HomeMy WebLinkAbout2013-11-12; City Council; 21422; Quarterly City Council Priority Projects UpdateCITY OF CARLSBAD - AGENDA BILL
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QUARTERLY CITY COUNCIL PRIORITY
PROJECTS UPDATE
DEPT. DIRECTOR
CITY ATTORNEY
CITY MANAGER
RECOMMENDED ACTION:
To receive an update from staff regarding the status of City Council's Priority Projects.
ITEM EXPLANATION:
The City Council will be provided with an update on the status ofthe 2013-2014 Priority Projects.
FISCAL IMPACT:
None.
ENVIRONMENTALL IMPACT:
Pursuant to Public Resources Code section 21065, this action does not constitute a "project" within the
meaning of CEQA in that it has not potential to cause either a direct physical change in the
environment, or a reasonably foreseeable indirect physical change in the environment, and therefore
does not require environmental review.
EXHIBIT:
1. City Council Priority Projects report dated November 12, 2013, on file in the Office of the City
Manager and available online at
http://www.carlsbadca.gov/citvhall/council/Documents/2013 14 prioritv proiects.pdf
DEPARTMENT CONTACT: Greg Hermann (760) 434-2958, greg.hermann(5)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WITHDRAWN • OTHER-SEE MINUTES •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 • Council received the report.
City Council
Priority Projects
Nov. 12, 2013
2
Table of Contents
Executive Summary ............................................................................5
Strategic Focus Area: Create Quality Jobs in a New Economy ..............8
Business Retention ...................................................................................................................... 8
Talent Attraction ......................................................................................................................... 9
Education Hub ........................................................................................................................... 10
Partnerships .............................................................................................................................. 11
Strategic Focus Area: Sustainable Organization ................................ 12
Strategic Plan ............................................................................................................................ 12
Operational Assessments ......................................................................................................... 13
Pay for Performance ................................................................................................................. 14
City Link/Customer Relationship Management ........................................................................ 15
Business Intelligence ................................................................................................................. 16
Enterprise Content Management ............................................................................................. 17
Citywide Learning and Development Plan ................................................................................ 18
Strategic Focus Area: Balancing Land Use Policies with a changing
community ...................................................................................... 19
General Plan Update ................................................................................................................. 19
Development Standards ........................................................................................................... 20
Proposed Power Plant............................................................................................................... 21
Village Revitalization ................................................................................................................. 22
Code Compliance Modernization ............................................................................................. 23
Strategic Focus Area: Changing Parks and Recreation Needs ............. 24
Implement Needs Assessment Recommendations .................................................................. 24
Agua Hedionda Lagoon Management Plan .............................................................................. 25
Lake Calavera Master Plan Implementation ............................................................................. 26
Community Gardens ................................................................................................................. 27
Open Space Acquisition ............................................................................................................ 28
CA State Parks Partnerships ..................................................................................................... 29
3
Strategic Focus Area: Livable Streets ................................................ 30
State Street Roundabout and Coastal Rail Trail Reach 1 .......................................................... 30
Carlsbad Active Transportation Strategies ............................................................................... 31
Carlsbad Coastal Corridor ......................................................................................................... 32
Strategic Focus Area: Next Generation of Community Leaders ......... 33
Citizen Leadership Initiative ...................................................................................................... 33
Boards and Commissions .......................................................................................................... 34
Strategic Goals ................................................................................. 35
Economic Development ................................................................... 36
Permitting Technology Upgrades ............................................................................................. 36
Financial Health ............................................................................... 37
Corporate Marketing Partnerships ........................................................................................... 37
Real Estate Plan ......................................................................................................................... 38
Ballot Measure .......................................................................................................................... 39
Parks, Open Space and Trails ............................................................ 40
Alga Norte Park Operations ...................................................................................................... 40
Transportation and Circulation ......................................................... 41
Traffic Signal Program ............................................................................................................... 41
Library & Cultural Arts...................................................................... 42
Library Redesign Projects .......................................................................................................... 42
Water .............................................................................................. 43
Desalination .............................................................................................................................. 43
Recycled Water ......................................................................................................................... 44
Groundwater ............................................................................................................................. 45
4
Safe Community .............................................................................. 46
Facility Security ......................................................................................................................... 46
Police Technology Upgrades ..................................................................................................... 47
Fire Station 3 ............................................................................................................................. 48
Environmental Management ............................................................ 49
Agua Hedionda Creek Dredging ................................................................................................ 49
Hydroelectric Power Generation .............................................................................................. 50
Vista-Carlsbad Sewer Interceptor ............................................................................................. 51
5
Executive Summary
Background
The City Council held its annual planning workshop Jan. 22, 2013. The day-long discussion
focused on continuing to strive for excellence and balancing an excellent quality of life with a
thriving local economy. Innovation was another key theme, both in terms of using new
technology and finding new and better ways of doing business in general. Other elements
included continued prosperity, growing our own local talent and serving as a model for a world
class city. The City Council reviewed a number of strategic focus areas and priority projects
identified at the previous year’s workshop and asked staff to continue to focus on that work,
while emphasizing these key themes.
The projects are listed by strategic focus area. Projects that are not directly associated with a
strategic focus area are listed later in the report by strategic goal.
10 projects were added for the 2013-14 fiscal year and are noted as a new project in the report.
