HomeMy WebLinkAbout2012-01-24; City Council; 20783; 2011 PUBLIC OPINION SURVEY STATE OF EFFECTIVENESSCITY OF CARLSBAD - AGENDA BILL 12
AB# 20,783
MTG. 1/24/12
2011 PUBLIC OPINION SURVEY AND
STATE OF EFFECTIVENESS
REPORT
DEPT.DIRECTOR <SO 'd['^
CITY ATTORNEY
DEPT. CM
2011 PUBLIC OPINION SURVEY AND
STATE OF EFFECTIVENESS
REPORT CITY MANAGER ^
RECOMMENDED ACTION:
Accept the 2011 Resident Public Opinion Survey and State of Effectiveness reports.
ITEM EXPLANATION:
The City of Carlsbad 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 Carlsbad 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 ofthe 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@carlsbadca.gov
FOR CITY CLERKS USE ONLY.
COUNCIL ACTION: APPROVED • CONTINUED TO DATE SPECIFIC •
DENIED • CONTINUED TO DATE UNKNOWN ^
CONTINUED • RETURNED TO STAFF •
WITHDRAWN • OTHER - SEE MINUTES •
AMENDED • Continued from 1/10/12 City Council Meeting.
Presentation and Report received by Council.
ANNUAL REPORT
State of Effectiveness
JANUARY 012
^^hfy CITY OF
^ CARLSBAD
<^ ijf CITY OF
^ 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.
3
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.
<<^ ij CITY OF
^ CARLSBAD
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
C I T Y O F
^ 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
proactiveiy 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.
<^ li 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
1
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.
• All 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 Term Fiscal Condition: 10-year
financial forecast / Revenues will be equal to or
exceed expendituresfor each year for 10 years
Yes Yes Yes Yes
Monthly Financial 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 renew/ols (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 renew/ols (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 renew/ols (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.
9
CITY OF
^ 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 detenriinations 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 ofthe need for additional information.
ID
« CITY OF
CARLSBAD
Communication
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Survey- Satisfaction / > 80% 80% 79%* 74%* 87%
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Survey: 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 ofthe 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.
<A^*X. C I T Y O F
^ CARLSBAD Community & Economic Development:
Building inspections
Performance Measures
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 $82.68 $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 /
S0% (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 of the 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".
I 1
ij CITY OF
^ 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.
»i 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 Increase > 3% -4% -10% -6% -3%
Village Area Commercial Vacancy Rates/< 5% 5% 7% 10% 10%
#ofVillage Review Pennits Processed 60 56 56 41
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carlsbad Resident Survey - Customer Satisfaction
with 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 $60,000 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.
f1> 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 above 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 6:1 6:1 6:1
Total Volunteers 1,811 2,360 2,015 2,604
Total Volunteer Hours 69,935 91,532 105,185 109,035
Net Benefit $1,284,460 $1,849,187 $2,069,415 $2,426,867
In FY 2010-11, the city's volunteer program continued to exceed expectations, reaching a 29 percent
increase that gave a new total of 2,604 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.
CITY OF
^ CARLSBAD
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 6 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 60 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 651. 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.
li 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 / S0% or higher 81% 93% 85% 89%
Cost FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Mean FF 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.
<^ (J 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% 96%
Three-Part-Art Education Program Participant Ratings
of good or excellent / 90% or higher 95% 100% 100% 100%
Carisbad Resident Survey - Provide local arts and
cultural opportunities / 90% or higher 88.3% 86.7% 87.4% 87.6%
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.
<<l KJ; 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 & internet 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
Carisbad Resident Survey - % of customers who report;
being very satisfied/ somewhat satisfied with Library
services at 90% or higher
97% 97% 96% 96%
Cost FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Operating Cost Per Capita $90.32 $91.63 $87.12 $90.61
Value of Volunteer Hours 17,954 hours
$401,811
16,300 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 $90.61 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.
IS
70
<^ ij CITY OF
^ CARLSBAD Parks & Recreation: Parks
Performance Measures
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
Carisbad Resident Survey - Somewhat Satisfied to
Very Satisfied /90% 94% 94% 96% 96%
Cost FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Operating Cost per Acre $14,265 $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
^ CARLSBAD
CITY OF
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% or higher
#of Technicals/Ejections/ Suspensions 7/4/3 11/5/6 8/5/5 6/4/2
At or below previous year (14) (22) (18) (12)
Youth Sports: T.R.U.S.T-Sportsmanship 96% 96% 96% 98%
Very Good or Excellent / 90% or higher
#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
Carisbad Resident Survey - Rating of very & somewhat
satisfied /90%orhigher 90% 88% 89% 87%
Cost - Recreation FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Operating Cost Per Capita $61.29 $60.61 $54.46 $54.43
Net Operating Cost Per Capita $36.63 $34.36 $28.36 $28.56
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.
<^ li C I T Y O F
CARLSBAD
Parks & Recreation: Trails
Performance Measures
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
New Mileage peryear>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
Carisbad Resident Survey - % of customers that report
being somev^/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.
2'
CITY OF
^ 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/$8.68 $5.85 $6.12 $6.38 $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 96 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.
11
<^ ij 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 $3,699 $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 (366 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.
^ CARLSBAD
CITY OF
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 uriDan runoff / 0 0 0 0 0
% High priority inlets deaned /I00% 100% 100% 100% 100%
% Non-high priority inlets inspected / iOO% 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%
Carisbad Resident Survey- % of residents report;ing they have
taken actions to reduce water pollution based on messages
received/75%
76% 81% 74% 82%
Cost FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Cost per capita for Stonn Water Protection program $12.16 $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 ofthe 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
70^
Safety Services: Fire
Performance Measures
CITY OF
^ CARLSBAD
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
or less 75% 75% 74% 72%
All Emergenc/ Responses 2™^ Unit on Scene/ in 9
min or less 84% 84% 80% 79%
Average time for 1^ unit to amve 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
Carisbad 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%) (16%)
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 9,106 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 $146. As can be seen from the data in the table above, the Fire
Department's cost per capita for FY 2010-11 is approximately 16% lower than ICMA.
P7
-9
CITY OF
Safety Services: Police
Performance Measures
CARLSBAD
Service Delivery/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carisbad Resident Sun/ey -Citizens Sense of Safety-Day / >
60%
Carisbad Resident Survey - Citizens Sense of Safet/-Night / >
31%
N/A 86%
52%
87%
53%
87%
56%
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
Clearances / Property Crime top third
No
No
No
Yes
No
No
No
Yes
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 %<J5m/>7s.
Priority3-90%<30m;hs.
5.7 mins.
12.5 mins.
24.8 mins.
62%
76%
77%
6.0 mins.
11.8 mins.
22.6 mins.
58%
78%
78%
5.5 mins.
11.2 mins.
21.3 mins.
60%
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
Carisbad Resident Survey - Ver/ 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 (FYll) $265 (FYIO) $257 $255 $262 $265
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.
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 within ten days
/ >90% or higher 95% 97% 86% 79%
Recall Percent of dty traffic signals /Not to exceed 1 % 0% 0% 0% 0%
Percent of Prime and Major Roadways Refi-eshed /l(XP/o 53% 100% 66% 88%
Percentage of time that the desired response times for
sidewalk repairs are met within 48 hours /100% 67% 80% 100% 85%
Customer Satisfaction/Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carisbad Resident Survey- Repair and maintenance of
local streets and roads / 90% or higher 84% 87% 86% 87%
Carisbad Resident Survey: City's management of traffic
congestion/90% or higher 68% 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 $6,246 $5,888 $5,662 $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.
7
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% 86% 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 666 to 606
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.
•n
<^it C I T Y O F
^ 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 26.4
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-fi-ee / > 98% 99.8% 100% 100% 99.9%
Customer Satisfaction/ Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carisbad Resident Survey - Ver/ 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 aae-foot of water sold $1,304 $1,440 $1,797 $1,987
% of unaccounted for potable water/< 6% 4.7% 6.1% 6.1% 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 of the 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
CITY OF
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) 2.46 1.39 2.08 1.05
Customer Satisfaction/ Benchmark FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Carisbad 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 $3,862 $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^
C I T Y O F
Utilities: Solid Waste
Performance Measures
CARLSBAD
Service Delivery/Benchmark CY 2008 CY 2009 CY 2010 CY 2011
Annual Disposal Rate /<8.4 lbs. 6.5 lbs 5.8 lbs 5.6 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%
66%
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
Commercial Rates/ Lowest Third
Yes
Yes
Yes
Yes
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 2006.
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.
3>
CITY OF
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 106,555. 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.
2,^
Report
NJ^ CITY OF
CARLSBAD
Resident Survey
Conducted for the City of Carlsbad
December 2011
[bw] RESEARCH
PARTNERSHIP
2725 JEFFERSON STREET, SUITE 13, CARLSBAD CA 92008
50 MILL POND DRIVE, WRENTHAM, MA 02093
T (760) 730-9325 F (888) 457-9598
bwresearch.com H
twltter.com/BW Research
facebook.com/bwresearch S<i.-t.
TABLE OF CONTENTS
List of Figures jjj
List of Tables jjj
Executive Summary 1
Key Findings 1
Conclusions 3
Satisfaction with City Services 5
Satisfaction - Comparison to Other Cities 7
Quality of Life g
Perceived Direction 10
Quality of Life - Comparison to Other Cities 12
Sense of Community 14
Sense of Community - Comparison to Other Cities 17
Safety 18
Safety - Comparison to Other Cities 20
Confidence in City Government 22
Satisfaction with Specific City Services 24
Satisfaction with City-Resident Communication 29
Recent Communication with the City of Carlsbad 30
Information Sources 31
Television Service and the City 32
Preventing Pollution of Creeks, Lagoons, and Ocean 34
Source of Information 35
Action Based on Information 36
Experience Visiting the Carlsbad Village 37
Appendix A: Methodology A-1
Appendix B: Survey Toplines B-1
Resident Survey Report
City of Carlsbad
siwww T*^*"*-^-'s»*w.
LIST OF FIGURES
Figure 1: Satisfaction with City Services 5
Figure 2: Satisfaction with City Services - Comparison to Other Cities 7
Figure 3: Quality of Life Rating 8
Figure 4: Quality of Life Direction 10
Figure 5: Quality of Life Rating - Comparison to Other Cities 12
Figure 6: Quality of Life Direction - Comparison to Other Cities 13
Figure 7: Sense of Community Index 14
Figure 8: Sense of Community Index Levels 15
Figure 9: Sense of Community - Comparison to Other Cities 17
Figure 10: Safety in Carlsbad 18
Figure 11: Safety Walking Alone During the Day - Comparison to Other Cities 20
Figure 12: Safety Walking Alone After Dark - Comparison to Other Cities 21
Figure 13: Confidence in City Government to Make Decisions 22
Figure 14: Satisfaction with Specific Services 24
Figure 15: Satisfaction with Specific Services by Year: Part 1 26
Figure 16: Satisfaction with Specific Services by Year: Part 2 27
Figure 17: Satisfaction with Specific Services by Year: Part 3 28
Figure 18: Satisfaction with City-Resident Communication 29
Figure 19: Method of Communication with City Staff (n=212) 30
Figure 20: Frequency of Using Information Sources 31
Figure 21: City's Cable Channel Viewership 32
Figure 22: City's Cable Channel Viewership by Year 33
Figure 23: Informed about Preventing Water Pollution 34
Figure 24: Source of Pollution Prevention Information (n=638) 35
Figure 25: Action Taken Based on Pollution Prevention Information (n=638) 36
Figure 26: Experience Visiting Carlsbad Village 37
LIST OF TABLES
Table 1: Satisfaction with Specific Services 25
Table 2: Overview of Project Methodology A-1
Resident Survey Report
City of Carlsbad
EXECUTIVE SUMMARY
For the fifth consecutive year, the City of Carlsbad and its Performance Measurement
Team partnered with BW Research Partnership, Inc. (BW Research) to conduct its
public opinion survey of residents. The main research objectives of the 2011 study were
to assess residents' perceptions regarding satisfaction with city services, quality of life,
sense of community, safety in their neighborhoods, city government, and city-resident
communication.
