HomeMy WebLinkAbout2012-01-10; City Council; 20783; 2011 PUBLIC OPINION SURVEY STATE OF EFFECTIVENESSCITY OF CARLSBAD - AGENDA BILL 17
AB# 20,783 2011 PUBLIC OPINION SURVEY AND DEPT.DIRECTOR
MTG. 1/10/2012 STATE OF EFFECTIVENESS CITY ATTORNEY
DEPT. CM REPORT CITY MANAGER
RECOMMENDED ACTION:
Accept the 2011 Resident Public Opinion Survey and State of Effectiveness reports.
ITEM EXPLANATION:
The City of Carisbad prides itself on providing cost-effective, top quality services to residents.
Over the past decade a group of city staff called the Performance Measurement Resource
Team has measured city performance through an annual public opinion survey and State of
Effectiveness Report. In collaboration with BW Research Partnership, the team is proud to
submit for City Council review and acceptance the 2011 Public Opinion Survey and State of
Effectiveness reports (on file with the City Clerk's Office).
To gauge the satisfaction of City services by residents, the City contracted with BW Research
Partnership to conduct an annual telephone survey of 1,000 residents. BW Research
Partnership conducted the survey from September 13 through October 2, 2011, with an
average length of 20 minutes per survey. The survey methodology ensures a statistically
representative sample of Carisbad residents.
The State of Effectiveness Report documents key survey findings as well as other measures to
track city performance.
The Performance Measurement Program is aligned to the City Council's strategic goals and
reflects the broad array of services the City provides. At its core, the purpose of the program is
to advance the practice of continuous improvement and accountability as a key parts ofthe
organization's culture.
FISCAL IMPACT:
None.
ENVIRONMENTAL IMPACT:
The proposed action does not qualify as a "project" under the California Environmental Quality
Act (CEQA) per State CEQA Guidelines Section 15378, as it does not result in a direct or
reasonable foreseeable indirect physical change in the environment.
EXHIBITS:
1. 2011 Public Opinion Survey
2. 2011 State of Effectiveness Report
DEPARTMENT CONTACT: Lolly Sangster 760-434-2860 Lolly.Sangster@carisbadca.gov
FOR CITY CLERKS USE ONLY.
COUNCIL ACTION: APPROVED
DENIED
CONTINUED
WITHDRAWN
AMENDED
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CONTINUED TO DATE SPECIFIC • .
CONTINUED TO DATE UNKNOWN i(
RETURNED TO STAFF •
OTHER-SEE MINUTES •
ANNUAL REPORT
State of Effectiveness
JANUARY 012
V CARLSBAD
CITY OF
<^ li C I T Y O F
^ CARLSBAD
City of Carlsbad State of Effectiveness Report
The City of Carlsbad prides itself on providing top quality services to residents and businesses. Over the
past decade the city has measured its performance to gauge levels of success. The State of Effectiveness
Report evaluates the city's progress towards achieving City Council Strategic Goals, provides feedback and
information for continuous improvement, and helps to shape the culture of the organization. This is the
12th year the city has issued a report on its performance. Despite the difficult economic environment,
most performance measurement outcomes continue to remain strong. In addition, this year's report is
supplemented with several new performance measures to better reflect the changing needs of the
community.
The State of Effectiveness report is prepared using a variety of tools: the Carlsbad Resident Survey, internal
operation performance measures and targets, professional associations and industry standards. Data from
the International City/County Management Association (ICMA) Center for Performance Measurement and
from other professional associations, such as the American Water Works Association, are used to compare
the city's performance to other local governments and organizations nationally. The measures help the city
assess its progress towards achieving established strategic goals with both qualitative and quantitative
data.
The evaluation is based on a balanced approach which looks at the city's ability to meet the desired service
delivery standard, customer satisfaction levels of key services or functions and cost objectives.
Service delivery: The efficiency with which the service is being delivered;
Customer satisfaction: The degree to which customers are satisfied with the service provided;
Cost: A measurement of costs related to providing the service.
This type of approach is outcome-oriented and provides a way to evaluate the effectiveness and value of
the services the city provides.
The report includes key findings related to standards from the Growth Management Plan, The annual
Growth Management Plan monitoring report provides a summary and analysis of the city's progress in
meeting objectives to ensure that adequate public facilities are provided concurrent with growth and to
ensure compliance with dwelling unit limitations.
This year's highlights from the State of Effectiveness report are organized to emphasize alignment with the
Council's strategic goals.
Strategic Goal: Financial Health
• Finance: FY 2011 budget reductions were completed without significantly affecting facility hours or
public programs and services; the 10 year financial forecast shows surpluses in each of the 10 years,
thus meeting the objective of a balanced budget.
Strategic Goal: Resident Connection and Partnership
• Housing & Neighborhood Services: Volunteer Program - The number of volunteers assisting the city
with many diverse projects increased 23 percent.
Strategic Goal: Communication
• Communication: Satisfaction with city-resident communication has increased by 9 percent since
2008,
Strategic Goal: Economic Development
• Community & Economic Development: Planning - The benchmark for service delivery changed from
three cycles or less to two cycles or less. This change was made as a result of the high rate of
success achieved at the previous level. Increasing the standard will serve to further improve
performance.
Strategic Goal: Learning, Culture & Arts
• Library & Cultural Arts - Library: Second year of a new service delivery measure to determine if
library services were delivered to the visitor as expected or desired. The results have remained
consistently high.
• Parks & Recreation - Recreation: By sharing program staff and resources, the cost for part-time staff
was reduced contributing to an 11 percent decrease in the operating cost per capita over the last
two years.
Strategic Goal: Transportation and Circulation
• Transportation - Street Maintenance: The percent of roadways refreshed increased by 33 percent
from the previous year,
• Transportation - Traffic Engineering: The percent of roadways within the statewide collision rate
standard increased from 90 percent to 94 percent along with a decrease in the number of reported
traffic collisions.
Strategic Goal: Safe Community
• Safety Services - Fire: Overall arrival time to an emergency continues to improve, the average time
for the first unit to arrive on scene improved from 5:11 minutes to 5:04 minutes,
• Safety Services - Police: Overall increase in sense of safety improved, priority one calls responded to
in less than 6 minutes increased from 60 percent to 62 percent.
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 its strategic goals
and develop quantifiable measures to monitor and evaluate their progress.
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.
c4
CARLSBAD
<<li^ li CITY OF
Table of Contents
City Council Strategic Goals 4
Community Vision Core Values 5
Growth Management Plan Key Findings 6
Performance Measures
Administration: Finance 7
Administration: Risk Management 8
Communication 9
Community & Economic Development: Building Inspections 10
Community & Economic Development: Planning 11
Housing & Neighborhood Services: Code Compliance 12
Housing & Neighborhood Services 13
Housing & Neighborhood Services: Volunteer Program 14
Human Resources 15
Information Technology 16
Library & Cultural Arts: Cultural Arts Office 17
Library & Cultural Arts: Library 18
Parks & Recreation: Parks 19
Parks & Recreation: Recreation 20
Parks & Recreation: Trails 21
Property & Environmental Management: Facilities 22
Property & Environmental Management: Fleet 23
Property & Environmental Management: Storm Water 24
Safety Services: Fire 25
Safety Services: Police 26
Transportation: Street Maintenance 27
Transportation: Traffic Engineering 28
Utilities: Potable & Recycled Water 29
Utilities: Sewer 30
Utilities: Solid Waste 31
Resources 32
<^ li CITY OF
^ CARLSBAD
City of Carlsbad City Council Strategic Goals FY 2010-11
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.
Economic Development: Strengthen the city's strong and diverse economy, supporting local businesses,
attracting new businesses in targeted industries and solidifying the city's position as a key employment
hub.
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.
