HomeMy WebLinkAbout2003-01-27; City Council; MinutesMINUTES
SPECIAL MEETING OF: CITY COUNCIL SPECIAL MEETING
DATE OF MEETING: January 27,2003
TIME OF MEETING: 8:OO a.m. - 500 p.m.
PLACE OF MEETING: Hilton Garden Inn
The Mayor called the meeting to order at 8:OO a.m. The Mayor Pro Tem and all
Council Members were present. Also present were the City Manager, the City Attorney
and Anne Marie Stuart, facilitator.
The Council entertained a discussion through breakfast of City Council protocol,
efficiency and effectiveness including the impact of regional assignments with regard to
contact with other Council Members, decision and policymaking, serving the community
and effective methods of feedback. The Mayor, Mayor Pro Tem and each Council
Member expressed his or her expectations for this two-day workshop which included a
review of City performance, evaluation and services leading to the establishment of
2004-2005 Strategic Goals.
The City Manager and City Attorney expressed their expectations for the workshop and
the Mayor introduced Anne Marie Stuart who acted as facilitator for the workshop. The
Council affirmed its commitment to continue monthly study sessions of two hours each
on the third Wednesday of each month and the Mayor and Mayor Pro Tem will assist
the City Manager in developing the agenda which will be given to the City Attorney for
noticing purposes in accordance with the Brown Act. The Council continued its
discussion of workshops and will consider the desirability of holding a one to two-day
mid-year workshop if necessary.
The Council continued its discussion of its protocol, efficiency and effectiveness and
adjourned for lunch on the outside patio at 11 55 a.m. and reconvened at 1 :IO p.m. to
consider the “City of Carlsbad State of Effectiveness 2003” report and presentation and
were joined by the Leadership Team consisting of Community Services Director Frank
Mannen, Community Development Director Sandra Holder, Administrative Services
Director Jim Elliott, Public Works Director Lloyd Hubbs, Police Chief Jim Hawks and
Fire Chief Kevin Crawford and the State of Effectiveness Team, Senior Management
Analyst Lynn Diamond, Senior Management Analyst Tom Ritter, Building and Code
Enforcement Manager Pat Kelley, Recreation Services Manager Sue Spickard, Senior
Management Analyst Linda Kermott and Management Analyst Joe Garuba.
The Mayor expressed appreciation on behalf of the Council for the attendance and
anticipated information and expressed appreciation for the teamwork effort.
Management Analyst Garuba introduced the program (on file in the office of the City
Clerk) and discussed the report entitled “Annual State of Effectiveness Report” prepared
January 2003 (on file in the office of the City Clerk) who was followed by Senior
Management Analyst Kermot who discussed transportation. Management Analyst
Garuba presented finance effectiveness and communication effectiveness followed by
Senior Services Manager Spickard who presented parks, trails and open space
measures for effectiveness pointing out future parks over the next five years and an
increased level of good sportsmanship. She was followed by Senior Management
Analyst Kermot who presented the environmental management section followed by
Senior Management Analyst Ritter who presented water performance measurements.
Senior Services Manager Spickard then presented learning performance measurements
followed by Building Official Kelley who presented balanced community development
performance measurements. Management Analyst Garuba then presented top quality
services, Senior Management Analyst Ritter who presented the fire overview followed
by Senior Management Analyst Diamond who presented the police overview/police
summary performance measures.
The City Manager thanked the team for its continuing excellent work and Council
Members asked questions during the presentations. The Mayor asked that the team
consider a performance measure for water conservation to be considered during the
next annual effectiveness report.
The Council also asked for the team to consider including a business survey component
during the next annual report. The Mayor thanked the team for its excellent
presentation and called for a recess at 3:06 p.m.
The Council reconvened at 3:30 p.m. for a review and discussion of the existing
operating budget and capital improvement program and projections of future budgets
and other financial forecasts through buildout with emphasis on the next ten years.
Finance Director Lisa Hildabrand introduced the topic including discussion of the CIP
development schedule and continued with a ten year forecast of the operating budget
with the aid of a handout (on file in the office of the City Clerk). Finance Director
Hildabrand continued with a forecast of the General Fund balance with the aid of a
handout (on file in the ofice of the City Clerk).
The Coucil determined that more discussion on this item was necessary and the Mayor
adjourned this discussion to the Council special meeting of Tuesday, January 28, 2003
and included this in the order of adjournment which was posted at the meeting place
immediately following the adjournment.
There was no public comment and the Mayor adjourned the special meeting at 4:37
p.m.
ctfully submitted,
RONALD R. BALL
City Attorney as Clerk Pro Tem
2
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i STATE-F-EFFECTIVENIZSS
REPORT
PpeparedJarruary2003
City Of Carlsbad
STATE-OF-EFFECTmNESS REPORT
January 2003
Submitted by
The Performance Measurement Team
Lynn Diamond, Public Safety
Joe Garuba, City Manager’s Office
Cheryl Gerhardt, Administrative Services
Pat Kelley, Community Development
Linda Kermott, Public Works
Tom Ritter, Public Safety
Sue Spickard, Community Services
TABLE OF CONTENTS
Introduction .................................................................................................... 1
Carlsbad’s Philosophy On Performance Measurement ...................................... 1
How Performance Measurement Fits Into The Big Picture ................................ 2
Benefits And Risks Of Performance Measurement ............................................ 4
New Development ............................................................................................ 5
Report Layout .................................................................................................. 6
Format OfA Measure ...................................................................................... 7
Definitions ....................................................................................................... 8
What Happens Next ......................................................................................... 9
2002-2003 Quality Of Life Strategic Goals ..................................................... 11
Transportation Strategic Goal .......................................................................... 13
Roadway Circulation .................................................................................. 21
Growth Management - Circulation .............................................................. 32
Finance Strategic Goal .................................................................................... 35
Risk Management - Non-Vehicular Liability Losses ..................................... 37
Finance Report Distribution ....................................................................... 38
City Operating Budget ................................................................................ 40
General Fund Revenue ............................................................................... 42
Communication Strategic Goal ......................................................................... 45
Confidence In City Government .................................................................. 48
Cityurlde Communications Cost .................................................................. 50
Parks/Open Space/Trails Strategic Goal ......................................................... 55
Park Safety ................................................................................................. 58
Background ..................................................................................................... 1
Roadway Safety .......................................................................................... 17
Roadway Rideability ................................................................................... 26
Cityurlde Communications .......................................................................... 52
Recreation Program Sportsmanship ............................................................ 60
Park Maintenance Cost .............................................................................. 64
Recreation Customer Service & Satisfaction ............................................... 67
Parks Customer Service And Satisfaction ................................................... 70
Growth Management - Parks ...................................................................... 71
Growth Management - Open Space ............................................................. 74
Environmental Management Strategic Goal ...................................................... 77
Sewer Line Integrity .................................................................................... 83
Sewer Cost Efficiency ................................................................................. 85
Solid Waste Summay .................................................................................... 89
Solid Waste Diversion ................................................................................. 91
Solid Waste Cost Efficiency ......................................................................... 93
Growth Management . Sewer Collection System ......................................... 97
Solid Waste Customer Service & Satisfaction .............................................. 95
Growth Management . Wastewater Treatment Facihties ............................ 100
Growth Management . Drainage ............................................................... 102
Water Strategic Goal Summary ...................................................................... 105
Water Reliability ....................................................................................... 109
Growth Management - Water Distribution System .................................... 115
Learning Strategic Goal ................................................................................. 119
Potable Water Quality ............................................................................... 107
Water Delivery Efficiency .......................................................................... 111
State Library Ranking .............................................................................. 122
Satisfaction With Library Resources ......................................................... 124
Growth Management - Libraries ............................................................... 126
Balanced Community Development Strategic Goal .......................................... 127
Faraday Center Front Counter Service & Satisfaction ............................... 131
Code Enforcement .Responsiveness ........................................................... 133
Top Quality Service Strategic Goal ................................................................. 135
Overall Citizen Satisfaction With City Services .......................................... 137
Purchasing Service & Satisfaction ............................................................ 139
Information Technology Summary ................................................................. 141
Section 8 Housing ..................................................................................... 130
Growth Management . City Administrative Facilities ................................. 138
Information Technology Network Operability ............................................ 143
Information Technology Service & Satisfaction .......................................... 145 .
Human Resources . Injured Employee Time Off ........................................ 149
Human Resources Recruitment Time ........................................................ 151
Human Resources - Employee Turnover ................................................... 153
Human Resources Service & Satisfaction ................................................... 155
Human Resources Summary ......................................................................... 147
Fleet Maintenance Summary ......................................................................... 1. 57
Fleet Availability ....................................................................................... 159
Fleet Cost Efficiency ................................................................................. 162
Fleet Customer Service And Satisfaction ................................................... 160
Facilities Maintenance Summary .................................................................... 163
Facilities Maintenance Response .............................................................. 165
Facilities Maintenance Cost ...................................................................... 167
Facilities Customer Service And Satisfaction ............................................ 170
Fire Department Su mmary ............................................................................ 173
Fire Confinement ...................................................................................... 175
Fire Response Travel Time ........................................................................ 178
Fire Operating Cost Efficiency .................................................................. 180
Fire Customer Service And Satisfaction .................................................... 183
Growth Management . Fire Stations ......................................................... 185
Police Department Summary ......................................................................... 189
Police Responsiveness .............................................................................. 191
Crime Cases Cleared ................................................................................ 194
Community Perception Of Crime ............................................................. 198
Police Operating Cost Efficiency ............................................................... 200
Police Customer Service & Satisfaction ..................................................... 202
Appendix 1: Public Opinion Survey Results ................................................. 205
INTRODUCTION
This report represents the third full year that the City of Carlsbad has been
involved in performance measurement and evaluation. This report is designed
to provide background information on the City’s program, results and analysis
on the measures evaluated this year, and the results from the City’s public
opinion survey. This report was compiled by the City’s Performance
Measurement Team, which was created to coordinate and assist the
organization in the performance measurement process.
While performance measurement is a fairly common practice in the private
sector, there is not a standard model for the public sector. The City’s goal has
been to create and improve a measurement system that identifies key outcomes
that the City is trying to achieve. The result of this effort is to develop an
organization that focuses on continuous improvement. In developing this
system, we have looked at other organizations, evaluated existing measurement
programs, and participated in training and education programs from both the
private and public sectors.
BACKGROUND
In January 2001, the first full State of Effectiveness Report was published. The
first year’s effort to measure our organization’s effectiveness was marked by
considerable effort and analysis, with generally positive results. The measures
in that report were organized by Major Service Area. The report was presented
to the City Council and citizens, the City’s Leadership Team, management and
the general employees. The second report, which represented a signifkant
change in the program, was published in January 2002. As in the previous
year, the report was presented to the City Council and citizens, the City’s
Leadership Team, management and the general employees. It was also made
available on the City’s Internet site. The material in the report was organized by
City Council strategic goal, providing a clear view of the efforts being expended
in the direction of each goal.
For 2003, the same basic format remains and the City is attempting to
integrate a balanced approach to its service areas. This approach is outlined in
greater detail in the “New Development” section. This project represents the
efforts of the entire City.
CARLSBAD’S PHILOSOPHY ON PERFORMANCE MEASUREMENT
Throughout the development of this program, members of the team have had
the opportunity to learn from other cities, attend conferences and seminars,
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and review a wide variety of performance measurement reports. After reviewing
other programs, the team determined it wanted to avoid “widget” counting.
Instead, it was decided to highlight a few, select measures that represent the
level of “outcomes” and identify the city’s performance in key areas.
While Carlsbad is not alone in developing a public sector performance
measurement program, the term “performance measurement” has different
meanings for different cities. Some cities focus on outputs, some on outcomes,
some on both, and we recognize that no one system is right or wrong. After
several years of effort, the team believes that the effort involved needs to be
justified by the outcomes achieved, and that the process of performance
measurement cannot overwhelm the product of performance measurement.
Finally, we continue to learn that this is an ongoing process and that the
program will be subject to constant change, adjustment, and refinement.
HOW PERFORMANCE MEASUREMENT FITS INTO THE BIG PICTURE
The City of Carlsbad has spent several years developing, implementing, and
integrating various programs and processes that are designed to assist the
organization in it’s mission of providing top quality services.
The performance measurement program is an integral component of this
‘ systems approach. It represents the feedback loop between organizational effort
and the ability to achieve and sustain desired outcomes. In Carlsbad’s system,
performance measurement also represents the beginning of the next goal
development cycle with the development of action plans.
The City of Carlsbad has developed a system of processes that help maximize
the benefits of each organization effort and integrate it into the City. The
following calendar demonstrates how the performance measurement program
is coordinated with both the goal and budget processes.
Starting out a calendar year, the results of the cityurlde public opinion survey
are finalized and presented to Council at their annual goal-setting workshop
usually held in January. The state-of-effectiveness report should also be
presented at this time. The information contained in these reports may
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influence the priorities set for the
upcoming year.
The results are then communicated
to staff to aid in the development of
management goals and department
budgets. Departments can use the
performance measurement data so
that they can request funding to
strengthen or add programs, and to
help establish their departmental
goals for the upcoming year. Based
on the direction from the Council
goals, departments' may develop
goals, establish cost estimates for
new programs, and. submit these
with their budgets and management
goals. Once the budget is approved
in June, departments can prepare
for new programs or activities that
are tied to the budget.
The second half of the year gives
time to the departments to
implement new programs, measure
results, contact other agencies for
benchmarking, and analyze data.
The citywide public opinion survey
questions are reviewed in July so
that the survey can be conducted in
the fall of each year. Results are
then available for the performance
measurement report that needs to be
prepared in November and December
of each year in preparation for the
presentation at the January Council
workshop.
PERFORMANCE MEASUREMENT
TfMEW2VE
JanUCUy
Februwy
March
May
June
July
September
Survey results to
Council and staff
State of Effectiveness
report distributed
City Council goal
workshop
Department CIPs due
Management goal
preparation
Budget preparation
Department budgets due
Management goals final
CIP Council workshop
Council and citizen's
budget workshops
Budget adoption
Management goal
evaluations due
Begin survey rewrite
Citywide survey begins
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BENEFITS AND RISKS OF PERFORMANCE MEASUREMENT
A performance measurement system can be used in a variety of ways, both
internally and externally.
Internal Use
Helps evaluate the success of programs/services
Clarifies the key roles/responsibilities of an agency through the
identification-of the desired outcomes
Provides a mechanism for informed evaluation/decision making
Helps to create “the big picture” concept
Helps drive the strategic planning process
Helps define budget and planning priorities
Acts as the mechanism to build a culture of continuous improvement
External Use
0 Helps us “tell the story” to the public
0 Allows for more informed dialogue between the citizens and staff
0 Sets the stage for policy discussions
Promotes greater public trust and confidence
Shows accountability in a governinental system
Potential risks to implementing a performance measurement system include:
0 Employee fear regarding job security
0 Potential that performance measurement may be used as a negative
0 Could negatively impact morale if scores are low
0 May provide information that could be used for negative purposes
0 Data is subject to interpretation
0 Might be seen as additional work
0 “You get what you measure” - if the measures aren’t right, your
reinforcement tool
outcomes may not be either
Although the benefits of performance measurement far outweigh the risks,
attention must be given to those who review the information and may report it
as negative or “not measuring up.” The purpose of the program is to point out
successes and weaknesses so that an organ‘ization can identify and work
towards delivering a high level of service. For the ongoing success of the
program, performance measurements should not be looked at as failure to
“measure up”, or used as an instrument of punishment. Instead, performance
measurement needs to be seen as another tool to evaluate services and
programs, making certain that they are in line with the organizations mission
and that they are delivered at acceptable levels set by the organization.
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NEW DEVELOPMENT
This year’s State-of-Effectiveness Report is similar to last year’s with one
important difference. The results for each area are presented in context with
each other as an attempt to present the service area’s balance between service
delivery, cost, and customer satisfaction. It should be noted that this is the
initial attempt to present a “balanced approach.” Some service areas naturally
lend themselves to this approach while with others it is more difficult. In
future years, all measures will include the three categories of service delivery,
cost. and customer satisfaction.
A graphic that represents the overall level of achievement for each strategic
goal as it relates to providing evaluating our performance based on service
delivery, cost, and customer satisfaction is also presented. This balanced
approach is highlighted on the summary sheet, which also shows the
associated performance measures, growth management standards, related
goals, public opinion survey highlights, and any other relevant information.
The balanced approach the City uses for evaluating organizational effectiveness
looks at three key categories:
Service Delivery: What are the performance standards for each service?
Cost: What was the cost efficiency for delivering that service?
Customer. Satisfaction: What was the achievement or citizen satisfaction
level for the service provided?
The graph is meant to be a general representation of the level of achievement
and reflects an approximation of the balance within each area. Areas of
accomplishment are shaded. Areas in which the benchmark was not met, or
where there is no measure, are unshaded. A larger section of the “pie” is
shaded as the level of accomplishment increases. Below is a sample graphic
representing benchmark achievement in service delivery and cost efficiency
(shaded areas), and almost reaching the benchmark in customer satisfaction
(shaded) with a slight gap where the benchmark was missed (unshaded) but
was close:
Service Delivery
Customer Satislactlon G
Customer Satlslactlon Level
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REPORT LAYOUT
Below is a list of the components for each strategic goal, as well as a brief
explanation.
Goal Summary
~n overview and progress summary of each of Council’s strategic gods.
Performance Measures
Outcome-based measure
Tied to core departmental functions
Develops feedback loop on City’s performance
Mows for the review of the strategic priorities through the development
of the measures and the data collection process
Help cultivate a culture of continuous improvement
Moves the organization from being reactive to proactive
Provides organizational accountability
Provides the foundation for goal development
Growth Management Standards
The key measures by which the City’s growth is managed and mitigated.
Goals
0 Represent the priority efforts of the organization
0 Allows for the opportunity to address any deficiencies identified in
performance measurement process
Citywide Survey Highlights
0 Each year, the City surveys the citizens in many different service areas.
0 This survey presents feedback about various constituent desires and
0 The survey sets the stage for policy discussions, and helps drive the
0 Survey results provide timely feedback on new issues of citywide concern
feelings as they relate to City service.
strategic planning process
Other Factors
Any other internal or external activity aside from the items listed above
that impact a strategic goal may be included here. Examples include
CalTrans projects or new state mandates.
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FORMAT’ OF A MEASURE
Below is a summary of the format that is followed for each of our City
measures and a description of each section. Carlsbad’s measures generally fall
into three categories - citizen satisfaction, cost effectiveness, and
quality/productivity. Cost effectiveness measures are most meaningful when
considered in conjunction with service levels or quality measures.
In addition, Carlsbad’s measurement areas can be categorized as either a
measure of a department or division that provides a service or product directly
to a citizen, or a department or division. that supports a department or division
that provides the service or product directly to a citizen.
Outcome
One of the primary reasons why we provide the service
Measurement
The demonstrated achievement of outcome
What data means
~n explanation of why this measurement is important and how it is obtained
Status of measure
For measures that are not yet in place, this describes how the proposed
measurement will be implemented and when
Benchmark
The benchmark is the target level of performance that the department is
striving to reach
Results
The actual results and relevant data
Analysis
The analysis section includes discussion regarding the results and how
Carlsbad performed in the specific measure compared to other agencies and/or
to itself over time. Reasons for high or low performance are presented when
possible.
Action Plan
Based on results and the analysis, an action plan for improvement may be
warranted. If so, a summary of the action plan will be presented in this section.
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DEFINITIONS
Below are the basic definitions of the terms and concepts used with this
program.
output
An output is what is typically defined as a “widget count.” An example of an
output is “miles of street lines painted,” or “number of pennits processed.”
Outputs are often the easiest to track and have traditionally been the types of
activities that are used as performance measures. While we have tried to stay
away from developing a system that is reliant on only outputs, we have found
that in the absence of a measurable outcome, sometimes several outputs
together can serve as a proxy for an outcome measure.
Outcome
An outcome describes the result of products or services we deliver to our
customers. In order to avoid the development of thousands of measures, it is
important to maintain a global perspective. It goes beyond, “I inspect the
construction of roads in the City of Carlsbad for developers,” but to, “I inspect
the construction of roads in Carlsbad to ensure a safe and efficient circulation
system for all those who drive through Carlsbad.”
Measurement
A measurement is the tangible demonstration of level of achievement of the
stated outcome. It should be quantifiable, and able to be compared, or
“benchmarked” against other organizations. It is helpful if it is an industry
standard or widely used in the field.
Benchmark (noun)
A benchmark is the acceptable standard of a high performing organization to
which we will strive to achieve/maintain. An example of a benchmark might be
“Contain fire spread to room of origin in 90% of all structure fires.” A
benchmark may be compared to internal results over time, data from other
cities or agencies, or national or industry standards.
Benchmark (verb)
Benchmarking is the act of selecting and evaluating outside agencies that we
compare ourselves to. Benchmarking also includes the external data collection
process.
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WHAT HAPPENS NEXT
Evaluation of Benchmarking
This continues to be the most difficult and time intensive component of the
performance measurement program. This is due to many factors, including the
fact that performance measurement is still not widespread in government
organizations, and many jurisdictions do not measure what is measured in
Carlsbad or in the same manner. This makes it difficult for many departments
to establish benchmark comparisons. In the ongoing development of this
program, the team will reevaluate how benchmarking is applied, and how best
to find comparisons in a cost-effective manner.
Communications And Outreach
An effective communications and outreach program is a key component to the
success of the performance measurement system. The Performance
Measurement’ Team has used a number of communications vehicles to reach
all levels of city employees and other jurisdictions. Next to benchmarking,
communications and employee buy-in of the program continue to be the most
difficult to implement. Over the next cycle, the team will re-focus their efforts
on communication with internal customers as well as external ones.