Strategic Focus Areas
Create quality jobs in a new economy – The vision of this strategic focus area is to
create quality jobs in the region. This will be accomplished by implementing strategies
to retain businesses and help them grow, attracting talent and innovators to the city
and partnering with universities and research institutions to become a hub for higher
education. In addition, staff will focus on streamlining city processes for companies
considering relocating to Carlsbad. Projects include:
Business retention
Talent attraction
Education hub
Partnerships
6
Sustainable organization – The vision of this strategic focus area is to be an adaptable,
responsive and efficient city organization that delivers cost effective, high quality
services. To accomplish this, the city will retain a motivated, flexible and responsive staff
and incentivize high performance. Projects include:
Strategic plan
Operational assessments
Pay for performance
City Link/customer relationship management
Business intelligence
Enterprise content management
Citywide learning and development plan
Balancing land use policies with a changing community – The vision of this strategic
focus area is that, through the General Plan update process, the city adapts land use
policies to address population and demographic trends. This will ensure that the city
maintains its high standards and balances a thriving community with the need for
tranquil, natural open spaces. Projects include:
General plan update
Development standards
Proposed power plant
Village revitalization
Code compliance modernization
Changing parks and recreation needs – The vision of this strategic focus area is to meet
the community’s changing recreation needs, including more options for active seniors
and young people. To accomplish this staff will consider accelerating the schedule for
building new parks and community centers. In addition, we will look beyond parks to an
expanded trails system and open spaces that encourage a healthy outdoor lifestyle. This
will be facilitated by considering opportunities for public-private partnerships to expand
offerings in a cost effective manner. Projects include:
Implement needs assessment recommendations
Agua Hedionda Lagoon Management Plan
Lake Calavera Master Plan implementation
Community gardens
Open space acquisition
CA State Parks Partnerships
7
Livable streets – The vision of this strategic focus area is to begin adapting Carlsbad
streets to accommodate and encourage all modes of transportation, not just cars. This
will be accomplished by using street design to create a sense of place and community
through green spaces, medians and signage. In addition, traffic signal technology
upgrades will improve traffic flow. Projects include:
State Street roundabout and Coastal Rail Trail Reach 1
Carlsbad Active Transportation Strategies
South Carlsbad Coastal Corridor
Next generation of community leaders – The vision of this strategic focus area is to find
ways to encourage a broader demographic, which more accurately reflects the
population of Carlsbad, to participate in city leadership and governance. Projects
include:
Citizen leadership initiative
Boards and commissions
8
Create Quality Jobs in a New
Economy
Business Retention
Department Community & Economic Development
Description Implement a business retention and expansion program to strengthen the
city’s strong and diverse economy and its position as an employment hub in
San Diego County. This plan will include working with the Carlsbad
Chamber of Commerce on a Business Academy, visits with Carlsbad
business representatives by city leadership and staff, publishing a
newsletter and informational documents, holding a brokers’ meeting,
developing an economic gardening plan and providing assistance to
companies interested in Carlsbad.
Project Lead Kathy Dodson, Community & Economic Development Director
Completion June 2014
Funding Included in the FY 2013-14 operating budget
Status The second Business Academy began in September and ended in October.
The second Peer-to-Peer CEO event and brokers’ meeting will be held in
November. Company visits and leadership meetings continue to build
relationships and identify business needs. Also, staff attended an economic
gardening certification in October. An economic gardening program will be
implemented by June 2014.
9
Create Quality Jobs in a New
Economy
Talent Attraction
Department Community & Economic Development
Description Develop a strategy focused on helping existing companies attract the talent
and innovators they need to grow and compete in a global economy,
including entrepreneurial talent that will start and relocate companies to
Carlsbad.
Project Lead Kathy Dodson, Community & Economic Development Director
Completion June 2014
Funding Included in the FY 2013-14 operating budget
Status The talent attraction campaign, Life in Action, will be launched at the Peer-
to-Peer CEO event in November. The business outreach program to
highlight the campaign and the strength of Carlsbad’s business community
will be brought to City Council in November for approval and work is
anticipated to begin in early 2014. Updates to the economic development
website around this campaign will coincide with the overall city website
update.
10
Create Quality Jobs in a New
Economy
Education Hub
Department Community & Economic Development
Description Studies show that when a city becomes a hub for higher education and
research, high quality jobs are created. By partnering with institutions of
higher learning and research organizations a community becomes a magnet
for new talent and attracts companies looking to parlay local research into
marketable products and services. A plan to attract a university, research
institution or similar program will be researched and implemented.
Project Lead Kathy Dodson, Community & Economic Development Director
Completion June 2014
Funding Funding from City Council Contingency; included in the FY 2013-14
operating budget
Status The city’s consultant team conducted field visits with local university
representatives, Carlsbad businesses and regional economic development
stakeholders in July. Their research is the foundation for a value
proposition for Carlsbad that will be the core of a Request for Expressions
of Interest to be released in early 2014. The consultant team will be making
a presentation to City Council at their November workshop with an update
for the project.
11
Create Quality Jobs in a New
Economy
Partnerships
Department Community & Economic Development
Description The City of Carlsbad is one of many organizations involved in local and
regional economic development activities. We need to work with other
economic development organizations and partner with municipalities to
optimize Carlsbad and North County economic development efforts.
Collaboration will lead to cost sharing, decreased duplication and, most
importantly, accelerated economic development in our region.
Project Lead Kathy Dodson, Community & Economic Development Director
Completion June 2014
Funding Funding from City Council Contingency; included in the FY 2013-14
operating budget
Status Along with the cities of Oceanside, Vista, San Marcos and Escondido,
Carlsbad has hired a consultant to develop a brand, strategy and marketing
program that will communicate the attractiveness of North County as a
location for business. The branding will be developed in December 2013
with brand implementation beginning in early 2014. Carlsbad is also
working with the San Diego Regional Economic Development Corporation
on a talent attraction program built around the action sports industry that
will be complete by the end of 2013.
