FY 2006-07
94%
81
90%
FY ?007 OS
90%
80
89%
FY 2008-09
86%
78
87%
FY 2009-10
90%
81
90%
Customer Satisfaction
Average travel time on El Camino Real: June
2000 travel times1 (External Measure)
Average travel time on Pabmar Airport Road:
June 2000 travel times 1 (External Measure)
FY 2006-07
Oof 6 measures
met the
benchmark
1 of 6 measures
met the
benchmark
FY 2007-08
3 of 6 measures
met the
benchmark
2 of 6 measures
met the
benchmark
FY 2008-09
2 of 6 measures
met the
benchmark
2 of 6 measures
met the
benchmark
FY 2009-10
1 of 6 measures
met the
benchmark
3 of 6 measures
met the
benchmark
1 Six road segments are used as benchmarks using June 2000 average travel times
In FY 2009-10, 90 percent of the roadway segments are within the statewide collision rate compared to 86
percent in FY 2008-09. The number of reported traffic collisions decreased from 736 to 666 collisions
compared to the prior year.
The Pavement Condition Index (PCI) is a value rating pavement condition: a PCI value greater than 70
indicates roads which are in good to excellent condition. The average city-wide pavement condition has
improved from 78 in FY 2008-09 to 81 in FY 2009-10, and the percentage of roadways with a PCI value
greater than 70 has increased from 87 percent to 90 percent, the highest level in four years.
The average travel times on El Camino Real and Palomar Airport Road represent the average of measured
travel times from one end to the other, including delays, in relationship to morning peak, off-peak and
evening peak time periods. The benchmarks used to evaluate the current results are the average travel
times recorded during the base study of June 2000. Each corridor has six benchmarks which represent the
three time periods studied in each direction of travel. The six road segments are used as benchmarks using
June 2000 average travel times.
The Traffic Management Center Project proposes to link all of the traffic signals along El Camino Real and
Palomar Airport Road, improving travel time studies in future years. The city continues to work on the
reduction of traffic signal false calls by adjusting the vehicle detection cameras at several critical
intersections, further improving travel times.
26
t CITY OF
CARLSBAD
Utilities: Potable Water
Performance Measures
Service Delivery/Benchmark
Total leaks and breaks per 100 mites of water pipe in
the system /<32.7
% of all water samples testing bacteria-free / > 98%
FY 2006-07
Not reported
100%
FY 2007-08
30.4
99.8%
FY 2008-09
29.1
100%
FY 2009-10
28.4
100%
Customer Satisfaction/ Benchmark
Citywide Survey />90%
FY 2006-07
91%
FY 2007-08
91%
FY 2008-09
89%
FY 2009-10
90%
Cost /Benchmark
Cost per acre-foot of water
% of unaccounted forwater/<6%
FY 2006-07
$972
N/A
FY 2007-08
$1,047
4.7%
FY 2008-09
$1,139
6.1%
FY 2009-10
$1,470
6.1%
Water service citywide is provided by three water agencies: the Carlsbad Municipal Water District (CMWD),
the Olivenhain Municipal Water District, and the Vallecitos Water District. The CMWD service area
incorporates approximately 85% of the city, generally north of La Costa Avenue.
The ratio of water line leaks and breaks per 100 miles of pipelines in the system was slightly below the
Amercian Water Works Association benchmark of 32.7. This benchmark is the average rating for water
systems in the western United States with service populations of 50,001 to 100,000. The ratio is an
indication of the integrity of the water distribution system.
The cost per acre foot of water includes potable water (commodity) purchases from the San Diego County
Water Authority.
The percentage of unaccounted-for water is slightly above the benchmark of less than six percent. This is
due in part to a backlog of meter replacements and is being addressed in the automated meter reading
(AMR) program. Staff completed the first phase of the program this fiscal year and will implement Phases
2 and 3 of 15 phases during FY 2010-11. Phase 2 is located in the southeast quadrant of the city and will
include installation of 2,706 meters. Phase 3 is located in the Rancho Carrillo and La Costa Greens areas of
the city and will include the installation of 2,447 meters. The AMR meters have the capability to help detect
water leaks behind the meter and within the distribution system. Allocating resources to verify and
eliminate leaks will help bring the water loss figures down and increase revenue.