Action Plans
Departments implement action plans to address performance issues. These
action plans need to be developed in conjunction with the budget process and
goal development to help assure that adequate resources are dedicated to the
improvement process.
Performance Measures
There continue to be areas that need measure development, as well as
additional measures to complete the “balanced approach.”
Surveys
The Citywide survey needs to be reviewed annually to decide which questions
should be asked each year and which questions can be asked in alternating
years. There may be special topics that come up during the year that would
warrant a question or series of questions, or further questioning based on the
past year’s results.
Program Evaluation and Revision
A review of the performance measurement program and the composition of the
team should occur annually. Performance measurement needs to be fully
integrated into the goal, budget, and management processes. In addition, an
emphasis needs to be placed with managers on using performance measures
for improvement, not simply reporting the results.
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City of Carlsbad
2002-2003 Quality of Life Strategic Goals
*:* Top Quality Services
3 Be a city that provides exceptional services on a daily basis.
*:* Transportation
3 Provide and support a multi-modal regional ad local transportation
system,. which includes public transport, and which moves goods,
services and people through Carlsbad in a safe and efficient manner
that is coordinated with community development.
*:* Balanced Community Development
3 Be a community that promotes community spirit, quality
neighborhoods, establishes compatible residential and commercial
uses, including entertainment venues, and manages growth by
providing an appropriate balance of facilities and services.
*:* Parks/Open Space/Trails ..
3 Acquire, develop and maintain a broad range of fiscally responsible
recreation and open space facilities that actively address citizen needs
and are consistent with the General Plan and Growth Management
Standards.
*:e Water
3 Ensure reliable, high quality, diversified potable and recycled water
system leading to a drought-resistant community, in the most cost
effective manner.
*:* Environmental Management
Be an environmentally sensitive community by focusing on: Clean
storm water, sewage collection and treatment, solid waste, and
efficient use of energy including alternative energy.
*:* Finance > Implement proactive strategies that provide and manage fiscal
resources effectively to ensure a high quality of life.
*3 Communication
3 Ensure that citizens, Council and staff are well informed, leading to a
more responsive government and a high level of citizen confidence in
government. ..
*:* Learning
3 Promote and support continuous learning opportunities within the
community and the City organization.
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Transportation Strateqic - Goal
Strategic Goal
Provide and support a multi-modal regional and local transportation system,
which includes public transport, and which moves goods, services and people
through Carlsbad in a safe and efficient manner that is coordinated with
community development.
Service Delivery
o 100% of road segments meet Caltrans collision rates by type of
roadway segment.
Results: 98%
o Travel times on El Camino Real and Palomar Airport Road will not
exceed baseline rates.
Results: 10 of the 12 baseline travel rates were met.
o Average Pavement Condition Index (PCI) at 70 or higher.
Results: 75
cost
o City of Carlsbad maintenance cost per mile of roadway will not exceed
$5,878.
Results: $5,598
Customer Satisfaction
as good or excellent.
Results: 83%
o 90% of survey respondents rated the overall condition of the roadways
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Service Delivery
De
iap
!livery
CI
Satisi
Summary
The results of the 2002 performance measures and Growth Management
Standards indicate that the city is doing a good job supporting the
Transportation Strategic Goal. A total of 98% of roadway segments measured
met the roadway safety benchmark. This reflects a slight improvement over last
year, when 95% of the segments measured met the benchmark. This is a
stringent benchmark as the City still strives for further safety improvement.
Staff will continue to perform detailed research and analysis on collision rates
throughout the city and recommend potential roadway improvements as
necessary.
The results of the latest travel time studies show that 2 of 12 measured travel
patterns showed an increase in travel time from the initial baseline studies
taken in June 2000. The increases occurred on El CamIno Real in both the AM
and PM peak travel periods. Generally, increases in travel time experienced over
the past few years seem to be consistent with a general increase in traffic as the
city continues to develop. Previous improvements to Cannon Road and Faraday
Avenue brought about a decrease in overall travel times on Palomar mort
Road. The results of the most recent studies indicate that travel times on
Palomar Airport Road PAR continue to remain at or less than the baseline rates.
Both Palomar Axport Road (PAR) and El Camino Real (ECR) are required to be
completed to their full arterial width per the Growth Management Plan. These
improvements, additional traffic signals on PAR and ECR and coordination of
traffic signals is expected to enhance traffic circulation in the coming years.
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Additionally, future construction at the Rancho Del Oro/78 freeway interchange
by the City of Oceanside and construction of College Boulevard and Cannon
Road and opening the connection to Oceanside will,provide congestion relief to
El Camino Real.
The roadway cost efficiency measure results show that the Streets Division is
meeting its benchmark with roadway maintenance cost per mile at $5,598.
The Circulation Growth Management Standard shows that 52 of 54 measured
intersections met the required standard. All 28 measured road segments met
the required standard. Improvements to Rancho Santa Fe Road intersections
and realignment of Rancho Santa Fe Road are expected to bring substandard
conditions on that road into compliance. The Faraday Avenue and Melrose
Drive extension project, which is scheduled to be under construction in 2004, is
expected to alleviate the problems at Melrose Drive and Palomar Airport Road.
Also, a substandard' level of service exists at the Interstate-5/Cannon Road
northbound on-ramp in the evening hours. This intersection is in the Caltrans
right-of-way and is identified in the current Traffic Impact Fee Report as a
future hot spot. Hot spots are locations that primarily serve regional traffic and
are within limited control of the City. The location will continue to be
monitored. Any future improvements to mitigate congestion would need to be
coordinated with Caltrans.
Performance Measures and Growth Management Standards I ACHIEVES I BENCHMARK I ADEQUATE 1.
TRANSPORTATION
AVAILABLE ACHIEVED
DATA NOT NOT BENCHMARK
Roadway Safety J
Roadway Circulation
J Roadwav Rideabilitv
J
Roadway Cost Efficiency
J Management Standard
Circulation Growth
J
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Management Goals
0 Faraday Extension
0 Rancho Santa Fe Road
0 Pavement Management Program
Traffic Signal Interconnect Design
Transportation Management Association
Traffic Signal Interconnect Design
Citywide Survey Highlights
Residents were asked about the condition of the city’s streets. Overall, the
conditions were rated positively with 83% of those surveyed rating the condition
at good or excellent. A little less than half, 46%, rated traffic circulation as good
or excellent. Consistent with the results reported in 200 1, there continue to be
regional differences in these ratings. Residents in the North region rated traffic
circulation lower than did South region residents.
Other Factors
Development of a Transportation Management Association (TMA) is a potential
factor for minimizing congestion. A TMA can help coordinate activities to
optimize results through the use of Transportation Demand Management (TDM)
techniques such as flex-hours, carpools, transit usage and telecommuting,
especially in the industrial corridor. Businesses continue to be encouraged to
implement aggressive TDM measures to reduce volumes and shift peak hours of
operation. Efforts such as formation of a TMA will help educate businesses and
provide TDM strategies for them to implement.
16
Public Works
ROADWAY SAFETY
THE OUTCOME
Roadway safety.
THE MEASUREMENT
Collision rate per million vehicle miles.
WHAT THE DATA MEANS
Many factors contribute to a safe roadway system including design,
maintenance, traffic operations, and traffic enforcement. This measurement
brings the effectiveness of all these factors together to measure the safety
outcome. Both engineering and police currently measure data. Data is
gathered throughout the year and is summarized in the Engineering
Department, Transportation Division's Annual Traffic Report.
The roadway segment collision rate is the number of collisions occurring on a
defined section of road, per one million vehicle miles. The California
Department of Transportation has calculated statewide average collision rates
' on all State highways to be used to identify potential problem areas. These
rates are reported for roadways with two to three lanes to undivided roadway
with four or more lanes.
STREET CLASSlFICATIONS STUDIED
Prime Arterial: 40,000+ vehicles per day; six lanes; divided; access controlled;
provides regional and intra-city circulation; provides connections to the
freeways
Major Arterial: 20-40,000 vehicles per day; four lanes; divided; access
controlled; provides intra-city circulation; provides connections to the freeways
Secondary Arterial: 10-20,000 vehicles per day; four lanes, striped median:
moves traffic between collector and larger arterial streets
DEPARTMENTS INVOLVED
Maintenance and Operations, Engineering, and Police
17
BENCHMARK
100% of road segments meet Caltrans collision rates by type of segment.
RESULTS
Roadway Segments within Caltrans Collision Rates
ROADWAY SEGMENT TYPE Benchmark 1999 2000 2001
Secondary Arterials (7 segments)* 100% 88% 86% 100%
Major Arterials (1 1 segments) 100% 100% 100% 100%
Prime Arterials (1 8 segments) 100% 95% 95% 95%
Total Road Segments within
Caltrans collision rates: 100% 95% 95% 98%
The table shown on the next page provides roadway segment collision rates on
major streets throughout Carlsbad and a comparison of the State collision rate
for a comparable roadway.
18
ROADWAY SEGMENT COLLISION RATES
2000 NUMBER OF COLLISION NUMBER OF
2001
RATE COLLISIONS RATE COLLISIONS COLLISION
ALGA ROAD (maior arterial) El Camino Real to Melrose Drive
0.48 4 0.36 2 Carlsbad Boulevard to Faraday Avenue CANNON ROAD (maior arterial)
1.09 16 0.06 1 Palomar Airport Road to El Camino Real AVIARA PARKWAY (secondarv arterial)
0.52 7 0.45 6
CARLSBAD BOULEVARD (maior arterial) North City Limits to Carlsbad Village Drive 7 1.25 3 0.57 Carlsbad Village Drive to Tamarack Avenue 11 1.61 0.15 2 Tamarack Avenue to Cannon Road
1.17 8
0.33 3 0.66 6 (11 Poinsettia Lane to South City Limits
0.47 4 0.57 5 Palomar Airport Road to Poinsettia Lane
1.32 7 .96 5 Cannon Road to Palomar Airport Road
0.3 1 3
CARLSEAD VILLAGE DRIVE (secondam arterial) Carlsbad Boulevard to Interstate Highway 5 Interstate Highway 5 to El Camino Real El Camino Real to College Boulevard
COLLEGE BOULEVARD (rnaior arterial) Palomar Airport Road to El Camino Real
EL CAMINO REAL (Drime arterial) State Route 78 to Marron Road Marron Road to Tamarack Avenue Tamarack Avenue to College Boulevard College Boulevard to Palomar Arport Road Palomar Airport Road to Aviara Parkway Aviara Parkway to La Costa Avenue La Costa Avenue to South City Limits
LA COSTA AVENUE (maior arterial) Interstate Highway 5 to El Camino Real
LA COSTA AVENUE (secondam arterial) El Camino Real to Rancho Santa Fe Road
MELROSE DRIVE (prime arterial) Palomar Airport Road to Rancho Santa Fe Road
PALOMAR AIRPORT ROAD (Drime arterial) Carlsbad Boulevard to Avenida Encinas 0. 0 1 0.9 1 Avenida Encinas to Paseo Del Norte 14 **2.65 16 Paseo Del Norte to College Boulevard 31 ***3.16
1.63 24 College Boulevard to Camino Vida Roble 5 5 1.35
Camino Vida Roble to El Camino Real 9 0.34 11 0.30
El Camino Real to Melrose Drive 17 (2) 0.75 13 0.89
Melrose Drive to East City Limits 8 0.45 0.61 0.8 1 11 0.60
PASEO DEL NORTE (secondam arterial) Cannon Road to Palomar Airport Road 9 1.60 18 3.32 Palomar Airport Road to Poinsettla Lane 5 0.9 1 4 0.74
POINSETTIA LANE (maior arterial) Carlsbad Boulevard to Aviara Parkway 9 (11 0.99 5 0.60
RANCHO SANTA FE ROAD brime arterial) Melrose Drive to La Costa Avenue 18 0.88 27 1.25 La Costa Avenue to Olivenhain Road 7 0.65 9 0.82 Olivenhain Road to Calle Acervo 2 0.55 4 (1) 1.15
CALTRANS STATEWIDE COLLISION RATES FOR URBAN ROADWAYS * Exceeds State rate of 3.35 (‘99 data) ** Exceeds State rate of 2.40 (‘99 data) *** Exceeds State rate of 2.40 (‘00 data)
Numbers in parentheses ( ) indicates number of collisions in construction zone.
Rate = Number of collisions x one million = colllslons per mllllon vehicle mlles
Average daily traffic x section length (miles) x 365 days
19
ANALYSIS
In 2001, 98 percent of the roadway segments measured were within the
statewide standard. This result shows a three percent improvement over 2000.
Only one road segment on one road exceeded the statewide collision rate
(Palomar Airport Road between Avenida Encinas and Paseo Del Norte). This
segment was also identified in 2000 as exceeding the statewide collision rate.
The Palomar -01% Road segment from Avenida Encinas to Paseo Del Norte is
a heavily traveled corridor used by commuters and tourists and includes a
portion of road in the Caltrans right of way at the Interstate Highway 5
interchange. Driver inattention in this corridor is a contributing factor in the
number of collisions.
While 98 percent of the roadway segments meet the statewide standard, the
number of collisions has increased along many of the roadway segments
compared to last year’s numbers. City staff monitors collision reports on an
individual basis as well as performing trend analysis to detennine possible
collision patterns; Much of the City’s analysis and action to improve safety at
individual roadway segments is addressed in the Annual Traffic Report prepared
by the Public Works’Transportation Division each year. Additionally, every two
years the City reports on trdfic signal needs and identifies a priority list of
intersections for placement of those signals. Interim measures are implemented when a collision pattern is identified unless and until a permanent solution is
attainable.
ACTION PLAN
The subject road segment on Palomar wort Road has been fully improved to city standards and has permanent signing, striping and traffic control devices in .
place. Many of the collisions are outside the control of the city to initiate
preventive measures due to the nature of the collisions such as them being
related to weather conditions or driver inattention. However, it is expected that
the roadway segment could meet the benchmark of being below the Caltrans collision rates, and staff will continue to strive for this result.
Staff currently monitors and consistently addresses safety needs along roadway
segments where the number of collisions increases significantly or a pattern of
collisions is identified. Solutions are identified and interim measures are
implemented when needed unless, a permanent solution is immediately
attainable. Permanent solutions are typically developed as part of the capital
improvement program.
20
Public Works
ROADWAY CIRCULATION
THE OUTCOME
Roadway circulation efficiency.
THE MEASUREMENT
Average travel time on El Camino Real and Palomar wort Road. The reported
benchmarks were established as a result of travel time studies conducted in
June 2000.
For purposes of this report, references to the period of time as a “year” equate to
the 12-month period covering December through November, due to the
publication timing of the State of Effectiveness report.
Travel time studies were conducted four times on these roadways this year, as
opposed to twice per year in 2000 and 200 1. However, the two additional study
periods concluded essentially the same results as the two regular study periods
previously concluded.
The travel time study on El Camino Real was performed for the full length of the
roadway in the City of Carlsbad, from the south city limit to Haymar Drive at
the north city limit. Three study periods were evaluated. These were 7:OO a.m.
to 9:00 a.m. (the a.m. peak period), 9:15 a.m. to 11: 15 a.m. (the off-peak
period), and 3:30 p.m. to 6:OO p.m. (the p.m. peak period).
The travel time study on Palomar wort Road was performed for the full length
of the roadway in the City of Carlsbad, from Carlsbad Boulevard at the west to
the east city limit. Three study periods were evaluated. These were 6:45 a.m. to
8: 15 a.m. (the a.m. peak period), 9:45 a.m. to 11: 15 a.m. (the off-peak period),
and 4:OO p.m. to 6:OO p.m. (the p.m. peak period).
Two test vehicles are used to conduct travel time studies. The “average-speed”
technique is used, which involves driving the test vehicles along the length of
the test section at a speed that represents the average speed of the traffic
stream. DuAg each of the a.m. peak, off-peak and p.m. peak study periods,
each vehicle makes as many runs as can occur during the time frame
measured.
21
WHAT THE DATA MEANS
Palomar Airport Road (East City Limit to Carlsbad Blvdl
Ideal Travel Time (Eastbound or Westbound) 7 rnin, 21 sec
El Camlno Real (South City Limit to Hamar)
Ideal Travel Time (Northbound or Southbound) 10 min, 53 sec
Ideal Trauel Time is the length of time that it takes to travel from one point to
the other based on the posted speed limit assuming no delays for traffic signals,
construction, pedestrians, traffic congestion, etc. Average Travel Time is the
average of actual travel times from one point to the other, including delays.
Average travel time is most meaningful if reviewed in relationship to peak and
off-peak periods (morning commute/evening commute). Several factors
contribute to an efficient roadway circulation system including design,
maintenance, traffic operations, and police enforcement. These measures can
serve as an initial red flag to help determine the effectiveness of the City's
roadway system to ensure efficient and time-effective travel.
DEPARTMENTS INVOLVED
Public Works Maintenance and Operations, Public Works Engineering, Police
BENCHMARK
Travel times on El Camino Real and Palomar Airport Road will not exceed
baseline rates collected in June 2000.
RESULTS
El Camino Real Average Travel Times in Minutes* 1 Benchmark I Dec. 2001 I May 2002 I June 2002 I Sept. 2002
A.M. Peak - 7:OO to 9:00
Northbound - South City Limit to Hayrnar 15.7 17.0 14.1 15.6 15.6
Southbound - Haymar to South City Limit 18.0 18.5 17.2 15.8 19.4
Northbound - South City Limit to Hayrnar 15.8 16.0 16.3 15.0 15.6
Southbound - Haymar to South City Limit 16.0 14.8 15.4 16.0 15.1
Off Peak-9:15to11:15
P.M. Peak - 3:30 to 6:OO
Northbound - South City Limit to Haymar 21.8 24.3 21.5 25.9 24.0
Southbound - Haymar to South City Llrnit 17.4 18.7 18.9 17.6 ' 18.4
22
Palomar Airport Road Average Travel Times in 1Minutes* I Benchmark I Dec. 2001 I May2002 I June 2002 I Sept. 2002
A.M. Peak - 6:45 to 8:15
Eastbound - Carlsbad Blvd to East City Limit 11.4 10.5 . 11.0 10.4 10.4
Westbound - East City Limit to Carlsbad Blvd 11.3 11.0 10.9 10.6 11.0
Eastbound - Carlsbad Blvd to East City Limit 10.6 10.7 9.3 10.3 10.0
Westbound - East City Limit to Carlsbad Blvd 10.0 10.6 10.6 9.5 9.5
Eastbound - Carlsbad Blvd to East City Limit 13.9 12.7 13.9 13.5 12.4
Westbound - East City Limit to Carlsbad Blvd 12.0 12.5 11.2 11.2 11.1
*Benchmarks were established from June 2000 Travel Time Studies
Off Peak - 9:45 to 1 1 :15
P.M. Peak - 4:OO to 6:OO
ANALYSIS
Staff obtained the average travel time information on both roads .based upon
roadway conditions on the day of the study. Both roads are future six-lane
arterials. However, some segments have only been constructed with two-lanes
in each direction. Travel times on both segments are influenced by traffic
volumes, roadway geometrics, driveway locations, traffic signals and pedestrian
volumes. Afternoon peak hour delays are significantly higher due to the larger
volume of traffic on both the subject roads and side streets at that time of day.
El Camino Real
The ideal travel time is 10 minutes, 53 seconds on El Camino Real. Averages
were .calculated using all four study counts. The results from the latest study
indicate that an a.m. peak period does not really exist in the northbound
direction. Off-peak travel times in the northbound direction are slightly faster
than recorded in June 2000 and June 2001. During the p.m. peak, the travel
time increased slightly over June 200 1. During one measurement period for the
northbound direction, the travel time increased to over 25 minutes, with the
majority of the additional delay occurring between the Hosp-to-Haymar
segment.
The major traffic congestion in the northbound direction between Hosp Way and
Haymar Drive seemed to occur between about 4:30 p.m. and 6:OO p.m. The
delay during the p.m. peak in the northbound direction has resulted primarily
from the intersections between Marron Drive and the northerly city limits. This
delay is also influenced by the ramp meter operations for State Route 78'at El
Camino Real. The highest travel time measured 25.9 minutes conducted in
June 2002, as opposed to 24 minutes in both December 2001 and September
2002.
In the southbound direction, a.m. peak travel times have decreased significantly
from the June 2001 study and slightly from the June 2000 study. Off-peak
travel tirnes have decreased slightly from the June 2001 study and are more
consistent with the June 2000 study. However, there has been a slight increase
23
in the p.m. peak travel time in the southbound direction compared to the June
2001 and June 2000 studies. The increase in travel time experienced during the
p.m. peak in the northbound and southbound directions seems to be consistent
with a general increase in traffic volumes as the city and surrounding areas
continue to develop.
Palomar Airport Road
The ideal travel time is 7 minutes, 21 seconds on Palomar Airport Road.
Averages were calculated using all four study counts. The results indicate that
a significant a.m.-peak period does not exist in either direction. During the
p.m. peak, the time remained at an average of 13.1 minutes for the eastbound
direction, and decreased slightly to an average of 1 1.5 minutes for the
westbound direction (down from an average of 11.75 minutes last year). The
results show travel times are generally very similar to, or slightly less than,
those from previous studies. There appears to be a slight trend in reduced
travel times, especially in the westbound .direction. It is likely that the general
decrease in travel time is due to more vehicles using alternate parallel routes
such as Cannon Road/Faraday Avenue and Aviara Parkway/Poinsettia Lane.
ACTION PLAN
Both Palomar Airport Road and El Camino Real are required to be completed to
their full arterial width per the Circulation Element of the General Plan.