12
Sustainable Organization
Strategic Plan
Department Office of the City Manager
Description The city organization is transforming itself to more effectively meet
changing community needs and expectations. This transformation will be
reflected in a strategic plan with an updated organizational mission, vision
and values. The plan will guide and align city work towards the goal of
becoming a world class city.
Project Lead Kevin Crawford, Interim City Manager
Completion December 2013
Funding Included in the FY 2013-14 operating budget
Status Nearly 200 employees participated in focus groups to conduct an
environmental scan and Strengths/Weaknesses/Opportunities/Threats
analysis. This information will be used to create a strategic plan for the
organization and update our mission, vision and values. The strategic plan
will be complete in December 2013.
13
Sustainable Organization
Operational Assessments
Department Office of the City Manager
Description In September 2011, the City Council accepted a framework for the Best
Value Services Program, which involves conducting operational
assessments of city services to identify possible opportunities to reduce
costs while maintaining quality services. The city has hired a consultant,
Baker Tilly, to assist with this process. Assessments have been completed
for the Parks & Recreation Department are Transportation Division.
Assessments are currently underway for the Property & Environmental
Management and Utilities Divisions. The assessments include various
recommendations that will be directed to the appropriate group for
direction.
Project Lead Greg Hermann, Assistant to the City Manager
Completion Ongoing
Funding $300,000; funded through the Innovation Fund
Status In September, the City Council directed staff to update and reissue the RFP
for parks maintenance services for a 60 day period. The mandatory pre-bid
meeting and optional facility tour was held on October 17. The bid opening
is scheduled for November 19. Staff plans to return to the City Council with
the results of the RFP in January 2014. On-site interviews for the
operational assessments for the Utilities and Property & Environmental
Management divisions will start in November. A final report for the Public
Works Department will be completed by June 2014.
14
Sustainable Organization
Pay for Performance
Department Administrative Services
Description Design and implement a compensation system for CCEA represented
employees that links pay to performance.
Project Lead Cheri Abbott, Human Resources Manager
Completion January 2014
Funding $50,000; included in the FY 2013-14 operating budget
Status A new pay for performance system was negotiated with the Carlsbad City
Employees’ Association, approved by the City Council and will be
implemented beginning January 2014. Extensive employee and supervisory
training to transition to this new system is currently underway. To date,
over 100 managers have attended the first two of four training sessions.
15
Sustainable Organization
City Link/Customer Relationship Management
Department Administrative Services
Description In an effort to improve customer service and more efficiently use
resources, the city will implement a complaint and request management
system, known as City Link. The project will provide a single user
experience for the resident from a browser, smartphone or mobile device
for managing their requests, complaints and questions. For resident calls,
the application provides a rich knowledge database for city employees to
respond. This knowledgebase will also be available to the public via the
website helping to reduce call volume over time.
Project Lead Tina Steffan, Chief Technology Officer
Completion Spring 2014 for the pilot phase
Funding To be determined
Status A new approach for this project has been approved using a less expensive
software application and distributed call taking approach. Implementation
of a pilot phase of this project will begin in January and conclude in the
spring of 2014. A decision will be made, based on the pilot, whether or not
to fully deploy the application to the public in fall 2014.
16
Sustainable Organization
Business Intelligence (new)
Department Administrative Services
Description Upgrade the city’s business intelligence architecture/technology
foundation, to support a quicker and more robust response when
developing new business intelligence applications. This includes building
the logical business layer that will:
- Provide easier access to data
- Reduce time spent by analysts in developing applications
- Offer tools that will allow for more robust data analytics
- Build a better integration with enterprise applications
Project Lead Tina Steffan, Chief Technology Officer
Completion September 2014
Funding One-time: $500,000, ongoing: $100,000; included in the FY 2013-14
operating budget
Status The city will be hiring for a new position, Business Intelligence Architect, in
early December 2013. The kick off for this project will be held shortly
thereafter.
17
Sustainable Organization
Enterprise Content Management (new)
Department Administrative Services
Description The Enterprise Content Management System will be the new repository for
all city documents, in addition to enabling electronic workflow and
approvals, electronic signatures and allow better public access to city
documents. The city organization will use this new system to realize a
range of productivity goals including: improved effectiveness with better
data quality; reduced operational costs via electronic management and
delivery of information; and optimization of business processes involving a
high volume of information and repetitive processes.
Project Lead Colette Wengenroth, Finance Manager
Completion Phase one, November 2014; Phase two, May 2015
Funding To be determined; funded through the Innovation Fund
Status System requirements are being finalized and the Request for Proposals is
being developed. A vendor is planned to be selected by February 2014.
18
Sustainable Organization
Citywide Learning and Development Plan (new)
Department Administrative Services
Description Evaluate and implement training and employee development offerings to
support the vision of becoming a world class city.
Project Lead Cheri Abbott, Human Resources Manager
Completion June 2014
Funding Included in the FY 2013-14 operating budget
Status City-wide learning and development focus areas have been identified and
resources have been allocated through 2013. Primary focus areas include
1) coaching conversations in support of the city’s move to pay for
performance; 2) world class customer service; and 3) project management
at the executive, manager and certification levels. Training sessions are
currently underway in the coaching and customer service areas and
proposals are being reviewed for the project management offerings. A
training needs assessment will be conducted to prioritize learning and
development offerings for the 2014-2015 fiscal year.
19
Balancing Land Use Policies with
a Changing Community
General Plan Update
Department Community & Economic Development
Description Through a comprehensive update to the General Plan and Local Coastal
Program Land Use Plan, the city will adapt its land use policies to address
population and demographic trends as reflected in the Carlsbad Community
Vision. The goal of the plan is to maintain the city’s high standards and balance
a thriving community with the need for tranquil, natural open spaces.