The city-wide survey of residents was administered by telephone (both land line and
mobile) from September 13 to October 2, 2011 and averaged 20 minutes in length. A
statistically representative sample of 1,000 Carlsbad residents 18 years and older
completed a survey, resulting in a maximum margin of error +/- 3.08 percent (at the 95%
level of confidence) for questions answered by all 1,000 respondents.
KEY FINDINGS
Satisfaction with City Services
94.4% 91.6% 88.9% 90.9% 91.5%
Ninety-four percent of residents were
satisfied with the job the City of
Carlsbad is doing to provide city
services, the highest percentage
reported in any survey year.
When asked about specific services,
residents who provided an opinion
reported the most satisfaction with
the city's efforts to "Provide library
services" (96%), "Maintain city parks"
(95%), "Provide fire protecfion and
emergency medical services" (94%),
and "Trash collection services" (93%).
Among those who provided an
opinion, satisfaction with the city's
efforts to "Manage traffic congestion
on city streets" (77%) and "Manage
residential growth and development" (72%) reached new highs in 2011.
Quality of Life
Also reaching a new high in 2011, 98 percent of residents rated the quality of life in
Carlsbad as "Excellent" (64%) or "Good" (34%). Residents were also more positive than
previous years regarding the direcfion of the quality of life. Only 11 percent indicated that
the quality of life was "Getting worse," 68 percent viewed it as "Staying about the same,"
and 17 percent rated it as "Getting better."
100%
80%
60% •
40%
20% •
0% P
2011 2010 2009 2008 2007
3^
Resident Survey Report
City of Carlsbad
2011
2010
2009
2008
96.0%
94.5%
0% 20% 40% 60% 80% 100%
Taken together, the number of residents
who rated the quality of life in the city as
"Poor" or "Very poor" or felt it was
"Getting worse" was lower in 2011 than
previous years. As a follow-up question,
the 11 percent of residents (114
respondents) who indicated some
measure of dissatisfaction with the
quality of life were asked to report the
number one thing that the city could do
to improve quality of life. The most
frequently cited response among the
sub-group was to stop building and
growth (27%), followed by "Fix the traffic
problems" (16%) and "Increase/ improve
police services" (11%).
Safety
The overall safety percentages reported by residents in 2011 were the highest of any
survey year for both walking alone during the day and after dark in their neighborhoods.
An overwhelming 99 percent of residents reported feeling safe walking alone in their
neighborhoods during the day (86% "Very safe") and 90 percent of residents reported
feeling safe walking alone in their neighborhoods after dark (54% "Very safe").
Confidence in City Government
Eighty-four percent of residents
indicated confidence in Carlsbad
city government to make decisions
that positively affect the lives of
community members. Although
composition shifted (i.e., a lower
percentage in the "Very confident"
category and a higher percentage in
the "Somewhat confident"
category), the overall confidence
level reported by residents in 2011
was higher than any previous
survey year.
73.7% 75.7% 78.5%
2011 2010 2009 2008 2007
Sense of Community
Based on a seven-question series, 43 percent of
residents were classified as having a "High" sense of
community. Within the series, Carlsbad residents
reported the highest level of agreement with items
related to "Community values."
3^
Sense of community was positively correlated with each ofthe survey's key metrics:
satisfaction with the job the city is doing to provide services, quality of life ratings,
perceptions regarding the direction of the quality of life, satisfaction with city-resident
communication, feeling safe walking alone in their neighborhoods (during the day and
after dark), and confidence in city government.
The top predictors of having a high sense of community were satisfaction with the city's
efforts to provide recreation programs and positive ratings for Carlsbad's quality of life.
City-Resident Communication and Information Sources
Eighty-seven percent of residents were
satisfied (48% "Very satisfied") with the
city's efforts to provide information to
residents through its website,
newsletters, water bill inserts, and
related sources of information.
The most utilized sources for
information about city issues, programs,
and services were television news
(77%), the community services and
recreation guide (73%), and the city's website (71%).
•Very satisfied
OSomewliat
satisfied
•Somewliat
dissatisfied
• Very
dissatisfied
• DK/NA
5.7%
CONCLUSIONS
Carlsbad Satisfaction High while California Satisfaction Languishes
Earlier this year, California residents gave the state its lowest quality of life rating^ in
almost 20 years. Other regional and national measures of quality of life and resident well
being have been equally dismal as the economic downturn and recent government
scandals appear to be having a substantial negative impact on resident satisfaction and
quality of life ratings. While statewide and national metrics of well being and resident
satisfaction have declined, Carlsbad residents have remained remarkably positive about
the city and its quality of life. Overall levels of satisfaction with city services have
increased over the last two years while reaching historically high levels. Carlsbad
residents also remain almost universally positive about the quality of life offered in the
city, with 98 percent rating it as either "Excellent" or "Good," also consistently increasing
over the last four years.
According to the Pew Research Center, "By almost every conceivable measure,
Americans are less positive and more critical of government these days"^ and yet
Carlsbad residents have bucked statewide and national trends and have shown an
increase in their confidence in city government, with more than four out of five
respondents "Somewhat confident" or "Very confident" in city government.
'' According to a joint UC Berkeley and Field Poll completed in February 2011 with 898 registered voters. For
more information, go to http://igs.berkeley.edu/reports/Rls2370.pdf
^ Pew Research Center, April 2010, for more information go to http://pewresearch.org/pubs/1569/trust-in-
government-distrust-discontent-anger-partisan-rancor
(1 17^
Resident Survey Report
City of Carlsbad
The question becomes, how has Carlsbad been able to maintain - and in many
instances increase - resident satisfaction among multiple metrics in an economic
environment that has been historically challenging? The results of the survey show that
Carlsbad has maintained high levels of satisfaction with many ofthe City's specific
services like library services, fire protection and police services, with several of these
services reaching new highs for satisfaction either in 2011 or 2010. However, potentially
of greater significance are those specific services that have historically received
relatively low satisfaction, managing growth and development as well as managing traffic
congestion that have both consistently improved over the last five years, going from as
low as 57 percent to over 70 percent total satisfaction for both issues.
Carlsbad Communication Efforts
Another potential explanation for Carlsbad's high satisfaction across multiple measures
can be traced to residents' overall level of satisfaction towards the city's communication
efforts. With close to the majority (48%) "Very satisfied," 87 percent of indicated they
were satisfied with the city's communication efforts. In our experience with other
community resident surveys, satisfaction with a city's communication efforts is on
average ten percentage points below overall satisfaction with city services. In Cartsbad,
the differential between overall safisfaction with city services and satisfaction with the
city's communication efforts is only seven percentage points. Satisfacfion with city-
resident communication is yet another example of Cartsbad surpassing norms, resulting
in a strong overall resident satisfaction profile.
41
Resident Survey Report
City of Carlsbad
SATISFACTION WITH CITY SERVICES
Ninety-four percent of residents surveyed in 2011 were satisfied with the job the City of
Carlsbad is doing to provide city services, the highest percentage reported in any survey
year (2011: 94%, 2010: 92%, 2009: 89%, 2008: 91%, 2007: 92%).
Specifically, 61 percent of residents were "Very satisfied," 33 percent "Somewhat
satisfied," three percent were dissatisfied, and three percent did not know or declined to
state their level of satisfaction.
Figure 1: Satisfaction with Citv Services
80%
60%
40% -
20%
0%
12011
• 2010
12009
• 2008
• 2007
Somewhat
satisfied
33.3%"
31.7%
33.4%
32.5%
33.5%
Somewhat
dissatisfied
1.8%
2.2%
3.5%
3.5%
2.9%
Very
dissatisfied
1.0%"
1.6% oT
4.1%*
2.4%
3.1%
• 2011
• 2010
• 2009
• 2008
• 2007
DK/NA
2.8%
4.7%
3.4%
3.2%
2.5%
Statistically significant change from 2010 (p<.05)
Statistically significant change from 2009
Statistically significant change from 2008
Statistically significant change from 2007
AJ~7
Resident Survey Report
City of Carlsbad
Throughout this report, analyses of responses by resident sub-groups (i.e.,
crosstabulation data) will be presented in text boxes. The following is an examination of
satisfaction with the city's provision of services among sub-groups.
Residents who were satisfied with the job the city is doing to provide services
were more likely to rate other aspects of life in Cartsbad favorably. Residents'
satisfaction with the job the city is doing to provide services was positively
correlated with a number of metrics within the survey, including: quality of life
ratings, perceptions regarding the direction ofthe quality of life, safety in their
neighborhoods (both walking alone during the day and night), sense of
community, confidence in city government, safisfaction with city-resident
communicafion, and experience visifing the Village.
Consistent with the results of last year's survey, a regression analysis
revealed the following as the top predictors of satisfaction with the job the city
is doing to provide services (in order of influence):
o Confidence in Carlsbad government to make decisions that positively
affect the lives of residents;
o Ratings for the quality of life in Carlsbad; and
o Satisfaction with the city's efforts to repair and maintain local streets
and roads.
Residents that reported having never visited the Village were less satisfied
with city services than those who had visited the Village (86% vs. 95%).
Satisfaction was 90 percent or higher for the vast majonty of demographic
sub-groups. Although the differences noted below were statisfically different,
satisfaction was high for each sub-group.
o Men reported a higher satisfaction level than women (96% vs. 93%).
o Renters were more satisfied than owners (97% vs. 94%).
o Residents 18 to 44 years of age reported a higher level of satisfaction
than those 45 years and older (97% vs. 93%).
o No overall differences in satisfaction were found among Carlsbad
neighborhoods. However, a higher than average percentage of
residents within the South Beach/ Terramar (47% "Somewhat
satisfied") and Calavera Hills/ Tamarack Point (42%) areas reported
being "Somewhat satisfied" as compared with "Very satisfied."
Resident Survey Report
City of Cartsbad
SATISFACTION - COMPARISON TO OTHER CITIES
The City of Carlsbad remained in the top fier with regard to residents' safisfaction with
the job the city is doing to provide services. The figure below shows the range of
satisfaction scores reported by cities throughout California that have conducted
comparable studies within the past five years.
Figure 2: Satisfaction with Citv Services - Comparison to Other Cities^
Small City, Riverside County
Small City, Los Angeles County
City of Carlsbad, San Diego County
Mid-Sized City, Ventura County
Mid-Sized City, San Mateo County
Small City, Orange County
Small City, Contra Costa County
Mid-Sized City, San Diego County
Mid-Sized City, San Bernardino County
Mid-Sized City, Sacramento County
Large City, Santa Clara County
Mid-Sized City, Contra Costa County
Small City, Riverside County
Mid-Sized City, Santa Clara County
Mid-Sized City, Los Angeles County
Large City, Fresno County
78%
77%
75%
74%
73%
0% 20% 40% 60% 80% 100%
Small cities were defined as those with a total population up to 50,000. Mid-sized cities were those with a
population between 50,001 and 150,000. Large cities were those with a population of 150,001 or more.