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<^C1 CITY OF
^ CARLSBAD
City of Carlsbad - Community Vision - Core Values
Through an extensive outreach and involvement process, the Carlsbad community created a vision for the
future that includes these core values, which serve as a guide for city leaders as they carry out their service:
Small town feel, beach community character and connectedness
Open space and the natural environment
Access to recreation and active, healthy lifestyles
The local economy, business diversity and tourism
Walking, biking, public transportation and connectivity
Sustainability
History, the arts and cultural resources
High quality education and community services
Neighborhood revitalization, community design and livability
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<<i^ •jf CITY OF
City of Carlsbad - Growth Management Plan ^ CARLSBAD
The Carlsbad Municipal Code requires the preparation of an annual monitoring report on the Carlsbad
Growth Management Plan, which can be found in a separate report titled "City of Carlsbad 2010 Growth
Management Plan Monitoring Report". The 2010 report was transmitted to the City Council via memo in
July 2011 and can be viewed at the following web link: http://www.carlsbadca.gov/services select Planning
then Growth Management.
The purpose of the annual Growth Management Plan monitoring report is to provide information regarding
the status of the Growth Management Plan and to verify that the plan is continuing to accomplish its stated
objectives, which are to ensure that adequate public facilities are provided concurrent with growth and to
ensure compliance with the dwelling unit limitations established by Proposition E in 1986. To ensure the
provision of adequate public facilities, the City of Carlsbad adopted the Citywide Facilities and
Improvements Plan (Sept. 16, 1986) which established performance standards for the following eleven
public facilities:
City Administrative Facilities Fire
Library Open Space
Wastewater Treatment Capacity Schools
Parks Sewer Collection System
Drainage Water Distribution System
Circulation
The annual Growth Management Plan monitoring report provides a summary and analysis of the city's
progress in meeting the performance standards for the public facilities listed above.
The major findings of the "City of Carlsbad 2010 Growth Management Plan Monitoring Report" are as
follows:
• Building permits for 372 new dwellings and 329,362 square feet of non-residential space were
issued during calendar year 2010. The total number of dwelling units in each quadrant continues to
comply with the Growth Management Plan limitations.
• Alt Local Facility Management Zones have adopted Local Facility Management Plans except Zone 25.
• All public facilities are currently meeting their adopted Growth Management performance standard.
Administration: Finance
Performance Measures
^ CARLSBAD
CITY OF
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Balanced Long Tenn Fiscal Condition: 10-year
finandal forecast / Revenues will be equal to or
exceed expenditures for each yearfor 10 years
Yes Yes Yes Yes
Monthly Finandal Status Report/
Timely Distribution < 15 Average Wori<ing Days
12.0 average
working days
10,7 average
working days
10.2 average
working days
10,6 average
working days
Business License Processing/
Change in % of measures year to year
Pending Licenses (decrease)
Delinquent renewob (decrease)
On-line processing (increase)
1.57% 1.41% 1.42% 1,78%
Business License Processing/
Change in % of measures year to year
Pending Licenses (decrease)
Delinquent renewob (decrease)
On-line processing (increase)
2.16% 2.49% 2.39% 2.28%
Business License Processing/
Change in % of measures year to year
Pending Licenses (decrease)
Delinquent renewob (decrease)
On-line processing (increase) 7.75% 8.20% 10.04% 11.85%
Outgoing Payment Processing/
Increase in % of payments year to year
Successful Payments
Electronic Payments
99.70% 99.71% 99.69% 99.41%
Outgoing Payment Processing/
Increase in % of payments year to year
Successful Payments
Electronic Payments 50,50% 53,00% 54,93% 58.06%
The revised ten-year forecast for FY 2010-11 projected surpluses for the entire forecast horizon, an
improvement over the previous forecast, which assumed that one-time funds would be needed to balance
the FY 2011-12 budget. Surpluses were projected to be modest in the first five years of the forecast, or less
than $1 million per year. After FY 2014-15, surpluses are expected to grow at an accelerated rate.
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 15 years. The forecast
assumed continued slow growth in the economy, which will impede revenue growth for the city for the
foreseeable future.
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 each year.
The percentage of pending licenses increased slightly over FY 2009-10. This is primarily due to an increase
in the number of applications received, up four percent over last year. The city upgraded its business
license software in FY 2010-11, making it easier for businesses to renew their licenses on-line, resulting in
an increase in on-line processing.
Electronic payment processing increases are due to more employees on direct deposit. With the
implementation of the Human Capital Management System, the percentage of electronic payments is
expected to increase in FY 2011-12 as well.
Q
<\*Z C I T Y O F
^ CARLSBAD
Administration: Risk Management
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Claims Administration /
90% of claim determinations made within
45 days of receipt
96% 94% 99% 99%
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.
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 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.
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<^ i CITY Of
CARLSBAD
Communication
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Sun/ey- Satisfaction / >80% 80% 79%* 74%* 87%
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Sun/ey: Level of confidence / >90% 76% 74% 78% 84%
Cost FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Cost per capita $11.00 $8.50 $8.40 $9.80
* Question change
The goal of the city's communication efforts is to ensure mutually beneficial, two-way communication with
the community about city issues and services, leading to a more responsive government and a high level of
public confidence.
Satisfaction with the city's communication efforts has been consistently positive over the years and
reached a record high in FY 2010-11. In FY 2008-09, the survey question was changed to remove the
examples of how the city communicates with residents. Subsequently, reported levels of satisfaction
decreased. 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 without the examples included. The FY
2010-11 survey reverted to the previous question style, clarifying for the public what is meant by "city
communication efforts."
Confidence in city government has also remained consistently positive for the past several years and also
has reached an all-time high in FY 2010-11. Given the increased scrutiny of government by the public and
the media, and recent nationwide economic challenges, Carlsbad's ability to retain its high confidence
ranking is notable.
Per capita cost of communication programs is also tracked. Cost per capita expenditures peaked in FY
2007-08 due to the public outreach efforts associated with an extensive public involvement program to
develop a vision for the agricultural land off Cannon Road, the development of a citywide communication
plan and brand, and development of a design for a new city website.
Costs per capita increased in FY 2010-11 because the Communications Department now manages a special
revenue fund from cable providers. This fund supports the capital costs related to a new 24/7 city cable
channel and associated video support.
Community & Economic Development:
Building Inspections
Performance Measures
iJ; CITY OF
^ CARLSBAD
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Next Day Inspections/> 95% 98% 98% 98% 97%
Ave. Inspections per Day per Person /18 to 22 18 16 15 21
% of Inspections Requiring Corrections
/10% to 20% 13% 14% 12% 12%
Customer Satisfaction FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Customer survey responses of "good" or
"excellent"/90% 99% 99% 99% 93%
Cost FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Cost per Approved or Partial Approval Inspection $82.58 $89.63 $85.67 $73,99
Inspectors were able to make 97 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.
During this period overall activity increased to 21 inspections per day, due to additional electrical,
plumbing, mechanical and building inspection demand. This year, certain types of storm water inspections
were transitioned to the Building Division, so the increase is in part due to that transition as well. Proactive
scheduling of storm water inspections and monitoring of job sites by building inspectors has led to a high
level of compliance with Storm Water Pollution Prevention Plan Best Management Practices,
Tract housing starts are slowly recovering along with the overall economy. Infill projects and an increase in
home remodeling versus new construction continue to impact the duration of inspection times. This type
of inspection can be more time consuming requiring inspectors to spend additional effort to educate and
mentor homeowners.
The overall number of inspections requiring corrections remained relatively consistent with 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.
More than 52 surveys, or about 22 percent, were returned of the 239 that were sent out. 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 counter staff and comment on the plan review and inspection
process.
The 8.6 percent decrease in the cost per approved inspection is a result of the ratio between the increased
number of inspections during the period and the overall reduction in building division staff expenditures.
CITY OF
CARLSBAD
Community & Economic Development: Planning
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Land use project reviews complete in 3 or less cydes /
80% (Old) 97% 100% 98% N/A
Land use project reviews complete in 2 or less cydes /
80% (New) N/A N/A N/A 91%
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Customer survey responses of "good" or "excellent" /
90% 88% 93% 94% 98%
Review cycles for the planning division entail reviewing minimum application submittal requirements and
identifying project design/standards compliance issues up front. Once a project application is deemed
complete, it starts the clock on state mandated time periods for reaching a decision on an application. This
performance measure was revised from being based on 3 or less review cycles to 2 or less review cycles.