Project Lead Kathy Dodson, Community & Economic Development Director
Completion December 2014
Funding Included in the FY 2013-14 operating budget; $1,345,000 included for Envision
Carlsbad program
Status Work on the General Plan elements (including the Housing Element update),
Local Coastal Program Land Use Plan, Climate Action Plan and program
environmental impact report is underway. The Housing Element was presented
to the Housing Commission in September 2013. On November 5, 2013, City
Council directed staff to include three additional sites for analysis in the
General Plan update program.
20
Balancing Land Use Policies with
a Changing Community
Development Standards
Department Community & Economic Development
Description Prepare updates to the city’s Zoning Ordinance and various master/specific
plans as necessary to adopt new development standards that fully
implement the land use policy changes in the General Plan update.
Project Lead Kathy Dodson, Community & Economic Development Director
Completion April 2015
Funding Included in the FY 2013-14 operating budget; $1,345,000 included for
Envision Carlsbad program
Status The city’s zoning ordinance will be reviewed, and options for improving its
organizational structure and integration with the updated General Plan will
be identified. Recommended changes to the zoning ordinance will be
considered through meetings with the Planning Commission in late 2014,
followed by the release of the draft zoning ordinance for public review and
adoption by early 2015.
21
Balancing Land Use Policies with
a Changing Community
Proposed Power Plant
Department Public Works
Description Coordinate city’s response to the proposed power plant. This includes
developing and implementing technical and legal strategies at the local,
state and federal level.
Project Lead Joe Garuba, Municipal Property Manager
Completion Ongoing
Funding Included in the FY 2013-14 operating budget
Status The California Energy Commission approved the NRG Energy, Inc. license in
May 2012. The city continues to participate in the California Public Utilities
Commission proceedings and expects to see a process to consider
additional power contracts for the San Diego region starting in 2014. The
State of California is working on establishing options for the replacement of
the San Onofre Nuclear Generating Station and this plan is expected to be
finalized by the end of 2013. Staff will continue to monitor this issue and
provide updates as information becomes available.
22
Balancing Land Use Policies with
a Changing Community
Village Revitalization (new)
Department Community & Economic Development
Description Revitalize the Village through a number of special projects including street
lighting, street infrastructure improvements, wayfinding, and circulation
changes in the form of roundabouts and traffic circles.
Project Lead Kathy Dodson, Community & Economic Development Director
Completion June 2014
Funding Included in the FY 2013-14 operating budget
Status Improvements to the village streetscape (benches, trash cans and hanging
baskets) and wayfinding (parking, biking and pedestrian) projects are
underway and expected to be complete in March 2014. The city has
released an RFP to update the Village Master Plan with an option to include
the adjacent Barrio neighborhood. The RFPs are due to the city in
November. In addition, staff are working on plans for traffic circles and to
expand decorative lighting throughout the Village and Barrio.
23
Balancing Land Use Policies with
a Changing Community
Code Compliance Modernization (new)
Department Community & Economic Development
Description Modernize code compliance within the city by looking at a variety of tools
including web-based code compliance case management, nuisance
ordinance update, a sign compliance program and code compliance
education plan.
Project Lead Debbie Fountain, Housing & Neighborhood Services Director
Completion June 2014
Funding Included in the FY 2013-14 operating budget
Status Housing & Neighborhood Services is working to implement GOenforce,
web-based code compliance case management program. The application is
expected to go live by the end of 2013. Staff is working on updating the
nuisance ordinance with changes going before City Council in early 2014. A
sign compliance program is being worked on and is expected to be
presented to the city leadership in early 2014. Staff is working on the
development of education materials related to code compliance and is
working with communications staff to coordinate branding and the roll-out
of materials.
24
Changing Parks and Recreation
Needs
Needs Assessment Recommendations
Department Parks & Recreation
Description Create an approved road map for the future development of parks and
recreation programs and facilities. This will be accomplished by conducting
a needs assessment which will analyze current parks and recreation
programs and master planned facilities against future needs and take into
consideration the growing and changing needs of seniors.
Project Lead Chris Hazeltine, Parks & Recreation Director
Completion December 2013
Funding $150,000; included in the FY 2012-13 operating budget, unspent funds
were carried over into the FY 2013-14 operating budget
Status A report and recommendations were presented to the City Council on
November 12 and will be presented to the Senior and Parks & Recreation
Commissions on November 20. Staff will return to the City Council on
December 17 with a final report, recommendations and action plan.
25
Changing Parks and Recreation
Needs
Agua Hedionda Lagoon Management Plan
Department Parks & Recreation
Description Establish lagoon management policies, procedures by updating applicable
ordinances, Council Policies, and Administrative Orders. An outcome is to
develop a business and organizational use permitting process to balance
commercial and passive recreational uses. Update (institute) lease
agreements with existing lagoon operators where required (California
Watersports and Carlsbad Boat Club).
Project Lead Chris Hazeltine, Parks & Recreation Director
Completion Summer 2014
Funding Included in the FY 2013-14 operating budget
Status Current policies, procedures, and ordinances have been reviewed. A new
commercial and group lagoon use permit process is being developed along
with a fee schedule for City Council consideration in early 2014.