6iM
Resident Survey Report
City of Carlsbad
QUALITY OF LIFE
Also reaching a new high in 2011 was residents' quality of life rating.
Ninety-eight percent rated the quality of life in the City of Cartsbad as "Excellent" (64%)
or "Good" (34%). Just one percent rated it as "Fair" and less than one percent provided
a negative rating.
Figure 3: Quality of Life Rating*
Excellent
Good
DK/NA
Fair
Poor
Very poor
0.5%
0.3%*
0.0%"
] 1.1%
0.2%
0.2%
0.0%*
0.4%
0.3%
0.2%
0.6%
0.4%
63.9%
60.5%
61.0%
34.2%
35.5% I
33.5%T
Positive
2011 =98%'""'
2010 = 96%
2009 = 96%
2008 = 95%
• 2011
• 2010
• 2009
• 2008
0% 20% 40% 60% 80%
Statistically significant change from 2010 (p<.05)
Statistically significant change from 2009
Statistically significant change from 2008
Question not asked in 2007.
4<
Resident Survey Report
City of Cartsbad
The following is an assessment of quality of life ratings by resident sub-groups.
• Quality of life rafings were posifively correlated with a number of other
variables throughout the survey, including: perceptions regarding the direcfion
ofthe quality of life, satisfacfion with city services, satisfacfion with city-
resident communication, sense of community, confidence in city government,
safety walking alone in their neighborhood both during the day and at night,
and experience visiting Cartsbad's Downtown Village.
• A regression analysis revealed the following as the top predictors of residents'
quality of life ratings:
o Safisfaction with the job the city is doing to provide services;
o Experience visiting Carisbad's Downtown Village; and
o Agreement with the sense of community item "If there is a problem in
my neighborhood, people who live here can get it solved."
• Given the consistently high overall quality of life ratings among sub-groups,
the assessment below focuses on differences in "Excellent" ratings.
o Seventy-five percent of Carisbad residents 65 years and older rated
the quality of life in the city as "Excellent" compared with 56 percent of
those 18 to 24 years of age.
o Owners were more likely than renters to rate the quality of life in the
city as "Excellent" (66% vs. 59%).
o Sixty-five percent of residents who had visited the Village rated their
quality of life as "Excellent" compared with 47 percent of those who
had never been to the Village.
o Residents in zip code 92011 were the most likely to rate the quality of
life in Carisbad as "Excellent," whereas those in 92010 were more
likely to rate it as "Good" (Excellent: 92011: 71%, 92008: 66%, 92009:
62%, 92010: 56%).
o Residents who idenfified as living in a Carlsbad neighborhood (64%) or
gave the name of their homeowners' association as their neighborhood
(74%) were much more likely to rate the quality of life as "Excellent"
than those who did not provide either (56%).
o Although they represent a small sub-set of respondents, a much higher
than average percentage of South Beach/ Terramar residents rated
the quality of life in Carisbad as "Excellent" (82% vs. 64%).
Resident Survey Report
City of Cartsbad
PERCEIVED DIRECTION
Residents were also asked whether they felt that the quality of life in Carisbad was
getting better, getting worse, or staying about the same.
Residents were more optimistic in 2011 than previous years. Only 11 percent indicated
that the quality of life was "Getting worse," 68 percent felt that it was "Staying about the
same," and 17 percent rated it as "Getting better."
Figure 4: Qualitv of Life Direction
80%
Statistically significant change from 2010 (p<.05)
Statistically significant change from 2009
Statistically significant change from 2008
Statistically significant change from 2007
Higher than average negative perceptions regarding the direction of the
quality of life (11% "Getting worse" across all 2011 respondents) were
reported among residents that have lived in Carisbad for 15 or more years
(17%), residents 55 to 64 years of age (17%), those who lived in zip code
92008 (15%), and those in the Olde Carlsbad/ Hedionda Point area (18%).
Resident Survey Report
City of Carlsbad
Approximately 11 percent of respondents (n=114) rated the quality of life in the city as
"Poor" or "Very poor" or felt it was "Getting worse." This sub-set of respondents were
asked to report the number one thing that the city could do to improve quality of life.
The most frequently cited response among this group was to stop building and growth
(27%), followed by "Fix the traffic problems" (16%), "Increase/ improve police
services" (11%) and "Improve the schools" (6%).
Each year, the leading suggesfion for the number one way to improve the quality of
life among the sub-group asked the question has been that the city should stop
building and growth. Although still in the top position, the percentage cifing this
response has declined each year (2011: 27%, 2010: 34%, 2009: 37%, 2008: 48%).
The number of residents who rated the quality of life in the city as "Poor" or "Very
poor" or felt it was "Getting worse" was lower in 2011 than previous years (2011:
11%, 2010: 15%, 2009: 21%, 2008: 20%).
Resident Survey Report
City of Carlsbad
QUALITY OF LIFE - COMPARISON TO OTHER CITIES
This secfion displays examples of residents' quality of life rafings from cities that have
conducted comparable studies within the past five years. The 98 percent overall quality
of life rafing provided by Carisbad residents is one ofthe highest reported.
Figure 5: Qualitv of Life Rating - Comparison to Other Cities^
% of Residents that Rate the Quality of Life in their City as "Excellent" or "Good"
Mid-Sized City, Orange County
City of Carlsbad, San Diego County
Mid-Sized City, Ventura County
Small City, San Mateo County
Small City, San Diego County
Mid-Sized City, San Mateo County
Mid-Sized City, Riverse County
Mid-Sized City, San Diego County
Mid-Sized City, Orange County
Mid-Sized City, Santa Clara County
Mid-Sized City, Alameda County
Large City, San Diego County
Mid-Sized City, San Bernardino County
Large City, Santa Clara County
Large City, Riverside County
Mid-Sized City, Contra Costa County
Small City, El Dorado County
Large City, Los Angeles County
Small City, Riverside County
Small City, Sacramento County
77%
75%
72%
70%
70%
62%
56%
0% 20% 40% 60% 80% 100%
Small cities were defined as those with a total population up to 50,000. Mid-sized cities were those with a
population between 50,001 and 150,000. Large cities were those with a population of 150,001 or more.
Resident Survey Report
City of Cartsbad
The figure below displays the percentage of residents that viewed the quality of life in
their city as either "Getting better" or "Staying about the same." Among comparable
research studies from cities throughout California, the combined 85 percent reported by
Carisbad residents places the city at the top of the chart.
Figure 6: Qualitv of Life Direction - Comparison to Other Cities^
% of Residents that View the Quality of Life in their City as
"Getting better" or "Staying about the same"
City of Cartsbad, San Diego County
Small City, Alameda County
Mid-Sized City, Sacramento County
Small City, San Luis Obispo County
Large City, Santa Clara County
Large City, Sacramento County
Large City, San Bernardino County
Small City, Los Angeles County
Small City, Riverside County
Large City, Riverside County
Large City, Mann County
Large City, Kern County
Mid-Sized City, Contra Costa County
Mid-Sized City, Riverside County
69%
66%
64%
60%
51%
47%
0% 20% 40% 60% 80% 100%
Small cities were defined as those with a total population up to 50,000. Mid-sized cities were those with a
population between 50,001 and 150,000. Large cities were those with a population of 150,001 or more.
Resident Survey Report
City of Cartsbad
SENSE OF COMMUNITY
To assess sense of community among residents, a seven-question sertes known as the
"Brief Sense of Community Index"^ was utilized. The series assesses the three
underlying dimensions of sense of community: "Social connecfions," "Mutual concerns,"
and "Community values."
Figure 8 displays the questions used to measure sense of community among Carlsbad
residents and overall agreement with each statement (disagreement for reverse-coded
items). Carisbad residents reported the highest level of agreement with items related to
"Community values" (76% average) and "Mutual concerns" (72% average).
Figure 7: Sense of Community Index
iStrongly agree DAgree Total agree Average
(0 c o
o
o O
o o (0
I can recognize most of the people
who live in my neighborhood 26.3% 48.8%
Very few of my neighbors l<now me* 44.9%
I have almost no influence over what f|
my neighborhood is lil<e* i| 40.6%
75.1%
59.6%
49.7%
61.5%
w c
u
o o
My neighbors and I want the same
things from this community 23.1% 51.8%
If there is a problem in my
neighborhood, people who live here
can get it solved
51.5%
74.9%
69.1%
72.0%
in
>
It is very important for me to feel a
sense of community with other
residents
I How strongly feel sense of community
o
27.8%
28.5%
51.3%
43.9%
79.1%
72.4%
75.8%
-| r--I 1
0% 20% 40% 60% 80% 100%
* Items reverse coded. Percentage shown is total disagreement. Disagreeing with these statements indicates a higher
sense of community.
'' Long, D.A. and Perkins, D.D (2003), "Confirmatory Factor Analysis ofthe Sense of Community Index and
Development of a Brief SCI." Journal of Community Psychology 33(3): Pages 279 - 296.
Resident Survey Report
City of Cartsbad
Statistically consistent with last year, 43 percent of residents were classified as having a
"High" sense of community in 2011, meaning that they agreed with six of the seven
items in the series.
An identical 43 percent placed in the "Medium" sense of community group, having
agreed with three, four, or five items in the series.
Fourteen percent of residents were classified in the "Low" sense of community group,
identifying with fewer than three of the items.
Figure 8: Sense of Community Index Levels
100%
80% -
60% -
40%
20%
0%
13.9%
43.0%
12.2%
43.9%
13.3%
48.3%
43.0% 44.0% 38.4%
2011 2010
IHigh
2009
• IVIedium
12.7%
46.4%
t
12.0%
40.0%
40.9% 47.9%
2008
• Low
2007
Stafisfically significant change from 2010 (p<.05)
Statistically significant change from 2009
Statisfically significant change from 2008
Statistically significant change from 2007
Resident Survey Report
City of Cartsbad
The following is an examination of residents' sense of community levels by sub-
groups.
• Sense of community was positively correlated with a number of factors
throughout the survey, including: safisfacfion with the job the city is doing to
provide services, quality of life ratings, perceptions regarding the direction of
the quality of life, satisfaction with city-resident communication, feeling safe
walking alone in their neighborhoods (during the day and night), confidence in
city government, and experience visiting the Carisbad Village.
• A regression analysis revealed the following as the top predictors of residents'
sense of community:
o Satisfaction with the city's efforts to provide recreation programs and
o Rafings for the quality of life in Cartsbad.
• Residents who had visited the Carlsbad Village were much more likely to be
classified as having a "High" sense of community than those who had never
visited (44% vs. 28%).
• Compared with those who have lived in the city longer, respondents who had
lived in Cartsbad less than one year were the least likely to be classified as
having a "High" sense of community (19%) and the most likely to fall into the
"Medium" category (68%).
• Residents with children in the home were more likely to be classified as
having a "High" sense of community than those without children (47% vs.
40%).
• Fifty-four percent of residents 35 to 54 years of age placed in the "High" sense
of community group compared with 39 percent of residents 18 to 34 years of
age and 42 percent of residents 55 years and older.
• Residents in zip code 92008 were more likely than those in other zip codes to
be classified as having a "Medium" sense of community. Specifically, a
majority of the residents in the Village/ North Beach/ Barrto (55%) and Olde
Carisbad/ Hedionda Point (51%) areas fell into the "Medium" category.
r 3
Resident Survey Report
City of Carlsbad
SENSE OF COMMUNITY - COMPARISON TO OTHER CITIES
Figure 10 below displays the percentage of residents in comparable research projects
that reported feeling a "Strong" sense of community® living in their city.
