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HomeMy WebLinkAbout2013-11-12; City Council; 21422; Quarterly City Council Priority Projects UpdateCITY OF CARLSBAD - AGENDA BILL AB# MTG. DEPT. 21,422 11-12-13 CM 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ACTION: APPROVED • CONTINUED TO DATE SPECIFIC • DENIED • CONTINUED TO DATE UNKNOWN • CONTINUED • RETURNED TO STAFF • WITHDRAWN • OTHER-SEE MINUTES • AMENDED • Council received the report.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.