This change to the performance measure was made as a result of the high rate of success achieved at the
previous level. Increasing the performance measure standard will serve to further improve performance.
This year marks the fifth 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 satisfaction
levels for 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 level ofthe discretionary review process.
This year's result continues the positive trend in customer satisfaction, with 98 percent of respondents
rating the overall performance of the planning division as "good" or "excellent".
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<^^X C I T Y O F
^ CARLSBAD
Housing and Neighborhood Services: Code Compliance
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Calls for the nine most common categories
of services / 90% within closure standard
of compliance
87% 87% 92% 86%
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Customer survey responses of "good" or
"excellent" 90% 98% 98% 98% 100%
Cost FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Average Cost per Case Closed $263 $268 $298 $268
The nine most common categories of service are: Engineering/Right-of-Way, Signs, Zoning, Vehicle
Abatement, Vehicle Zoning, Building, Garbage & Junk, and Business Licenses. Case closure rates increased
marginally in all nine categories. 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 decreased by 9 percent. Vehicle zoning and abatement case closures within
the standard compliance time frame remain excellent at a 97 percent closure rate, 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.
Customer Service Surveys were sent out to over 80 code enforcement customers during this period and the
city received 20 responses. This is an increase of 5 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 100 percent of the surveys.
The average cost per case closed decreased approximately 6 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.
In April 2011, Code Enforcement transitioned from a division of Community and Economic Development to
a division of Housing and Neighborhood Services, Under the new service area, the name has also evolved
from Code Enforcement to Code Compliance, emphasizing the strong desire to work collaboratively with
the Carlsbad community in an effective manner.
<^ iJ CITY OF
^ CARLSBAD
Housing & Neighborhood Services
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Village Area Gross Annual/
Property Tax Value Increase > 5% 2% 4% 1% 1%
Village Area Gross Annual /
Sales Tax Inaease > 3% -4% -10% -5% -3%
Village Area Commercial Vacanc/ Rates/< 5% 5% 7% 10% 10%
#ofVillage Review Permits Processed 60 55 56 41
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Survey - Customer Satisfaction
vwth Village Experience/ good or excellent /90% 88% 88% 88% 90%
Section 8 Program Assessment Rental
Assistance / Standard Performer or Better
High
Performer
High
Performer
High
Performer
High
Performer
Cost/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Village Area: Ratio Public Funding to Private
Investment/1:10 1:60 1:49 1:10 1:9
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 three percent. A total of 41 permits were
processed over this past fiscal year, and two Preliminary Review Applications were also processed for a
small grocery store and a mixed-use project that was eventually approved. 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. Given the
current economic conditions, residents are still visiting the Village Area and are rating their experience at
high levels.
For each $1 of public expenditures, the goal is to demonstrate that there has been at least $10 of private
investments made. In FY 2010-11, the public-to-private investment ratio was 1:9. Through the Storefront
Improvement Grant Program, the Carlsbad Redevelopment Agency has reinvested nearly $50,000 back into
the community. Private investment continues to be a challenge as lending practices have shifted and
financial institutions have elevated their standards, thus opportunities for new growth have dwindled.
For the fourth consecutive year, the United States Department of Housing and Urban Development has
designated the Carlsbad Housing Agency as a "high performer" through the Section 8 Management
Assessment Program, Performance data considered in the designation includes: expanding housing
opportunities, quality control, timely annual reexaminations, and lease-up figures. In total, the Carlsbad
Housing Agency was awarded a total of 145 out of a possible 150,
CITY OF
^ CARLSBAD
Housing & Neighborhood Services: Volunteer Program
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Initial Contact to Response Time /
< 3 days 95% ofthe time 100% 100% 100% 99%
Offered Orientations/
At least one per month 32 30 23 17
Number of Volunteers Requested from Staff New Measure New Measure 910 894
Number of Volunteers Found New Measure New Measure 924 918
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Volunteer Orientation Evaluation/
A satisfaction rating of 4 or atxive 4.75 4.23 4.85 4.85
Volunteer Satisfaction Overall
(measured every other year) /
90% or higher rate experience as positive
92% N/A 93% N/A
Cost/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Cost Effectiveness / Ratio of value to cost 5:1 5:1 5:1 5:1
Total Volunteers 1,811 2,350 2,015 2,504
Total Volunteer Hours 69,935 91,532 105,185 109,035
Net Benefit $1,284,450 $1,849,187 $2,059,415 $2,426,857
In FY 2010-11, the city's volunteer program continued to exceed expectations, reaching a 29 percent
increase that gave a new total of 2,504 citywide volunteers. With the increase in volunteers, the number of
donated hours has also risen significantly reaching a total of 109,035 hours.
Throughout the year, 501 potential volunteers were invited to attend a volunteer orientation. For those
who attended, the orientation was rated a 4.85 out of 5 in terms of meeting their expectations and needs.
In an interesting new trend, 26 percent of the potential volunteers found out about the city's volunteer
program from family and friends. This "word of mouth" recruitment suggests that those who are
volunteering for the city find the experience worthwhile and recommend it to their family and friends.
Equally important is the ability to find volunteers with the skill set requested by staff. Staff requested a
variety of unique volunteer abilities from assessing street signs, compiling victim survey information to
proctoring human resources tests and making balloon animals. From single requests for a highly skilled
volunteer to group requests for special events, staff requested a total of 894 volunteers.
The volunteers' contribution in terms of civic engagement is invaluable and the overall benefit of the
volunteers to the city continues to increase.
^ CARLSBAD
CITY OF
Human Resources
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Employee Turnover / < 4.4% 4.4% 2,8% 3,0% 3.3%
Cost / Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Average number of lost work days per
workers' compensation claim / < 5.4 days 5,1 days 5,5 days 11,5 days 21.9 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 2010-
11 the number of retirements was 12, which is considerably less than the 34 retirements the previous year,
and is very much in line with the annual number of retirements prior to the spike last year. Excluding the
retirement data and comparing the City of Carlsbad's turnover rate to agencies of similar size, Carlsbad's
turnover rate is 1.1 percent less than the ICMA average.
City staff has been actively pursuing workers' compensation claim closure by 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. There was a considerable increase in the number of lost
work days in this reporting period. Six large claims in public safety departments made up over sixty five
percent of the lost work days. 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 15 claims that were responsible for 5 percent of the city's
lost work days (53 days). This year there were 16 workers' compensation claims in the Fire Department,
responsible for 24 percent of the city's lost work days. The total number of lost work days due to all of
these claims was 412 days. The increase in lost work days is the result of two large claims with a total of
386 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 50 percent of the number of lost work days in the city. The
department had 35 worker's compensation claims for a total of 1,048 lost work days. This is an increase
from last year, when they had 41 claims and 551. lost work days. Last year the Police Department has six
claims, each with over 50 lost work days. This year there were four claims with over 100 lost work days.
One claim alone had a total of 335 lost work days.
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.
C I T Y O F
^ CARLSBAD
Information Technology
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Confidence in Service % reporting satisfied or better /
80% or higher
N/A 75% 83% 89%
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Customer survey % of employees reporting good or
excellent service / 80% or higher
81% 93% 85% 89%
Cost FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Mean rr Expenditures as a Percent of Expense 5.9% metric
2.0% city
5.9% metric
2,0% city
3,3% metric
2,0% city
3,2% metric
2,3% city
In FY 2010-11, 89 percent of customers reported they had confidence in the service provided by the
Information Technology Department, This exceeds the benchmark of 80 percent for the second
consecutive year. 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 information technology customer satisfaction survey includes safety services, information technology
and the geographic information services division. The benchmark was again achieved in FY 2010-11 with 89
percent of the customers reporting high levels of satisfaction. The survey was expanded to measure
customer service topical areas including communication and customer expectations.