Completion of other missing circulation element roadways and widening
existing segments will help distribute traffic volumes to more lanes resulting in
shorter platoons of vehicles traveling between intersections. Portions of both
segments have traffic signals operating in coordination due to the closely spaced
intersections. Additional traffic signals will be constructed on both El Camino
Real and possibly on Palomar mort Road in the future. At that time,
intersection spacing will be closer and will benefit from coordinated traffic
signals. Widely spaced intersections at this time would not be candidates for
signal coordination. A study of future time-based traffic signal coordination and
optimization is being conducted through a consultant contract. This study will
focus on the locations to add signal coordination and ways to optimize traffic
signal operations. The city has plans to construct a Transportation
Management Center (TMC) in the future Public Works building to monitor and
coordinate timing of traffic signals. At this time it is unknown when funding for
the TMC will be appropriated.
One of the significant locations for delay is the El Camino Real corridor at the
Plaza Camino Real Mall. Future construction at the Rancho Del Oro
interchange by the City of Oceanside will reduce traffic volumes using El
Camino Real at Highway 78. This interchange has not yet entered design
phase, and therefore, is not expected to be complete for at least three to five
24
years. Future construction of College Boulevard and Cannon Road and opening
the College Boulevard connection to Oceanside will also provide congestion relief
to El Camino Real through volume reductions in the mall vicinity. Construction
has begun on the Cannon Road extension with completion expected in Spring
2004.
Businesses continue to be encouraged to implement aggressive Transportation
Demand Management (TDM) actions to reduce volumes and shift peak hours of
operation. Efforts such as formation of a Transportation Management
Association (TMA) are being actively pursued and will help educate businesses
and provide options for them to implement such as carpools, vanpools,
increased transit usage or other TDM measures.
Additional travel time studies will be performed on El Camino Real and Palomar
Axport Road in December 2002. The results from these studies will enable
continued comparisons to be made with the results contained in this and
previous studies in order to evaluate trends resulting from trdfic improvements
or delays on both roads.
It is recommended that only two travel time studies be conducted in 2003,
similar to the two studies conducted in 2000 and 200 1.
25
Public Works
ROADWAY RlDEABILlTY
THE OUTCOME
High level of roadway rideability.
THE MEASUREMENT
Average Pavement Condition Index (PCI) and the percentage of roadway
segments above the target PC1 minimum. The Pavement Management software,
based on the data collected during roadway condition surveys, generates PC1
data.
WHAT THE DATA MEANS
The data reflects the condition of the roadway surface, which is related to the
design and quality of the initial. installation, the age, and maintenance of the
roadways. Exposure to the elements and vehicle loadings cause pavement to
deteriorate. Left untreated, the pavement could develop large cracks and
potholes that would impact the structure integrity of the road as well as degrade
the rideability or "smoothness" of the road. Pavement overlays can prevent
cracks from occurring and help avoid more extensive and expensive roadway
repairs. A proactive pavement management program is the most cost effective
way to improve roadway reliability and protect the City's investment in its
roadways.
DEPARTMENTS INVOLVED
Public Works, Engineering and Maintenance & Operations.
BENCHMARK
Average Pavement Condition Index (PCI) at 70 or higher.
RESULTS
~ BENCHMARK CARLSBAD RATING
70 75*
*The reported PC1 reflects the most recent survey data collected during fiscal
year 1997-1998, which resulted in a citywide average PC1 of 75.
ANALYSIS
From 1998, when the last survey was conducted, to 2002 five projects have
been constructed. These projects resulted in 38.5 miles of roadway receiving
26
slurry seal, and 2 1 miles of roadway receiving overlay. In 2002 a new roadway
condition survey is being conducted. In early 2003 the survey data will be
loaded into the recently acquired software program that will be utilized to
calculate the current PCI. In 2003, six more projects are scheduled for
completion. These six projects will result in an additional 12.4 miles of roadway
receiving slurry seal, and an additional 14.5 miles of roadway receiving overlay.
The benefits from the completed overlay projects since our last survey have not
been factored into the PC1 rating, and will definitely have a positive effect on the
average PC1 rating.
The average pavement condition index of 75, which was calculated in 1998, falls
short of the established benchmark of 80.
From 1998 to 2002 the City spent $4,820,000 on slurry seal and overlay
pavement management projects. Two slurry projects were completed in years
1998 and 2001. Three overlay projects were completed in years 1998, 1999 and
2002. It is anticipated that another $6,400,000 will be spent on pavement
management projects during the spring and sumrner of 2003. Six projects are
planned including one slurry and five overlays. This anticipated large
expenditure is derived from some carry over from last year and a bigger focus on
preventive maintenance.
The analysis of the 2002 condition survey will help identify the impact of the
pavement management projects, as noted above, on the PCI. The analysis of
the data and the predictive tools available in the pavement management
software program will be used to establish the scope of future projects.
ACTION PLAN
The action plan for next year includes the completion of the 2002 roadway
condition survey, analyzing the data, preparing the scope of work for future
projects, designing and completing the construction of projects.
The schedule for these activities is as follows:
1. July - December, Prepare design of projects for construction during the
summer of 2003.
2. October - December, Complete condition survey and analyze roadway
survey data and calculate PC1 results using pavement management
software.
3. January - June, Based on the results of the data analysis, the PC1
calculation and historical traclung of funding relative to the PCI; the
scope of work and funding request for the 2004 project(s) will be
27
4.
incorporated into the Capital Improvement Program budget
May-September, construct 2003 projects
request.
The sample summary table shown below will be used in the future to present
the correlation between the funds expended on pavement management activities
and the PC1 of roadways throughout the City.
Average PC1
2002 X
2003 X
Expenditures on
Percentage of roads Pavement Mgmt.
above PC1 of 70 Project(s)
N/A $4,826,000
X
X
X
X
28
Public Works
ROADWAY COST EFFICIENCY
THE OUTCOME
Value of the roadway experience.
THE MEASUREMENT
Actual street maintenance expenditures (does not include traffic signal
maintenance) per mile of roadway.
WHAT THE DATA MEANS
Measures the fiscally responsible and appropriate use of tax dollars allocated for
use on the City’s roadways. It also reflects age, design and maintenance
standards of the ulfrastructure.
DEPARTMENTS INVOLVED
Maintenance and Operations/Street Maintenance, Engineering
BENCHMARK
City of Carlsbad maintenance cost per mile of roadway will not exceed $5,878
Der street-mile. This benchmark was established based on information reported I in the baseline year (2000) and has been adjusted annually by
Consumer Price Index (2001 = 5.73%, 2002 = 2.95%).
RESULTS
2000 2002 2001 hLlalntenance Costs I $1,971,827 I$2,034,004 I $2,272,809 I ~~~ ~ ~~
hbtal Street Miles I 3651 I 3741 I 406. I
IBenchmark I $5,400 I $5,709 I $5,878 I
the San Diego
Estimated inventory data
ANALYSIS
The benchmark for this measure was achieved even though the results for
2001-02 increased from the previous year by $159 per mile. The increase was
due primarily to more accurate inventory data and inflationary increases. The
inventory data reflects a more realistic level of growth in our streets’
infrastructure during the previous year. As this level of accuracy is maintained,
a more appropriate and meaningful cost measure will be established.
29
While Carlsbad ranked mid-group in terms of cost per mile for street
maintenance compared to benchmark agencies, the significance of this data is
unknown until more information can be obtained from the benchmarking
agencies. Although El Cajon's results are very close to that of Carlsbad, the size
of their street infrastructure may not make this agency a meaningful
benchmark partner.
Of the outside agencies contacted, 'most use street-miles as their measure
because this data is most readily available. However, cost per lane-mile is more
meaningful information because this unit of measurement takes into
consideration the width of streets, which can vary greatly.
* City did not wish to be identified.
ACTION PLAN
Over the past year the Public Works MSA has devoted a considerable amount of
time to developing partnerships with other cities to obtain comparable
benchmark data. This initiative has proven to be more difficult than initially
anticipated. Even within the reporting agencies, the data has been difficult to
collect in a format where comparisons can be made in a useful manner. Over
the next year, we will work with our partner cities to understand why there is
such a large range in the maintenance costs per mile. As part of this process,'
staff will investigate changing the measure to cost per lane-mile. The results of
this work will be incorporated into next year's report.
The current benchmark is based on internal historical data. Public Works will
research and possibly develop a new benchmark based on accepted industry
standards.
The Public Works Department is in the process of preparing a five-year service
plan. During this process, the major activities performed by the Street
30
Maintenance department will be reviewed and analyzed to ensure work is
performed in a cost effective and efficient method.
Staff is also working on City of Carlsbad “standards of care” for roadway
maintenance and will be incorporating the results of this work into next year’s
report.
.3 1
Public Works
GROWTH MANAGEMENT - CIRCULATION
THE OUTCOME
An efficient and effective circulation system is maintained in the City.
THE MEASUREMENT
No road segment or intersection in the City, or any road segment or intersection
outside the City, which is impacted by development in the City, shall be
projected to exceed an unacceptable level of service (LOS).
WHAT THE DATA MEANS
Comparison of traffic volumes to roadway and intersection capacities. A traffic
model of the City has been completed which projects traffic volumes through
the year 2020. This Carlsbad sub area-traffic model is maintained by SANDAG
and used by staff for analysis and to identify necessary roadway and
intersection improvements. The Annual Growth Management Traffic Monitoring
Program monitors existing traffic volumes and conditions on critical roadways
and intersections throughout the City to help identlfy and determine the timing
of additional traffic mitigations and improvements.
LOS is a quantitative measure of traffic conditions that reflects how restrictive
vehicle movements are, or may become. For purposes of monitoring traffic
throughout the City, the capacity of an intersection or roadway segment is
compared to the actual volumes measured in the field. The six levels of traffic
service range from A to F. Level A represents the most ideal conditions: Level E
is at capacity; and Level F indicates forced flow, or stop and go traffic that is
often grid locked. The Transportation Research Board Highway Capacity
Manual further defines LOS based on specific measurements of traffic volumes
and roadway capacities.
DEPARTMENTS INVOLVED
Engineering
GROWTH MANAGEMENT STANDARD
No road segment or intersection in the City, nor any road segment or
intersection outside the City which is impacted by development in the City,
shall be projected to exceed a service level as indicated for the following
conditions:
32
I Condition lms I
During off-peak hours
D During peak hours
C
Impacted means where 20% or more of the traffic generated by an area will use
the road segment or intersection.
RESULTS
Growth Management Traffic Monitoring Program results for 2002 indicates that
all roadway segments and intersection meet the Growth Management Standards
except the following intersections:
0 Melrose Drive/Palomar mort Road (LOS E in the AM Peak Hour)
0 Melrose Drive/Rancho Santa Fe Road (LOS E in the AM Peak Hour)
The following intersections and roadway segments currently meet the Growth
Management Standards and will continue to be monitored:
0 El Camino Real/Tamarack Avenue (LOS D in the AM Peak Hour)
0 El Camino Real/Palomar Auport Road(L0S D in the PM Peak Hour)
0 Carlsbad Boulevard/Cannon Road (LOS D in the PM Peak Hour)
0 Rancho Santa Fe Road/San Elijo Road (LOS D in the PM Peak Hour)
0 1-5/Cannon Road Northbound Ramps (LOS D in the PM Peak Hour)
0 Rancho Santa Fe Road between Melrose Drive & La Costa Meadows (LOS
0 Palomar Airport Road between Melrose Drive & Paseo Valindo (LOS D in D in the PM Peak Hour)
the AM Peak Hour)
ANALYSIS
The Faraday Avenue and Melrose Drive extension project, which is scheduled to
be under construction by early 2004, is expected to alleviate the following
intersections and road segments:
e Melrose Drive/Palomar Airport Road intersection
0 Palomar Airport Road/El Camino Real intersection
Palomar mort Road between Melrose Drive & Paseo Valindo
In addition, widening westbound Palomar Airport Road by one lane through this
intersection may help to alleviate PM Peak Hour traffic prior to the completion of
the Faraday Avenue and Melrose Drive extensions.
The Rancho Santa Fe Road Realignment and Widening project, which is already
under construction, is expected to alleviate the following
segments:
0 Melrose Drive/Rancho Santa Fe Road intersection
0 Rancho Santa Fe Road/San Elijo Road intersection
0 Rancho Santa Fe Road between Melrose Drive & La
intersections and road
Costa Meadows
33
The College Avenue and Cannon Road project, which is currently under
construction, is expected to alleviate traffic at the El Camino Real/Tamarack
intersection.
The intersections located on Carlsbad Boulevard are identified in the City’s
Traffic Impact Fee Report as future hot spots due to its unique character. Hot
spots are locations that primarily serve regional traffic and are within limited
control of the City. Because it abuts the ocean, all major intersections on
Carlsbad Boulevard are ‘T intersections that tend to have high turning
movement demands. Studies by both the City and SANDAG indicate that
Carlsbad Boulevard is used by regional traffic as an alternative to 1-5. The
Carlsbad Boulevard/Cannon Road intersection will continue to be monitored
with other major intersections along Carlsbad Boulevard.
Although improved over last year, borderline level of service conditions exist at
the Interstate-5/Cannon Road northbound rarnps in the PM peak hour when
Caltrans’ ramp meters are in use and cars are queued waiting to access 1-5.
This intersection is identified in the current Traffic Impact Fee Report as a
future hot spot. The rarnps will continue to be monitored.
ACTION PLAN
0 On-going analyses of new developments
0 Conduct annual Growth Management Traffic Monitoring Program
0 Construct Rancho Santa Fe Road Realignment & Widening
0 Construct Melrose Drive/Faraday Avenue
e Staff will evaluate the feasibility of widening westbound Palomar mort
Road at Melrose Drive
0 Construct College Avenue/Cannon Road
34
Finance Strateqic Goal
Strategic Goal
Implement proactive strategies that provide and manage fiscal resources
effectively to ensure a high quality of life.
0 Service Delivery
o Risk Management Losses will not exceed $9.17 per capita.
o Finance report will be distributed within 15 days after close of
Results: $6.74
month (30 days for June)
Results: 1 1 out of 12 months met
cost
o City Operating budget per capita
o Revenue .per capita
Results: $984
Results: $992
0 Customer Satisfaction
o There is no customer satisfaction measure associated with this
goal.
Service Delivery
Customer Gap (No satisfactionn Measure) ost
35
Summary
The City is in relatively healthy financial condition. Revenue is strong when
compared to other North County jurisdictions, and through monthly and long
term monitoring of the City’s financial condition, the city is able to be proactive
in managing the City’s resources. Although the’ City expends a significant
amount of resources per capita, the correlating semce areas demonstrate high
levels of service delivery and customer satisfaction.
rformance Measures and Growth Man ent Standards
BENCHMARK
Management Goals
e
e
e
e
e
e
e
e
e
e
e
Poinsettia Lane East Financing
Storm Water Financing Program
Water & Sewer Master Plan Update
Internal Audit
10 Year Forecast
Lighting/Landscaping District
Fixed Assets And Infrastructure Maintenance Financing
IOD Reduction
Police Risk Reduction
Water District/City Relationship
Policy On Responsibilities For Sewer Laterals
Citywide Sumey Highlights
There were no questions relative to the City’s financial condition on this year’s
survey.
Other Factors
Other factors that have an impact on the City’s financial health are State budget
impacts. The most recent concern is the $30+ billion budget deficit at the state
level. This could result in the restructuring of the revenue formula for local
government and potentially poses a serious financial impact to the City.
36
Administrative Services
RTSK MANAGEMENT - NON-VEHICULAR WLLITY U)SSES
THE OUTCOME
Minimization of liability losses.
THE MEASUREMENT
Non-vehicular liability losses per capita.
WHAT THE DATA MEANS
The level of losses reflect departments’ efforts to reduce liability exposure
throughout the City.
DEPARTMENTS INVOLVED
Risk Management, all other departments.
BENCHMARK
Carlsbad non-vehicular liability losses per capita are below the mean results for
10 cities of a comparable size as calculated from the FY 2001 ICMA data.
Liability losses are defined as miscellaneous claim expenditures, settlements,
investigation fees, attorney fees, court costs and insurance premiums.
RESULTS
1999
$9.17 $6.71 - BENCHMARK
$6.74 $2.94 $5.74 CARLSBAD
2001 2000
ANALYSIS
Carlsbad’s 2001 results are significantly higher than 2000, and unlike previous
years, do not reflect vehicular liability losses (these losses were taken out to
match the ICMA benchmark). While there was not a significant increase in the
number of claims received in 200 1, the defense and settlement costs during this
period were considerably higher than in the previous year. These costs were
centered in a very small number of the total cases processed and do not
represent across-the-board increases due to any policy or operational changes
from the previous year. Carlsbad continues to compare well against other cities
of a comparable size.
ACTION PLAN
Risk Management will continue to use ICMA data for comparison purposes,
unless a better benchmark is identified.
37
Administrative Services
FINANCE REPORT DISTRIBUTION
THE OUTCOME
Timely dissemination of financial information for decision-making
THE MEASUREMENT
Measures how soon after the end of each month financial data is available to
the users of the data (in business days)
WHAT THE DATA MEANS
Managers and the City Council depend on accurate, timely financial data in
order to evaluate the progress of City programs and the ability of the City to
continue to fund the programs. The older the financial information, the less
valuable it is. This data is compiled based upon the City’s Fiscal Year.
DEPARTMENTS INVOLVED
Finance
BENCHMARK
The monthly financial status report is to be issued by the fifteenth business day
after the end of the month except for June, which is thrty business days. This
is due to the year-end close procedures, which hold the accounts payable
process open for most of the month of July in order to insure an accurate
balance for fiscal year end reporting.
RESULTS
Financial Status Report
01
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN
Date
1 +Business Davs to Issue I
f- Benchmark
ANALYSIS
The benchmark was met in every month except one during the year. The June
report, which was issued on the 31st business day, was off by one day. This is
an improvement over last year when our benchmark was not met in four
months. This improvement is due to move visible tracking done by the
department in which we post, on a monthly basis, a chart showing how many
days it took to issue the report. This way everyone is aware of the deadline and
more likely to meet it.
ACTION PLAN
As we met our target 11 of the 12 months of the fiscal year, our action plan is to
continue to meet our target to ensure the timely issuance of the report.
39
Citytvlde
CITY OPERATING BUDGET
THE OUTCOME
Maintain a cost effective operating budget.
THE MEASUREMENT
General Fund operating expenditures per capita.
WHAT THE DATA MEANS
Due to the complexities of fund accounting and the tremendous variety in local
government services, this measure takes into account the costs accrued to the
General Fund. By analyzing the operating expenditures per capita, staff can
begin to develop an understanding of baseline costs for the services we provide.
When contrasted agmst the Overall Satisfaction Ratings and Citizen Confidence,
“value” can begin to be ascertained.
DEPARTMENTS INVOLVED
All City departments expending General Fund monies.
BENCHMARK
The measure is the General Fund Operating Expenditures per capita and will be
evaluated against other San Diego County cities.
RESULTS
The per capita cost for the FY 2001 /2002 General Fund Operating Budget is
$984.
ANALYSIS
In prior attempts to establish and evaluate this measure, Carlsbad looked at
other ‘comparable” cities nationwide to compare against. Due to the significant
costs spent on labor, comparing different jurisdictions around the U.S. was not
very effective in providing useful information. This year, in an effort to get a
better comparison, staff benchmarked the cost of service to other San Diego
county jurisdictions. This comparison should’ provide more utility as the
regional costs are the same, and staff has some resident knowledge of the other
jurisdictions that are used in the comparison.
Per capita cost was derived from the general fund operating cost ($80,700,000)
divided by an approximate city population of 82,000.
40
The following table reflects the estimated General Fund per capita expenditures
from other San Diego county cities for fiscal year 200 1 /2002.
GENERAL FUND OPERATIN
When evaluated, Carlsbad has the highest cost per capita of the 14 cities
evaluated. As mentioned above, there are numerous factors to consider when
evaluating this measure, such as types and levels of services provided, financial
wherewithal, citizen expectations, etc. Based upon other information gathered,
the levels of General Fund expenditures are consistent with the level of General
Fund revenues generated per capita. The results of this measure are to be
taken into consideration with the Overall Citizen Satisfaction with City Services
and the Confidence in City Government. By analyzing these measures in
concert, the concept of “value” can begin to be determined.
ACTION PLAN
Continue to evaluate this measure by identlfylng areas where costs are not
equivalent to service levels provided.
.4 1
CiQwnde
THE OUTCOME
Maintain a financially healthy General Fund revenue stream.
THE MEASUREMENT
General Fund revenue per capita
WHAT THE DATA MEANS
Evaluating the level of General Fund revenue per capita and the sources of that
revenue provide vital information with regards to the stability and effectiveness
of the City’s financial strategy.
DEPARTMENTS INVOLVED
Citywide
BENCHMARK
To be determined
RESULTS
Carlsbad’s general fund revenue per capita is $992.
ANALYSIS
The revenue was broken down by category to provide a clearer understanding of
the primary revenue sources available to local government, and the effectiveness
of the City’s financial strategy. This measure highlights two significant factors
of City revenue, generating capacity (the total amount of revenue derived from
the source) and balance between the different revenue sources. The chart
highlights four distinctive revenue sources (property tax, sales tax, transit
occupancy tax, and development revenue) and a general category identified as
“other” which includes revenues such as the Vehicle License Fee.
42
General Fund Revenue Per Capita
so 1700 I1 ,wo
Escondido
National City
Oceanside
Poway
San Marcos
Vista
0 Property Tax
Sales Tax
0 TOT
Development Rev.