Although the percentage was higher in 2011 than 2010 (72% vs. 68%), Cartsbad
remained in the middle tier with regard to this metric.
Figure 9: Sense of Community - Comparison to Other Cities^
Small City, Solano County
Mid-Sized City, Los Angeles County
Small City, San Diego County
Mid-Sized City, Alameda County
City of Carlsbad, San Diego County
Mid-Sized City, Santa Clara County
Small City, San Mateo County
Mid-Sized City, Santa Clara County
Mid-Sized City, Santa Clara County
Mid-Sized City, San Mateo County
Mid-Sized City, Sacramento County
Small City, Riverside County
Small City, El Dorado County
59%
52%
50%
46%
0% 20% 40% 60% 80% 100%
^ Question 7 of the survey: "Would you say that you feel a strong sense of community, a weak sense of
community, or no sense of community at all?"
^ Small cities were defined as those with a total population up to 50,000. Mid-sized cities were those with a
populafion between 50,001 and 150,000. Large cifies were those with a population of 150,001 or more.
Resident Survey Report
City of Carlsbad
SAFETY
Cartsbad residents reported feeling very safe in their neighborhoods. The overall
percentages reported in 2011 were the highest of any survey year for both walking alone
during the day and after dark.
An ovenwhelming 99 percent of residents felt safe walking alone in their neighborhoods
during the day (86% "Very safe") and 90 percent of residents felt safe walking alone after
dark (54% "Very safe"). Less than one percent of residents (0.7%) reported feeling
unsafe walking alone in their neighborhoods during the day and six percent felt unsafe
after dark.
Statistically speaking, the combined safety percentage reported by residents for walking
alone in their neighborhoods during the day was higher in 2011 than 2009 (97%) and
consistent with 2010 (98%) and 2007 (98%).
The combined safety percentage reported by residents for walking alone in their
neighborhoods after dark was statisfically higher in 2011 than each of the previous
survey years (2011: 90%, 2010: 87%, 2009: 85%. 2007: 86%).
Figure 10: Safety in Carlsbad
100%
80% -
60%
40% •
20%
0% -
100%
80%
60%
Walking alone in neighborhood
during the day
40%
20%
Walking alone in neighborhood after
dark
•Very safe OSomewhatsafe • Somewhat unsafe BVery unsafe o DK/NA
' Stafisfically significant change from 2010 {p<.05)
" Statistically significant change from 2009
* Statistically significant change from 2007
Question not asked in 2008.
Resident Survey Report
City of Carlsbad
Safety walking alone in their neighborhoods (during both the day and night)
was positively correlated with a number of other metrics within the survey,
including: satisfaction with the job the city is doing to provide services, quality
of life rafings, perceptions regarding the direction ofthe quality of life, sense of
community, confidence in city government, safisfaction with city-resident
communicafion, and experience visifing the Village.
Given the very high percentage of residents that felt safe walking alone in their
neighborhoods during the day (and thereby the limited amount of
differenfiation among sub-groups), the focus ofthe sub-group analysis below
is on safety walking alone after dark.
o Women were more likely than men to report feeling unsafe walking
along in their neighborhoods after dark (9% vs. 2%). In addition, 70
percent of men reported feeling "Very safe" compared with 40 percent
of women.
o All respondents in the 18 to 24 year group reported feeling safe
walking alone in their neighborhoods after dark.
o A higher than average percentage of residents who had never visited
the Village reported feeling unsafe (13% vs. 5%).
o There were no overall differences in safety by zip code or Cartsbad
neighborhood.
Resident Survey Report
City of Cartsbad
SAFETY - COMPARISON TO OTHER CITIES
The figure below shows examples of residents' feelings of safety walking alone in their
neighborhoods during the day in cities throughout the state that have conducted
comparable studies within the past five years. No city has reported higher than a 99
percent safety rating for this metrtc.
Figure 11: Safety Walking Alone During the Day - Comparison to Other Cities
City of Carlsbad, San Diego County
Small City, Riverside County
Mid-Sized City, Santa Clara County
Small City, El Dorado County
Mid-Sized City, Los Angeles County
Mid-Sized City, San Diego County
Mid-Sized City, San Bernardino County
Mid-Sized City, Riverside County
Mid-Sized City, Sacramento County
Large City, San Francisco County
Small City, Riverside County
Mid-Sized City, Contra Costa County
83%
81%
0% 20% 40%
70%
60% 80% 100%
61
Resident Survey Report
City of Cartsbad
Cartsbad remained in the top tier with regard to residents' safety ratings for walking
alone in their neighborhoods after dark.
Figure 12: Safety Wall<ing Alone After Darl< - Comparison to Other Cities
Mid-Sized City, Orange County
Mid-Sized City, Orange County
Small City, Orange County
City of Carlsbad, San Diego County
Small City, Santa Clara County
Small City, Riverside County
Small City, El Dorado County
Mid-Sized City, Santa Clara County
Mid-sized City, San Mateo County
Mid-Sized City, Santa Clara County
Mid-Sized City, San Diego County
Large City, Santa Clara County
Mid-Sized City, San Bernardino County
Mid-Sized City, Sacramento County
Mid-Sized City, Sacramento County
Small City, Riverside County
Large City, San Francisco County
Mid-Sized City, Contra Costa County
100%
Resident Survey Report
City of Carlsbad
CONFIDENCE IN CITY GOVERNMENT
Eighty-four percent of residents reported confidence in Cartsbad city government to
make decisions that positively affect the lives of community members, 13 percent lacked
confidence, and four percent did not know or declined to state.
Although there was a shift in the composition of confidence (i.e., a lower percentage in
the "Very confident" category and a higher percentage in the "Somewhat confident"
category), the overall confidence percentage reported by residents in 2011 was
statisfically higher than each previous survey year (2011: 84%, 2010: 78%, 2009: 74%,
2008: 76%, 2007: 79%).
Figure 13: Confidence in City Government to IMake Decisions
100%
80%
60%
40%
20% -
0%
10.3%
a
66.1%
#a¥l
12.0%
a
55.2%
15.7%
52.2%
12.9%
52.1%
12.7%
55.4%
17.4% 22.4% 21.6% 23.6% 23.1%
2011 2010 2009 2008 2007
•Very confident • Somewhat confident • Somewhat unconfident BVery unconfident DDK/NA
* Statistically significant change from 2010 {p<.05)
° Statistically significant change from 2009
* Statistically significant change from 2008
' Statistically significant change from 2007
5^1
Resident Survey Report
City of Cartsbad
The following is an assessment of confidence in city government by sub-groups.
• Confidence in city government was posifively correlated with: residents' views
regarding quality of life, direction of the quality of life, sense of community,
how safe residents felt walking alone in their neighborhoods (day and night),
satisfacfion with city services, satisfaction with city-resident communicafion,
and residents' experience visiting Carisbad's Downtown Village.
• Residents who had communicated with city staff in the past 12 months
regarding city business reported less confidence than those who had not
contacted the city (76% vs. 86%).
• Compared to those in other age groups, a higher percentage of resident 45 to
64 years of age reported being unconfident (17%).
• Although there were no differences in overall confidence by zip code or
neighborhood, residents in zip code 92008 (23%) and those in the areas of
Village/ North Beach/ Barrio (28%) and Kelly Ranch and surrounding
communities (25%) were the most likely to report being "Very confident" in city
government.
Resident Survey Report
City of Cartsbad
SATISFACTION WITH SPECIFIC CITY SERVICES
Over 90 percent of residents who provided an opinion were safisfied with the city's
efforts to "Provide library services" (96%), "Maintain city parks" (95%), "Provide fire
protection and emergency medical services" (94%), "Trash collection services" (93%),
"Provide water services" (92%), "Provide law enforcement services" (92%), and "Provide
sewer services" (91%).
Figure 14: Satisfaction with Specific Services^^
Provide library services
Maintain city parks
Provide fire protection and emergency medical
services
Trash collection services
Provide water services
Provide law enforcement services
Provide sewer services
Provide trails and walking paths
Provide local arts and cultural opportunities
Repair and maintain local streets and roads
Provide recreation programs
Street sweeping services
Recycling collection services
Maintain the business climate in Cartsbad
Protect water quality in the city's creeks,
lagoons, and ocean
Protect and enhance open space and the
natural environment
Manage traffic congestion on city streets
Hazardous waste disposal
Manage residential growth and development •4—
0%
76.6%
66.5%
73.8%
67.7%
60.9%
65.1%
61.0%
59.4%
51.1%
45.6%
55.8%
52.4%
55.7%
41.1%
25.5%
30.9%
26.4%
30.1%
28.8%
36.5%
41.8%
31.3%
33.1%
28.0%
41.8%
43.4%
42.3%
33.0%
38.6%
36.9%
44.4%
40.1% 32.2%
28.5% 43.2%
20% 40% 60% 80%
iVery satisfied • Somewhat satisfied
100%
" Due higher than average percentages of "Don't know/ no answer" responses for many items, those
responses were filtered out of the analysis for this series. The high percentage is likely due to residents' lack
of direct experience with those specific services (refer to Appendix B for full breakdown of responses).
(.1
Resident Survey Report
City of Carlsbad
The table below shows the overall percentage of residents safisfied, neither satisfied nor
dissatisfied, and dissatisfied with the city's efforts in each area.
Table 1: Satisfaction with Specific Services
Satisfaction with the city's
efforts to... Satisfaction Neither Dissatisfaction Satisfaction
Rank
Provide library services 95.5% 3.3% 1.2% 1
Maintain city parks 95.4% 2.5% 2.1% 2
Provide fire protection and
emergency medical 93.8% 4.7% 1.5% 3
services
Trash collection services 93.2% 2.5% 4.3% 4
Provide water services 91.8% 3.6% 4.6% 5
Provide law enforcement
services 91.5% 2.7% 5.8% 6
Provide sewer services 91.1% 6.7% 2.2% 7
Provide trails and walking
paths 88.2% 5.5% 6.3% 8
Provide local arts and
cultural opportunities 87.6% 7.3% 5.1% 9
Repair and maintain local
streets and roads 87.4% 3.0% 9.6% 10
Provide recreation
programs 87.1% 8.8% 4.1% 11
Street sweeping services 85.5% 8.5% 6.0% 12
Recycling collection
services 83.7% 3.9% 12.5% 13
Maintain the business
climate In Carlsbad 82.9% 9.6% 7.5% 14
Protect water quality in the
city's creeks, lagoons, and 82.0% 9.5% 8.6% 15
ocean
Protect and enhance open
space and the natural
environment
79.2% 7.4% 13.5% 16
Manage traffic congestion
on city streets 77.4% 6.2% 16.4% 17
Hazardous waste disposal 72.3% 15.8% 11.9% 18
Manage residential growth
and development 71.7% 10.3% 18.0% 19
Average across items 86.3% 6.3% 7.4%
Resident Survey Report
City of Carlsbad
The three charts to follow display satisfaction with the city's efforts to provide each
service over the past five years. There were only a handful of statistically significant
changes in overall satisfaction over time (changes are marked and described in the text).
Among those who provided an opinion, resident satisfaction with the city's efforts to
"Provide water services" was up from 2009, with satisfaction consistent with the levels
reported in other years (2011: 92%, 2010: 90%, 2009: 89%, 2008: 91%, 2007: 93%).