According to the Gartner Research Group's 2011 IT Spending and Staffing Report, local governments spend
on average 3.2 percent of the total operating budget on IT, Typically, as organizations increase the level of
IT investment, there is a corresponding improvement in business performance and productivity levels. The
amount spent on information technology operations as a percentage of total operating expense for
Carlsbad IT is about 25 percent less than the local government average nationwide.
In FY 2010-11 the city continued to implement new and enhanced technology to improve operational
efficiencies, reduce costs and increase capabilities.
1^
<^ »X CITY OF
^ CARLSBAD
Library & Cultural Arts: Cultural Arts Office
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Projected attendance meets or exceeds actual
attendance over / 90% ofthe time Yes Yes Yes Yes
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Cannon Art Gallery Visitor Ratings of good or excellent
/ 90% of the time 90% 92% 95% 95%
Three-Part-Art Education Program Partidpant Ratings
of good or excellent / 90% or higher 95% 100% 100% 100%
Carlsbad Resident Survey - Provide local arts and
cultural opportunities/90%orhigher 88.3% 86.7% 87.4% 87.5%
Cost FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Expenditures per Capita $9.19 $9.37 $8.30 $8.44
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.
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 are continuing to be
conducted at performing arts programs in the Schulman Auditorium similar to those being done for the
exhibition program at the Cannon Art Gallery.
Per capita expenditures for Cultural Arts continue to be lower today than five years ago. Cultural Arts will
continue evaluating the programs and service provided to the community to ensure staff is providing the
desired levels of service. More specifically, in FY 2011-12 staff will assess the costs of the TGIF Jazz in the
Parks program to ensure that the concerts and supplementary services (shuttle buses, portable latrines,
traffic control, etc.) continue to be provided at the best value. Also, staff will develop a formal Sponsorship
Policy to help guide new efforts toward building community and corporate partnerships to help fund
programs and events (TGIF Jazz in the Parks, Three-Part-Art, etc.) from non-general fund sources.
<^ li C I T Y O F
^ CARLSBAD
Library & Cultural Arts: Library
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Mystery shopper responses will indicate that the
desired level of service was received related to fadlity
conditions, core services, staff interactions, and
computer & intemet services / 95% or higher
N/A N/A 96% 96%
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Suivey - % of customers who report
being very satisfied/ somewhat satisfied with Library
services at 90% or higher
97% 97% 96% 95%
Cost FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Operating Cost Per Capita $90,32 $91,53 $87,12 $90,61
Value of Volunteer Hours 17,954 hours
$401,811
15,300 hours
$385,000
23,712 hours
$552,252
23,749 hours
$556,202
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 second year mystery shopper service
delivery questions were evaluated separately from questions that measure satisfaction with the service
received.
The library's cost per capita rose slightly from $87.12 to $90.51 due to a reallocation of existing technology
costs to the Library by the Information Technology department while population figures remained level.
The adjusted cost per capita is still in line with city expenditure controls as the library's core operating
expenditures remained flat in FY 2010-11,
The value of volunteer hours increased slightly as the library continued to receive robust volunteer support
for all programs in FY 2010-11, The public's contribution of time allows the library to deliver enhanced
services that otherwise would not be provided,
Carlsbad residents continue to rate satisfaction with library services above the benchmark. The level of the
rating has been consistently over 95 percent for the past ten years.
Parks & Recreation: Parks
Performance Measures
<^>Si C I T Y O F
^ CARLSBAD
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Visual Assessment /90% 95% 93% 97% 95%
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Survey - Somewhat Satisfied to
Very Satisfied /90% 94% 94% 95% 95%
Cost FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Operating Cost per Acre $14,255 $13,213 $13,667 $14,095
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 95 percent was well above the benchmark of 90
percent.
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 Carlsbad Resident Survey, 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 division maintains preserves and enhances 310 acres of park land: approximately 258 acres of
developed parks, 39 acres of school athletic fields, and 13 acres of other amenities including the downtown
village landscape, the community garden, and 5 beach accesses.
The costs per acre this year increased slightly to $14,095. The cost of water and certain maintenance
materials, including fertilizer and petroleum-derived items (gasoline, steel, plastic, etc), have increased
over the past several years.
Parks & Recreation: Recreation
Performance Measures
<^ iJ C I T Y O F
^ CARLSBAD
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-010 FY 2010-11
Adult Sports: T,R,U,S,T-Sportsmanship 88% 91% 91% 92%
Very Good or Excellent /90%orhigher
#of Technicals/Ejections/ Suspensions 7/4/3 11/5/5 8/5/5 6/4/2
At or below previous year (14) (22) (18) (12)
Youth Sports: T.R.U.S.T - Sportsmanship 96% 95% 96% 98%
Ven/Good or Excellent /90%orhigher
#of Technicals/Ejections/ Suspensions 2/0/0 2/0/1 2/1/1 1/1/1
At or below previous year (2) (3) (4) (3)
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Survey - Rating of very & somewhat
satisfied / 90% or higher 90% 88% 89% 87%
Cost - Recreation FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Operating Cost Per Capita $51.29 $50.61 $54,46 $54,43
Net Operating Cost Per Capita $35.63 $34.36 $28,35 $28,55
Parks & Recreation offers a wide range of programs including youth and adult sports programs and leagues,
special events, camps, preschool combined with a parental education component, instructional classes,
teen programs, aquatics, senior activities and nutrition (home meal & congregate services through the
senior center), and senior transportation programs. The division also operates three community centers, a
senior center, an aquatic center, rentals and access associated with two historic sites (Magee Park & Leo
Carrillo Ranch Historic Park), six community parks, and 15 parks which include a dog park and a skate park.
The Teaching Respect Unity and Sportsmanship through Teamwork (T.R.U.S.T) performance measurement
for both the youth and adult sports programs has exceeded the benchmark since FY 2008-09. The decrease
in technicals/ejections/suspension violations was expected in both categories since the number of repeat
participants and coaches continues to increase each year.
The customer satisfaction rating, which measures how satisfied residents are with the city's efforts to
provide recreation programs, is tracking at an average of 89 percent.
This year, to help with cost comparisons to other cities, the cost measure only reflects recreation costs. On
average, the operating cost per capita has been reduced by $2,47 by removing the park planning
administration costs.
By sharing program staff and resources between the Parks Division and the Recreation Division as well as
combining select, like recreation programs, efficiencies have been realized in FY2009-10 and FY 2010-11,
Both the expenditures per capita and the net operating cost per capita are in line with staff expectations.
TO
Z2^
<^ •J; CITY OF
^ CARLSBAD
Parks & Recreation: Trails
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
New Mileage per year > 4 miles 3,8 miles 3,3 miles 7.1 miles 0.3 miles
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Survey - % of customers that report
being somew/hat or very satisfied with the City Providing
Trails & Walking Paths/90% or higher
88% 88% 89% 88%
Cost FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Trail Maintenance Cost Per Mile $5,133 $5,101 $4,302 $4,357
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.
In 2011 trail mileage increased by 0.3 miles with the addition of trail improvements and acceptance of an
irrevocable offer for trails dedication being accepted in the Santa Fe Trails community in southeast
Carlsbad, The trend of no new trail construction continued due to the economic conditions as there were
no new trails built as part of private development. The downturn in privately-built trails can be expected to
continue until residential and commercial development picks up, making it unrealistic to reach the
established benchmark. Total citywide trail mileage is 47 with a goal of 60 as defined in the Citywide Trails
Master Plan,
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.
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. Staff is actively recruiting volunteers to help reduce the trail
maintenance cost per mile.
l>r C I T Y O F
CARLSBAD
Property & Environmental Management: Facilities
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Responses to Visual Assessments >90% 93% 90% 90% 90%
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Customer Survey Responses -
Maintenance rated as "good or excellent"
>90%
83% 90% 94% 96%
Customer Survey Responses - Custodial
rated as "good or excellent" >90% N/A N/A N/A 73%
Cost/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Maintenance cost per square foot/$8.58 $5.85 $5.12 $5.38 $6,17
The service delivery measure reflects the ratings that community representatives, outside professionals
and city employees give regarding the overall quality of care a facility is receiving. The results are developed
through the City's Maintenance Assessment Program (MAP), which has proved invaluable for providing
feedback for Facilities staff. The ratings continue to meet the benchmark, which highlight that municipal
facilities are well maintained and cared for.