0 Other
The chart below compares the total General Fund revenue per capita generated by
North County cities. Carlsbad has a General Fund per capita revenue of $992.
This is significantly higher than the other North County Cities.
North County General Fund r Revenues Per CaDita
Carlsbad
$635 Encinitas
$992
$414 Vista
$572 San Marcos
$556 Poway
$474 Oceanside
$446 Escondido
The City of Del Mar and Solana Beach were removed from the analysis due to
their relatively small population. As the chart shows, the order of magnitude of
general fund revenue generation per capita between Carlsbad and other North
County cities ranges from 156% (Encinitas) to 240% (vista).
The other component of this measure is the evaluation of revenue generation by
specific sources. Local government has traditionally relied upon property tax,
sales tax, transit occupancy tax, and revenue from development to provide
revenues to the general fund. However, the volatility' of several of the tax
43
sources, such as Transit Occupancy Tax and Development, has caused a
pendulum effect in local government finances. Through evaluation of the level
of revenue that is generated by source type, the City can better understand the
potential level of financial volatility in the General Fund revenues. By achieving
a balance in revenue streams, the local jurisdiction can stabilize the revenue
cycle.
Carlsbad has almost equal revenue generation from the Property Tax and Sales
Tax. Transit Occupancy Tax generates nearly 10% and Development Revenue
generates 5%. There is not a defined “formula” that the City has identified for
it’s revenue streams, however, the identification of the sources of revenue and
their overall impact is critical for the effective development and implementation
of the City’s economic strategy.
ACTION PLAN
Continue to evaluate the General Fund revenue sources, and identlfy
opportunities to increase revenue diversity and generation. Develop internal
benchmark level for revenue generation.
44
Communication Strateqic Goal
Strategic Goal
Ensure that Citizens, Council, and Staff are well informed, leading to a more
responsive government and a higher level of confidence
Service Delivery
o 90% of citywide survey respondents rate confidence in local
government 6 or greater.
Results: 62% responded 6 or greater
cost
o The cost to provide communications per capita.
Results: $10.80 per capita (based on a city population of 88,000). The
benchmark for this measure has not been set.
Customer Satisfaction
o 90% of cityurlde survey respondents rate City’s ability to communicate
6 or greater.
Results: 72% rated confidence in local government a 6 or greater.
Service Deliverv
Customer A
Satisfaction Gap I
Custome
Satisfaction A
/ cost
45
s=w Although benchmarks were not achieved for 2 of the 3 Communication
measures this year, there was substantial improvement in both areas.
Confidence in local government increased 4 percentage points (72% from 68%)
and the citizens rated the City 7 percentage points higher on the ability to
inform them on issues that are important (62 Yo from 55%). These numbers
suggest that the city is moving in a positive direction with its communication
efforts.
When confidence in local government is looked at over the past 3 years, the
survey data shows an 1 1-point increase in the percentage of citizens that rate
their confidence in local government 6 or greater. Staff will continue to identifjr
the contributors to citizen confidence in local government.
Costs for city communications efforts over the past year were approximately
$10.80 per capita. This cost measure is a new addition this year, and staff does
not have an adequate comparison to determine the appropriate level of
expenditures for communication efforts and results. Staff will use this year’s
results to assist in defining this benchmark over the coming year.
Performance Measures and Gro
COMMUNICATION
Cityulde Communications
Communication Cost I Confidence in City Government
Management Goals
Website Updates
Police Communications
Evaluation Feedback
Police Directives Update
rth Management Standards
ACHIEVES BENCHMARK
AVAILABLE ACHIEVED
DATA NOT NOT BENCHMARK ADEQUATE
J
Public Works Communication
Volunteer Management
Publish City Newsletter
Performance Measurement - City Wide
Enhance Program Briefings
Joint Planning & Marketing For Comm. Services Programs & Classes
Communicating “Smart Growth”
Implement Communications Plan
46
Citywide Survey Highlights
There were a number of questions on this year’s survey regarding
communication. Residents were asked to rate the job the city does in providing
residents with information about important issues. Respondents answered
using a zero-to-ten scale where zero means poor and ten means excellent. The
data shows that the average rating in 2002 (6.27) was significantly higher than
the average rating in 2001 (5.95).
Respondents were asked what resources they used to get infomation about the
City of Carlsbad.. The most common source of information about Carlsbad
reported was the Community Services and Recreation Guide. The use of the
Community Services and Recreation Guide increased from 2001 to 2002, as did
the number of people gaining information about the city from the city web page,
city desktop calendar, fliers, citizen forums and city council meetings.
Other Factors
None.
47
Citmde
CONFIDENCE IN CITY GOVERNMENT
THE OUTCOME
High level of citizen confidence in the City’s ability to positively affect the
community.
THE MEASUREMENT
Survey results to the question in the cimde survey that asks “How confident
are you in the Carlsbad City Government to make decisions which positively
affect the lives of its community members?”
WHAT THE DATA MEANS
Evaluating citizen’s confidence in the local government in conjunction with
other service rating measures, the City can determine those actions, which have
a positive impact on the perception of the effectiveness of local government.
DEPARTMENTS INVOLVED
Ciwde
BENCHlMARK
90% of respondents rate confidence 6 or greater on a 0- 10 scale.
RESULTS
BENCHMARK
6.61 6.52 6.04 - Median Average
72% 68% 60% 90% Percent at 6+
2002 2001 2000
ANALYSIS
This is the third year that the City has asked its residents how confident they
are in local government effectiveness. While the median confidence rate has
increased by more than one-half point, the percentage of the respondents who
have a positive confidence level in local government has increased over the past
two years by roughly 12.5 percentage points The increased confidence levels
represents a continued upward trend for this measure, and reflects multiple
survey improvements. While the 8 percentage point increase in confidence
between 2000 and 2001 showed the largest jump (this was thought to be
derived from a post 9/ 1 1 increase in the general support for government), the
48
2001 to 2002 cycle increase of nearly 4 percentage points, signifies that the
gains are due to more than patriotic sentiments.
However, knowing the level of confidence is different than understanding what
causes that level to increase or decrease. The city is still in the process of
determining what these factors are.
ACTION PLAN
Continue to evaluate what factors 'promote citizen confidence in local
government.
49
Citywide
CXTYWIDE COMMUMCATXONS COST
THE OUTCOME
A well-informed citizenry with a high level of confidence in local government.
THE MEASUREMENT
Cityurlde communication costs per capita.
WHAT THE DATA MEANS
The dissemination of information to the public is a key function of local
government. A more informed public should result in greater understanding of
local issues and positively impact the public’s confidence in local government.
This measure evaluates the cost per capita spent by the City for communication
purposes. The costs for this year represent rough approximations and will
continue to be defined and refined in the future. Costs include the appropriated
budget for ‘the public information program as well as significant expenditures
from throughout the organization.
DEPARTMENTS INVOLVED
Citywide
BENCHMARK
To be determined
RESULTS
BENCHMARK
$10.80 To be determined
2002
ANALYSIS
This is the first year the City has evaluated the cost to provide information to
the citizens and customers of the City of Carlsbad. This measure will provide
the ability for staff to better evaluate the effectiveness of the City’s
communications efforts. Over the past several years, the City of Carlsbad has
significantly expanded its communication methods, without the ability to clearly
analyze whether those efforts were successful in achieving the desired results.
This cost efficiency measure takes into account the money outlined in the
Public Information Budget as well as other city communication endeavors such
as Public Works brochures, the Community Services Guide, etc. (note: these
50
costs are approximate).
This past year saw a substantial increase in its communication costs due to the
development and implementation of several new or expanded communication
tools. These include the new Quarterly Update Video, the State of the City
video, the expanded Community Services brochure, hiring a new Video
Production Manager, expanded development of the City’s website, the new City
Avenues informational packets, and the new “City Stuff‘ packets developed for
third graders. Other costs include the ongoing production of the City Desktop
Calendar, informational pieces produced by Public Works, and flyers included
in City billing statements.
..
City costs for communication efforts this year were estimated to be $950,000,
and when divided against the City’s current population of 88,000, the per capita
cost is $10.80. In order to best evaluate the effectiveness of the expenditure of
communication monies, responses to the communications question in the
Cityurlde survey needs to be taken into consideration.
It is anticipated that costs for communications will continue to rise as the City
completes the development of a comprehensive communications system, which
includes the ongoing development of the City’s television programming.
ACTION PLAN
Staff will continue to evaluate cost effectiveness of various communication tools
and adjust accordingly. Suitable benchmarks for costs will be identified and
utilized to ensure that cost expenditures are appropriate for the level of
information return. Costs associated with communications efforts will continue
to be refined.
, ,5 1
Citymde
CITYWIDE COBZMVMCATIONS
THE OUTCOME
A well-infonned citizenry with a high level of confidence in local government.
THE MEASUREMENT
Survey results to the question in the citywide survey that asks, “Using a scale of
0 to 10, where 0 means poor and 10 means excellent, how would you rate the
job the city does in providing you with information about issues that are
important to you?”
WHAT THE DATA MEANS
The dissemination of information to the public is a key function of local
government. A more informed public should result in greater understanding of
local issues and positively impact the public’s confidence in local government.
DEPARTMENTS INVOLVED
Cilymde
BENCHMARK
90% of respondents rate 6 or greater on a scale of 0-10.
RESULTS
BENCHMARK
62% 5 5% 90%
2002 2001
ANALYSIS
This is the second year that the City has asked its residents how well a job the
City does in providing them with information on issues that are irriportant to
them. The results from this year’s survey reflect a ”/-point increase in the
positive responses (6 or higher) over the prior year. While this increase is a
positive sign that the City may be improving its ability to effectively
communicate with the citizenry, the data represents only two surveys, and does
not provide definitive results on any trends that may be forming.
The City Council has identified communication as one of their Strategic Goals,
and staff is in the process of developing a comprehensive communications
strategy that includes print, television, news, direct mail, Internet, and other
electronic forrns of media. This past year the City has expanded the Community
52
Services Guide to include general news about the City of Carlsbad, continued
the development of the website, transitioned the Community Quadrant Meetings
to a more -informative video magazine format, sent newsletters on specific
capital projects to residents, and established a Communications Team to
further evaluate and implement City communication initiatives.
In the Cityulde survey, citizens reported using several different city
communication tools for information. The chart below highlights the most
frequently reported communication methods selected in the 2002 survey, as
well as its ranking (if any) for the survey conducted in 200 1. A factor of note is
that all methods surveyed increased this past year, which would suggest that
the city’s communications program is achieving positive results.
ACTION PLAN
Over the past year, the City has worked on developing a comprehensive
communications effort, which includes the approval to hire a Communications
Director, Video Production Manager, and the establishment of a City
Communications Team, to assist in this effort. Next year, the Communications
Team will continue to develop and implement various communication tools,
such as New Resident Information Packets, and expanding the electronic
newsletter format. The Team will also continue to identlfy, monitor, and
evaluate those communication methods that result in the improved ability to
inform citizens and customers.
53
54
Parks/Open Space/Trails Strateqic Goal
Strategic Goal
Acquire, develop and maintain a broad range of fiscally responsible recreation
and open space facilities that actively address citizen needs and are consistent
with the General Plan and Growth Management Standards.
Service Delivery
o 100% of safety work orders are addressed within 24 hours of being
identified/reported.
Results: 100%
o 90% of safety work orders are resolved within 72 hours of being
identified/reported.
Results: 3 1%
o 90% of all survey respondents rate Carlsbad Sportsmanship, program
enrichment, and customer satisfaction as good or excellent.
Results: 74% (adult league) and 41% (youth league)
cost
o The annual park maintenance cost per acre will not exceed $9,096.
Results: $9,064
0 Customer Satisfaction
o 90% of the survey respondents indicate the overall quality of service by
Recreation staff at good or excellent in all survey categories.
Results: 97%
o 90% of customers rate park maintenance as good or excellent.
Results: 9 1%
55
Service Delive
Summary
Parks and Recreation personnel are achieving their benchmarks for customer
service. Both departments continue to strive cooperatively to provide top
quality service to their customers. Care and maintenance of the parks,
restrooms, and facilities are rated high.
Carlsbad is a leader in addressing the nationwide growing concern of good
sportsmanship in recreation. The recreation staff is excited about this measure
as it addresses one of the target issues of the Recreation Department - “Safe
places to gather.”
Annual park maintenance costs are within the benchmark. Carlsbad is ranked
fourth out of seven cities compared. A cost measure for recreation will be
developed in the upcoming year.
Although there are no measures at this time reflecting the efforts of, the trails
program, the City dedicated over four miles of trails this year in Carrillo Ranch.
Measures for the trails program will be developed in the upcoming year.
The City is presently in a park acreage shortfall in the northeast (8.9 acres),
southwest (6.9 acres), and southeast quadrants of the city (24 acres). In order to
comply with the Growth Management Ordinance, the CIP budget for park
development was accelerated. Alga Norte, Carrillo, Pine School, Aviara, and
Lanvin parks are all in the process of planning or development. Due to these
efforts, it is fully expected that the City will no longer be in a park acreage
deficit within the five years from the time a deficit is identified allowed by the
Growth Management Ordinance.
56
Performance Measures and Growth Management Standards
PARKS, OPEN SPACE, & BENCHMARK
ACHIEVED TRAILS
. NOT
J Park Safety
Teamwork/sportsmanship J
Park Maintenance Cost
Efficiency J
Recreation Customer Service J
Parks Customer Service J
Parks Growth Management
Standard J
Open Space Growth
Management Standard J
ACHIEVES BENCHMARK
DATA NOT
AVAILABLE
Management Goals
0 Coastal Rail Trail
0 Aviara Community Park
0 Alga Norte Community Park
0 Prop 12 Park Funds
Pine School Park
0 Larwin Community Park
0 Citywide Trails Program
0 Comprehensive Open Space Management
0 Carrillo Ranch Phase I1
Citywide Survey Highlights
Overall, recreation programming was given good or ‘excellent ratings by 89% of
respondents. This is consistent with prior years’ results.
Other Factors
Several activities and management goals are focused on park development. In
the NE Quadrant, a portion of Larwin Park (22.2 ac) has been developed.
Complete development of this parcel is anticipated by June 2003. Purchase of
additional acreage in the NE Quadrant for active recreation purposes is being
pursued. Aviara Park (24.25 ac) in the SW Quadrant is scheduled to begin
construction in Spring 2003. Phase I1 of Carrillo Ranch (26.9 ac) will be
completed in the SE Quadrant in Spring 2003. In the SE Quadrant, Alga Norte
Park is in the Master Plan process. In the NW Quadrant, the demolition of Pine
School is complete and the Master Plan is scheduled for Council action. In
2002, the City annexed Carrillo Ranch trails into the City-wide Trail System
adding 4.5 miles to the public trails.
57
Public Works
THE OUTCOME
Minimization of risk of injury in City parks
THE MEASUREMENT
Time to address and resolve safety work orders
WHAT THE DATA MEANS
Parks that are safe reduce personal injuries and increase recreational and
leisure activities. This measure is an indication of response time and the course
of action taken to resolve an identified hazard condition. This is an existing
park maintenance measurement where staff uses an inspection checklist report
and a safety work order system.
DEPARTMENTS INVOLVED
General Services / Park Maintenance
BENCHMARK
0 100% of safety work orders are addressed within 24 hours of being
identified/reported. “Addressed” means a safety work order will be .
inspected and assigned a course of action and any immediate safety
hazard resolved.
0 90% of safety work orders are resolved within 72 hours after being
addressed
RESULTS
Benchmark 2000
3 1% - -, 90% Resolved
100% 100% 100% 100% Addressed
2002 2001
ANALYSIS
In FY 200 1-02, Parks Division staff received 32 safety work orders. After the
initial request was received, 100% of the 32 work orders were inspected and
assigned a course of action, and any immediate safety hazard was resolved
within 24 hours. Of the 32 safety work orders, only 31% were completed within
72 hours. There are two reasons for the low percentage of completed work
orders:
58
Many of the work orders require acquisition of materials and/or parts.
Currently, parts are either delivered from a manufacturer, or staff has to
acquire the products at a private warehouse. The delivery time for materials
(i.e. playground equipment, drinking fountain, etc.) from a manufacturer can
take longer than 72 hours.
The scope of the work may require more than 72 hours to complete. With the
current level of staff allocated for completing park maintenance work orders,
some projects take longer to finish. Specifically, projects that require removing
and replacing concrete to eliminate trip hazards take longer than 72 hours to
complete.
ACTION PLAN
A more thorough evaluation of service standards and workload needs to be
completed to evaluate resource allocation. This evaluation will include
reviewing current procedures for assigning work and analyzing ways to provide
service more efficiently. This evaluation will take place as part of the Public
Works five-year service plan project that is currently underway. During this
process, the major activities performed by Parks will .be reviewed and analyzed
to ensure work is performed in a cost effective and efficient manner. Staff will
review the feasibility of executing an "on-call" maintenance contract that can
assist staff in completing safety work orders within 72 hours.
An evaluation of the stocking levels at the Parks yard needs to be addressed to
determine the most efficient method(s) to procure and store materials and .
products. Public Works will evaluate the feasibility of implementing a
warehousing function that will serve the needs of the entire organization.
59
Community Services ’
RECREATION PROGRAM SPORTSMAlVSkUP
THE OUTCOME
Achieve a high level of customer satisfaction, program enrichment and safety
through sportsmanship and our TRUST program. The TRUST Program focuses
on Teaching Respect, Unity and Sportsmanship through Teamwork.
Sportsmanship is defined as respect, unity, safety, enrichment, encouragement
and teamwork.
THE MEASUREMENT
This measure uses a multi-method approach combining:
0 Survey results
0 Participant complaints
0 Incident reports
The Recreation Department has surveyed participants and parents on their
perception of sportsmanship in our programs. The survey results rate their
responses to their past perception of sportsmanship, their agreement with the
implementation of the Sportsmanship philosophy, and experiences they have
had involving sportsmanship in our current programs.
We have collected data on the number of ejections, suspensions and
“technicals” administered during our sports leagues.
WHAT THE DATA MEANS
The survey results measure the sense of sportsmanship our
participants/parents experience and observe in our programs.
The number of ejections, suspensions and “technicals” measure the actual
number of customers who are directly affected by their own unsportsmanlike
conduct.
DEPARTMENTS INVOLVED
Recreation .
BENCHMARK
Since this measure is unique to the City of Carlsbad’s Recreation Department,
the benchmark for sportsmanship will be developed through our own surveys
and calculations of our current and future programs. We have set an initial
benchmark of 90% of all surveys received will rate Carlsbad Sportsmanship,
“60
program enrichment and customer satisfaction as “very good” or better (4 or 5
on a 1-5 scale).
RESULTS
2000 figures are statistics taken prior to the implementation of the TRUST
program. 2001 reflects statistics after introducing the program to league
officials, team managers, volunteer coaches, and/or City Staff. 2002 results are
after training, implementing and enforcing the program to league officials, team
managers volunteer coaches, and/or City Staff.
Results of the survey asking, “What are your observations regarding the level of
sportsmanship in our leagues?”
CARLSBAD ADULT SPORTS LEAGUES
Softball and Basketball
2000 2002 2001
I 90% rating very good or better I # Technicals/ejections/suspensions i I BENCHMARK (POST) (INTRO) (PRE)
5 5%
17/14/6 25/27/15 46/37/37
74% 67%
CARLSBAD YOUTH SPORTS LEAGUES
Basketball
2000
26/3/0 35/4/0 43/7/0 # Technicals/ejections/suspensions
4 1% 22% 11% 90% rating very good or better
(POST) (INTRO) (PW BENCHMARK
2002 2001
ANALYSIS
Adult Sports Program The implementation of our TRUST program into the adult
sports softball and basketball leagues had a positive influence. In the two years
since implementing the program, we have seen a significant decrease in the
number of technicals, ejections and suspensions within the programs and the
team manager’s perception of sportsmanship has risen. We attribute this to the
efforts made by the adult sports office staff to educate, enforce and re-educate
our sportsmanship philosophy to all of our adult softball, basketball and soccer
league managers, officials and City staff. The overall response and feedback
from our league managers has been supportive of continuing this program.
Youth Sports Program The youth sports office introduced our TRUST program
during the 2001 season of youth basketball. The initia1,introduction was done
at the volunteer coach’s level in addition to City staff. The program was met
61
with resistance initially as the returning volunteer coaches were questioning our
new policy and the new supervisor in charge of the program. The youth sports
program also deals with three different populations that influence the level of
sportsmanship within the program (coaches, parents and youth participants).
During the 2002 season, staff only selected coach’s who were interested in
supporting and teaching our philosophy. We also initiated a coach’s clinic to
educate and train the volunteer coaches regarding the TRUST program.
ACTION PLAN
Adult Sports Program. The Adult Sports Staff will continue in its effort to further
educate and enforce the TRUST program to the league managers, officials and
City Staff. However, in 2003, we will introduce the program to the league
participants during the spring seasons and re-educate, train and enforce the
program to the participants in our fall basketball and softball programs. This
endeavor involves over 4,000 program participants. Additionally, we will be
introducing the program to our newly formed Soccer leagues (managers, officials
and City Staffl and enhance this sport with our TRUST program.
We will also introduce, educate and enforce sportsmanship at our community
centers during the “open play” sessions and investigate the possibility of
introducing this program to our sport enrichment programs in order to teach
the entire adult sport community the TRUST philosophy.
Youth Sports Program. The Youth Sports staff will continue to educate, train
and enforce the TRUST program to City Staff and volunteer coaches through
clinics and training opportunities. In 2003, we will introduce the program to
the participant’s parents as part of our ongoing effort to raise the level of
sportsmanship in this youth program. The parents are an important support
system of the program and gaining their confidence and support will be key in
reaching our sportsmanship level goal.