Figure 15: Satisfaction with Specific Services bv Year: Part 1
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%
•D 8
§ S $
E
'11
'10
'09
70.1%°
74.2%
0)
CO CO
^ o
<D •>
•> o>
O ">
•11
'10
'09
;08
'07
60.9%'*'^
55.5%*
56.0%*
57.1%
30.9%
34.7%
32.8%
60.8%
33.8%
31.7%
^1
(0 0) Ul
— P <u
'11
'10
•09^
'08
'07
65.1%
64.5%
65.0%
26.4%
28.2%
25.9%
27.3%
28.9%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
' Statistically significant change from 2010 (p<.05)
° Statistically significant change from 2009
Stafisfically significant change from 2008
Stafistically significant change from 2007
91.8%
90.2%
88.8%*
90.9%
92.5%
91.5%
92.7%'
90.0%
92.3%
92.3%
n
100%
Only those services with data in 2011 and at least one other year are displayed in the charts.
/•^-^\
Resident Survey Report
City of Cartsbad
Among those who provided an opinion, resident satisfaction with the city's efforts to
"Repair and maintain local streets and roads" was up from 2008, with satisfaction
consistent with the levels reported in other years (2011: 87%, 2010: 86%, 2009: 87%,
2008: 84%, 2007: 86%).
T3
^ ro ro CL
1_ __
0) .£
> CO
e 5 CO
t: m — CO _ ro CU ro 3 :-E o 4= c o "5 3
CL
p " O
in
— T3 _ ro ro ^ y o S o '-
.hz .£ c ro ro ro
Q' ro o E £
'11
'10
'07
'11
'08
'07
59.4%°**
56.5%*
51.6%
51.1%
44.7%
42.7%
28.8%°
32.8%t
35.2%
36.5%»
39.6%
42.8%
'09 53.0% • 34.8% 1
'08 53.7% 33.8% [
'10 48.0% _r 39.4%
'09 50.0% • 36.7%'
'08 49.6% 38.7%
'07 46.8% 1 41.4%
'11 45.6% 41.8%
•10 47.2%' 38.7%
'09 47.6%' 1 39.0%
Dark=Very satisfied Light=Somewhat satisfied 1 sewer •11 61.0% sewer rvices •10 58.5% 1 34.5%° ovide; rvices '09 60.8% ovide; cu
in
'08 58.5% 33.5%
I—
Q. '07 59.8% i 31.8%
Total Satisfied
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%
c in (U O p
•> ro 5
Q! " 2
•11
'To~^
;09
'08
'07
0%
55.8%
55.4%
55.6%
20% 40%
31.3%
34.0%°
29.1%" •
34.3%
34.3%
60% 80%
87.1%
89.4%
88.1%
89.9%
89.0%
100%
' Statistically significant change from 2010 (p<.05)
' Statistically significant change from 2009
' Statistically significant change from 2008
' Stafisfically significant change from 2007
Resident Survey Report
City of Cartsbad
Consistent with 2009 and 2010, safisfacfion among those who provided an opinion for
the city's efforts to "Protect water quality in the city's creeks, lagoons, and ocean" was
statisfically higher than 2008 (2011: 82%, 2010: 83%, 2009: 82%, 2008: 76%).
Among those who provided an opinion, residents' safisfaction with the city's efforts to
"Manage traffic congestion on city streets" (2011: 77%, 2010: 74%, 2009: 70%, 2008:
68%, 2007: 64%) and "Manage residenfial growth and development" (2011: 72% 2010-
67%, 2009: 64%, 2008: 62%, 2007: 57%) each confinued its upward trend to reach new
highs in 2011.
CO C "o
.£ ro w
CO £ - 3 .£ ro
CO . ">,co .•ti C o o c: n, o ro 2 D> CU
£ ro o c - °
— CO "O
Q- ro a? 3 o IT
s
ro
+.» o
(U
.y o
P o
ro CO
£ "> ro o)
2 § o
.ro
"D C <U
io ™ E
CD .C CX •-•go CU > o) 5' 2 > ro o, m
ro
'11
'10
'09
;08
'07
•11
'10
'09
'07
'11
'10
'09
'08
'07
,2.2%
43.4%*
33.0%^
31.1%"'
25.6%
22.8%
28.5%°'
26.9%°'
22.5%'
Dark=Very satisfied Light=Somewhat satisfied
'11 41.1% • 41.8%
'10 39.8% J 43.8%
'09 40.3% • 43.4%
'08 38.1% 45.1%
'08 r" 25.0%'
'07
43.1%
38.6%
39.5%
44.4%°
43.0%°
36.7%*'
42.5%
41.4%
43.2%*'
39.9%
41.2%"
36.6%
42.3%" " 40.8%
1 41.8%*^ 40.5%
Total Satisfied
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% I
61.6%'
57.0%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Stafisfically significant change from 2010 (p<.05)
Stafisfically significant change from 2009
Stafisfically significant change from 2008
Stafisfically significant change from 2007
Resident Survey Report
City of Cartsbad
SATISFACTION WITH CITY-RESIDENT COMMUNICATION
With close to the majority (48%) "Very satisfied," 87 percent of residents reported
satisfaction with the city's efforts to provide informafion to residents through its website,
newsletters, water bill inserts, and related sources of information.
Figure 18: Satisfaction with City-Resident Communication"
Somewhat
dissatisfied
5.3%
Very
dissatisfied
1.7%
DK/NA
5.7%
Safisfaction with city-resident communication was positively correlated with a
number of other metrics throughout the survey, including: residents' views on
quality of life, perceptions regarding the direcfion of the quality of life,
satisfacfion with the job the city is doing to provide services, sense of
community, safety walking alone in their neighborhoods (day and night),
confidence in city government, and experience visiting the Village.
Residents who referred to the city website, community services and recreation
guide, Carlsbad Currents newsletter, and water bill flyers for information about
city issues, programs, and services reported much higher satisfaction levels
than those who never utilized those sources.
Residents living in apartments reported higher than average dissatisfacfion
with city-resident communicafion (12% vs. 7%).
Hispanic/ Latino respondents reported more dissatisfaction than residents in
other ethnic groups (16%).
Examining differences by zip code, 92010 residents were the least likely to
report dissatisfacfion (92010: 2%, 92009: 7%, 92008: 8%, 92011: 8%).
By neighborhood, a lower than average percentage of residents in Kelly
Ranch/ surrounding communifies (0%) and Calavera Hills/ Tamarack Point
(2%) reported dissatisfaction.
13 Wording of this quesfion changed slightly in 2011. As such, previous years' data are not displayed.
Resident Survey Report
City of Carlsbad
RECENT COIVIMUNICATION WITH THE CITY OF CARLSBAD
Twenty-one percent of residents have communicated with City of Carlsbad staff on
issues related to city business over the past 12 months. Within that group, telephone
was the most utilized method of contact (60%), followed by in-person (35%) and email
communicafions (24%).
Figure 19: IMethod of Communication with Citv Staff (n=212>^^
T
Telephone
i
In-person
{
Email
59.8%
35.3%
24.0%
Written letter • 4.4%
Completing a web form H 4.4%
DK/NA I 1.1%
20% 40% 80% 80% 100%
Residents 45 years and older (27%) and those who lived in Cartsbad for ten
years or longer (25%) were much more likely than those 18 to 44 years and
those who have been in the city less than ten years to have communicated
with Cartsbad city staff on issues related to city business.
By neighborhood, a higher than average percentage of residents in Olde
Cartsbad/ Hediona Point reported communicating with the city on issues
related to city business (31% vs. 21%).
Mulfiple responses permitted; the percentages in the figure total more than 100 percent.
67
5. CARLSBAD I Cit>" Services
Resident Survey Report
City of Carlsbad
INFORMATION SOURCES
The most "Regularly" utilized sources of information about city issues, programs, and
services among residents were television news (35%) and flyers that come in the water
bill (the "Carlsbad Currents" newsletter) (30%).
In terms of overall use of each source for informafion on city issues, programs, and
services, television news (77%), the community services and recreation guide (73%),
and the city's website (71%) were each utilized by more than seven out often residents.
Compared with previous years, statisfically more residents reported referring to the city's
website, water bill flyers. North County Times, and social media websites, whereas
fewer referred to the community services and recreation guide (compared to 2010 and
2009) and San Diego Union Tribune (consistent with 2010 but lower than 2009).
Figure 20: Freguency of Using Information Sources^°
Television news
Flyers that come in water bill
North County Times or
www.nctimes.com
Community services and recreation
guide
San Diego Union-Trtbune or
www.signonsandiego.com
Carlsbad Currents newsletter
City of Cartsbad website
Flyers at city buildings like the library,
senior center, or community centers
Social media websites such as
Facebook, Twitter, or YouTube
34.8%
29.8%
27.0% 14.9% 22.1%
22.1% 16.5% 26.5%
21.0% 16.8% 37.7%
23.4%
23.4%
20.9%
18.9%
28.6% 20.7% 25.6%
22.8% 14.7% 38.7%
20.8% 18.3% 36.5%
30.3% 22.2% 28.1%
Il4.1% 24.8% 24.6% 36.0%
-
13% 12% 14.1% 59.9% 1
-
^ 14% 18.7% 58.6%
\ r- . , .
0% 20% 40% 60% 80% 100%
• Regularly • Sometimes e Seldom • Never • DK/NA
' Figure sorted by the percentage that "Regularly" use each source.
,<^IXARLSBAD
Horn*
1 Cir-Str.^" 1 Citv
Resident Survey Report
City of Cartsbad
BeocQSS
TELEVISION SERVICE AND THE CITY
Consistent with 2009, the majority (57%) of Carlsbad residents in 2011 subscribed to
Time Warner television service. At 22 percent, the second most popular television
service was AT&T U-Verse (up from 17% in 2009).
When residents who subscribed to Time Warner or AT&T U-Verse were asked how
often they, or members of their household, watched the city's cable channel that
broadcasts city council meetings and other programming speciflc to the City of Cartsbad,
42 percent indicated they watched the channel. Five percent "Regularly" watched, 13
percent "Sometimes," and 25 percent "Seldom" watched the city's cable channel.
Figure 21: City's Cable Channel Viewership
DK/NA
0.2%
Regularly Sometimes ^ goyj^
12.8%
The longer someone lived in Carlsbad, the more likely they were to have
watched the city cable channel. Fifty-one percent of respondents who have
lived in the city 15 years or more have watched the channel compared with 13
percent among those in the city for less than one year.
Viewership was positively correlated to sense of community. Forty-two percent
of residents classified as having a "High" sense of community had watched,
35 percent ofthe "Medium" group, and 27 percent of those in the "Low" sense
of community group had watched the channel.
Compared to those in other zip codes, viewership was highest among
residents of zip code 92008 (46%).
By neighborhood, a higher than average percentage of residents of Kelly
Ranch and surrounding communities (54%) and Olde Carlsbad/ Hediona Point
(49%) reported watching the city cable channel, whereas a lower than
average percentage of Rancho Carrillo/ Bressi Ranch/ La Costa Greens
(20%) residents watched.
,^„CARISBAD C,,vil>.a I About CaUb
Jf . Residents
Resident Survey Report
City of Cartsbad
For an apples to apples companson with the viewership data collected in 2009, the data
presented below were filtered for residents with Time Warner as their cable provider.
There were no statistically significant changes in viewership from 2009 to 2011 among
residents with Time Warner.
Figure 22: City's Cable Channel Viewership bv Year^^
100%
80%
60% •
40% •
20%
0%
• Regularly
2011
• Sometimes Q Seldom • DK/NA
The 2009 quesfion was only asked to residents with Time Warner as their cable provider, whereas the
2011 quesfion was asked to all respondents regardless of their cable provider. For the purposes of
comparing the two years, 2011 data presented in Figure 23 were filtered to only include those who
subscribed to Time Warner.
no
Resident Survey Report
City of Cartsbad
PREVENTING POLLUTION OF CREEKS, LAGOONS, AND OCEAN
Consistent with the results from last year, 64 percent of residents have seen or heard
information in the past year about how residents can prevent the pollution of local
creeks, lagoons, and the ocean.