Customer satisfaction is measured by surveying city staff that receive services from the Facilities division.
For the first time, two surveys were administered to reflect the core functions of the division: facilities
maintenance and custodial services. Facilities maintenance showed an improvement of 2 percent from the
FY 2009-10 survey, with 95 percent positive feedback. The Custodial Survey Responses achieved a 73
percent positive rating, substantially lower than the established 90 percent approval rating. A focus area for
the coming year is to identify ways to improve the performance of custodial services.
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. For the fourth consecutive year, those maintenance costs for the city have come in
well below the national mean.
Future projects include improved outreach to facilities user groups to ensure effective communication and
expectations, and to ultimately address small problems before they become large, costly repair issues. All
new facility sites such as the Carlsbad Safety Training Center, Alga Norte Park, etc., will have accurate CIP
assessments completed to adequately resource the facility maintenance functions for these sites once in
operation.
1 T
<^ C CITY OF
CARLSBAD
Property & Environmental Management: Fleet
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Percent of units available for use 95% of
the time 98% 98% 98% 93%
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Customer survey - rated as "good or
excellent" 90% 89% 97% 97% 94%
Cost/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Reduced costs year over year, on a cost-
per-unit basis. $4,320 $3,599 $4,081 $4,113
The "percent of units available for use" service delivery performance measure reflects the quality of the
preventive maintenance program as indicated by the availability of city vehicles. The measure of vehicle
uptime is considered an industry standard for both public and private sector fleet management. The
measure shows a slight decrease in overall vehicle availability for this past year. This is attributed to
multiple significant vehicle repairs of heavy equipment which resulted in extended downtime. In addition,
this past year Fleet Operations has been more aggressive in meeting scheduled preventative maintenance
intervals, resulting in an increase in vehicles being serviced.
As an internal service. Fleet provides automotive services for the City's workforce (Fire, PD, Utilities, etc).
The customer service metric is based on surveys provided to and returned by city staff that uses these
services. For FY 2010-11, customer satisfaction ratings remained above the benchmark at 94 percent. Fleet
Operations will continue to monitor and maintain these superior satisfaction ratings.
This year's cost measure is being used on an interim basis while the implementation of a new Fleet
Management software product is being completed. Fleet costs for this year are represented as a cost per
unit. This value is derived by taking the total fleet maintenance expenditure divided by the total number of
in-service vehicles (365 total vehicles for 2011), A standard practice of Fleet is to manage expenses
attributed to parts and contract services and to renegotiate pricing on a regular basis. The cost per unit
does not include fuel or miscellaneous interdepartmental charges.
New cost benchmarks will be included for the next State of Effectiveness Report.
<^*X CITY OF
^ CARLSBAD
Property & Environmental Management: Storm Water
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Notices of Violation received fi'om Regional Water Quality
Control Board / 0 0 0 0 0
Temporary beach posting due to urtian runoff / 0 0 0 0 0
% High priority inlets deaned /100% 100% 100% 100% 100%
% Non-high priority inlets inspected /100% 100% 100% 100% 100%
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Complaint Response Tracking - % of high priority reports of
dumping to stonn drain with inspector on scene within 45
minutes/90% N/A 100% 100% 100%
Carlsbad Resident Survey- % of residents reporting they have
taken actions to reduce water pollution based on messages
received/75%
75% 81% 74% 82%
Cost FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Cost per capita for Stonn Water Protection program $12,15 $10.42 $9.07 $8.83
This measure addresses the city's efforts to maintain water quality that supports the beneficial uses of
Carlsbad's beaches. The city strives to implement programs to reduce pollution in urban runoff, including
programs to regulate public and private land development during each ofthe three major phases of urban
development - the planning, construction and existing development phases.
No Notices of Violation related to the Storm Water Permit have been received in the last four years. There
were no beach postings in FY 2010-11 notifying the public of excess bacteria in ocean water resulting from
urban runoff along Carlsbad beaches. The city has met all regulatory requirements for storm drain (inlets)
cleaning and inspection. 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 annual Resident Survey reports the percentage of residents that have taken actions to reduce
water pollution based on messages received was 82 percent this fiscal year. The city's goal is to ensure that
75 percent or more residents who reported that they have seen or heard about ways to prevent water
pollution each year have taken actions to reduce water pollution, such as using a commercial car wash, or
cleaning up trash in city parks and trails. These positive behavioral changes over time result in improved
water quality.
Continuous improvements in program management account for the changes in per capita cost of the storm
water protection program, which oversees regulatory compliance on storm water issues.
24
iJ CITY OF
^ CARLSBAD Safety Services: Fire
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
All Emergency Responses 1* Unit on Scene / in 6 min
orless 75% 75% 74% 72%
All Emergency Responses 2"*^ Unit on Scene/ in 9
min orless 84% 84% 80% 79%
Average time for 1^ unit to anive on scene 4:54 4:55 5:01 5:04
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Survey - Fire Protection &
Emergency Medical Services 94% 94% 95% 94%
Overall EMS Approval 98% 98% 98% 99%
Cost FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Per Capita (net operating cost) $139 $142 $136 $126
% Above/ (Below) ICMA Data 9% (12%) (7%) (15%)
The Carlsbad Fire Department continues its 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 2010-11, the Carlsbad Fire Department responded to a total of 9,105 emergency incident
responses, compared to 9,084 in FY 2009-10,
Although in FY 2010-11 there was a slight increase in the average response time for the first unit to arrive
on scene, the average remains below the established benchmark of six minutes or less. On average, the
first unit dispatched to an emergency incident arrives on scene in 5:04 minutes and the second unit arrives
on scene in 6:42 minutes. While not statistically significant, the Fire Department will continue to monitor
response times to emergency incidents to determine any significant, contributing factors to an increased
response time.
The department continues to maintain an exceptional level of customer satisfaction, as evidenced by the
results of two separate customer surveys. The first survey focuses on the public's opinion of the Fire
Department as a whole, were as the second survey focuses on those individuals who have experienced our
EMS System first hand.
Using ICMA for comparison, over the last three years, the Fire Department has consistently reported a
lower per capita cost. Current FY 2010-11 mid-year data provided by ICMA shows the median cost per
capita for all jurisdictions to be $145. As can be seen from the data in the table above, the Fire
Department's cost per capita for FY 2010-11 is approximately 15% lower than ICMA.
^2
<« I-I C I T Y O F
Safety Services: Police
Performance Measures
CARLSBAD
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Survey -Citizens Sense of Safety-Day / >
60%
Carlsbad Resident Survey - Citizens Sense of Safety-Night / >
31%
N/A 85%
52%
87%
53%
87%
55%
Crime Rate / Violent Crime lowest third
Crime Rate / Property Crime lowest third
Yes
Yes
No
Yes
Yes
Yes
Yes
• Yes
Clearances / Violent Crime top third
Qearances / Property Crime top third
No
No
No
Yes
No
No
No
Yes
Response Time Average: Priorit/1-6,0 mins.
Priority 2-15.0 mins.
Priority 3-30.0 mins
Response Time Distribution: Priority 1 - 90 % < 6 mins.
Priority 2-90 %< 15 m;hs.
Priority 3-90 %< 30 m/hs.
5.7 mins.
12,5 mins.
24.8 mins.
52%
75%
77%
6.0 mins.
11.8 mins,
22,5 mins.
58%
78%
78%
5,5 mins.
11.2 mins.
21.3 mins,
50%
80%
81%
5,9 mins.
11.9 mins,
22,8 mins,
62%
78%
78%
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Survey - Very satisfied or somewhat
satisfied >90%
Crime Victim Survey / > 90%
91%
90%
90%
91%
92%
86%
92%
82%
Sustained Complaints / 0 0 1 0 1
Cost/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Cost per Capita $268(P.'ll)$255(Pi'10) $257 $255 $262 $255
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.