We will also introduce and educate sportsmanship at some of our youth camps
during our 2003 summer session in addition to investigating the possibility of
implementing the program into our contracted youth summer sports camps and
programs.
Current and future goals of this program include:
Implementation of a “code of ethics” during other youth programs (i.e.
middle school dances).
62
Investigating the possibility of introducing and encouraging this program
to outside user groups who reserve and hold programs on City fields or in
City facilities.
0 Continuing to use the National Alliance for Youth Sports program to
further educate the youth participants in our youth sports programs.
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Public Works
PARK MAINTENANCE COST
THE OUTCOME
Park cost efficiency
THE MEASUREMENT
Maintenance cost per acre (annual actual expenditures/total acres of developed
parkland). This measurement excludes costs for capital expenditures.
WHAT THE DATA MEANS
A goal for park maintenance is to provide aesthetically appealing, well
maintained, and .preserved parks. This measure can demonstrate fiscally
responsible use of funds allocated to park maintenance, and show how
resources are being used to achieve the identified goal.
DEPARTMENTS INVOLVED
General Services / Park Maintenance
BENCHMARK
Carlsbad annual park maintenance cost per acre will not exceed $9,096. This
benchmark is calculated by taking the base year’s benchmark and adjusting it .
by the San Diego Consumer Price Index each year (5.73% in 2001 and 2.95% in
2002).
RESULTS
CARLSBAD COST/ACRE TOTAL ACRES EXPENDITURES BENCHMARK
2000
$9,064 295* $2,674,000 $9,096 2002
$8,835 ** 286 $2,526,875 $8,835 200 1
$8,152 286 $2,331,335 $8,152
* Includes an additional 9 acres of landscape maintenance at the Farmers
Insurance Property
**Benchmark adjusted by 2.69% due to market salary adjustments in addition
to CPI adjustment
ANALYSIS
Maintenance costs per acre have increased 11% since 2000 due to a
combination of hiring additional staff, salary increases and a cost increase for
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outside contracting services, however, we are still within our benchmark
standard set in fiscal year 2000 (adjusted for inflation).
As part of our benchmarking efforts, a template was developed and distributed
to a number of agencies to collect data. The agencies that responded are listed
in the table below.
The data includes personnel (salaries and benefits for managers, field crews and
clerical support), supplies (including contract services), and water. It also
includes 39 acres of school district owned athletic fields that are maintained by
the City. Excluded are expenses for capital outlay equipment purchases and
capital improvement projects, as well as open space and trails.
*City did not wish to be identified
Although Carlsbad is in the median in terms of cost per acre, we are one of the
lowest when compared to agencies with less than 350 total acres. Because
Mission Viejo and Sunnyvale have more than twice 'the total acres of Carlsbad,
it is possible that they achieve economies of scale, resulting in lower costs per
acre.
ACTION PLAN
Over the past year the Public Works MSA has devoted a considerable amount of
time to developing partnerships with other cities to obtain comparable
benchmark data. This initiative has proven to be more difficult than initially
anticipated. Even within the reporting agencies, the data has been difficult to
collect in a format where comparisons can be made in a useful manner. Over
the next year, we will work with our partner cities to understand why there is
such a large range in the maintenance costs per acre. We anticipate that these
discussions will give us the opportunity to learn from each other and ultimately
provide us with some new tools to perform our work more efficiently.
The current benchmark is based on internal historical data. Public Works-has
decided to research and possibly develop a new benchmark based on accepted
industry standards.
The MSA is currently in the process of preparing a five-year service plan.
During this process, the major activities performed by Parks will be reviewed
and analyzed to ensure work is performed in a cost effective and efficient
manner.
The Department is also in the process of developing a standard of care program
for parks maintenance that will define maintenance targets for park activity and
a measurement scale to evaluate the level being attained. The results of the
program will also be incorporated into the next State of Effectiveness Report.
66
Community Services
RECREATION CUSTOMER SERVICE & SATISFACTION
THE OUTCOME
A high level of customer satisfaction.
THE MEASUREMENT
Customer surveys will be distributed through all recreation facilities.
WHAT THE DATA MEANS
Highly satisfied customers are an indication that we are providing services in a
manner that is desired.
DEPARTMENTS INVOLVED
Recreation and Parks
BENCHMARK
90% of customers rate all Recreation programs as good or excellent (4 or 5 on a
1-5 scale).
RESULTS
The surveys collected (342) were tabulated to determine customer satisfaction.
The survey results are on the following page.
67
This year’s survey was modified from the 2001 survey. The overall ratings for
Recreation programming and Park and Facilities Maintenance were delineated
in order to give a clearer definition between the programming and the facilities
maintenance components. The survey also separated inquiries about tennis and
basketball courts from the sports fields in an effort to provide a more accurate
reflection of needs in these areas.
ANALYSIS
The results reveal that the departments’ customer satisfaction levels are
consistent with the City’s established benchmarks.
As a result of the 2001 survey the Recreation Department targeted improving
registration procedures and the Parks Division addressed improving tot lots,
picnic areas, fields, restrooms, and general landscaping. While the overall
ratings for programs and facilities exceed the benchmark, the data indicate
specific areas within both the Recreation and the Public Works Departments
that can be targeted for improvement.
Some parks facilities indicators did not meet the benchmark. Tot lots customer
satisfaction declined (down from 89% to 87%), as did facility appearance (90%
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to 88%), but other areas improved despite not meeting the 90% benchmark:
landscaping/fields. (82% to 88%) and parks restrooms (77% to 80%). Some
areas met or exceeded the benchmark. The condition of picnic areas increased
(86% to 90%). The condition of tennis and basketball courts exceeded the
benchmark (93%).
ACTION PLAN
The Recreation Department began investigating the feasibility of on-line
registration for recreation programs &d facility rentals. Staff is currently
conducting a survey to collect data on the number of current users who would
utilize on-line registration as part of a feasibility study. Recreation staff is
working with our IT Department to select an online registration service that will
integrate with our current activity-registration and facility-reservation software
programs.
The Parks Division will be installing new tot lots at selected parks this fiscal
year. Staff will develop and implement a Standard of Care program for parks
and facilities that will define the elements and provide an evaluation program,
which will monitor and ultimately measure the quality of the required care for
parks and facilities. Currently, staff has identified specific maintenance quality
criteria for the division. The Standard will define the characteristics of top
quality maintenance for parks and facilities and a measurement scale to
evaluate the level being attained. The results of the program will be incorporated
into 2004 State of Effectiveness Report.
The Recreation Department and Public Works are both concerned about the
appearance of our facilities. The two departments will explore ways to work
together and improve the appearance of our facilities, including creating facility-
based teams to explore operational issues.
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Public Works
PARKS CUSTOMER SERVICE AND SATISFACTION
THE OUTCOME
A high level of customer satisfaction.
THE MEASUREMENT
City of Carlsbad Public Opinion Survey.
WHAT THE DATA MEANS
Highly satisfied customers are an indication that we are providing services in a
manner that is desired and/or expected, contributing greater confidence in the
parks division and local government in general, resulting in high quality of life
for community members
DEPARTMENT INVOLVED
General Services / Parks Maintenance
BENCHMARK
90% of customers rate park maintenance as good or excellent.
RESULTS
BENCHMARK 2002 2001 2000
90% 9 1% 95% 90%
ANALYSIS
The benchmark for this measure has been achieved for the past three years.
The results are showing a slight drop in percentage points from 2001 to 2002,
however this does not appear to be signifkant. We will continue to review and
monitor the results for future trends.
ACTION PLAN
Continue to include park maintenance questions in the citycvlde public opinion
survey and coordinate with SBRI on developing a more focused user-based
survey that will enhance the department's ability to provide top quality parks.
'70
Community Services
GROWTH MANAGEMENT - PARKS
THE OUTCOME
To provide adequate parkland that will support the recreational needs of those
that live, work and play in Carlsbad.
THE MIW3URE
The Carlsbad Park Standard identified in the Parks and Recreation Element of
the City’s General Plan is as follows:
Special Use Areas: 0.5 acres/ 1.000 population
0 .Community Parks: - 2.5 acres/ 1,000 population 3.0 acres/ 1.000 population. Collectible standard
Per Quimby Ordinance & Growth Management
Standard
Special Resource Areas: 2.5 acres/ 1,000 population
0 Overall Park Standard: 5.5 acres/ 1 ,000 population
*Provisions for recreation facilities in the industrial zone are based upon, and
provide by the collection of $ .40/square foot of industrial development. There
is no standard of acreage exclusively for the industrial based population.
WHAT THE MEASURE MEANS
According to the ‘‘Cityurlde Facilities and Improvement Management Plan”, the
growth management standard for parks that must be provided concurrent with
growth is 3-acres/ 1,000 population.
Carlsbad’s is standard for park adequacy is based upon the collective mount of
Special Use Areas and Community Parks within each of the four quadrants of
the City. The collective acreage within each quadrant is then compared to the
population of each quadrant to ensure adequacy.
A standard of 3 acres per 1,000 population is an accepted level of park space to
meet active or passive recreational needs. In addition, a standard of 3 acres per
1,000 population insures a fiscally responsible maintenance and operation
program that is allocated on an annual basis and required to sustain a safe and
aesthetically pleasing recreation facility.
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The overall park standard of 5.5 acres/1,000 population has been in existence
since 1982. The standard includes Special Use Areas, Community Parks and
Special Resource Areas. For the most part, the majority of those collective acres
within Carlsbad belong to the Special Resource Area classification. They are
typically sites that are over 100 acres in size and are of a unique character such
as lagoons and beaches. These amenities are typically outside the operational
jurisdiction of the City of Carlsbad and require little if no operating expense.
For the purposes of the Growth Management Monitoring Report, the cityurlde
population figures are derived from information provided by the California
Department of Finance. The per quadrant population figures are determined by
the number of dwelling units in each quadrant, multiplied by a density figure of
2.3 178 persons per dwelling unit.
DEPARTMENTS INVOLVED
Community Services Recreation Department, Park Planning Division
BENCHMARK
The park adequacy standard means 3 acres of Special Use Area and/or
community Park, either active or passive per 1,000 population. The measured
park acreage needs to be existing and open to the public. If it is not existing, it
must be developed within a five year period or prior to construction of 1,562
dwelling units within the park district beginning at the time the need is first
identified in accordance with the Growth Management Ordinance.
RESULTS
The current population in each quadrant, compared to the existing and planned
park acreage in each quadrant determines park adequacy. That level of
adequacy is 3 acres of parkland for each 1,000 population. The required park
acres to population ratio is in a shortfall situation at this time in three of the
four city quadrants. In accordance with the Growth Management Ordinance,
acquisition, planning, and development efforts are taking place to ensure
compliance with the Ordinance. The Parks Performance Standard of the Growth
Management Plan is in compliance with the Growth Management Ordinance.
ANALYSIS
For park planning purposes, the population figures that the department
currently uses is based upon the Finance Department’s “Growth Projection”
chart. This population figure includes units built through January 1, 2002.
The equation to determine population is based on the number of units built,
multiplied by 2.3178 people per unit.
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The matrix presented below illustrates the status of the Park Performance
Standard in each of the City's four park districts. Park acreage amounts are
based upon Community Park (Com.) and Special 'Use Areas (SUA) collective
acreage totals.
QUADRANT CURRENT
POPULATION Nw 26,638
NE
29,761 SE
20,409 sw 11,192
1 REQUIRED I EXISTING 1 CURRENT .I ACRES ACRES COM SURPLUS/ COM & SUA DEFICIT & SUA
79.9 AC.
- 14.2 AC 47 61.2 AC
- 13.5 AC 20 33.5 AC
0 AC 79.9
-42.9 AC 46.3 89.2 AC
shortfall situation in the Northeast (- 13.5ac),
Southwest (-14.2ac) &d Southeast quadrant (-42.9 ac.).
ACTION PLAN
Northeast Quadrant To meet the current park shortfall of 13.5 acres in the NE
Quadrant, the entire Larwin Park (22.2ac) will be developed shortly and the
quadrant will then be in compliance with the Growth Management Ordinance.
The Dog Park at the upper level of Larwin Park was completed in September of
200 1. It is anticipated that the lower portion of the park site will be developed
by the 1st quarter of 2004. Another source of park acreage within the NE
Quadrant will be the acquisition of an additional 10- 15 acres. Although
acquisition of that site is currently being pursued, at this time, its development
and subsequent acreage amount is not required to meet the Park Performance
Standard for the Quadrant.
Southwest Quadrant Although there is currently a shortfall situation of 14.2
ac. in the Southwest Quadrant, within the last year the Master Plan for Aviara
Community Park has been approved, construction documents prepared and the
project is currently out to bid. Development of the site should be complete by
the 1st quarter 2004. This will assure continued compliance with the Growth
Management Ordinance by the addition of 24.25 acres of developed parkland.
Southeast Quadrant The current park acreage shortfall in the quadrant is 42.9
ac., which will shortly be offset by the development of Phase I1 of the Carrillo
Ranch. With development currently well underway, the 26.9 ac. park is
anticipated to be open to the public in the 2nd quarter of 2003. In addition to
the completion of Carrillo Ranch Park, staff is currently processing the park
Master Plan for the 33-acre Alga Norte site. It is anticipated to be completed by
the second quarter of 2005. This will assure continued compliance with the
Growth Management Ordinance.
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Community Development
GROWTH MANAGEMENT - OPEN SPACE
THE OUTCOME
A comprehensive, connected open space system that protects and conserves the
City’s natural resources.
THE MEASUREMENT
The amount of land set aside for permanent open space. At build-out of the
City, there will be approximately 40% of the land area in the City set-aside for
permanent open space.
WHAT THE DATA MEANS
At the time of preparation of the Growth Management Plan, it was determined
that an additional ainount of open space (15%) needed to be set-aside in all
areas of the City. .This open space dedication is in addition to the
environmentally constrained land that cannot be otherwise.
The measure has been implemented in many parts of the City. Local Facility
Management Plans have also been adopted to designate which additional land
needs to be set aside.
DEPARTMENTS INVOLVED
Planning
GROWTH MANAGEMENT STANDARD
Fifteen Percent (15%) of the total land area in each of the 25 Local Facilities
Management Zones must be set-aside for permanent open space and must be
available concurrent with development. This does not include environmentally
constrained, non-developable land.
RESULTS
At build-out of the City, as a result of this Growth Management Standard, there
will be approximately 40% of the land area in the City set-aside for permanent
open space. This is a product combining the 25% environmentally sensitivity
open space and the 15% additional requirement of this Growth Management
Standard
ANALYSIS
The performance standard is working as anticipated.
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ACTION PLAN
Continue to determine the acreage and location of the 15% performance
measurement open space land at the time of preparation or amendment of Local
Facility Zone Management Plans. Require land to be set-aside at time of
individual project development. Over the next five years, it is anticipated that
substantial amounts of open space will be set aside in compliance with the
performance standard as a result of several major projects including Kelly
Ranch, Calavera Hills, Bressi Ranch and the Villages of La Costa.
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Environmental Manaqement Strateqic Goal
Strategic Goal
Promote a clean, pollution-free, resource-conscious environment focusing on:
storrn water protection, sewage collection and treatment, solid waste, and
alternative energy.
Summary
Currently, environmental programs are focused in a few key areas that are
outlined in the goal above. Overall the state of the city's environmental related
infrastructure, as reported in the Growth Management standards, is good, with
plans in place or in progress to address potential future growth related
deficiencies.
The sewage collection and treatment measures are not currently achieving the
benchmarks. The Department is taking steps to improve the level of
performance.
The city has committed significant resources to comply with the Municipal
Storm Water National Pollutant Discharge Elimination System (NPDES) order,
including developing and implementing an extensive outreach and education
program and implementation of a number of compliance and monitoring
programs. Staff is currently researching funding alternatives, and is working
with other.jurisdiction to develop regional performance measures. Staff will be
incorporating the results of this work into the performance measurement
program for the City in the future.
In the area of solid waste, the City continues to perform well. Although we are
not able to report the 2001 diversion rate, we anticipate that we will meet the
benchmark for the third consecutive year. Both our residential and commercial
service rates continue to be among the lowest in the County. Customer
satisfaction ratings for trash and recycling collection continue to be the highest
rated contract service.
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Performance Measures and Growth Management Standards I I ACHIEVES I BENCHMARK I ADEQUATE I ENVIRONMENTAL MANAGEMENT DATA NOT NOT BENCHMARK
ACHTEVED AVAILABLE
Sewer line integrity
J Sewer cost efficiency
J
Iitediversion I J
Solid waste cost efficiency
Solid waste customer service and
J
growth management standard
J Waste water treatment facilities
management standard
J Sewer collection system growth
satisfaction
J
‘4 Drainage growth management standard
Management Goals
0 Storm Water/Municipal Facilities
0 Storm Drain Master Plan Update
0 Solid Waste Administration
0 South Agua Hedionda Pump Station
0 North Agua Hedionda Sewer
0 Storm Water Implementation Planning, Development, Construction
0 Community Forest/Hosp Grove
0 Storm Water Protection Program - Outreach, Education and Public
0 Storm Water Protection Program - Performance Measurement
0 Sewer Capital Projects
Participation
Citywide Survey Highlights
The Citpnde survey included a number of questions in this subject area. Of
the residents surveyed, 9 1% rated sewer service as either good or excellent. This
rating is consistent with the results received in last year’s survey. This year’s
survey queried residents on their recycling behaviors, specifically they were
asked to estimate the percentage of waste items that their household disposes
of via recycling. Carlsbad residents reported recycling 66% of recyclable
materials. Environmental related contracted services (trash/recycling collection,
street sweeping, hazardous waste disposal) also received good or excellent
ratings by the majority of residents, although not as often as services provided
directly by the city.
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Other Factors
The city continues to address many environmental issues that are not directly
tied to a performance measure including eradication of the caulerpa taxifolia in
the Agua Hedionda Lagoon, establishing a sustainable sand replenishment
program, negotiating an agreement on the city's Habitat Management Plan,
completing the Vista/Carlsbad sewer/storm drain replacement project,
continued replacement of incandescent lamps with energy efficient LED lamps
for traffic and pedestrian signals, and reducing electric usage in city facilities.
The City is also considering the feasibility of alternative fuel vehicles. Three
electric GEM vehicles were donated to the City by Daimler-Chrysler and will be
in operation in February. Staff is also working with the State to obtain electric
Toyota RAV4 vehicles.
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"80
Sewer Summaw
0 Service Delivery
o Annual volume of reported sewage spills will not exceed 29.5
gallons per mile of sewer main
Results: 43.4
cost
o Annual cost of service per million gallons of sewage will not exceed
$2,112
Results: $2,208
0 Customer Satisfaction
0 90% of survey respondents rate sewer services as good or excellent.
Results: 9 1%
CUSlOn Ier Satlslaclion I
Summary
The benchmark for sewage spills was not met, however, 6,000 gallons of the
total 9,200 gallons spilled was from one single incident. Staff has already
implemented mitigation efforts, such as monitoring and more frequent cleaning
to reduce impacts in the future. Since the outcome of this measure is the
impact to the environment, staff will review the benefit of also measuring the
amount of spills that are “recaptured” and returned to the sewer collection
system.
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Cost of operating the system exceeded the benchmark. Operating and
maintenance costs, including costs of service charged to the City by the Encina
Waste Water Treatment Facility for treatment of Carlsbad sewage flows, have
increased slightly over the past several years. This is reflective of a system that
is continuing to increase in size as development continues. When benchmarked
against seven other agencies, only two had a lower cost per million-gallons
treated. This may indicate that the city is within acceptable industry standards.
91% of survey respondents rated sewer services in Carlsbad as good or
excellent. This is above the desired benchmark of 90%.
Collectively, the sewer collection system performance measures indicate that the
system is operating cost effectively, however the cost is higher than anticipated.
The integrity of the system is below the benchmark standard. Staff will
continue to research and evaluate operating and maintenance practices to
ensure the most cost-effective and efficient methods to collect and treat
Carlsbad sewage flows.
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Public Works
SEWER LllvE INTEGRITY
THE OUTCOME
Sewer system reliability.
THE MEASUREMENT
Volume of reportable sewage spills (Le., spills 2 100 gallons per incident as
mandated by the San Diego Regional Water Quality Control Board) per mile of
sewer mains. This measure was changed from feet of mains to miles of mains
to obtain a calculation that is closer to a whole number versus a fraction that
results in a more effective measure benchmark when compared with other
agencies. For the purposes of this report, a "spill" is defined as any untreated
sewage flow that escapes from the sewer collection system and has the potential
for entering the city's surface water and/or storm drain system.
WHAT THE DATA MEANS
Measures the integrity of the sewer system.
DEPARTMENTS INVOLVED
Maintenance and Operations/Engineer-ing
BENCHMARK
Annual volume of reported sewage spills not to exceed 29.5 gallons per mile of
sewer mains per year. This benchmark was established on information reported
in the 1999-00 baseline.
RESULTS
TOTAL
FISCAL GALLONS PER TOTAL MILES GALLONS
YEAR
Benchmark
MILE OF MAINS SPILLED
43.4 212 9.200 200 1-02
80.2 212 16,992l 2000-0 1
20.1 212 4,280 1999-00
29.5
Includes approximately 10,000 gallons that was inadvertently spilled due
primarily to a contractor error during construction work at the Fox Pump
Station. Does not include 2,100,000 gallons of reclaimed water that'was
spilled (and reported) from a water line break at Encina Creek.