26
Changing Parks and Recreation
Needs
Lake Calavera Master Plan Implementation
Department Parks & Recreation
Description Implementation of the Lake Calavera Trails Master Plan was approved in
Jan. 2010. This plan, which identifies authorized trails and trail
improvements, was developed by the Parks & Recreation Department with
input from the San Diego Mountain Biking Association, Preserve Calavera
and residents. The plan includes trail directional signage, informational
kiosks, fencing, interpretive signage and general improvements such as
erosion repairs, clearing brush and weeds, re-routing of more sustainable
trails and boardwalk trails for wetlands and creek crossing.
Project Lead Liz Ketabian, Park Planning Manager
Completion Spring 2014
Funding $598,750; included in the FY 2013-14 Capital Improvement Program
Status A contract for the construction of the Lake Calavera boardwalk trails was
approved at the Oct. 8 City Council meeting. Construction is expected to
begin in Nov. 2013 and be completed in spring of 2014. This is the final
element, and once completed the master plan will be fully realized.
27
Changing Parks and Recreation
Needs
Community Gardens (new)
Department Parks & Recreation
Description Community gardens provide leased plots and an opportunity for groups of
people to gather and cultivate diverse crops of flowers, vegetables, natives,
succulents, etc. Staff will review opportunities to meet the increased public
interest in community gardens, construct a second community garden and
establish a self-sustaining operational model.
Project Lead Chris Hazeltine, Parks & Recreation Director
Completion Spring 2014
Funding $80,000 from the department’s contingency account
Status Construction of a second community garden at Calavera Hills Community
Park is currently underway and is expected to open in early 2014. Staff is
working with the Community Garden Collaborative to establish a
partnership to create a self-sustaining (full cost recovery) operational
model in spring 2014.
28
Changing Parks and Recreation
Needs
Open Space Acquisition
Department Parks & Recreation
Description Currently, the city is within 10 percent of reaching the Habitat
Management Plan’s goal for habitat preservation. The plan calls for the city
to set aside 6,478 acres of open space when the city is built out, and
Carlsbad has succeeded in setting aside 5,821 acres in the seven years since
the plan was adopted. Future plans include conducting outreach to
promote the benefits of open space.
Project Lead Chris Hazeltine, Parks & Recreation Director
Completion Ongoing
Funding In July 2012, the City Council approved $5 million for open space
acquisition and development. Additionally, Prop C. funding in the amount
$235,000 has been allocated for Arroyo Vista Trail development
Status Staff continues to meet on a quarterly basis to discuss and identify
potential open space acquisition opportunities. Also, staff is working with
the Batiquitos Lagoon Foundation on the acquisition of a trail easement
along the north shore of the lagoon that will improve connectivity. Staff
held an Arroyo Vista Trail kickoff meeting with the homeowners association
on Sept. 30 to review trail alignment and is conducting an environmental
review. The trail is scheduled for completion in summer 2014.
29
Changing Parks and Recreation
Needs
CA State Parks Partnerships
Department Office of the City Manager
Description Carlsbad is home to nearly seven miles of coastline. Currently, over 80% of
that coastline is owned and managed by California State Parks. This
represents an opportunity for the city to work more collaboratively and
explore partnerships with the state on how to best enhance beach access,
facilities and services for resident and visitors to Carlsbad.
Project Lead Gary Barberio, Assistant City Manager
Completion Ongoing
Funding Included in the FY 2013-14 operating budget
Status In October, the City Council received a presentation and directed staff to
pursue exploration of expanded partnership opportunities with CA State
Parks with the goal of enhancing beach facilities and services along the full
extent of Carlsbad’s coastline. Staff will continue to work with the state and
will return to the City Council with the status of potential partnership
opportunities by early 2014.
30
Livable Streets
State Street Roundabout and Coastal Rail Trail
Reach 1
Department Public Works
Description Construct a roundabout at the intersection of Carlsbad Boulevard and State
Street to enhance safety and implement livable streets principles. This
project will improve traffic circulation for all modes of transportation on
Carlsbad Blvd. by connecting the two cities of Carlsbad and Oceanside with
a trail/path, bike lanes, and sidewalks across the Buena Vista Lagoon by
repurposing the existing vehicle lanes.
Project Lead Bryan Jones, City Traffic Engineer
Completion June 2014
Funding Estimated $1.5 million for roundabout and other Coastal Rail Trail reach 1
improvements; Active Transportation Grant Application was approved by
SANDAG on Sept. 28, 2012 for $800,000 with the remainder of the cost
funded by the city. An additional $100,000 was identified for public art.
Status Plans and construction documents for roundabout construction are
complete. Permission to advertise for construction was approved by City
Council in September 2013. Staff issued a request for qualifications for
public art; the artist application deadline was November 8. Construction is
anticipated to begin in January 2014.
31
Livable Streets
Carlsbad Active Transportation Strategies
Department Public Works
Description Phase I to update the policies and standards has been completed. In Phase
II staff are working with livable streets consultants on a Carlsbad Active
Transportation Strategies (CATS) plan focused on implementation of the
updated policies and standards. The plan will develop projects in concept
for future CIP budgets and identify synergy that can occur between the
Trails Master Plan and Livable Streets.
Project Lead Bryan Jones, City Traffic Engineer
Completion June 2014
Funding SANDAG Active Transportation Program Grant, and was included in the FY
2013-14 Transportation Division Contingency
Status Phase I Livable Streets Assessment was completed in February 2013 and is
available on the department’s webpage. Phase II is underway and
consultants are gathering baseline data for better decision making on how
to move and connect people. Community outreach will begin by the end of
2013 with public surveys and community meetings to gather input and help
identify needs and opportunities for active transportation solutions.