(Jon - 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.
<<C C CITY OF
^ CARLSBAD
Transportation: Street Maintenance
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Street light repairs completed vwthin ten days
/ >90% or higher 95% 97% 85% 79%
Recall Percent of dty traflic signals /A/ot to exceed 1% 0% 0% 0% 0%
Percent of Prime and Major Roadways Refi'eshed /100% 53% 100% 66% 88%
Percentage of time that the desired response times for
sidewalk repairs are met within 48 hours /100% 57% 80% 100% 85%
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Survey- Repair and maintenance of
local streets and roads/ 90% or higher 84% 87% 86% 87%
Carlsbad Resident Survey: City's management of traffic
congestion/90% or higher 58% 70% 74% 77%
Cost/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Annual maintenance cost per
lane-mile / $6,178 $5,245 $5,888 $5,552 $5,343
The percent of city street light repairs which were completed within 10 days decreased seven percent when
compared to the previous year. The reduction reflects staff time devoted to planning and implementation
ofthe Induction Street Light Conversion Project,
In FY 2010-11, 88 percent of all prime and arterial roadways were inspected or refreshed to meet the city's
Roadway Striping Plan standards.
High priority sidewalk repair calls received were mitigated within 48 hours, or two business days, 85
percent of the time. This is 2 percent above the average for the last four years,
A total of 87 percent of the residents surveyed rated overall repair and maintenance of streets and roads
and road conditions, positively, consistent with prior years. In addition, 77 percent of the residents
surveyed rated overall management of traffic congestion on city streets positively, reflecting improved
satisfaction for five consecutive years. In FY 2010-11, the annual roadway maintenance cost per lane-mile
was below the benchmark by $835 or 13.5 per cent 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. As a result, significant savings to the Street Lighting Assessment Districts have
been realized due to reduced energy and maintenance costs.
T 7
7^1
•X^ CITY OF
^ CARLSBAD
Transportation: Traffic Engineering
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
% of road segments that meet the Caltrans
collision rates per million vehicle miles / iOO% 90% 85% 90% 94%
Pavement Condition Index (PCI)/
Average PCI above 80 80 78 81 80
% of Roads with a PCI above 70 89% 87% 90% 89%
In FY 2010-11, 94 percent of the roadway segments are within the statewide collision rate compared to 90
percent in FY 2009-10, In addition, the number of reported traffic collisions decreased from 665 to 506
collisions compared to the prior year.
The Pavement Condition Index (PCI) is a value rating pavement condition methodology that is a widely used
industry standard: a PCI value greater than 70 indicates roads which are in good to excellent condition. The
average city-wide pavement condition has remained constant, from 81 in FY 2009-10 to 80 in FY 2010-11,
and the percentage of roadways with a PCI value greater than 70 also remained constant, from 90 percent
to 89 percent.
In FY 2010-11, the Transportation Department did not report on the travel time on El Camino Real and
Palomar Airport Road customer satisfaction benchmark as it has done in recent years. This was due to the
implementation of the city's new Traffic Synchronization System, which will allow the city to develop new,
more relevant benchmarks to better reflect the use of these corridors to improve travel times. These new
benchmarks will be incorporated into the next State of Effectiveness Report,
The new Traffic Synchronization System is a City Council priority and will include upgrades to the software,
hardware, and detection of all traffic signals on El Camino Real and Palomar Airport Road corridors. It will
allow staff to make initial changes to traffic signal timing and then monitor and modify those changes from
the Traffic Management Center at the Faraday Building, Ultimately, the Traffic Management Center will link
all of the traffic signals along El Camino Real and Palomar Airport Road to improve travel time in future
years. The Traffic Synchronization System Phase 1 on El Camino Real and Palomar Airport Road will be
complete by the end of February 2012, The city also 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.
<^ »X CITY OF
^ CARLSBAD
utilities: Water (Potable and Recycled)
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Total leaks and breaks per 100 miles of water pipe in
the potable system / < 32.7 30.4 29,1 28.4 25.4
Total leaks and breaks per 100 miles of recyded
water pipe in the system / < 32,7 0.0 7,8 1,3 7,8
% of all water samples testing bacteria-free / > 9S% 99,8% 100% 100% 99,9%
Customer Satisfaction/ Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Survey - Very satisfied or
somewhat satisfied / > 90% 91% 89% 90% 92%
Cost /Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Cost per acre-foot of water sold $1,304 $1,440 $1,797 $1,987
% of unaccounted for potable water / < 6% 4,7% 6.1% 5.1% 5,3%
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 percent ofthe city, generally north of La Costa Avenue,
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 ratios of water line leaks and breaks per 100 miles of pipelines in the system were 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 lower ratios for the recycled portion of the water system are
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.
The cost per acre foot of water has been updated from prior year reports to: 1.) combine potable water
and recycled water; 2.) reflect the cost per acre-foot of water sold instead of the cost per acre-foot of water
purchased; and 3.) reflect all operating expenses including transfers to the replacement fund. This
methodology will capture the unaccounted for water that is purchased, but not sold.
The 11 percent increase in the cost per acre foot is largely due to an 8 percent decrease in the amount of
water sold. The percentage of unaccounted-for water is below the benchmark of less than six percent.
31
<-f KJ. C I T Y O F
^ CARLSBAD
utilities: Sewer
Performance Measures
Service Delivery/ Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
No. of overflows per 100 miles of sewer main / zero (0) 2,45 1.39 2.08 1.05
Customer Satisfaction/ Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Survey - Very satisfied or somewhat
satisfied/>90% 92% 91% 93% 91%
Cost/ Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Cost per million gallons of sewage $3,395 $4,429 $3,852 $3,440
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. The city's ratio of 1.05 exceeds the
benchmark but has improved significantly since FY 2009-10. Despite an aging infrastructure and the
resultant challenges, staff is implementing new programs and activities that will ensure the city's
infrastructure is adequately maintained into the future and replaced when necessary.
Four sewer overflows were prevented during FY 2010-11 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 to prevent sewer overflows. 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 fourth consecutive year.
The cost measure results have been revised for each year to reflect all of the operating costs including
transfers to the replacement fund.
3^
<^ iJ CITY OF
^ CARLSBAD
utilities: Solid Waste
Performance Measures
Service Delivery/Benchmark CY 2008 CY 2009 CY 2010 CY 2011
Annual Disposal Rate / <8.4 lbs. 6.5 lbs 5.8 lbs 5.5 lbs N/A
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Survey:
Trash / 90%
Rec/cling / 90%
Household Hazardous Waste / 90%
N/A
N/A
N/A
89%
80%
55%
N/A
N/A
N/A
93%
84%
72%
Cost/Benchmark FY 2007-08 FY 2008-09 FY 2008-09 FY 2010-11
Residential Rates/ Lowest Third Yes Yes Yes Yes
Commercial Rates/ Lowest Third Yes Yes 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 2005.
The reduction in the annual disposal rate may be related to the economy and residents purchasing fewer
goods rather than changes to the solid waste program. As the economy improves the disposal rate is
anticipated to increase.
The annual Carlsbad Resident Survey for FY 2010-11 indicates that customer satisfaction has increased
across the board for questions related to solid waste services; however, the results may have been slightly
skewed relative to previous years due to a difference in how the questions were asked. In previous surveys,
a different scale was used for rating these services. For the FY 2010-11 survey, solid waste services were
simply included along with other city provided services,
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. The City Council gave staff
direction to pursue a new solid waste contract with its franchised waste hauler. Waste Management. It is
envisioned that a new contract will go into effect starting July 1, 2012 and will include significant upgrades
from current services, including: fully automated collection, single stream recycling, rolling carts for
trash/recycling/green waste, enhanced bulky item collection, and curbside electronic waste collection.