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ANALYSIS
The number of gallons spilled per mile of sewer main was 43.4. This was
significantly higher than the established benchmark of 29.5. Of the 9,200
gallons spilled, 6,000 gallons is from a single incident occurring on El Camino
Real near the mall. This is a major sewer line leading to the Vista/Carlsbad
Interceptor Sewer. Staff responded promptly, but due to the high level of flow
through this line, most of the spill had already occurred. Although the exact
cause of the blockage is not known, mitigation efforts, such as monitoring and
more frequent cleaning have already been instituted. Compared to the
benchmark agencies, Carlsbad rated the highest in gallons per mile.
Total Gallons Total Miles of I SDiUed I Mains
Carlsbad
1,918 San Diego Co City*
18.9 90 1,700 Ramona
43.4 212 9,200
0.8 189 155 El Caion
1.6 200 3,180 Vallecitos
8.4 400 3,350 Chula Vista
11.2 172
* City did not wish to be identified
ACTION PLAN
Staff will continue to investigate and implement mitigation efforts and
enhancements to the Sewer Response Plan to reduce the gallons spilled.
Work with other agencies to better define sewage spill reporting practices
and procedures in order to obtain more comparable data. Since the outcome
of this measure is impact to the environment, staff will review the benefit of
also measuring/comparing with other agencies the amount of spills that are
“recaptured” and returned to the sewer collection system.
Staff will review and refine this benchmark with partner agencies.
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Public Works
. SEWER COST EFFICIENCY
THE OUTCOME
Sewer operations cost efficiency.
THE MEASUREMENT
Cost of service per million gallons of sewage. Calculated by dividing the total
cost of service by the total sewer flow assessed to Carlsbad by the Encina
Wastewater Authority (Encina WWA).
WHAT THE DATA MEANS
Measures the fiscally responsible and appropriate use of ratepayer dollars. The
total cost of services includes payments to Encina WWA in addition to
maintenance and operation costs in the city's sewer enterprise fund. This can
then be compared to other agencies, which are also responsible for collection,
treatment and discharge of sewage.
DEPARTMENTS INVOLVED
Maintenance and Operations/Construction Maintenance
BENCHMARK
Annual cost of service per million gallons of sewage will not exceed $2.1 12. This
benchmark was established based on information reported in the 1998-99
baseline year and has been adjusted each year by the San Diego Consumer
Price Index (5.73% in 2001 and 2.95% in 2002).
RESULTS
ANNUAL FISCAL YEAR $/MG FLOW (MG) EXPENSES BENCHMARK
1999 $1.852 2,183 $4,042,365 $1,852 I 2000 I $1,940 I $4,667,311 I 2,314 I $2.017 I I 2001 I $2,051 I $4,930,388 I 2,373 I $2,078 "1 I 2002 I $2,112 I $5,030,578 I 2,278 I $2,208 -1
Note: Actual expenditure data for the prior three fiscal years (98-99, 99-00 &
00-01) has been adjusted to add back negative expenditures related to debt
service charges.
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ANALYSIS
Fiscal year 200 1-02 cost of service of $2,208 per million gallons (mg) exceeds
the benchmark of $2,112/mg. The cost per mg in 2000-01 was $2,078. This
year’s measure was slightly higher per mg due to a slight increase in the annual
cost of service charged by the Encina Wastewater Treatment Facility for
treatment of Carlsbad flows, along with a slight decrease in the amount of flow
that was assessed by Encina. The amount of flow assessed can vary based on
weather and other conditions - last year was a drier that normal year which
resulted in less rain seepage into the sewer system, thus, less sewer flow.
Encina’s costs for FY 2002 increased due to increases in total operating
expenses over the previous year of $132,667; the majority of those increases are
$88,696 in the Source Control Program and $20,067 for operation of Agua
Hedionda Pump Station. Since the baseline year (1998-99), sewage flows have
remained relatively flat while expenditures have increased slightly. This has
resulted in an ongoing increase to the cost per mg. However, Carlsbad’s FY
2001-02 cost per mg ranked as one of the lowest among agencies surveyed.
This may indicate that Carlsbad’s current operational practices meet or exceed
the industry standard.
Agency 2001-02
Expenses Flow (MG) Cost Per MG
I Sunnwale I $11.470.000 I 6.200 I $1,850 I 1 Chula Vista I $12.763.419 I 6.083 1 $2.098 I
Carlsbad
$5.058 456 $2.306.673 Ramona MWD
$4,903 97 $475,625 Valley Center
$3,805 1,379 $5,245,150 San Diego Co City*
$3,38 1 3,250 $10,987,257 El Cajon
$3,377 2,130 $7,194,021 Vallecitos WD
$2,208 2,278 $5,030,578
* City did not wish to be identified
ACTION PLAN
This is the first year that staff has reported comparable data from outside
agencies. The results appear to indicate that Carlsbad is operating in an
effective manner as compared to other agencies.
Over the past year the Public Works MSA has devoted a considerable amount of
time to developing partnerships with other cities and agencies to obtain
comparable benchmark data. This initiative has proven to be more difficult
than initially anticipated. Even within the reporting agencies, the data has been
difficult to collect in a format where comparisons can be made in a useful
manner. Over the next year, we will work with our partner agencies to
86
understand why there is such a large range in the cost of service.
The current benchmark is based on internal historical data. Public Works will
research and possibly develop a new benchmark based on accepted industry
standards.
87
88
Solid Wmte Summary
Service Delivery
o Achieve 50% or more diversion annually to meet compliance with
AB939
Results: 50% . cost
o Carlsbad service rates for commercial and residential customers
will rank in the lowest one-third when compared to other cities in
San Diego County
Results: Solid waste consumer billing rates, for commercial and
residential customers, are the lowest in San Diego County
0 Customer Satisfaction
o 90% of customers rate Solid Waste Services as good or excellent
Results: 79.5%
C
Satis
Service Delivery
st
89
Summary
Diversion rates for 2001 continue to meet the benchmark.
Residential and commercial billing rates are currently the lowest in the County,
suggesting that services could be enhanced while still achieving the benchmark.
These service improvements could include enhanced household hazardous
waste collection programs, used oil recycling programs, and recyclable materials
collection programs.
Although customer satisfaction remained high when compared to other
contracted services surveyed, solid waste collection customer satisfaction levels
are below the benchmark for the third consecutive year. The slight decline in
satisfaction over the past three years has been determined to be statistically
significant. Staff will monitor ongoing solid waste efforts to allow for improved
customer satisfaction levels in the future.
Collectively, the solid waste perfomance measures indicate that the program is
operating effectively. However, staff believes there is room for improvement
within the program. Efforts will be taken to evaluate the efficacy of all programs
and ident* opportunities for continued improvement.
" 90
Public Works
SOLID WASTE DIVERSION
THE OUTCOME
Environmentally sound solid waste services
THE MEASUREMENT
Diversion of solid waste from disposal in compliance with AB 939, as reported
annually to the California Integrated Waste Management Board.
WHAT THE DATA MEANS
Measures the level at which the City of Carlsbad is taking responsible action in
maintaining an environmentally safe community for its citizens.
DEPARTMENTS INVOLVED
Public Works Administration
BENCHMARK
Achieve 50% or more diversion annually to meet compliance with AB 939.
RESULTS
* Adjusted from previous reports
ANALYSIS
Last year it was reported that the sharp decline in the diversion rate after 1997
was because bio-solids or “sludge”* was deemed an excluded waste and
removed from Carlsbad’s diversion and generation base year towages. In
1999, the City of San Diego successfully appealed to the California Integrated
Waste Management Board (CIWMB) to add previously disallowed bio-solids back
into base year generation numbers. As a result of these occurrences, Carlsbad
revisited the bio-solids issue and submitted a petition to the CIWMB to add bio-
solids back into the diversion calculation and base year generation tonnage. At
the same time the City appealed to the Board to substitute Carlsbad-specific
employment data for the traditionally used countywide data in calculating the
2000 diversion rates. Both petitions were recently approved by CIWMB and the
diversion rates have been modified accordingly for 1999 and 2000.
91
The sharp increase in the diversion rate in 2000 is due to the method in which
the CIWMB calculates the rate. The diversion calculation includes an estimate
for total solid waste generation each year (trash + recycling + green waste). This
estimate includes an Adjustment Method Formula, which allows for population
and economic growth to be considered, so jurisdictions will not automatically
fail to meet diversion requirements as they develop. The calculation for 2000,
which included Carlsbad-specific employment data, resulted in a 25% higher
estimate for total solid waste generation than 1999. However, our actual
tonnage sent to the landfill only went up by about three percent (3%), resulting
in an eight percent (8%) increase in our overall diversion rate.
The City recently received information from the CIWMB that jurisdictions will
have until January.31, 2003 to submit their 2001 AB939 Annual Reports. The
CIWMB delayed the AB939 reporting for 2001 from their usual summer
schedule. ?srpically, .the diversion rates are calculated using estimated sales tax
figures for the fourth quarter. However, due to the unique economic
circumstances experienced after September 1 1, 200 1, the Board decided to use
actual sales figures for the year. The State Board of Equalization released its
complete taxable sales data for 2001 in late December. Complete review and
acceptance of the reports by the CIMWB is not expected until March 2003 at the
earliest.
* Bio-solid: (a.k.a. - “sludge”) is the residual byproduct of wastewater treatment
plants, such as the Enicina plant located in the City of Carlsbad.
ACTION PLAN
It is anticipated that the Board will be more stringent with their inspections and
evaluations of local agency programs in future years. In 2003, staff will develop
a comprehensive plan to increase the City’s AB939 diversion rate. This will
include identifylng and recommending opportunities to increase diversion
through a variety of enhancements ‘to programs such as recycling, household
hazardous waste collection, green waste collection and used oil recycling.
92
Public Works
SOUD WASTE COST EFFICIENCY
THE OUTCOME
Solid waste services cost efficiency.
THE MEASUREMENT
Solid waste services rates adjusted for franchise and other City fees, as reported
in a semi-annual SANDAG survey.
WHAT THE DATA MEANS
Measures the cost of providing solid waste services.
DEPARTMENTS INVOLVED
Public Works Administration
BENCHMARK
Carlsbad contracted solid waste service rates for commercial and residential
customers will rank in the lowest one-third when compared to other cities in
San Diego County.
RESULTS
SOLID WASTE RATES SURVEY FROM PRIOR YEARS
Year Commercial Residential
2002 1
1 3 200 1
1
3 2 2000
Rating Rating
ANALYSIS
Carlsbad’s solid waste services rates have not been increased since June 1996
and are the lowest in the County. Residential rate increases in other
jurisdictions moved Carlsbad from third lowest to lowest in 2002. Commercial
rates in Carlsbad continue to be the lowest in the County. Jurisdictions with
higher rates may provide a different range of services, such as automated trash
and recycling collection and door-to-door household hazardous waste and
bulky-item collection.
93
SC
City
Carlsbad
Coronado
Del Mar
El Cajon
Encinitas
Escondido
La Mesa
Lemon Grove
Oceanside
Poway
San Marcos
Solana Bead
Vista
)LID WASTE
Franchisel
Other City Fees
~ 9.5%
7.0%
5.0%
7.0%
5.0%
10% + 214
4% + 594
9% + 174
5% + $3.42
5% + 834
8.0%
5.0%
5% + 74
RATES SURVEY OF SAN DIEGO REGION 2(
ResidentiallAdjustedl I Franchise/ I Commercial
Rate
6 $14.20 $14.95
$84.04 7.0% 4 $13.65 $14.68
$74.92 9.5% 1 $13.14 $14.52
Rate Other City Fees Rank Rate
$87.25 5% + $0.63 12 $15.47 $16.36
$73.72 5.0% 10 $14.72 $15.49
$83.22 8.0% 7 $14.36 $15.61
$76.82 5.0% 5 $14.16 $15.78
$75.81 5% + $3.43 13 $16.14 $20.61
$83.92 9% + 894 3 $13.45 $15.95
$82.31 4% +$2.02 11 $14.76 $15.99
$76.0€ 10.0% 2 $13.38 $15.11
$76.87 5.0% 9 $14.54 $15.30
$75.25 7.0% 8 $14.54 $15.04
$80.5C 5.0%
102
!Adjusted
Rate
1 $67.80
Rank
13 $82.26
4 $70.03
9 $76.56
5 $72.99
12 $79.13
7 $75.49
10 $76.99
2 $68.47
6 $73.03
3 $69.98
8 $76.47
11 $78.15
NOTES: Chula Vista, Imperial Beach, National City and Sante € : are not - included due to differences in their fee structure. San Diego is not included
because service is not' provided by contract.
ACTION PLAN
Waste Management has approached the City with a proposal to conduct a pilot
automated solid waste and recycling collection program in the City of Carlsbad.
Staff is interested in automated collection as a potential means of increasing the
City's solid waste diversion rate. The automated container design allows it to be
picked up by trucks with hydraulic lifts, eliminating the need for the driver to
get out of the truck to manually pick up the can. Automated collection would
replace our current collection methods (33 gallon cans for trash and green
waste and two 12.5 gallon crates for recycling) with 64 or 96 gallon roll-'out
containers for all three waste streams. Currently, residents can only put
newspaper, cans, glass and limited types of plastics in their recycling crates.
The automated program would allow for commingling recycling, adding mixed
paper and all major types of plastic. Automated collection would increase
residential recycling capacity from an average 25 gallons to 64 or 96 gallons. It
is expected that this increase in recycling capacity will have a great impact on
the volume of material diverted from landfills. It is unknown at this time if such
a change to Waste Management operations would affect residential rates. Staff
will conduct a cost-benefit analysis of converting to an automated collection
system and will develop a recommendation considering the best interest of the
residents. Staff will conduct a comprehensive survey to determine what
services are provided in each city at the published rates. This survey will give a
more accurate picture of the real costs to residents for each service provided.
The inforrnation will allow Council and staff to determine if the current level of
service is in line with community interests.
94
Public Works
SOLID WASTE CUSTOMER SERVICE & SATISFACTION
THE OUTCOME
A high level of customer satisfaction.
THE MEASUREMENT
Results of citywrde public opinion survey.
WHAT THE DATA MEANS
Indicates how well solid waste customers’ needs and expectations are being
met.
DEPARTMENTS INVOLVED
Public Works Administration
BENCHMARK
90% of customers rate Solid Waste Services as good or excellent.
RESULTS
GOOD OR
YEAR 1 EXCELLENT I Benchmark I >90% I I 2000 I 83% I
~~ 200 1
8 0% 2002
82%
ANALYSIS
The results indicate a small but steady decrease in customer satisfaction over
the past three years. As for the decline in rating over time, the changes in
ratings between 2000-2001 and 2001-2002 were not statistically significant.
However, when we compare the 2000 proportion to 2002 (83.3% to 79.5%), the
difference is statistically significant (3.8%), at a 95% confidence level.
While the difference in these rates is statistically significant, it is still very small.
Notably, solid waste services continued to rank the highest among all contract
services surveyed. The types of complaints received are usually for missed pick
up of regular refuse, recycling or yard waste. When this occurs, staff contacts
Waste Management and arranges for collection, usually the same day.
95
ACTION PLAN
The slight decrease in customer satisfaction suggests that staff should
investigate possibilities for improving solid waste services. The survey results
also show that 65.5% of Carlsbad residents rate hazardous waste disposal as
good to excellent. Although this represents a majority of residents, these
numbers also reflect a need for staff to look for improvement in household
hazardous waste (HHW) collection services.
Staff is currently working to develop standard operating procedures and
guidelines to manage all solid waste services including trash collection,
recycling, HHW, used oil recycling and education and outreach. These efforts
will help to streamline operations and reporting requirements for better
management of solid waste programs.
Staff is also working with Waste Management to investigate the potential of fully
automated trash, recycling and green waste collection. Should efforts move
forward, a pilot program including a representative sample of Carlsbad single-
family homes will be conducted to evaluate an automated program.
Additionally, staff is working with Waste Management to investigate using their
Oceanside recycling facility as a Household Hazardous Waste drop-off center for
Carlsbad residents. This would provide a closer location than the Vista and
Poway collection centers currently contracted through the Regional Solid Waste
Association (RSWA). However, we would continue to allow residents to access
all locations, as the costs are covered by a regional HHW grant and AB 939 fees
collected from residents. Lastly, staff is working with RSWA to evaluate
additional approaches to enhance household hazardous waste services.
96
Public Works
GROWTH IMANAGEMENT - SEWER COLLECTION SYSTEM
THE OUTCOME
Adequate sewer capacity for City residents and businesses.
THE MEASUREMENT
Trunk line capacity will have sufficient conveyance capacity to handle tributary
wastewater flows under peak flow conditions.
WHAT THE DATA MEANS
The actual sewage flow in each sewer basin is not greater than the sewer trunk
capacity.
The Sewer Master Plan updated in 1997 is used to idenw the facilities
necessary for development occurring within the City's Sewer Service Area.
These new facilities are funded with development fees and sewer connection
fees. New developments in the City are conditioned to either start their
construction after required facilities are operational, or construct the facilities
concurrently with their projects.
The Leucadia County Water District (LCWD) serves the La Costa area in the
southeast part of the City. The City coordinates development with LCWD and
conditions projects to ensure facilities are in place prior to the completion of the
development.
DEPARTMENTS INVOLVED
Engineering, Maintenance & Operations
GROWTH MANAGEMENT STANDARD
Sewer trunk main capacities are estimated by comparing wastewater flow
projections to the capacity of the sewer system. The maximum depth of flow in
a sewer trunk main should not exceed 75% of the pipe diameter. Flow
projections are based on 220 gallons per day per equivalent dwelling unit and
1,150 gallons per day per 10,000 square feet of non-residential buildings.
Using a sewer model, the existing and future sewer demands are estimated and
compared to the capacity. In addition, annual flow measurement information is
also used to determine actual flows in the sewer trunk mains.
97
RESULTS
Sewer Trunk/Interceptor Status of available capacity
Vista/Carlsbad .
Some reaches approaching 100% capacity Buena
Future pipeline - not in service South Agua Hedionda
Some reaches at 50% capacity North Agua Hedionda
Some reaches approaching 100% capacity
~~~~ ~~ Some reaches may be approaching 50%
capacity. Vallecitos
I North Batiquitos I Adequate capacity I
I I I Ponto 1 Adequate capacity I
ANALYSIS
A draft Sewer Master Plan is complete and identified virtually no change in the
City’s build out sewer flows. The sewer connection fee will be updated based on
the same flow with a lower number of equivalent dwelling units projected at
build out compared to the previous master plan.
Ongoing analysis of the Vista/Carlsbad, North Agua Hedionda, Buena and
Vallecitos Interceptors will continue. Analysis will help determine how much
capacity is available in each interceptor and will refine future demand
requirements. Currently, the North Agua Hedionda Interceptor has excess
capacity and is conveying a portion of the South Agua Hedionda basin flow.
This basin will be monitored to ensure adequate capacity is maintained and to
determine when and if capacity will be depleted. Some reaches of the Buena
Interceptor may be reaching capacities that .exceed agreements with the City of
Vista. These agreements have been revised and are awaiting approval by both
Cities.
Sewer benefit fees for the South Agua Hedionda sewer basin have been revised
to accommodate the development in cost of the facilities and decrease in
development in that area. This is the only trunk main not currently in-service.
Only a small portion of the trunk main has been constructed.
ACTION PLAN
Complete Sewer Master Plan update and sewer connection fees.
Vista/Carlsbad Interceptor - Construction to replace pipelines at capacity
is almost complete. Other reaches of concern will be monitored.
98
0 North Agua Hedionda Interceptor - Scheduled for continued field
monitoring to track existing flows.
0 South Agua Hedionda Interceptor - Portions of the pipeline will continue
to be constructed concurrent with other road and development projects.
0 Vallecitos Interceptor - Scheduled for continued field monitoring to track
existing flows.
99
THE OUTCOME Adequate sewer treatment plant capacity for projected build-out of the City.
THE MEASUREMENT
Total City sewage flow shall not exceed 9.24 MGD (Million Gallons per Day).
Flows are currently measured by the Encina',Water Pollution Control Facility
(EWPCF) and provided to Maintenance & Operations monthly.
WHAT THE DATA MEANS
The City is one of six member agencies that own and operate the EWPCF where
the City's wastewater is collected and treated. The EWPCF outfall pipeline
limits the capacity of the treatment plant. The EWPCF capacity is 36 MGD and
the City owns rights to 9.24 MGD.
DEPARTMENTS INVOLVED
Engineering, Maintenance & Operations
GROWTH MANAGEMENT STANDARD
When total average flows reach 75% of the City's capacity rights the need for
additional capacity should be evaluated and the methods to obtain additional
capacity identified. " >. "
RESULTS
The City's average sewage flow to EWPCF is 6.28 MGD, or 68% of the City's 9.24
MGD capacity rights, which is slightly higher than last years average flow, but
almost identical to flows for 2000.
ANALYSIS
A draft of the Sewer Master Plan is complete and indicates that City's projected
build-out flow is approximately 9.87 MGD.
EWA is now working on the final phase expansion to complete the EWPCF to
build-out capacity. Construction of the expansion will occur in two phases.
The City has requested capacity rights to 10.14 MGD during Phase I1 of the
expansion. This slightly higher request for capacity is approximately 3% higher
than the projected build-out flow. The request for capacity at the EWPCF is
based on previous sewer master plans that projected higher flows at build-out.
The request was not adjusted since it is only considered slightly conservative
" 100
compared to the most current projection for build-out flow.
ACTION PLAN
0 Monitor existing flows
0 Complete the Sewer Master Plan
101
Public Works
GROWTH MANAGEMENT - DRARVAGE
THE OUTCOME
Adequate drainage facilities for protection against flooding and flood damage.