32
Livable Streets
Carlsbad Coastal Corridor
Department Office of the City Manager
Description The City of Carlsbad is working to "reimagine" Carlsbad Boulevard, from the
northern to southern city limits, as a scenic coastal corridor that invites
people to enjoy the natural beauty of our coastline, whether on foot, by
bike or in a car. The reimagined corridor will incorporate physical
connectivity through multi-modal mobility improvements including
bikeways, pedestrian trails, and a traffic-calmed roadway; social
connectivity through creation of memorable public spaces; and economic
vitality through a combination of visitor and local-serving commercial, civic
and recreational uses and services.
Project Lead Gary Barberio, Assistant City Manager
Completion Ongoing
Funding $3.25 million included in the FY 2013-14 Capital Improvement Program
Status In October, the City Council received a presentation on an enhanced vision
of this project. The City Council directed staff to pursue livable streets
improvements within the Carlsbad Boulevard right-of-way and an
expanded project boundary (northern to southern city limits). Staff will
return to the City Council by the early 2014 with a project scope and
schedule that reflects the expanded project boundaries and opportunities.
33
Next Generation of Community
Leaders
Citizen Leadership Initiative
Department Community & Economic Development
Description A Citizen Leadership Initiative focused on recruiting and preparing
emerging community leaders for active roles in civic leadership within
Carlsbad both now and in the future.
Project Lead Debbie Fountain, Housing & Neighborhood Services Director
Completed June 2014
Funding Included in the 2013-14 operating budget
Status Staff conducted the second leadership training segment at the Community
& Economic Development module of Citizens Academy in Sept. 2013.
Members of the Business Academy were also invited to attend. The
program will continue in the 2014 Spring and Fall Academies. Staff is in the
brainstorming phase for development of a new Community Leadership
Scholarship Program to encourage advanced leadership training for select
community members who have a desire to take more active roles in civic
leadership within Carlsbad. The Jr. Achievement Success Skills Program is
being reimagined with an expansion to include the exploration of careers
within city government through a high school field trip and interactive
workshop format. The project team is working toward initiating the
program in late Spring 2014.
34
Next Generation of Community
Leaders
Boards and Commissions
Department Office of the City Manager
Description Update the roles of Boards, Commissions and Committees to enhance their
impact, make them more exciting and attract a broader demographic of
participants to serve on those bodies.
Project Lead Steven Didier, Senior Management Analyst
Completion March 2014
Funding Included in the FY 2013-14 operating budget
Status Staff met with liaisons from the 14 different boards and commissions to
develop a demographic makeup of each, evaluate current goals, workload
and activities, and discuss potential ideas for modifications. Next steps
include surveying board and commission members to obtain direct
feedback about their experiences and ideas that might help shape
recommendations for meaningful change. This step is expected to be
completed by November 2013.
35
Strategic
Goals
36
Economic Development
Permitting Technology Upgrades
Department Community & Economic Development
Description Establish a GIS-centric information system platform that utilizes technology
to leverage fewer staff while optimizing the development services
permitting process. It would also be available to Fire Prevention, Storm
Water and Construction Management and Inspection for their permits and
inspections. The system would include a public portal allowing 24/7 access
which would help facilitate self-service by our customers and empowering
them with the tools to manage their own projects.
Project Lead Glen Van Peski, Engineering Manager
Completion June 2014
Funding One time: estimated $750,000 to $1.5 million; funding to be determined
Ongoing: estimated $25,000-$50,000 per year; funding to be determined
Status The project was selected for implementation through the Information
Technology Division’s project prioritization process. The Request for
Proposals was released on October 4. A vendor will be selected by the end
of the 2013 with approval by City Council in early 2014 and implementation
beginning following approval.
37
Financial Health
Corporate Marketing Partnerships
Department Communications
Description The City Council has approved a project to work with corporate entities to
create mutually beneficial marketing partnerships, such as naming rights
for city facilities and sponsorship of city programs and events, as a way to
generate revenue that can be used to enhance city services.
Project Lead Kristina Ray, Communications Manager
Completion Ongoing
Funding n/a (commission-based consultant)
Status Staff is currently finalizing a proposed Council policy for consideration at
the Nov. 19 meeting. Once approved, city staff will engage a consultant to
develop requests for proposals to solicit interest in marketing partnership
programs. Since staff is recommending engaging a consultant on a
commission basis, fees will be based on the value of executed contracts.
38
Financial Health
Real Estate Plan
Department Public Works
Description Develop and implement a real estate strategic plan that optimizes the
community benefit and revenue generation potential of the city’s real
property assets. This will create a portfolio of real property assets that
maximizes revenue generation for the city while satisfying community use
needs.
Project Lead Joe Garuba, Municipal Property Manager
Completion Ongoing
Funding Included in the FY 2013-14 operating budget
Status City Council directed staff to proceed with implementation of the strategic
plan on five selected properties. The responses for the Lot 9 Carlsbad
Municipal Water District reservoir property were presented at the
November 5, 2013 City Council meeting. Staff was directed to begin
negotiations with Grand Pacific Resorts (GPR) for a long term ground lease.
Due to the various actions/approvals required in negotiating a ground lease
with GPR, staff is developing a negotiation schedule and will provide an
update to City Council as soon as it becomes available.
In September, the City Council authorized staff to issue a notice of intent to
sell the Buena Vista Reservoir site. This item was considered at the
November 5, 2013 City Council Meeting. At that meeting the City Council
voted to defer action on that property until the Parks & Recreation
Department Needs Assessment is presented. Staff anticipates bringing this
item back for direction by February 2014. If approved, the property sale
could be completed by spring 2014.
39
Financial Health
Ballot Measure (new)
Department Administrative Services
Description Prepare a list of projects that will individually exceed the Proposition H $1
million cap, and submit the list to voters in the November 2014 election.