CITY O F
CARLSBAD
Resources
The cost efficiency measure includes data from the following sources: According to the State of California
Department of Finance, Carlsbad's population as of 1/1/2011 is estimated to be 105,555. 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 2010 is listed as 1,32%
according to the Bureau of Labor Statistics, San Diego.
9d
City of Carlsbad
2011 Public Opinion Survey Presentation
January 10, 2012
Research Objectives
Assess residents’ perceptions of:
Satisfaction with the job the city is doing to provide services
Quality of life
Sense of community
Safety in their neighborhood
Confidence in city government
Satisfaction with city-resident communication
2
Methodology
Telephone Survey of 1,000 Residents (Land line and mobile)
Calls Made: September 13 – October 2, 2011
Average length: 20 minutes
Statistically representative sample by age, gender,
ethnicity, and geographic distribution (zip code) based
on SANDAG’s 2010 estimates for Carlsbad
Margin of error +/- 3.08% (95% confidence level)
3
Overall Indicators
4
1.Overall Provision of City Services
•94% satisfied (61% very / 33% somewhat)
2.Perceived Quality of Life
•98% positive (64% excellent / 34% good)
3.Confidence in Carlsbad City Government
•84% confidence (17% very / 66% somewhat)
4.Public Safety in Carlsbad
•99% of residents feel safe walking alone in their
neighborhoods during the day, 90% at night
•92% satisfaction with law enforcement services
Satisfaction with City Services
5
94% of residents are very (61%) or somewhat satisfied (33%)
with the job the city is doing to provide services
Very satisfied Somewhat
satisfied
Somewhat
dissatisfied
Very
dissatisfied DK/NA
2011 61.1%33.3%1.8%1.0%2.8%
2010 59.9%31.7%2.2%1.6%4.7%
2009 55.5%33.4%3.5%4.1%3.4%
2008 58.4%32.5%3.5%2.4%3.2%
2007 58.0%33.5%2.9%3.1%2.5%
0%
20%
40%
60%
80%
# Statistically significant change from 2010 α Statistically significant change from 2009 ¥ Statistically significant from 2008 ł Statistically significant from 2007
α α α ¥ α ¥ ɫ #
α α ɫ ɫ
¥
Quality of Life Ratings
6
98% of residents rate the quality of life in Carlsbad favorably
# Statistically significant change from 2010 α Statistically significant change from 2009 ¥ Statistically significant from 2008
0.4%
0.4%
1.1%
3.6%
33.5%
61.0%
0.6%
0.0%¥
0.0%¥
3.6%
33.9%
61.9%
0.2%
0.2%
0.3%¥
3.4%
35.5%
60.5%
0.3%
0.2%
0.5%
1.0%# α ¥
34.2%
63.9%
0%20%40%60%80%
DK/NA
Very poor
Poor
Fair
Good
Excellent
2011
2010
2009
2008
Positive
2011 = 98%
2010 = 96%
2009 = 96%
2008 = 95%
# α ¥
Quality of Life Perceptions
7
# Statistically significant change from 2010 α Statistically significant change from 2009 ¥ Statistically significant from 2008 ł Statistically significant from 2007
68% of residents view the quality of life in Carlsbad as
staying about the same
Getting better Staying about the
same Getting worse DK/NA
2011 17.1%68.1%11.0%3.8%
2010 16.5%64.7%15.2%3.6%
2009 15.1%59.8%20.9%4.2%
2008 21.1%56.5%20.0%2.4%
2007 21.5%47.9%26.5%4.0%
0%
20%
40%
60%
80%
¥ ɫ α ¥ ɫ # α ¥ ɫ
¥ ɫ α ¥ ɫ α ¥ ɫ
¥ ɫ ɫ ¥ ɫ ¥
ɫ ɫ ɫ
Sense of Community
8
Strongly
agree Agree Total Agree Average
Social Connections
I can recognize most of the people who live in
my neighborhood 26.3% 48.8% 75.1%
61.5% Very few of my neighbors know me* 14.7% 44.9% 59.6%
I have almost no influence over what my
neighborhood is like* 9.1% 40.6% 49.7%
Mutual Concerns
72.0%
My neighbors and I want the same things
from this community 23.1% 51.8% 74.9%
If there is a problem in my neighborhood,
people who live here can get it solved 17.6% 51.5% 69.1%
Community Values
It is very important for me to feel a sense of
community with other residents 27.8% 51.3% 79.1%
75.8% Very strong Somewhat
strong
Total
Strong
How strongly feel sense of community 28.5% 43.9% 72.4%
* Items reverse coded. Percentage shown is total disagreement. Disagreeing with these statements indicated a higher sense of community.
Sense of Community Index: Levels
9
^
ł
α
ł
ł
43% of residents are classified as having a high sense of
community, 43% medium, and 14% low
# Statistically significant change from 2010 α Statistically significant change from 2009 ¥ Statistically significant from 2008 ł Statistically significant from 2007
43.0%
α ɫ
44.0%
α 38.4%
ɫ
40.9%
ɫ
47.9%
43.0%
α
43.9%
α 48.3%
ɫ
46.4%
ɫ
40.0%
13.9% 12.2% 13.3% 12.7% 12.0%
0%
20%
40%
60%
80%
100%
2011 2010 2009 2008 2007
High Medium Low
Safety
10
Residents feel very safe walking alone in their neighborhoods
86.2% 86.8% 85.5% 85.9%
12.4% 10.9% 11.4% 12.4%
0%
20%
40%
60%
80%
100%
2011 2010 2009 2007
Walking alone in neighborhood during the
day
54.2% 51.1% 52.3% 51.4%
35.8% 35.6% 33.0% 34.1%
α ɫ 6.7% 8.3% 9.2% # ɫ
0%
20%
40%
60%
80%
100%
2011 2010 2009 2007
Walking alone in neighborhood after
dark
54.2% 51.1% 52.3% 51.4% 35.8% 35.6% 33.0% 34.1% 4.9% 6.7% 8.3% 9.2% 0.7% 1.8% 1.2% 2.0% 0%20%40%60%80%100%Very safe Somewhat safe Somewhat unsafe Very unsafe DK/NA
# Statistically significant change from 2010 α Statistically significant change from 2009 ¥ Statistically significant from 2008 ł Statistically significant from 2007
Satisfaction: City-Resident Communication
11
^
ł
ł
ł
87% of residents are very (48%) or somewhat satisfied
(39%) with the city’s efforts to communicate with residents
Very satisfied
48.3%
Somewhat
satisfied
39.1%
Somewhat
dissatisfied
5.3%
Very dissatisfied
1.7%
DK/NA
5.7%
12
Confidence in City Government
84% of residents are confident in Carlsbad city government
to make decisions that positively affect their lives
17.4%
# α ¥ ł
22.4% 21.6% 23.6% 23.1%
66.1%
# α ¥ ł 55.2% 52.2% 52.1% 55.4%
10.3%
α 12.0%
α 15.7% 12.9% 12.7%
# α ¥ ł
0%
20%
40%
60%
80%
100%
2011 2010 2009 2008 2007
Very confident Somewhat confident Somewhat unconfident Very unconfident DK/NA
# Statistically significant change from 2010 α Statistically significant change from 2009 ¥ Statistically significant from 2008 ł Statistically significant from 2007
13
Satisfaction with City’s Efforts to… (Top 10)
Analysis Excludes Responses of Don’t Know/ No Answer
45.6%
51.1%
59.4%
61.0%
65.1%
60.9%
67.7%
73.8%
66.5%
76.6%
41.8%
36.5%
28.8%
30.1%
26.4%
30.9%
25.5%
20.0%
28.9%
18.9%
0%20%40%60%80%100%