Figure 23: Informed about Preventing Water Pollution
80%
60% •
40% •
20%
0%
Stafisfically significant change from 2010 (p<.05)
Statistically significant change from 2009
Statistically significant change from 2008
Stafisfically significant change from 2007
71
Resident Survey Report
City of Carlsbad
SOURCE OF INFORMATION
Residents who recalled seeing or hearing informafion about how residents can prevent
the pollufion of local creeks, lagoons, and the ocean were asked to recall the source of
the information in an open-ended format. The most frequently cited sources of
information were television (29%), newspapers (19%), and newsletters (16%).
Figure 24: Source of Pollution Prevention Information (n=638)^^
I
TV
i
Newspaper
-I
Newsletters
18.5%
15.8%
Curb signs
Brochures
Water/ utility bill
Website
Radio
Family/ fnends/ other word of mouth
Signs near lagoons/ beach/ trails
Public events/ booth
School
Flyer
Posters
Internet
Movie theaters
Other
Don't know/ not sure
13.4%
10.5%
10.3%
28.6%
0% 20% 40%
17 Multiple responses permitted; the percentages in the figure total more than 100 percent.
For this figure, categories with less than one percent were combined into "Other." Please see Appendix B:
Survey Toplines for a complete breakdown of responses.
Resident Survey Report
City of Cartsbad
ACTION BASED ON INFORIVIATION
Residents who recalled seeing or hearing information about how to prevent water
pollufion were next asked to indicate what they had done - if anything - to reduce the
amount of pollution in local creeks, lagoons, and the ocean.
Consistent with last year, one in four respondents to this follow-up question indicated
that they had not done anything or declined to state. Twenty-two percent of those who
recalled hearing or seeing information indicated that they properly disposed of
hazardous waste, 16 percent used a commercial car wash, and 14 percent recycled.
Figure 25: Action Taken Based on Pollution Prevention Information (n=638)^'
Properly disposed of hazardous waste
Used a commercial car wash
Recycled
Used environmentally friendly soaps,
pesticides, etc.
Cleaned up trash at parks and beaches/
on the street
Careful of what goes down sewer/ no
longer dump down storm drain
Reduced water usage/ used water more
efficiently
Don't litter
Cleaned up animal waste
Reduced run-off/ erosion control
I do everything I can/1 don't pollute
Stopped washing driveway | 1.1%
Other
i-lave not done anything
DK/NA
22.2%
16.3%
14.2%
12.6%
10.9%
20.8%
3.9%
0% 20% 40%
Multiple responses permitted; the percentages in the figure total more than 100 percent.
For this figure, categories with less than one percent were combined into "Other." Please see Appendix B:
Survey Toplines for a complete breakdown of responses.
1>
Resident Survey Report
City of Cartsbad
EXPERIENCE VISITING THE CARLSBAD VILLAGE
In a typical month, 94 percent of residents visit Cartsbad's Downtown Village,^® with the
majority visiting at least once a week (51%). Consistent with previous years, nine out of
ten residents who visited the Village rated their experience positively, with 43 percent
indicating they had an "Excellent" experience and 47 percent reporting a "Good"
experience.
Figure 26: Experience Visiting Carlsbad Village
T
Excellent
Good
Fair
Poor
Very poor
DK/NA
0.5%
0.1%
0.1%*
0.6%
0.5%
0.4%
0.4%
0.5%
0.2%
0.8%
43.1%
40.8%
43.3%
47.0%
48.8%* I
44.9%
4g.1.%.l 43:7%
Positive
2011 =90%
2010 = 90%
2009 = 88%
2008 = 88%
2007 = 87%
• 2011
• 2010
• 2009
• 2008
• 2007
0% 20% 40% 60% 80%
* stafisfically significant change from 2010 {p<.05)
° Stafisfically significant change from 2009
* Statistically significant change from 2008
* statistically significant change from 2007
Wording of this quesfion changed slightly in 2011. As such, previous years' data are not displayed.
^° Residents who were not sure whether or not they had visited the Village were filtered out of the analysis
for their experience visifing the Village. As such, the percentages displayed for 2008 and 2007 differ slighfiy
from those presented in the 2008 and 2007 reports.
Resident Survey Report
City of Cartsbad
The following examines use and perceptions regarding Cartsbad's Downtown Village
by resident sub-groups.
• In general, residents who had a positive experience visiting Cartsbad's
Downtown Village were more likely to rate other aspects of life in Carisbad
favorably. Rafings were positively correlated with: residents' views regarding
quality of life, direcfion of the quality of life, confidence in city government,
sense of community, perception of safety walking alone in their neighborhoods
(day and night), satisfaction with the job the city is doing to provide services,
and satisfacfion with city-resident communication.
• The percentage of residents who regularly visited the Village increased with
length of residence (Less than 1 year: 35%, 1 to 4 years: 41%, 5 to 9 years:
43%, 10 to 14 years: 52%, 15 or more years: 64%).
o Residents who have lived in Carisbad less than one year and have
visited the Village were the most likely to rate their experience as
"Excellent" (61%).
• Sixty-five percent of residents living in apartments regulariy visited the Village
as compared to 49 percent of residents in single family detached homes or
condominiums and townhomes. Apartment dwellers were also more likely to
rate their experience as "Excellent" (58% vs. 42%).
• Residents of zip code 92009 were the least likely to report visiting the Village
in a typical month (92009: 89%, 92008: 98%, 92010: 97%, 92011: 95%). By
neighborhood, frequency of not visiting the Village in a typical month was
highest among residents living in the Rancho La Costa/ La Costa Oaks/ La
Costa Ridge (17%) and La Costa/ La Costa Canyon (11%) communifies.
o Compared to visitors in Olde Cartsbad zip codes (92008 and 92010),
residents who lived in La Costa zip codes (92009 and 92010) and
visited the Village in a typical month were less likely to rate their
experience as "Excellent" and more likely to rate it as "Good" or "Fair."
/
Resident Survey Report
City of Cartsbad
APPENDIX A: METHODOLOGY
The table below provides an overview of the methodology ufilized for the project.
Table 2: Overview of Proiect iVIethodologv
Method Telephone Survey (Mobile and Land Line)
Universe 83,248 Residents 18 Years and Older within the City of Carlsbad
Number of Respondents 1,000 Residents Completed a Survey
Average Length 20 minutes
Field Dates September 13 - October 2, 2011
Margin of Error 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 Carisbad's
Performance Measurement Resource Team to determine the research objectives for the
2010 study. The main research objectives ofthe study were to assess residents'
perceptions regarding satisfaction with city services, quality of life, sense of community,
safety in their neighborhoods, city government, city-resident communicafion, and the
Carisbad 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 ofthe 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
BW Research utilized a mixed-method sampling plan that incorporated both a random
digit dial (RDD) methodology (listed and unlisted tradifional land line numbers) and a
listed sample of residents (listed land line and cell phone numbers) known to live within
the City of Carisbad or known to be a cell phone number.
The RDD methodology is based on the concept that all residents with a traditional land
line telephone in their home have an equal probability of being called and invited to
participate in the survey. The listed sample supplemented the RDD methodology and
included both land lines and cell phones and allowed for targeted calling to demographic
groups of residents typically under-represented in traditional telephone survey research.
Screener questions were utilized at the beginning of the survey to ensure that the
residents who participated in the survey lived within the City of Carlsbad.
[bw] RESEARCH
PARTNERSHIP A-1
Resident Survey Report
City of Cartsbad
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
Thursday and 11:00 am to 5:00 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 collecfion, 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 just one percent of all numbers attempted were identified as having a
language barrier, translafing the survey into languages other than English was not
necessary for representative results.
DATA PROCESSING
Prior to analysis, BW Research examined the demographic characteristics ofthe 1,000
respondents who completed a survey to the known universe of residents 18 years and
older using the San Diego Associafion of Government's (SANDAG's) 2010 demographic
estimates for the City of Carisbad (2011 estimates had not been released at the time of
data processing). It is estimated that among Carisbad'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 ufilized 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).
[bw] RESEARCH
PARTNERSHIP A-2
Resident Survey Report
City of Carlsbad
APPENDIX B: SURVEY TOPLINES
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 RESPONDENT INDICATES THEY ARE A
CITY COUNCIL MEMBER OR CITY STAFF- THANK THEM AND LET THEM KNOW THIS SURVEY
IS MEANT FOR CARLSBAD RESIDENTS WHO ARE NOT CURRENTLY WORKING FOR THE
CITY]
(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 Amencan
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!")
[bw] RESEARCH
PARTNERSHIP B-1
li
Resident Survey Report
City of Cartsbad
SCREENER Before we begin, I want to confirm that you live within our study area. Are you currently a
A resident of the City of Carlsbad?
100.0% Yes[Confinue]
0.0% No [Thank and terminate]
SCREENER
B
Are you a Carlsbad City Council member or do you currently work for the City of Carlsbad?
0.0% Yes [Thank and terminate]
100.0% No[Confinue]
SCREENER And what is your home zip code?
C (If respondent giv^ the PO Box zip codes 92013 or 92018, prompt them to give their home
zip code for survey purposes).
29.1% 92008 [Continue]
34.3% 92009 [Continue]
15.4% 92010 [Continue]
21.1% 92011 [Continue]
0.0% Other [Thank and terminate]
0.0% DK/NA [Thank and terminate]
[bw] RESEARCH
PARTNERSHIP B-2
1^
Q1
Resident Survey Report
City of Cartsbad
To begin with, how long have you lived in the City of Carlsbad?
5.1% Less than 1 year
21.9% 1 to 4 years
19.8% 5 to 9 years
20.3% 10 to 14 years
32.9% 15 years or more
0.1% (Don't Read) DK/NA
Generally speaking, are you satisfied or dissatisfied with the job the City of Carlsbad is
Q2 doing to provide city servfces? (GET ANSWER, THEN ASK:) Wouki that be very
(satisfied/dissatisfied) or somewhat (satisfied/dissatisfied)?
61.1% Very satisfied
33.3% Somewhat satisfied
1.8% Somewhat dissafisfied
1.0% Very dissatisfied
2.8% (Don't Read) DK/NA
WITH DK/NA FACTORED OUT (n=972)
62.8% Very satisfied
34.3% Somewhat satisfied
1.9% Somewhat dissatisfied
1.0% Very dissatisfied
[bw] RESEARCH
PARTNERSHIP B-3
Resident Survey Report
City of Cartsbad
Q3 How would you rate your quality of life in Carlsbad?
63.9% Excellent
34.2% Good
1.0% Fair
0.5% Poor
0.2% Very poor
0.3% (Don't Read) DK/NA
WITH DK/NA FACTORED OUT (n=997)
64.1% Excellent
34.3% Good
1.0% Fair
0.5% Poor
0.2% Very poor
Q4 Overall, do you feel the quality of life in Carisbad is getting better, getting worse, or staying
about the same?