Project Lead Chuck McBride, Administrative Services Director
Completion November 2014
Funding Included in the FY 2013-14 operating budget
Status Staff has put together a timeline identifying key dates that need to be met
in order to place the measure on the November 2014 election ballot.
Meetings commenced in October 2013 with the key departments needed
to identify potential projects and costs to be presented to the City Council
for consideration on the ballot measure.
40
Parks, Open Space and Trails
Alga Norte Park Operations
Department Parks & Recreation
Description Implement the Council approved, cost recovery business model to operate
the master planned facility, which includes an aquatics center, dog park,
skate park, athletic fields, basketball court, picnic areas with barbecues,
and a fully accessible playground.
Project Lead Chris Hazeltine, Parks & Recreation Director
Completion June 2014
Funding Included in the FY 2013-14 operating budget
Status Two aquatics supervisors were hired in August 2013 and are establishing an
aquatics maintenance and operations manual. Staff has identified and
scheduled aquatic rental groups for pool use consistent with the
established fee schedule. All staff has participated in world class customer
service training, and is planning for a soft opening by late 2013. The public
grand opening celebration is scheduled for Jan. 11, 2014.
41
Transportation and Circulation
Traffic Signal Program
Department Public Works
Description Upgrade deficient or outdated traffic signal equipment and synchronize
signals on major roadways to improve traffic flow and provide remote
access to traffic signal operations for all major traffic signals through a
traffic management center.
Project Lead Doug Bilse, Traffic Systems Engineer
Completion July 2014
Funding $5,610,000; included in the FY 2013-14 Capital Improvement Program
Status All major roadway corridors (more than 130 traffic signals) are now
connected to the Traffic Management Center with new timing plans. The
new Traffic Management Center at Faraday was completed in June 2013 to
better manage traffic signal and roadways. Emergency pre-emption
equipment has been procured and will be implemented by December 2013.
42
Library and Cultural Arts
Library Redesign Projects (new)
Department Library & Cultural Arts
Description To continue offering high quality contemporary library services and meet
sustained demand through changing service delivery methods, both Dove
and Cole libraries will be updated. The redesigned libraries will offer more
flexible space to respond to changing consumer interests; improve
community gathering opportunities; enhance wireless internet access and
technology infrastructure; promote collaborative learning; address ADA
requirements; and ensure the buildings are well maintained for the next
10-15 years.
Project Lead Heather Pizzuto, Library & Cultural Arts Director
Completion Cole Library: Winter 2014 Dove Library: Spring 2015
Funding $5.3 million; included in the FY 2013-14 Capital Improvement Program
Status A request for qualifications was released Oct. 9 for a bridging consultant to
develop specifications and bid documents using the design/build
construction method. The current schedule anticipates presenting
selection criteria to City Council for approval in February 2014 to hire a
design/build firm to complete all improvements.
43
Water
Desalination
Department Public Works
Description The Carlsbad Desalination Project is a 50-million gallon a day seawater
desalination plant that will supply the San Diego region with approximately
10 percent of its drinking water needs. The project, being developed by
Poseidon Resources Corp., will be the first large scale desalination plant on
the West Coast and the largest of its kind in the Western Hemisphere. It
will be located next to the Carlsbad power plant at the corner of Carlsbad
Boulevard and Cannon Road.
Project Lead Casey Arndt, Construction Manager
Completion Expect production to begin in 2016
Funding Included in the FY 2013-14 operating budget and developer fees.
Status The desalination plant continues on schedule as concrete structures begin
to rise above the site. The foundation for the administration building began
to take shape in late October. Crews continue to install pipeline in Vista;
pipeline construction is nearly complete in San Marcos. The first pipeline
crew began work in Carlsbad the week of Oct. 23 on Cannon Road working
east. The second pipeline crew reached Carlsbad at the eastern city limits in
early November.
44
Water
Recycled Water
Department Public Works
Description Develop the Phase III Recycled Water Project to increase the recycled water
system customer base, offset imported water demand, and increase water
supply reliability through development of a local source of supply. Phase III
also proposes to sell recycled water to the City of Oceanside, and Vista
Irrigation District to increase the economy of scale to all customers. The
Phase III project has four major components including:
1. Constructing 18 miles of pipeline ranging from 4” to 18”in diameter.
2. Installing approximately 156 service connections.
3. Expanding the capacity of the Carlsbad Water Recycling Facility.
4. Constructing a 1.5 million gallon storage reservoir.
Project Lead David Ahles, Senior Engineer
Completion June 2017
Funding Estimated project cost is $29 million with funding to be determined
Status A low-interest loan and grant application for funding was submitted to the
State Water Resources Control Board in July 2013. Proposals were received
for design of the Carlsbad Water Reclamation Facility expansion and an
engineering services agreement was approved on Oct. 8.
45
Water
Groundwater
Department Public Works
Description Develop a plan for groundwater development in the Mission Basin of the
San Luis Rey River. The goal of this project is to create a full-functioning
groundwater system to extract, convey, treat, store, and distribute local
groundwater throughout the Carlsbad Municipal Water District potable
water distribution system. It is estimated that 2,382 acre-feet of potable
water from the basin, traceable to 1914, could be produced each year.
Project Lead William Plummer, Engineering Manager
Completion June 2014
Funding Estimated $15 million; funding to be determined
Status Staff has developed a legal strategy to protect the Mission Basin
groundwater rights using a declaratory relief action. This was discussed
with City Council in June 2013. Legal counsel was subsequently obtained to
assist staff with protecting the groundwater rights for use by Carlsbad
Municipal Water District. On Sept. 16 staff submitted the “First Statement
Cessation or Reduction in Groundwater Extractions” to the State Water
Resources Control Board, Division of Water Rights to indicate that Carlsbad
ceased pumping groundwater from the Mission Basin in favor of an
alternate source, i.e., imported water from the San Diego County Water
Authority.