THE MEASUREMENT
Drainage facilities are adequate for the runoff as determined by the Master
Drainage and Storm Water Quality Management Plan.
WHAT THE DATA MEAN
The Master Drainage and Storm Water Quality Management Plan is used to
identlfjr the facilities necessary for development in the City. These facilities
include both new 'imd existing facilities that require improvements. The
facilities are funded with developer fees and planned local drainage area (PLDA)
fees. New development areas are conditioned to either start their construction
after required facilities are operational, or construct the facilities concurrently
with their projects.
DEPARTMENTS INVOLVED
Engineering, Maintenance & Operations
GROWTH MANAGEMENT STANDARD
For areas one square mile in size and larger, all drainage facilities shall be sized
for the 100-year storm.
For areas less than one square mile in size the drainage facilities shall be sized
to accommodate the following:
100 Runoff shall not damage adjacent existing or potential
building and structure sites.
Runoff shall not overflow outside of property lines on
private property or right-of-way in public streets 50
10 Minimum storm drain and inlet size
102
RESULTS
All areas of the City meet current Growth Management Standards with the
exception of the following:
New NPDES Permit requirements may require modifications to the City's
existing drainage systems and additional drainage facilities. An assessment of
these modifications and additions is on-going and includes such items as
dredging desiltation basins and the possible installation of new test stations.
The downtown area between the railroad tracks and Interstate-5 experiences
flooding during heavy rains.
The Rancho Carlsbad Mobile Home Park is located where the Calavera Creek
flows into the Agua Hedionda Creek and has experienced flooding during heavy
rains.
ANUYSIS
The 1994 Master Drainage and Storm Water Quality Management Plan
identifies facilities necessary for City build-out conditions. Fiscal analyses
indicate current Planned Local Drainage Area (PLDA) fees are adequate for the
facilities identified in the 1994 Master Plan. The Master Drainage Plan will be
updated due to several changes in the City's growth patterns due to the HMP
and the HCP that impact growth projections and densities in various areas of
the City. These changes not only impact expected run-off, but also expected
PLDA revenues.
In addition, the new NPDES Pennit requirements need to be incorporated into
the Master Plan. Drainage facilities required to meet NPDES standards will also
require funding. A separate fee structure is being reviewed and considered for
NPDES requirements.
Analysis and design of facilities for the downtown area was completed and
storm drain system improvements are currently under construction with the
Vista/Carlsbad Sewer Interceptor project.
Analysis of the Calavera Creek Channel was completed by the Engineering
Department. Facilities to help control this flooding are identified in the
Drainage Master Plan and Storm Water Quality Management Plan as Detention
Basins BJ and BJB. Recommendations for additional facilities to reduce
flooding potential include: 1) dredging the creek to increase storm water runoff
capacity, 2) the construction of a channel in the College/Cannon Road area, 3)
the construction of two additional detention basins at the future Melrose Drive
extension at Palomar mort Road, and at the future Faraday Avenue.
103
ACTION PLAN
0 Construction of new storm drains in the downtown area is close to
completion as part of the Vista/Carlsbad Interceptor Sewer and Storm
Drain Project. Construction is scheduled to end in early 2003.
0 Coordination with regulatory agencies is on-going to obtain permits
necessary to dredge the Calavera Creek Channel near the Rancho
Carlsbad Mobile Home Park.
Construction of Basin BJB started with the College/Cannon road project.
Construction of Basin BJ will begin with the construction of College
between El Camino Real and Cannon Road.
0 Construction of the basin near Melrose Drive and Palomar wort Road
will begin with'the Melrose Drive Extension project.
0 Construction of the basin near Faraday Avenue will begin with the
Faraday Avenue Roadway project.
An update the Master Drainage and Storm Water Quality Management
Plan is on-going and scheduled to be complete by the end of 2003. The
program EIR necessary for environmental approvals is expected to be
complete at the end of ,2004.
104
Water Strateaic Goal Summaru
Strategic Goal
Ensure reliable, high quality, diversified potable and recycled water system
leading to a drought-resistant community, in the most cost effective manner.
0 Service Standard:
o 98% of bacteria samples free of coliform.
Results: 99.9%
o Annual number of hours per mile of distribution line a water main
is out of service will not exceed a total of 0.05 hours in a year.
Results: 0 hours out of service.
cost:
o Annual water loss not to exceed six percent.
Results: 4.24%
o The cost of service per acre-feet of water will not exceed $970
Results: $883
Customer Satisfaction: Although not a formal perfonnance measure,
this information from the annual cimde survey is presented.
o 90% of survey respondents rate water service as either good or
excellent.
Results: 89%
H Service Delivery
Customer
Satisfaction Ga
Customer Satisfaction Level
s-arv All the water performance measures met their benchmark. Water quality and
system reliability continued to achieve their benchmarks at approximately the
same level, with water loss percentage and the cost per acre-feet of water
showing slight improvements over last year’s results. Of the three measures,
water delivery efficiency (water loss and cost per acre-feet) is the area where
improvements will most likely occur. In the coming year, staff will look at
refining how water loss should best be measured and improving the water cost
survey to focus on agencies that are 100% dependent on outside sources of
water and that have a similar customer base as Carlsbad.
Performance Measures and Growth Management Standards
ADEQUATE
ACHIEVES
AVAILABLE BENCHMARK BENCHMARK WATER
DATA NOT BELOW
Potable water quality J
Water reliability J
Water delivery efficiency J
Water distribution system
Growth Management Standard 4
Management Goals
0 Maerkle Reservoir
Recycled Water Distribution System
0 Recycled Water Capital Project
0 Water Capital Project
0 Desalination Project
Citywide Survey Highlights
Overall 89% of Carlsbad residents rated water service as either good or
excellent.
Other Factors
There have been several changes in the City’s growth patterns due to the
Habitat Management Plan and the Habitat Conservation Plan that impact
growth projections and densities in various areas of the City. These changes
could impact water demands and water fee revenues. Water connection fees
will be amended upon completion of the Water Master Plan update. The recycle
water model has recently been updated, and the use of desalination is currently
under consideration. Recycled water used for irrigation and the potential for
desalination will offset the demands for potable water. These
issues/considerations will be incorporated into the update to the Water Master
Plan.
106
Public Works
POTABLE WATER QUALITY
THE OUTCOME
High quality water free of pathogenic organisms.
THE MEASUREMENT
Monthly bacteriological samples.
WHAT THE DATA MEANS
The City purchases treated water from Metropolitan Water District through the
San Diego County Water Authority. Weekly water samples are taken and tested
for the presence of 'coliform bacteria. Coliform bacteria are ever-present and
therefore used as an indicator for potential presence of pathogenic organisms
that cause waterborne disease. Positive samples are indicators of potential
problems that are 'investigated and followed up with additional samples.
Monthly bacteriological reports are sent to the State Department of Health
Services. The goal is to achieve zero positive samples with anything less than
five percent being acceptable.
DEPARTMENTS INVOLVED
Maintenance and Operations/Utility Operations
BENCHMARK
98% of bacteria samples free of coliform. The State requires that at least 95% of
all samples collected during any month are total coliform-free.
RESULTS
107
ANALYSIS
Data was gathered for fiscal year 2001-02. Of the 1,719 samples taken, one
sample tested positive for: bacteria. When positive samples are identified, staff
takes repeat sample sets per Section 64424, Repeat Sampling of California Title
22 Regulations. 99.8% is above our standard for this measurement and meets
all State and Federal legal, health and safety requirements. Data collected from
outside agencies indicated that all maintain compliance with State and Federal
regulations. However, the more samples that are taken, the more likely that a
positive sample may be found. Of the agencies benchmarked, Carlsbad
collected the most samples. The number of samples to be collected is based on
the number of customers and/or connections being served. This level of testing
further assures a safe supply of potable water to our customers.
Agency Total YO Bacteria . Total Bacteria
Collected Free Free
San Diego Co Citv* 100.0% 658 658 I Ramona MWD I 520 I 520 1 100.0% I
I -con MWD I 349 I 349 I 100.0% I
Carlsbad MWD 1,719 I 1,718 I 99.9%
Vallecitos CWD
Sunnyvale
99.8% 1,044 1,046
99.4% 316 318 Vallev Center MWD
99.8% 2399 2404
* City did not wish to be identified
ACTION PLAN
Staff will continue weekly water sampling and testing to ensure a high level of
water quality.
108
Public Works
THE OUTCOME
Water system reliability.
THE MEASUREMENT
Total hours per. mile of distribution line without service. This measure is
calculated by taking the number of hours that a water main is without service,
excluding service interruptions due to maintenance and development activity,
divided by the total miles of distribution line.
WHAT THE DATA MEANS
This measure reflects the integrity of the water distribution system.
DEPARTMENTS INVOLVED
Maintenance and Operations/Construction Maintenance
Engineering/Planning & Programs
BENCHMARK
Annual number of hours per de of distribution line a water main is out of
service will not exceed a total of 0.05 hours in a year. This benchmark was .
established on information reported in the 1998-99 baseline year.
RESULTS
I 1 Benchmark 1 1999’ I 2000 I 2001 I 2002 I
Total Hours
0.00 0.00 0.04 0.05 0.05 Hours/Mile Dist. Line
43 1 410 400 350 Miles Dist. Lines
0 0 17 18
ANALYSIS
For the second reporting period in a row, there were zero hours where
customers were without water service. This was accomplished by maintenance
staff continuing their operations of turning water off on the city’s side of the
property’s water meter instead of the main and using water line “jumpers” to re-
route the flow of water around a main break or blockage. As a result, no
customers are affected by interrupted water service due to repairs.
Outside agencies that were contacted use similar practices in minimizing the
impact to customers when water transmitted in the mains is interrupted. The
109
one exception was Valley Center at 14.1 1 hours per distribution line. Valley
Center has a high percentage of agricultural water users. Because of the
physical nature of these customers’ water connections, it is not always possible
to use “jumpers” or provide an alternative source of water during outages. This
results in some service interruption to the customer.
I HOURS PERMILE 1
AGENCY DIST. LINE
Carlsbad MWD 0.00 : Ramona “D
14.1 1 Valley Center MWD
0.5 1 Sunnyvale
0.68 San Diego Co City*
0.00 Vallecitos CWD
0.00 Rincon MWD
0.00
City did not wish to be identified
ACTION PLAN
As an ongoing goal to minimize and/or eliminate impacts to customers during
those times when the flow of water in a main was interrupted, staff will continue
to use current service mitigation procedures as described above.
Exchange methodologies and ideas with partner agencies for feedback and
evaluation to include standard of care review.
110
Public Works
WATER DELlVERY EFFICIENCY
THE OUTCOME
Water operations delivery efficiency.
THE MEASUREMENT
This measure uses a multi-method approach combining:
Water Loss: The p'ercentage of water loss in the distribution system. Water loss
is defined as the amount of water produced (water purchased 2 amount water
held in storage) minus water sold, and divided by water produced.
Cost of Service: The total cost of service using actual expenditures, including
water purchases from the Metropolitan Water District via the San Diego County
Authority, divided by the total acre-feet of potable water delivered (i.e., billed to
all customers) per year. Previously, recycled water costs were included in this
measure. However, to establish meaningful and comparable inter-agency
benchmarks, costs for recycled water service are now excluded because there is
no industry standard or consistent method by which recycled water is obtained,
delivered, and billed, to customers.
WHAT THE DATA MEANS
Water Loss: The water loss measure, if kept within the benchmark, represents
the results of an efficient and fiscally responsible operation. If the percentage of
water loss is high, the result is a revenue loss to the Water Operations
Enterprise Fund.
Cost of Semice: The annual expenditures per acre-foot of water delivered
represents an efficient system when we are able to achieve the benchmark. The
aim is to satisfy customer demands with safe, reliable water with a pzitdent level
of expenditures.
DEPARTMENTS INVOLVED
Maintenance and Operations
111
BENCHMARK
Water Loss: Annual water loss not to exceed six percent as set by the CMWD
(City) Standard Bulletin 166-4, Urban Water Use .in California, August 1994.
Distribution system losses commonly range between 6 and 15%. ‘AWWA
recommends that the loss after treatment be maintained at 10% or less.
Cost of Service: The cost of service per acre-feet of water delivered (i.e., billed to
CMWD customers) will not exceed $852. This benchmark was established at
1998-99 baseline level and has been adjusted by the San Diego Consumer Price
Index each year (5.73% in 2001 and 2.95% in 2002).
RESULTS
Water Loss
Fiscal Year
c 6.00% Benchmark
Water Loss
1999 4.87%
2000
4.24% 2002
4.29% 200 1
5.36%
-
Cost of Service
I
Service (AC.-FT.) Year
cost of Delivered Fiscal Cost Per
Delivered
AC-FT. Benchmark
1999
$970 $883 $17,484,947 19,812 2002
$943 $902 $16,357,868 18,137 200 1
$892 $877 $16,523,449 18,850 2000
$852 $852 $14,162,422 16,615
ANALYSIS
Water Loss: This is an internal measure that is used to monitor our
performance over time and reflects that we are achieving our established
benchmark. The table on the next page summarizes data we collected from a
number of agencies regarding their water loss. Each agency contacted
measures their “unaccounted for” water by taking the amount of water they
produced minus their water sold, and divide by their water produced. All were
in the 6 to 15% tolerance range described above. Carlsbad’s ranking indicates
that its water system is within, and consistent with, industry standards.
112
Agency Water Loss
San Diego Co City*
Rincon MWD
2.10%
5.00% Sunnwale
4.30% Valley Center MWD
4.24% Carlsbad MWD
4.20%
Ramona
7.00% Vallecitos MWD
7.00%
* City did not wish to be identified
Cost of Seruice: Cost of service is all annual expenditures for personnel,
services and supplies, and includes the cost for potable water purchased from
the Metropolitan Water District. Carlsbad’s measure decreased from the
previous year by $19 per acre-foot. Of the comparable agencies from which
data was obtained, Carlsbad placed in the middle for cost per acre-foot
delivered. Valley Center ranked lower due to lower operating costs which is a
reflection of a higher number of large water users resulting in fewer
connections; e.g., agricultural accounts, etc. Valley Center has a smaller
’ infrastructure to maintain (water meters and appurtenances) with a comparable
mount of water delivered to its customers. Vallecitos, on the other hand, has a
customer base that is closer to that of Carlsbad’s. Their results are $89 per ac-
ft. higher than Carlsbad’s. This could be reflective of higher operating costs due
to staffing, services and supplies.
* City did not wish to be identified
ACTION PLAN
0 Water Loss: Staff will research alternative methods by which “unaccounted
for” water may be calculated/measured. To date, there is not an accepted
industry standard for collecting data for this measure.
0 Cost of Seruice: Continue to identify and establish operational relationships
with other comparable agencies, focusing on those agencies who are 100%
113
dependent on outside sources of water and who have a similar customer
base as that of the Carlsbad Municipal Water District. Also, continue
operational practices within the Utility Operations and
Construction/Maintenance divisioris to maintain the cost effectiveness of
water delivery.
Over the past year the Public Works MSA has devoted a considerable amount
of time to developing partnerships with other cities and agencies to obtain
comparable benchmark data. This initiative has proven to be more difficult
than initially anticipated. Even within the reporting agencies, the data has
been difficult to collect in a format where comparisons can be made in a
useful manner. In an effort to ensure more effective use of staff time and to
strive for more meaningful analysis, the department has decided to develop a
new benchmark that is based on accepted industry standards. The results
of this work will be incorporated into next years report.
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Public Works
GROWTH MANAGEMENT - WATER DISTRlBUTION SYSTEM
THE OUTCOME
Adequate fire flow and water supply for City residents and businesses.
THE MEASUREMENT
The Water and Reclaimed Water Master Plans updated in 1997 are used to
identlfy the facilities necessary for development within the Carlsbad Municipal
Water District. This computer model was calibrated using actual flow
measurements collected in the field to venfy that it sufficiently represents the
actual water system. When new facilities are identified they are funded with
development fees and water connection fees. New developments in the City are
conditioned to either start their construction after required facilities are in
operation, or construct the facilities concurrently with their projects.
Water storage in the Carlsbad Municipal Water District is equal to or greater
than 10 average days. The Vallecitos Water District and the Olivenhain Water
District service the La Costa area. The City coordinates development with these
agencies and conditions projects to ensure facilities are in place prior to the
completion of the development.
WHAT THE DATA MEANS
Water capacity will meet demands as determined by the appropriate water
district and is provided concurrent with development.
A minimum 10 average day potable storage capacity is provided concurrent with
development in the Carlsbad Municipal Water District.
DEPARTMENTS INVOLVED
Engineering, Maintenance & Operations
GROWTH MANAGEMENT STANDARD
Demand
Water service demand requirements are estimated using a computer model to
simulate the two water distribution scenarios: 1) maximum day demand plus a
fire event, 2) peak hour demand, as well as, other possible scenarios.
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10 Average Day Storage
] in 2900 =18.77 MG/day average consumption
365 days
(18.77 MG/Day) * (10 Days) = 187.7 MG storage = 190 MG storage required
RESULTS
Based on model analysis future pipelines and other water system facilities have
been identified and are summarized in the Water Master Plan. As developments
are processed through the Development Services Division, the model is
periodically used to check pipeline sizes and facility capacities to make sure
they are adequate.
Adequate 10 average day storage capacity exists for the Carlsbad Municipal
Water District based in the capacity of existing reservoirs that provide
approximately 237 MG of storage.
ANALYSIS
The Water Master Plan identifies facilities necessary for City build-out
conditions and requires an update. There have been several changes in the
City’s growth patterns due to the HMP and the HCP that impact growth
projections and densities in various areas of the City. These changes could
impact water demands and water fee revenues. Water connection fees will be
amended upon completion of the Water Master Plan update.
In addition, the recycle water model has recently been updated and the use of
seawater desalination is currently under consideration. These
issues/considerations will be incorporated into the update to the Water Master
Plan. Recycled water used for irrigation and the potential for seawater
desalination will offset the demands for potable water.
A minimum 10 average day storage capacity is not provided for the keas of the
City that are served by a water district other than CMWD. However, the
Olivenhain Municipal Water District (OMWD) is constructing a new water
treatment plan at the San Diego County Water Authority Emergency Storage
Reservoir . Therefore, areas of Carlsbad served by OMWD will meet this
minimum storage capacity in the future.
Future 10 average day storage capacity at build-out will be met with the
implementation of the Phase I1 Recycle Water program.
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ACTION PLAN
Update of the Water Master Plan scheduled for 200 1-02 FY.
Incorporate recycle water model updated data into Water Master Plan.
117
118
Learninq Strateqic Goal
Strategic Goal
Promote and support continuous learning opportunities within the community
and the City organization.
0 Service Delivery
0 90th percentile ranking among 29 city libraries in California in a
state survey.
Results: Second out of the 29 cities included in the 60,000 to
100,000 population category. This is in the 90" percentile ranking. . cost
o There is no cost efficiency measure associated with this strategic
goal. The library has tracked their cost per capita ranking. The
benchmark for this measure'has not been set.
Customer Satisfaction
good or excellent.
Results: 95%
o 90% of the survey respondents rate library customer service as
o Customer rate that needs are met at least 90% of the
Results: 85%
time.
Service Delivery
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Summary
In determining the value of the Carlsbad City Library, this assessment process
is being used to measure or balance the library’s cost in conjunction with the
service delivery standards and customer satisfaction of library services. The
Carlsbad City Library is unique in a number of ways among libraries in other
cities of similar size, which have resulted in greater costs per capita, such as
having two major, full service libraries. While this is one unique feature that is
a rarity in other cities, it works for Carlsbad’s geography, access corridors, and
population distribution. An additional cost of service is that >both facilities are
open 68 hours, seven days a week. Even though there is an added cost for
providing these extended hours of service, the library receives high customer
satisfaction ratings’ (over 95% good or excellent) that is a reflection of these
increased service standards’. The library also provides a number of highly
specialized programs, resources, and services usually not found in other cities
this size.
The library’s total budget is just over $8 million. Library services are labor-
intensive and the largest portion of this budget ($4.4 million or 57%) is for
personnel. The library has 115.75 total RE staff, 46.25 fulltime and 69.5 part-
time. In benchmarlung and measuring the library’s budget, statewide
comparisons in this category show that Carlsbad is ranked 1st in the State in
expenditures per capita. The question is how to detennine if the library is
making effective use of this level of funding. To balance the high level of
financial support, the library is also rated 1st in population served per capita,
3rd in circulation per capita and in reference questions answered per capita.
Performance Measures and Growth Management Standards
ACHIEVES
AVAILABLE ACHIEVED
DATA NOT NOT BENCHMARK LEARNING ADEQUATE BENCHMARK
Library ranking J
Library Satisfaction 4
Library GMS J
Management Goals
0 Employee Development - Planning
0 Enhance Participant Education Program
Leadership Forum
0 2003 Sculpture Garden
Fundraising For Gallery
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Citywide Survey Highlights
In the most recent ciwde survey, 96% rated library services as good or
excellent, with 60% rating excellent. This is consistent with previous years.
The citywide survey did not include any specific queries about the City’s
education policy, school district matters, or topics related to “learning.”
Approximately 79% of survey respondents rated the cultural arts programs as
good or excellent. This is also consistent ‘with previous results.
Other Factors
The City organization is constantly providing learning opportunities through
offering a wide variety of on-line and in-house training programs. Departments
offer trainings relevant to specific aspects of an employees duties (i.e. safe
lifting), in addition; City Wide trainings are provided which offer general training
in more global topics such as Customer Service.
Public Works is involved in a program of cross training employees within a
Major Service Area. This program offers a department an increased number of
employees who know a variety of jobs within the department thus providing
greater flexibility, and providing the employee an opportunity for further
professional development.