Repair and maintain local streets and roads
Provide local arts and cultural opportunities
Provide trails and walking paths
Provide sewer services
Provide law enforcement services
Provide water services
Trash collection services
Provide fire protection and emergency
medical services
Maintain city parks
Provide library services
Very satisfied Somewhat satisfied
Overall Satisfaction
95.5%
95.4%
93.8%
93.2%
91.8%
91.5%
91.1%
88.2%
87.6%
87.4%
14
Satisfaction with City’s Efforts to …. (Last 9)
Analysis Excludes Responses of Don’t Know/ No Answer
All of the services tested had over 70% satisfaction
28.5%
40.1%
33.0%
42.3%
43.4%
41.1%
55.7%
52.4%
55.8%
43.2%
32.2%
44.4%
36.9%
38.6%
41.8%
28.0%
33.1%
31.3%
0%20%40%60%80%100%
Manage residential growth and
development
Hazardous waste disposal
Manage traffic congestion on city streets
Protect and enhance open space and the
natural environment
Protect water quality in the city’s creeks,
lagoons, and ocean
Maintain the business climate in Carlsbad
Recycling collection services
Street sweeping services
Provide recreation programs
Very satisfied Somewhat satisfied
Overall Satisfaction
87.1%
85.5%
83.7%
82.9%
82.0%
79.2%
77.4%
72.3%
71.7%
15
Satisfaction with City’s Efforts to …. (Top 5)
Analysis Excludes Responses of Don’t Know/ No Answer
# Statistically significant change from 2010 α Statistically significant change from 2009 ¥ Statistically significant from 2008 ł Statistically significant from 2007
63.4%
65.0% 64.1% 64.5%
65.1%
60.8% 57.1% 56.0%ɫ
55.5%ɫ 60.9%# ¥
74.2% 70.1%α 73.8%
65.4% 65.0% 65.4%
66.5%
66.5%
76.6%
81.2%ɫ
77.4%¥
76.5%¥
76.6%¥
28.9%
27.3% 25.9% 28.2%
26.4%
31.7% 33.8% 32.8%
34.7% 30.9%
19.9% 24.6%α 20.0%#
29.6% 30.5% 29.0%
29.3%
28.9%
19.7%
15.4%ɫ
19.3%¥
19.6%¥
18.9%¥
0%10%20%30%40%50%60%70%80%90%100%
'07
'08
'09
'10
'11
'07
'08
'09
'10
'11
'09
'10
'11
'07
'08
'09
'10
'11
'07
'08
'09
'10
'11
Provide lawenforcementservicesProvide waterservicesProvide fireprotection andemergencymedicalserviceMaintaincity parksProvidelibraryservices Dark=Very satisfied Light=Somewhat satisfied Total Satisfied
95.5%
96.1%
96.7%
96.6%
96.3%
95.4%
95.8%
94.4%
95.5%
95.0%
93.8%
94.7%
94.1%
91.8%
90.2%
88.8%
90.9%
92.5%
91.5%
92.7%
90.0%
92.3%
92.3%
¥
¥
ɫ
16
Satisfaction with City’s Efforts to …. (Mid 5)
Analysis Excludes Responses of Don’t Know/ No Answer
54.7%
55.6% 59.0% 55.4% 55.8%
42.7% 44.7% 47.6%ł
47.2%ł
45.6%
46.8% 49.6% 50.0%
48.0%
51.1%
51.6% 53.7%
53.0%
56.5%ɫ 59.4%α ¥ ɫ
59.8%
58.5%
60.8% 58.5% 61.0%
34.3%
34.3% 29.1%¥ ł
34.0%α 31.3%
42.8% 39.6% 39.0% 38.7%
41.8%
41.4% 38.7% 36.7%ł
39.4%
36.5%ł
35.2% 33.8%
34.8%
32.8%ɫ 28.8%α ¥ ɫ
31.8%
33.5%
30.0% 34.5%α 30.1%#
0%10%20%30%40%50%60%70%80%90%100%
'07
'08
'09
'10
'11
'07
'08
'09
'10
'11
'07
'08
'09
'10
'11
'07
'08
'09
'10
'11
'07
'08
'09
'10
'11
ProviderecreationprogramsRepair andmaintain localstreets androadsProvide localarts andculturalopportunitiesProvide trailsand walkingpathsProvidesewerservices Dark=Very satisfied Light=Somewhat satisfied Total Satisfied
# Statistically significant change from 2010 α Statistically significant change from 2009 ¥ Statistically significant from 2008 ł Statistically significant from 2007
¥
91.1%
93.0%
90.8%
92.0%
91.6%
88.2%
89.3%
87.8%
87.5%
86.8%
87.6%
87.4%
86.7%
88.3%
88.2%
87.4%
85.9%
86.6%
84.3%
85.5%
87.1%
89.4%
88.1%
89.9%
89.0%
17
Satisfaction with City’s Efforts to …. (Last 4)
Analysis Excludes Responses of Don’t Know/ No Answer
18.6%
25.0% ł
22.5% ł
26.9%α ł
28.5%α ł
22.8%
25.6%
32.8%¥ ł
31.1%¥ ł
33.0%¥ ł
36.6%
41.8%¥
42.3%¥
43.4%¥
42.2%
38.1%
40.3%
39.8%
41.1%
38.4%
36.6%
41.2%¥
39.9%
43.2%¥ ł
41.4%
42.5%
36.7%¥ ł
43.0%α
44.4%α
39.5%
40.5%
40.8%
38.6%
43.1%
45.1%
43.4%
43.8%
41.8%
0%10%20%30%40%50%60%70%80%90%100%
'07
'08
'09
'10
'11
'07
'08
'09
'10
'11
'07
'08
'09
'10
'11
'07
'08
'09
'10
'11
Manageresidential growthand developmentManage trafficcongestion on citystreetsProtect water quality in the City’s creeks, lagoons, and ocean Maintain thebusinessclimate inCarlsbad# Statistically significant change from 2010 α Statistically significant change from 2009 ¥ Statistically significant from 2008 ł Statistically significant from 2007
Dark=Very satisfied Light=Somewhat satisfied Total Satisfied
¥
¥
¥
α ¥ ɫ
α ¥ ɫ
# α ¥ ɫ
¥ ɫ
ɫ
ɫ
82.9%
83.6%
83.7%
83.2%
85.3%
82.0%
83.1%
82.3%
76.1%
77.4%
74.1%
69.5%
68.1%
64.2%
71.7%
66.8%
63.7%
61.6%
57.0%
Village Use and Experience
0.8%
0.5%
1.1%
10.3%
43.7%
43.6%
0.2%
0.6%
1.8%
9.8%
45.1%
42.4%
0.5%
0.1%¥
2.0%
9.2%
44.9%
43.3%
0.4%
0.1%
1.0%α
8.9%
48.8%ɫ
40.8%
0.4%
0.5%
0.7%α ¥
8.2%
47.0%
43.1%
0%20%40%60%80%
DK/NA
Very poor
Poor
Fair
Good
Excellent
2011
2010
2009
2008
2007
In a typical month, 94% of residents
visit the Village and 90% of visitors rate
their experience positively
# Statistically significant change from 2010 α Statistically significant change from 2009 ¥ Statistically significant from 2008 ł Statistically significant from 2007
Positive
2011 = 90%
2010 = 90%
2009 = 88%
2008 = 88%
2007 = 87%
18
Conclusions
Residents continue to
have a high level of
confidence in city
government and give
the city high marks in
everything from
quality of life to
public safety, parks,
libraries, and other
important services
19
Conclusions continued
98% rate
the quality of life in
Carlsbad favorably
20
Conclusions continued
94% are
satisfied with the job
the City is doing to
provide services
(61% very satisfied)
21
Conclusions continued
84% have
confidence in Carlsbad
city government to
make decisions that
positively affect the lives
of community members
22
Conclusions continued
California and National resident
satisfaction has diminished
considerably over the last few years
with the economic downturn, while
Carlsbad resident satisfaction
has actually increased.
23
Conclusions continued
Satisfaction with
specific city services
have improved
especially in the two
areas that have been
historically, relatively
low; managing
growth and
development and
managing traffic
congestion.
24
Conclusions continued
Almost nine out of
ten respondents,
in 2011, indicated
they were satisfied
with the City’s
communications
efforts.
25
City of Carlsbad
2011 Public Opinion Survey Presentation
January 10, 2012