46
Safe Community
Facility Security
Department Police
Description Conduct an environmental security review of the city facilities using the
principles of Crime Prevention Through Environmental Design. These
principles maintain that the proper design and effective use of a planned
environment can lead to a reduction in the fear and incidence of crime as
well as an improvement in quality of life. Issues to be considered are access
control, natural and artificial (camera) surveillance and territorial control.
Project Lead Jeff Chapman, Police Lieutenant
Completion TDB
Funding Included in the FY 2013-14 operating budget
Status Property & Environmental Management staff were added to the project
team. The team met on June 11, 2013, at Alga Norte Park site for review
and status update on camera installation. The team is proposing that Alga
Norte Community Park be the pilot project for security cameras. A final
proposal will be brought to the City Council at a later date.
47
Safe Community
Police Technology Upgrades (new)
Department Police
Description Use new technology to find new and better ways of doing business and
deliver exceptional service at the best value to the community.
The department is restructuring its IT staff by reclassifying two existing staff
positions and adding a new FTE. The department is proposing three new
projects in FY 2013-14 which will leverage existing sworn staff, potentially
reduce overtime, and provide better service to the community. The first,
Records Management System (RMS), automates reporting and routing of
reports. The second project, Telestaff, is a scheduling and overtime
management system. Finally, an on-line crime reporting service will allow
community members to submit certain types of reports on line, keeping
officers free to handle higher priority cases.
Project Lead Maria Callander, Public Safety Information Technology Manager
Completion December 2014
Funding Included in the FY 2013-14 operating budget
Status Staffing changes were approved by the City Council in August.
Implementation of a records management system will begin when the
Systems Applications Analyst position is filled. Recruiting for this position is
currently underway and expected to be complete by January. Contract
negotiations are in progress with Telestaff and expected by January. The
on-line crime reporting project will kick off in November.
48
Safe Community
Fire Station 3
Department Public Works
Description Complete design and construction of Fire Station No. 3 that meets the
functional needs of the Fire Department (present and future), fits in
architecturally with the surrounding community, integrates with the future
Robertson Ranch, includes proven sustainability features, has optimized
lifecycle cost and is completed within budget, on time and without
contractor claims.
Project Lead Patrick McGarry, Public Works Superintendent
Completion December 2014
Funding $9.9 million; included in the FY 2013-14 Capital Improvement Program.
Status The permit review from the city has been completed. Staff is in process of
negotiating a right of way and reimbursement agreement with Shapell
Homes for the costs of the new street serving both projects. A request for
qualifications for construction firms has been issued. City Council approval
of the plans and specifications and public bid is scheduled for November.
49
Environmental Management
Agua Hedionda Creek Dredging
Department Public Works
Description Secure permits for dredging and stabilization of the Agua Hedionda Creek
Channel and Calavera Creek. Once completed, the project will remove the
majority of the homes within the Rancho Carlsbad Community from the
100-year flood plain.
Project Lead Sherri Howard, Associate Engineer
Completion Dredging scheduled to begin in September 2014
Funding Estimated $10 million; partial funding included in the FY 2013-14 Capital
Improvement Program
Status In August 2013, the San Diego Regional Water Quality Control Board denied
certification of the proposed project; therefore voiding the Army Corp of
Engineers permit for construction. Staff appealed the decision to the State
Water Resources Control Board and the permit was placed in abeyance.
Staff is exploring several options to the proposed project including
improvements to the flood control channel to divert a portion of the flow
north or east through other storm drains, removal of vegetation within a
portion of the channel to increase the capacity of the channel, and working
with the community to establish a low risk designation with FEMA during
100-year storm events. Information on the options is planned to be made
available in fall 2013.
50
Environmental Management
Hydroelectric Power Generation
Department Public Works
Description Construct hydroelectric project to generate electricity using the pressure
and flow from the San Diego County Water Authority’s Tri-Agencies
pipeline. One in-line, pressure controlled hydroelectric generator will be
installed at Carlsbad Municipal Water District Connection No. 3. The
hydroelectric generator will produce approximately 135 kW for Carlsbad
Municipal Water District operations.
Project Lead William Plummer, Engineering Manager
Completion July 2014
Funding $2,000,000; included in the FY 2013-14 Capital Improvement Program
Status The Federal Energy Regulatory Commission approved a “conduit
exemption” and the Carlsbad Municipal Water District Board approved
award of a construction contract in August 2014. Staff is working with
SDG&E to obtain an interconnection agreement, using their RES-BCT Tariff,
which is scheduled to be completed in fall 2013. Construction could begin
as early as November 2013.
51
Environmental Management
Vista-Carlsbad Sewer Interceptor
Department Public Works
Description Construct the Vista-Carlsbad Interceptor Sewer, Reaches VC11B through
VC15, and the Agua Hedionda Lift Station replacement.
Project Lead Terry Smith, Senior Engineer
Completion November 2015
Funding $46,730,000; included in the FY 2013-14 Capital Improvement Program
Status The project design will be complete in November 2013, and all resource
agency permits have been obtained. A portion of the project requires
construction on property owned by NRG Energy, Inc. An appraisal has been
completed for the necessary easement on the NRG Energy, Inc. property. A
request for authorization to bid for the construction contract is pending
resolution with NRG Energy Inc. on the easement.