17.1% Getting better
11.0% Getting worse
68.1 % Staying about the same
3.8% (Don't Read) DK/NA
WITH DK/NA FACTORED OUT (n=962)
17.8% Getting better
11.4% Getting worse
70.8% Staying about the same
[bw]^, ESEARCH
PARTNERSHIP B-4
Resident Survey Report
City of Carlsbad
Q5
[ASK 05 IF Q3= "POOR" OR "VERY POOR" OR Q4= 'GETTING WORSE"]
In your opinion, what is the number one tiling that the City of Carisbad could do to
improve tiie quality of life within the community? (DO NOT READ - ONE RESPONSE
ONLY)
(n=114)
26.7% Stop building/ stop growth
15.5% Fix the traffic problems
10.7% Increase/ improve police services
5.9% Improve schools
5.0% Improve the quality of the roads and other infrastructure
3.9% Increase recreation opportunities
3.4% More public transportation
3.3% Listen to the residents/ care more about people in the community
2.9% Address the gang problem
2.6% Preserve more open space
2.3% More affordable housing
1.6% More jobs
1.6% Be more business friendly/ provide more shops
0.9% Need new mayor and/ or city council
0.8% Remove the illegal immigrants
0.8% Build desalination plant
0.7% Improve beach access
0.7% Better economic plan/ lower taxes
1.5% Nothing needs improvement
5.3% Other (Scecifv: )
4.0% DK/NA
[bw] RESEARCH
PARTNERSHIP B-5
Resident Survey Report
City of Cartsbad
[Q6 ASKED TO ALL RESPONDENTS]
Q6 Now I'd like to ask a couple questions about safety in the city. When you are
say that you feel very safe, somewhat safe, somewhat unsafe, or very unsafe?
. wouid you
A. Walking alone in your neighborhood
during the day
Very
safe
86.2%
Somewhat
safe
12.4%
Somewhat
unsafe
0.7%
Very
unsafe
0.0%
(Don't
Read)
DK/NA
0.7%
B. Walking alone in your neighborhood after
dark 54.2% 35.8% 4.9% 0.7% 4.4%
QUESTION 6 WITH DK/NA FACTORED OUT
A. Walking alone in your neighborhood
during the day (n=993)
Very
safe
86.9%
Somewhat
safe
12.5%
Somewhat
unsafe
0.7%
Very
unsafe
0.0%
B. Walking alone in your neighborhood after
dark (n=956) 56.7% 37.5% 5.1% 0.7%
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
Q7 community at all?
(IF STRONG OR WEAK, THEN ASK:) WouW that be very (strong/weak) or somewhat
(Strong/Weak)?
28.5% Very strong
43.9% Somewhat strong
18.1% Somewhat weak
2.3% Very weak
4.8% None at all
2.4% (Don't Read) DK/NA
[bw] RESEARCH
PARTNERSHIP B-6
Resident Survey Report
City of Cartsbad
Q8
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
A. 1 can recognize most the people
who live in my neighborhood
strongly
aaree
26.3%
Aaree
48.8%
Neither
agree nor
disagree
6.3%
Disaaree
15.5%
Strongly
disaaree
2.5%
(Don't
Read)
DK/NA
0.7%
B. Very few of my neighbors know
me 7.6% 27.5% 4.7% 44.9% 14.7% 0.6%
C. 1 have almost no influence over
what my neighbor is like 7.7% 29.4% 11.4% 40.6% 9.1% 1.9%
D. My neighbors and 1 want the
same things from this
community 23.1% 51.8% 12.3% 6.1% 0.6% 6.2%
E. If there is a problem in my
neighborhood, people who live
here can get it solved 17.6% 51.5% 12.8% 11.2% 1.9% 5.0%
F. It is very important for me to feel
a sense of community with
other residents 27.8% 51.3% 11.3% 7.6% 0.8% 1.2%
Q9 Overall, how confident are you in the Carlsbad city government to make decisions that
positively affect the lives of its community members?
17.4% Very confident
66.1 % Somewhat confident
10.3% Somewhat unconfident
2.5% Very unconfident
3.7% (Don't Read) DK/NA
[bw] RESEARCH
PARTNERSHIP B-7
Resident Survey Report
City of Cartsbad
Q10
Now I'm going to read a list of services provided by the City of Carlsbad. For each one, please
tell me 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 kaap K4W together and randomly Insert
A. Repair and maintain
local streets and roads
Very
satisfied
45.4%
Somewhat
satisfied
41.6%
Neither
sat nor
dissat
3.0%
Somewhat
dissatisfied
6.6%
Very
dissatisfied
3.0%
(Don't
Read)
DK/NA
0.5%
B. Manage traffic
congestion on city
streets 32.7% 44.0% 6.1% 10.1% 6.1% 1.0%
C. Manage residential
growth and
development 27.1% 41.1% 9.8% 10.9% 6.3% 4.8%
D. Maintain the business
climate in Carlsbad 38.0% 38.6% 8.9% 4.8% 2.1% 7.5%
E. Provide fire protection
and emergency
medical services 70.9% 19.2% 4.5% 1.1% 0.3% 4.0%
F. Provide law enforcement
services 64.2% 26.0% 2.7% 2.9% 2.9% 1.4%
G. Provide local arts and
cultural opportunities 48.5% 34.6% 7.0% 4.1% 0.8% 5.0%
H. Provide library services 74.4% 18.4% 3.2% 0.9% 0.2% 2.8%
1. Provide water services 58.9% 29.9% 3.5% 3.3% 1.0% 3.4%
J. Provide sewer services 57.9% 28.6% 6.4% 1.4% 0.6% 5.0%
K. Maintain city parks 64.8% 28.2% 2.5% 1.7% 0.3% 2.4%
L. Provide recreation
programs 51.1% 28.7% 8.1% 2.9% 0.8% 8.5%
M. Provide trails and
walking paths 56.8% 27.6% 5.3% 4.4% 1.6% 4.5%
N. Protect water quality in
the city's creeks,
lagoons, and ocean 40.5% 36.0% 8.9% 4.7% 3.2% 6.7%
0. Trash collection services 66.8% 25.1% 2.5% 2.7% 1.6% 1.3%
P. Street sweeping services 50.3% 31.8% 8.1% 3.6% 2.1% 4.0%
Q. Hazardous waste
disposal 34.7% 27.9% 13.6% 7.3% 3.0% 13.5%
R. Recycling collection
services 54.9% 27.6% 3.9% 8.0% 4.2% 1.3%
S. Protect and enhance
open space and the
natural environment 41.2% 35.9% 7.2% 8.4% 4.7% 2.6%
[bw] RESEARCH
PARTNERSHIP
Resident Survey Report
City of Cartsbad
Q10 WITH DK/NA FACTORED OUT
A. Repair and maintain local streets and
Very
satisfied
Somewhat
satisfied
Neither
sat nor
dissat
Somewhat
dissatisfied
Very
dissatisfied
roads (n=995) 45.6% 41.8% 3.0% 6.6% 3.0%
B. Manage traffic congestion on city streets
(n=990) 33.0% 44.4% 6.2% 10.2% 6.2%
C. Manage residential growth and
development (n=952) 28.5% 43.2% 10.3% 11.4% 6.6%
D. Maintain the business climate in
Carlsbad (n=925) 41.1% 41.8% 9.6% 5.2% 2.3%
E. Provide fire protection and emergency
medical services (n=960) 73.8% 20.0% 4.7% 1.2% 0.3%
F. Provide law enforcement services
(n=986) 65.1% 26.4% 2.7% 2.9% 2.9%
G. Provide local arts and cultural
opportunities (n=950) 51.1% 36.5% 7.3% 4.3% 0.8%
H. Provide library services (n=972) 76.6% 18.9% 3.3% 1.0% 0.2%
1. Provide water services (n=966) 60.9% 30.9% 3.6% 3.5% 1.1%
J. Provide sewer services (n=950) 61.0% 30.1% 6.7% 1.5% 0.7%
K. Maintain city parks (n=976) 66.5% 28.9% 2.5% 1.7% 0.4%
L. Provide recreation programs (n=915) 55.8% 31.3% 8.8% 3.2% 0.9%
M. Provide trails and walking paths (955) 59.4% 28.8% 5.5% 4.6% 1.7%
N. Protect water quality in the city's creeks,
lagoons, and ocean (n=933) 43.4% 38.6% 9.5% 5.1% 3.5%
0. Trash collection services (n=987) 67.7% 25.5% 2.5% 2.7% 1.6%
P. Street sweeping services (n=960) 52.4% 33.1% 8.5% 3.8% 2.2%
Q. Hazardous waste disposal (n=865) 40.1% 32.2% 15.8% 8.4% 3.5%
R. Recycling collection services (n=987) 55.7% 28.0% 3.9% 8.2% 4.3%
S. Protect and enhance open space and
the natural environment (n=974) 42.3% 36.9% 7.4% 8.6% 4.9%
[bw] ESEARCH
PARTNERSHIP B-9
Resident Survey Report
City of Cartsbad
Switching gears a bit, now I would like to get your opinions about city-resident communication.
Q11 Are you satisfied or dissatisfied with the citys efforts to provide infonnation to residents through
its website, nevt^letters, water bill inserts and related sources of infonnatbn? (GET ANSWER,
THEN ASK:) Would that be very (satisfied/dissatisfied) or somewhat (satisfied/dissatisfied)?
48.3% Very satisfied
39.1 % Somewhat satisfied
5.3% Somewhat dissatisfied
1.7% Very dissatisfied
5.7% (Don't Read) DK/NA
WITH DK/NA FACTORED OUT fn=943)
51.2% Very satisfied
41.4% Somewhat satisfied
5.6% Somewhat dissatisfied
1.8% Very dissatisfied
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PARTNERSHIP B-10
%1
Resident Survey Report
City of Cartsbad
Q12 How often are you using the fotowing sources of information when you want to find out about
city issues, programs, and services?
Reaularlv Sometimes Seldom Never
(Don't
Read)
DK/NA
A. The City of Carlsbad website 18.9% 30.3% 22.2% 28.1% 0.5%
B. The North County Times or
www.nctimes.com 24.2% 21.0% 16.8% 37.7% 0.3%
C. The San Diego Union-Tribune or
www.signonsandiego.com 23.4% 22.8% 14.7% 38.7% 0.3%
D. The community services and
recreation guide 23.4% 28.6% 20.7% 25.6% 1.7%
E. Social media websites such as
Facebook, Twitter, or YouTube 13.0% 12.3% 14.1% 59.9% 0.7%
F. Carlsbad Currents newsletter 20.9% 20.8% 18.3% 36.5% 3.4%
G. Flyers that come in your water bill 29.8% 22.1% 16.5% 26.5% 5.0%
H. Flyers at city buildings like the library,
senior center, or community centers 14.1% 24.8% 24.6% 36.0% 0.5%
1. City cable channel 6.0% 14.4% 18.7% 58.6% 2.2%
J. Television news 34.8% 27.0% 14.9% 22.1% 1.2%
Q13 Have you conrmiunteated directiy with the City of Carlsbad staff on issues related to city
business in the past 12 months?
21.2% Yes
78.1% No
0.7% (Don't Read) DK/NA
[bw] RESEARCH
PARTNERSHIP B-11
Resident Survey Report
City of Cartsbad
[ ASK Q14 IF Q13 = "YES", OTHERWISE SKIP TO Q15]
Q14 How did you communicate with staff on the issues related to city business*?
[ALLOW MULTIPLE RESPONSES]
(n=212)
59.8% Telephone
35.3% In-person
24.0% Email
4.4% Written letter
4.4% Completing a web form
1.1% (Don't Read) DK/NA
Q15 What TV service, including cable TV, does your home subscribe to?
57.3% Time Warner
22.3% AT&T U-Verse
6.5% Direct TV
5.4% Dish Network
1.1% Cox
5.5% None
0.6% Other
1.2% DK/NA
[bw] RESEARCH
PARTNERSHIP B-12
Resident Survey Report
City of Cartsbad
Q16 How often do you or members of your household watch the cit/s cable channel that broadcasts
city council meetings and other programming specific to the City of Carisbad?