27
CITY OF
CARLSBAD
Utilities: Recycled Water
Performance Measures
Service Delivery/Benchmark
Total leaks and breaks per 100 miles of pipe in the
system/ <32.7
FY 2006-07
Not reported
FY 2007-08
0.0
FY 2008-09
7.8
FY 2009-10
1.3
Cost
Cost per acre-foot of water produced
FY 2006-07
$794
FY 2007-08
$686
FY 2008-09
$733
FY 2009-10
$861
The Carlsbad Municipal Water District's (CMWD) Phase II Recycled Water Plant produces recycled water
that is used within the CMWD service area. The District also purchases recycled water from the Leucadia
Wastewater District and Vallecitos Water District via two inter-agency recycled water agreements.
The number of recycled water connections increased by 12 percent in FY 2009-10 with the addition of 71
new customers. Recycled water connections reduce the city's demand on the potable water system.
The total leaks and breaks per 100 miles of pipe in the system is a measure of distribution system integrity.
The favorable rate of 1.3 is in part a result of the relative newness of a portion of the recycled system. As
the system ages, the cost of maintenance, inspection and repair activities are likely to increase.
Staff is reviewing current recycled water purchase contracts to ensure that the purchase of recycled water
is comparable to that produced by CMWD and is cost effective.
28
C I T Y O F
CARLSBAD
Utilities: Sewer
Performance Measures
Service Delivery/ Benchmark
No. of overflows per 100 miles of sewer main /zero (0)
FY2006-07
4.91
FY 2007-08
2.46
FY 2008-09
1.39
FY 2009-10
2.08
Customer Satisfaction/ Benchmark
Citywide Survey /> 90%
FY 2006-07
88%
FY 2007-08
92%
FY 2008-09
91%
FY 2009-10
93%
Cost/ Benchmark
Cost per million gallons of sewage/ $2, 180
FY 2006-07
$2,150
FY 2007-08
$2,187
FY 2008-09
$2,678
FY 2009-10
$2,646
Sewer service citywide is provided by three agencies: the City of Carlsbad, the Leucadia Wastewater District
and the Vallecitos Water District.
The benchmark for the number of sewer overflows per 100 miles of sewer main is zero. This benchmark is
a result of state-mandated requirements to achieve a goal of zero spills (State Water Resources Control
Board Order No. 2006-0003). The city's ratio of 2.08 exceeds the benchmark. The sewer infrastructure is
aging and staff is working to establish programs to maintain and repair infrastructure into the future.
Three sewer overflows were prevented during FY 2009-10 by utilizing newer technology. The SmartCover™
is a device that is installed in a manhole and alerts staff automatically to changing conditions within the
sewer system. This gives staff time to respond quickly so sewer overflows can be prevented. Staff is
assessing additional locations for deployment of SmartCover™(s) as well as investigating possible
implementation of other technologies to ensure sewer system reliability.
Customer satisfaction continued to exceed the benchmark for the third consecutive year.
Cost comparisons are based on the results of a survey conducted by the American Water Works Association
in 2007. The $2,180 per million gallons benchmark is the median score for all agencies surveyed within the
50,001 to 100,000 customer base category, adjusted for inflation.
29
CITY OF
Utilities: Solid Waste
Performance Measures
CARLSBAD
Service Delivery/Benchmark
Annual Disposal Rate /<8A Ibs.
2007
7.0 Ibs
2008
6.5 Ibs
2009
5.8 Ibs
2010
N/A
Customer Satisfaction/Benchmark
Citywide Survey:
Trash/ 50%
Recycling/ 90%
Household Hazardous Waste / 90%
FY 2006-07
89%
80%
71%
FY 2007-08
N/A
N/A
N/A
FY 2008-09
89%
80%
66%
FY 2009-10
N/A
N/A
N/A
Cost/Benchmark
Residential Rates/ Lowest Third
Commercial Rates/ Lowest Third
FY 2006-07
Yes
Yes
FY 2007-08
Yes
Yes
FY 2008-09
Yes
Yes
FY 2009-10
Yes
Yes
The Annual Disposal Rate is based on Senate Bill 1016, the Disposal Measurement System Act of 2008,
effective January 1, 2007. This act requires Carlsbad to not exceed a maximum amount of 8.4 pounds of
solid waste per person per day. The Annual Disposal Rate benchmark is based on solid waste generation
from 2003 through 2006.
The reduction in the annual disposal rate may be related to the economy rather than changes to the solid
waste program. As the economy improves the waste stream and the disposal rate will likely increase.
The annual public opinion survey did not include customer satisfaction questions related to solid waste
services in FY 2009-10 since the results did not change significantly in FY 2008-09.
Carlsbad's residential and commercial solid waste adjusted rates continue to be the lowest in San Diego
County.
Staff is conducting a comprehensive review of the solid waste program and developing a long term
strategic plan that addresses not only services but also disposal options.