3.6% Regularly
11.6% Sometimes
21.8% Seldom
62.5% Never
0.5% DK/NA
"Percentages below represent viewership for subscribers of Time Warner and AT&T (n=797)*
4.5% Regularly
12.8% Sometimes
24.5% Seldom
58.0% Never
0.2% DK/NA
Next 1 would like you to think about the water in Carisbad's creeks, lagoons, and the ocean.
Q17
Have you seen or heard anything during the past year about how residents can prevent the
pollutk>n of our creeks, lagoons, and ocean?
63.8% Yes [GO TO 018]
34.5% No [SKIP TO Q20]
1.7% (Don't Read) DK/NA [SKIP TO Q20]
WITH DK/NA FACTORED OUT (n=983)
64.9% Yes
35.1% No
QF Q17 «-W)" OR "OmW SKIP TO <m. OTHERWISE ASK Qi9 Hm^mi
[bw] RESEARCH
PARTNERSHIP B-13
Resident Survey Report
City of Carlsbad
Q18 Where do you recall seeing or hearing about ways to prevent pollution?
(Don't read list. Multiple Response)
(n=638)
28.6% TV
18.5% Newspaper
15.8% Newsletters
13.4% Curb signs
10.5% Brochures
9.6% Water/ ufility bill
8.6% Website
7.0% Radio
5.6% Family/ friends/ other word of mouth
3.4% Public events/ booth
3.4% Signs near lagoons/ beach/ trails
2.2% School
2.1% Flyer
1.5% Posters
1.0% Internet
1.0% Movie theaters
0.9% City building or library
0.9% Lagoon Foundation/ Lagoon Center
0.9% Common sense/ It's all over the place
0.6% Church
0.5% Surfrider Foundation
5.5% Other (Specify: )
10.3% DK/NA
[bw] ESEARCH
PARTNERSHIP B-14
Resident Survey Report
City of Cartsbad
Given what you have seen or heard, what have you done, if anyfiiing, to reduce the amount of
Q19 pollution in our creeks, lagoons, and oceans?
[DO NOT READ - ALLOW MULTIPLE RESPONSES]
(n=638)
22.2% Properly disposed of hazardous waste
16.3% Used a commercial car wash
14.2% Recycled
12.6% Used environmentally friendly soaps, pesticides, etc.
10.9% Cleaned up trash at parks and beaches/ on the street
7.7% Careful of what goes down sewer/ no longer dump down storm drain
6.5% Reduced water usage/ used water more efficienfiy
5.2% Don't litter
4.2% Cleaned up animal waste
3.3% Reduced run-off/erosion control
2.8% I do everything I can/1 don't pollute
1.1% Stopped washing driveway
0.7% Reduce trash/ plastics
0.6% Used different/ less pesticides
0.4% Fixed leaks
0.4% Changed landscaping
0.3% Composting
0.3% Taught others/ reported violators
0.2% Don't wash cars as much/ don't wash in driveway
5.7% Other
20.8% Have not done anything
3.9% DK/NA
[bw] RESEARCH
PARTNERSHIP B-15
Resident Survey Report
City of Carlsbad
Q20
[Q20 ASKED TO ALL RESPONDENTS]
Next I am going to ask you a few questions about Carisbad Village, also referred to as
downtown Carisbad in the northwestern part of the city.
How often do you visit Carisbad's downtown village, in a typical month? [WAIT FOR
RESPONSE, IF THEY SAY DO NOT KNOW, GIVE THREE CATEGORIES SHOWN IN
OPTION 1,2 AND 3]
50.8% Regulariy, once a week or more
27.9% Sometimes, once a month or more
15.1% Seldom, less than once a month
5.9% Never [SKIP TO QA]
0.3% (Don't Read) DK/NA [SKIP TO QA]
[IF Q20= "NEVER" OR "DK/NA" SKIP TO QA, OTHERWISE ASK Q21]
[bw] RESEARCH
PARTNERSHIP B-16
^3
Resident Survey Report
City of Cartsbad
021 How would you rate your experience while visiting Carlsbad's downtown village?
(n=938)
43.1% Excellent
47.0% Good
8.2% Fair
0.7% Poor
0.5% Very poor
0.4% DK/NA
WITH DK/NA FACTORED OUT (n=934)
43.3% Excellent
47.2% Good
8.3% Fair
0.7% Poor
0.5% Very poor
To wrap things up, 1 Just have a few background
questions for comparison purposes only.
QA Do you cwn or rent the unit in which you live?
22.4% Rent
75.0% Own
2.6% (Don't Read) Refused
[bw]^, ESEARCH
PARTNERSHIP B-17
QB
QC
Resident Survey Report
City of Cartsbad
Which of the following best describes your current home?
69.2% Single family detached home
9.9% Apartment
18.5% Condominium or Town Home
1.6% Mobile home
0.9% (Don't Read) Refused
Please tell me how many children under 18 live in your house.
57.5% No children
15.5% 1 child
18.9% 2 children
7.0% 3 or more children
1.1% Refused
[bw] RESEARCH
PARTNERSHIP B-18
Resident Survey Report
City of Cartsbad
QD In what year were you bom? 19_
(Receded into age)
11.0% 18 to 24 years
12.2% 25 to 34 years
16.3% 35 to 44 years
21.5% 45 to 54 years
17.4% 55 to 64 years
19.1% 65 years or older
2.5% Refused
[bw] RESEARCH
PARTNERSHIP B-19
Resident Survey Report
City of Carlsbad
QE What neighboriiood do you live in within Carlsbad?
[DO NOT READ, RECORD FIRST RESPONSE]
13.2% La Costa / La Costa Canyon
6.6% Aviara
6.6% Olde Carisbad
6.6% Calavera Hills
6.3% Village or Downtown Carlsbad
4.7% Rancho Carrillo
2.1% Poinsettia
2.0% Tamarack Point
1.9% La Costa Greens
1.4% Rancho Carisbad or Sunny Creek
1.3% Bressi Ranch
0.9% La Costa Ridge
0.8% La Costa Oaks
0.4% Terramar
0.4% Barrio
0.4% Kelly Ranch
0.2% Carlsbad Ranch
0.2% North Beach
0.2% Hedionda Point
0.1% Industrial Corridor / City Centre
0.1% Rancho La Costa
0.1% South Beach
5.5% None, 1 just live in Carisbad
26.9% Other
11.4% DK/NA
[bw] RESEARCH
PARTNERSHIP B-20
^1
Resident Survey Report
City of Cartsbad
QE Breakdown of respondents' neighboriiood identification
69.0% Identified with a Carisbad neighborhood
19.0% Did not identify with a neighborhood
12.0% Identified with an HOA
[IF QE= "NONE, I JUST LIVE IN CARLSBAD," "OTHER," OR "DK/NA" ASK QF THRU QL,
OTHERWISE SKIP TO QM]
[ASK QF IF ZIPCODE IS 92008 OR 92010 AND ANWSERED "NONE, I JUST LIVE IN
CARLSBAD." "OTHER." OR "DK/NA" FOR QE]
QF Do you live North or South of Carisbad Village Drive?
(n=219)
26.2% North
70.1% South
3.6% (Don't Read) Refused
[bw] ESEARCH
PARTNERSHIP B-21
Resident Survey Report
City of Cartsbad
[ASK QF IF ZIPCODE IS 92008 OR 92010 AND ANWSERED "NONE. I JUST LIVE IN
CARLSBAD." "OTHER." OR "DK/NA" FOR QE]
QG Do you live North or South of Tamarack Avenue?
(n=219)
53.8% North
40.8% South
5.3% (Don't Read) Refused
[ASK QF IF ZIPCODE IS 92010 AND ANWSERED "NONE, I JUST LIVE IN CARLSBAD"
"OTHER," OR "DK/NA" FOR QE]
QH Do you live East or West of College Boulevard?
(n=68)
19.3% East
77.8% West
3.0% (Don't Read) Refused
[bw] RESEARCH
PARTNERSHIP B-22
Resident Survey Report
City of Carlsbad
[ASK QF IF ZIPCODE IS 92008 or 92011 AND ANWSERED "NONE, I JUST LIVE IN
CARLSBAD," "OTHER," OR "DK/NA" FOR QE]
Ql Do you live East or West of Interstate 5?
(n=270)
73.9% East
22.5% West
3.6% (Don't Read) Refused
[ASK QF IF ZIPCODE IS 92009 or 92011 AND ANWSERED "NONE, I JUST LIVE IN
CARLSBAD," "OTHER," OR "DK/NA" FOR QE]
QJ Do you live North or South of Poinsettia Lane?
(n=238)
26.7% North
66.9% South
6.4% (Don't Read) Refused
[bw] RESEARCH
PARTNERSHIP B-23
16&
Resident Survey Report
City of Carlsbad
[ASK QF IF ZIPCODE IS 92009 AND ANWSERED "NONE, I JUST LIVE IN CARLSBAD"
"OTHER," OR "DK/NA" FOR QE]
QK Do you live North or South of La Costa Avenue?
(n=119)
50.1% North
39.9% South
10.0% (Don't Read) Refused
[ASK QF IF ZIPCODE IS 92009 AND ANWSERED "NONE. I JUST LIVE IN CARLSBAD,"
"OTHER," OR "DK/NA" FOR QE]
QL Do you live North or South of Olivenhain Road?
(n=119)
66.1% North
12.3% South
21.7% (Don't Read) Refused
[bw] RESEARCH
PARTNERSHIP B-24
\6\
Resident Survey Report
City of Cartsbad
Neighborhood breakdown with data added from QF through QL responses and HOAs included
13.2% La Costa / La Costa Canyon
10.8% Olde Carlsbad
7.7% Calavera Hills
7.3% Village or Downtown Carisbad
6.6% Aviara
4.7% Rancho Carrillo
4.5% Calavera Hills/ Tamarack Point
4.5% Olde Carlsbad/ Hedionda Point
4.1% Poinsettia
2.7% Rancho La Costa/ La Costa Ridge
2.6% Poinsettia/ Aviara
2.4% Rancho La Costa/ La Costa Oaks
2.0% Tamarack Point
1.9% La Costa Greens
1.4% Rancho Carisbad or Sunny Creek
1.3% Bressi Ranch
1.1% South Beach
1.0% North Beach/ Barrio
0.9% La Costa Ridge
0.8% La Costa Oaks
0.8% North Beach
0.7% Bressi Ranch/ Rancho Carrillo/ La Costa Greens
0.4% Terramar
0.4% Barrio
0.4% Kelly Ranch
0.2% Carisbad Ranch
0.2% Hedionda Point
0.1 % Industrial Corridor / City Centre
0.1% Rancho La Costa
12.0% HOA
0.6% None, I just live in Carisbad
1.5% Other
1.3% DK/NA
[bw] RESEARCH
PARTNERSHIP B-25
QN
Resident Survey Report
City of Cartsbad
QM What ethnic group do you conskler yourself a part of or feel dos^t to?
(IF HESITATE, READ):
72.1% White or Caucasian
12.3% Hispanic or Latino
6.2% Asian
0.7% African American or Black
1.6% Other
7.2% (Don't Read) DK/NA
Those are ail of the questions i have for you.
Thank you very much for particlpatlngi
Gender (Recorded from voice, n<^ asked):
47.7%
52.3%
Male
Female
[bw] RESEARCH
PARTNERSHIP B-26