Within the community the City supports many opportunities for “Life Long
Learning”. Last year, interested citizens volunteered to participate in the
Carlsbad Citizens’ Academy. There were two sessions offered. Seventy-five
Carlsbad residents graduated from the program.
Recognizing that the only measures currently under the “learning” strategic goal
are library-related, next year’s focus will include adding measures that reflect
the expansive learning activates occurring within the city and community.
121
Community Services
STATE LIBRARY RANKING
THE MEASUREMENT
The Library Development Services Bureau of the California State Library collects
statistical data annually from all California libraries. There are now 13 basic
per capita ratings based on this data that appear annually in CALIFORNIA
LIBRARY STATISTICS covering data from the previous fiscal year. The State
uses seven population categories for public library rankings.
WHAT THE DATA MEANS
Measurements used in this rating system are basic to all public libraries and,
when related to per capita levels of activity, is a way to compare the Carlsbad
City Library to other top quality libraries in California. High index ratings are
an indicator of excellence and establish benchmarks for both internal and
external comparisons.
DEPART-NTS INVOLVED
Library
BENCHMARK
The Carlsbad City Library will be ranked above the 90th' percentile among
public libraries in the state in cities of 60,000 to 100.000 population. For 2002,
the 90th percentile equates to a ranking of fifth or better. This rating will be
determined by comparative per capita rankings based on public library
statistics published annually by the California State Library. In this study,
Carlsbad is one of 29 libraries in the 60,000 to 100,000 population category.
RESULTS
The benchmark was achieved by reaching an averaged ranking of third. This
was an improvement over Carlsbad's fourth place ranking last year.
ANALYSIS
Carlsbad was ranked against 29 other libraries in 13 measurement categories.
Compared to the previous year, Carlsbad improved its ranking in 8 of these
categories and maintained the same ranking in the other 5. The most
122
significant improvements were in various collection holdings, in circulation and
reference questions per capita, and in program attendance. One conclusion
from this is that expanded resources have resulted in higher levels of use.
The table below shows how Carlsbad ranks with the top five public libraries in
California in the key measurement categories:
Top Library Rankings
I Santa I I Mountain 1 Redwood I
1 2 3 4 5 6 I
ACTION PLAN
Staff will continue to analyze collection use, patron suggestions, and phasing in
of new technologies to see if they lead to any improvements in the library’s
performance. Staff will also analyze the value of trachng and measuring any
categories that are more connected to the population of the local jurisdiction,
which may not be a valid indicator of quality or performance. An example
would be total registered borrowers.
123
Community Services
SATISFACTION WITH LIBRARY RESOURCES
THE OUTCOME
A high level of customer satisfaction with library resources.
THE MEASUREMENT
Satisfaction with library resources is measured by fill rate, which is a measure
of whether patrons obtained the materials they came in for. Patrons are given
cards at the service desks and at public computer stations in each library.
These cards ask.patrons to note before they leave if they got the information or
resources they needed. If the answer is “no,” they are also asked to note what
they were looking for.
WHAT THE DATA MEANS
Measuring the success rate of providing patrons what they need will help the
library make improvements in resources available for the public. Resources
may be print and non-print collections or computer databases and will help
determine the most effective ways to use available funds. Similar data was
collected as part of the library’s 2001 Strategic Plan survey of over 1,300 library
users. The success rate for patrons getting what they came in for was 91%.
This rate will be used as a preliminary benchmark against the fill rate survey
card results. It should be noted, however, that the question asked in the
Strategic Plan survey, while worded the same as on the card, was one of a total
of 35 questions asked. It is likely that the responses of patrons filling out the
larger survey, where they were asked about their general perceptions of library
service, were somewhat more positive thk those who responded to the card
and the single question focusing on their needs on that particular visit.
DEPARTMENTS INVOLVED
Library
BENCHMARK
90% of all library patrons indicate they got what they came in for and are
satisfied with the availability of needed library resources.
RESULTS
BENCHMARK
8 5% 80% 90%
2002 2001
124
The first fill rate cards were administered at Dove, Cole, and Centro October 15-
28, 2001. A total of 629 cards were returned, 500 indicating patrons got what
they came in for and 129 stating they did not. This resulted in an 80%
satisfaction rate, lower than the target benchmark of 90%. The most recent fill
rate survey was completed for the period October 28 - November 10, 2002 and
showed a sigruficant improvement, with the overall satisfaction rate at 85%. On
the other hand, only 31 1 cards were returned, less than half the number
returned during the first survey.
ANALYSIS
Satisfaction rates at the three facilities showed that, Cole and Dove libraries
were fairly similar, with 83% and 81% satisfaction rates respectively. The
Centro again recorded the highest satisfaction rating at 93% and had total
responses greater than Cole and nearly the same as Dove.
ACTION PLAN
After completing this survey in a consistent format for the past two years, the
library needs to evaluate the process, the content of the card, and the value of
continuing with this form of internal benchmarking. Only in the most recent
survey was there a marked increase in satisfaction rates. Determining the
reasons for this increase will be part of the post-survey analysis. If this
particular survey is continued, a decision will need to be made about whether
the original satisfaction benchmark of 90% is reasonable. Other ideas for
modlfylng the survey include some changes in fonnat and possibly surveying
customers who phone in with questions. There have been some positive results,
most notably feedback from the public about specific titles and media formats
they would like and have not found. These requests have been passed on to
Collection Development staff for analysis.
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Community Services
GROWTH lMlANAGElMENT - L.lBRAZUES
THE OUTCOME
Adequate facility space to house library services and resources that meet the
needs of the community.
THE MEASUREMENT
Square footage per capita.
WHAT THE DATA MEANS
Space (leased/owned, public/non-public) is a standard library measurement of
customer use and satisfaction and includes collection space, seating, meeting
rooms, staff areas, technology, and other public facility needs. A performance
standard for library facilities was adopted by the City Council in 1986 as part of
the Growth Management Program’s Citywide Facilities and Improvements Plan.
This standard was originally developed at that time based on surveys of other
libraries of comparable size and based on related standards (such as volumes
per capita) set by the American Library Association.
DEPARTMENTS INVOLVED
Library
GROWTH MANAGEMENT STANDARD
The current standard is 0.8 square feet of library space per capita.
RESULTS
Based on the benchmark standard and assuming a 2002 estimated population
of 88,000, the librky, with 92,859 square feet of leased and owned space, is
currently 22,459 square feet in excess of the standard.
ANALYSIS
The city’s population would need to reach about 1 16,000 before it would trigger
the need for expanded library space. Growth to this population level is
projected to be at least 10 years away. Any additional space needed will likely
be included in a new or expanded Cole Library.
ACTION PLAN
Staff will continue to monitor population growth projections, trends in library
use, customer service issues, impacts of new technology, and how all of these
relate to space needed for resources and services.
126
BaZanced Communitu Development Stratesic Goal
Strategic Goal
Be a community that promotes community spirit, quality neighborhoods,
establishes compatible residential and commercial uses, including
entertainment venues, and manages growth by providing an appropriate
balance of facilities and services.
0 Service Delivery
0
0
cost
0
Achieve a HUD rating of Standard Performer or higher 100°/o of
time.
Results: The City has not been notified of the City’s ranking as of
December 17, 2002. The ranking from 2001 (exceeds) is not
expected to change.
90% of the Code Enforcement cases are resolved within expected
timeframes
Results: Average of 77% of the cases were resolved within expected
timeframes.
There is no cost efficiency measure for this strategic goal.
0 Customer Satisfaction
o , 90% of customers rate Faraday Center front counter services as
very good (the highest rating) in all customer service survey
categories.
Results: 97% rate front counter service at the Faraday Center as
very good.
I
127
Summary
This strategic goal has few measures with which to gauge its achievement.
There are lirnited service delivery and customer satisfaction measurements and
no cost efficiency measure. It is very difficult therefore to detennine the
organization’s true effectiveness in this regard. The citizen’s survey asked how
well citizens felt that the City is doing at providing a balanced mix of land uses.
The average response was a 6.2 on a scale of 0-10. This is a generally positive
response, although the greatest concern respondents gave for their low
assessment was “setting limits on growth”.
Performance Measures and Growth Management Standards I BENCHMARK I ADEQUATE I
BALANCED COMMUNITY
J Section 8 Housing
AVAILABLE ACHIEVED BENCHMARK DEVELOPMENT
DATA NOT NOT ACHIEVES
Code Enforcement
Effectiveness
Faraday Front Counter
Customer Satisfaction
J
J
Management Gods
Carlsbad Police Training Range
Affordable Housing Site
SCCRA Land Use Strategy
Facility Needs
Resolution Of HMP/Golf Course Planning
50th Anniversary Celebration
Village Redevelopment Area Strategy
Retention Of For-Sale Affordable Housing
Tourist Use Attraction Program
North State Street Improvements
Citywide Survey Highlights
Residents’ attitudes were assessed regarding land use and development in the
City of Carlsbad. They were asked to rate how well they thought the City of
Carlsbad was doing balancing various land uses in the city such as residential,
commercial, industrial, and recreational. Respondents answered on a scale of
zero to ten, where zero indicated very poor and ten indicated excellent. The
average rating was 6.2. Familiarity of residents with Carlsbad’s growth
management plan was assessed. That is, on a zero-to-ten scale with higher
numbers indicating greater familiarity, respondents were asked how familiar
they were with Carlsbad’s growth management plan. The average familiarity
score was 4.06, suggesting residents are not very familiar with the plan. General
Plan familiarity was given a rating of 3.6 on a 0- 10 scale. When residents were
asked, “What is the best indicator that the City is doing a good job,” one of the
most frequent answers given (10%) was “controlled growth/growth
management. ”
Other Factors
The Facility Needs goal team is embarking on a community building effort and
will bring a work plan forward as a part of that management goal.
129
Community Development
SECTION 8 HOUSLATG
THE OUTCOME
Maxime rental assistance opportunities for low-income residents of Carlsbad.
THE MEASUREMENT
The rating from the United States Department of Housing and Urban
Development for the City’s Section 8 rental assistance housing program.
WHAT THE DATA MEANS
The United States Department of Housing and Urban Development (HUD) has
instituted a Section 8 Management Assessment Program. Using 15‘ adopted
indicators, HUD evaluates and certifies a local agency’s success of
administering individual federally funded housing programs. HUD’s ratings
include “High Performer,” “Standard Performer,” or ‘Troubled Performer.”
Repeated failure to secure a HUD rating of “Standard Performer” or higher can
jeopardize a local agency’s continued federal funding for its Section 8 rental
assistance housing program.
DEPARTMENTS INVOLVED
Housing and Redevelopment
BENCHMARK
Achieve a HUD rating of Standard Performer or higher 100% of time.
RESULTS
The program results have been submitted to the HUD Office for review and the
City has not been notified of the City’s ranking as of December 17, 2002.
ANALYSIS
ACTION PLAN
The City is waiting for ranking from HUD as of December 17, 2002.
130
Community Development
FARADAY CENTER FRONT COUNTER SERVICE & SATISFACTION
THE OUTCOME
High level of customer service.
er and HOI THE MEASUREMENT
Customer Comment Cards available at the Front Count
Redevelopment survey.
sing and
WHAT THE DATA MEANS
Customer feedback is a valuable performance measure. Staff members
assigned to the front counter are expected to be efficient, prompt, courteous,
knowledgeable, and helpful to the customer. Staff members continuously
monitor this measurement tool and contact all customers rating their front
counter customer service experience as “poor” or ”very poor.” Community
Development has utihzed customer comment cards for several years as a
performance measurement tool. Low ratings (“poor” and “very poor”) trigger a
follow-up contact by City staff to secure additional customer service input. This
additional input is recorded and influences changes to front counter operations.
DEPARTMENTS INVOLVED
Building, Planning, Public Works Engineering, Finance, Housing and
Redevelopment, and Field Building Inspection.
BENCHMARK
90% of customers rate Faraday Center front counter services as “Very Good”
(the highest rating) in all customer service survey categories.
RESULTS
BENCHMARK
9 7% 96% 9 3 O/o 90%
2002 2001 2000
ANALYSIS
119 Comment Cards were filled out by customers rating staff 579 times in five
areas of service (efficiency, promptness, courteousness, knowledge, and
helpfulness). Every category rated in excess of 90%, and the overall rating was
97% very good service. The results are on the following page.
131
Satisfactory
Purpose of Visit
97% 96% 98% 96% 9 7% 9 7% 2002 Faraday
96% 94% 97% 94% 9 8% 96% 2001 Faraday
93% 93% . 94% 95% 92% 90% 2000 Faraday
90% 88% 92% 87% 9 5% 90% 1999 Las Palmas
Avg. Solution Helpful Knowledgeable Courteous Efficient
ACTION PLAN
Continue with the Customer Comment
Counter.
Card program at City’s Faraday Front
132
Community Development
CODE ENFORCEMENT RESPONSlVElVESS
THE OUTCOME
A high level of responsiveness by Code Enforcement
THE MEASUREMENT
This is a multi-modal approach combining:
0 Time for case resolution
Recidivism rate
WHAT THE DATA MEANS
Time for case resolution: Responding to Code Enforcement is a fundamental
service provided by the City. complainants want their call to Code Enforcement
to result in positive resolution of the case as soon as is reasonably possible.
Resolving cases in a timely manner preserves neighborhood integrity and builds
confidence in the value of local government. Code Enforcement has developed a
complaint resolution measurement system that will track the time increments
needed to resolve those complaints that have been found to be violations of the
municipal Code.
Recidivism rate: When open cases do not recur within a reasonable length of
time, this could be an indication that the Code Enforcement department has
created a level of understanding with the property owner about codes and
ordinances, their importance to the community well-being, and the quality of
life for everyone in the community. A re-check of all open cases against the
history for the prior three years will determine the recidivism rate for all code
enforcement matters.
DEPARTMENTS INVOLVED
Code Enforcement, Building
BENCHMARK
The varying case types handled by Code Enforcement have differing degrees of
importance relative to the amount of time to needed to resolve those cases.
There are twenty (20) different categories into which complaints are filed and
tracked. Each type of case has a varying time increment at which 90% of the
cases are resolved.
133
The 10 most common complaint categories’ standard for compliance and case
closure are:
The expected recidivism rate (same violation at same address within 3 years) is
unknown and this will become the baseline rate for future comparisons.
Recidivism rate for FY-2002 (dating back three years) at same address is:
Total Number
8.86% 162 1,828
Cases on Same Property of Cases
O/O of Reopened Number of Repeat Cases
ANALYSIS
There are no case-types where 90 YO of the cases were cleared within the
standard for compliance. The closure rates ranged from 87% to 72%.
Engineering ROW complaints may be resolved by summary removal of the item
in the right of way leading to quicker and more efficient compliance. Conversely,
when voluntary compliance is the preferred method (i.e. private property owners
cleaning up garbage and junk), the time increment for case closure is below the
standard.
ACTION PLAN
Code enforcement staff will meet routinely this coming year to begin to diagnose
the means by which certain groups of case-types are handled. Thos meetings
and diagnosis will lead probably to adjustments in code enforcement techniques
including but not limited to: Better public information about codes and
neighborhood standards, clear communications with property owners, more
efficient follow up inspections and letters, and other enforcement strategies
leading to removal of the violation.
134
Tm Bualitu Service Strateaic Goal
Strategic Goal
Become a city that provides exceptional services on a daily basis.
Summary
The Top Quality Service strategic goal is comprised of a great variety of services
provided by multiple departments. With such different types of services and
service providers, it is difficult to create an overall assessment of the sum
achievement in this area.
Instead, a summary for each service delivery area is provided prior to each
area’s grouping of measures. These summaries provide a more ‘thorough
evaluation of each service area, and through the analysis of each, provide
conclusions about the state of the city’s top quality services.
Performance Measures and Growth Management Standards
BENCJ3MARK
DATA NOT NOT ACHIEVES TOP QUALXTY SERVICE
ADEQUATE
BENCHMARK ACHIEVED AVAILABLE
Citywide
Overall Citizen Satisfaction With
City Services
4 Purchasing Customer Service
Other Administrative Services
growth management standard
J City administrative facilities
J
Management Goals
Long Range Plan
Performance Measurement - Fleet
Centralized Cashier
Efficiency Analysis
Public Works Project Tracking
Perforniance Measurement - Benchmarking
Human Resources Plan
Public Works Center Move, Telemetry
Public Works Service Plan
Investigations Customer Service
Meter Exchange
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Maintenance Management System
DMS Phase 4 Public Internet Access
Standards Of Care
Electronic Records Retention
Public Works Classification
Records Management Program Phase 4
Construction Inspection Consistency
Customer Service
Ambulance Analysis
Learning Management System
Fire Probationary Standards
Strategic Business Plan
Fire Performance Standards
Village Parking Enhancement Program
Training Facility
RFA/CRM Service
Second Shift .
Leadership Team Achievement Of MSA Goals
Bond And Secured Agreement Business Process Review
Succession Planning For Fire Department
Contract Administration
CEMAT
Employee Development Program - Core Competencies
Communications Center Goal
On-Line Registration
Beat Realignment
HR Resource Center BPR
Special Events Process
Strategic Technology Plan
Recorded Documents Review
Capital Outlay Projects
Tracking Reports
Performance Measurement - Eng Dev Services
DMS Phase 4 - PW Use Of DMS
Rental Property Owner Satisfaction
Standard Agreements Revision
Other Factors
Other customer service efforts in the City include “Experience Carlsbad” and the
City’s customer service steering committee.
136
Citywide
0VERAL.L CITIZEN SATISFACTION WmH CXTY SERVICES
THE OUTCOME
High level of citizen satisfaction in the overall City services.
THE MEASUREMENT
Survey results to the question in the citywide survey, “How do you rate the
overall city services?”
WHAT THE DATA MEANS
Part of the City of Carlsbad’s explicit mission is to provide top-quality services to
all those who live, work, and play in the City. This bellwether measure of how
the citizens rate their overall level of satisfaction with city services provides staff
with a better understanding of the effectiveness of city programs.
DEPARTMENTS INVOLVED
Citpmde
BENCHMARK
90% of respondents rate their satisfaction at good or excellent.
RESULTS
BENCHMARK
9 5% 9 6% 92 To 90%
2002 2001 2000
ANALYSIS
This is the third year that the City has asked its residents how they rate their
overall satisfaction with City services. The results from all three surveys show
significant positive ratings from the public at large. Staff will continue to track
this measure in the coming years.
ACTION PLAN
Continue to monitor and evaluate the overall satisfaction of city services.
137
Administrative Services
GROWTH MANAGEMENT - CITYADlMINISTRATNE FACILITIES
THE OUTCOME
Provide Top Quality Services.
THE MEASUREMENT
Administrative Facility Square Footage per 1000 population
WHAT THE DATA MEANS
The standard of 1500 square feet per 1000 population is mandated per the
Citywide Facilities and Improvement Management Plan
DEPARTMENTS INVOLVED
Citywide
BENCHMARK
1,500 square feet of administrative facilities per 1000 city population.
RESULTS
Based upon a current population of 88,O 13, the City is required to have at least
132,019 square feet of administrative office space.
At the current time, the city has approximately 300,000 square feet Of
administrative facilities. This includes:
0 Farmers Building - 134,000 sq. ft
0 Faraday Center - 68,000 sq. ft
0 Public Safety Center - 64,000 sq. ft
0 City Hall - 13,000 sq. ft
Facility and Maintenance (water Department) - 13,000 sq. ft
0 Oak Ave. - 5500 sq. ft
0 Redevelopment - 2000 sq. ft
ANALYSIS
The city currently meets this growth management requirement. With the
acquisition of the Farmers insurance Building as the potential City of Carlsbad
Civic Complex, the City is not required per the growth management standard, to
acquire any additional administrative space.
ACTION PLAN
None required
138
Administrative Services
PURCHASING SERMCE & SATISFACTION
THE OUTCOME
A high level of customer service
THE MEASUREMENT
Customer satisfaction survey
WHAT THE DATA MEANS
This measure is an indication of response time, helpfulness and quality of
service.
DEPARTMENTS INVOLVED
Purchasing
BENCHMARK
90% of customers rate Purchasing as good or excellent in all customer service
survey categories.
RESULTS
- BENCHMARK
90% 90% 9 0%
2002 2001
ANALYSIS
Due to staffing changes, an analysis has not yet been conducted.
ACTION PLAN
To be determined.
139
,140
Informution Technoloqg - Summaw
Strategic Goal
Become a City that provides exceptional service on a daily basis.
Service Delivery
Network Operability: 90% of all priority 1 service calls resolved in 60
rninutes; 90% of all priority 2 service calls resolved in 180 minutes.
o Results: Priority 1: 80%; Priority 2: 98%
cost
0 There is currently no cost measure for Infomation Technology
Customer Satisfaction
0 90% rate satisfaction good or excellent
o Results: 96%
Service Delivery
Summary
The Information Technology department continues to provide a high level of
customer service to the organization. Surveys show a 96% satisfaction with the
IT department, which is consistent with past surveys.
Although the percentage of problem resolution dropped from 85% (2001) to 80%
(2002), part of the decrease can be attributed to increased call volume. Actual
141
Priority 1 problems dealt with increased from 90 in 2001 to 196 in 2002. Other
causes for the delay in problem resolution can be attributed to problem types
such as server crashes, which take longer than 90 rninutes to fix.
IT continues to search for a useful cost efficiency measure, and continues to
work with the City’s Performance Measurement team in this effort.
Overall, the City’s IT department is providing for and managing a growing
network in a reliable, customer service oriented manner.
~ BENCHMARK
DATA NOT NOT ACHIEVES TOP QUALITY SERVICE
ADEQUATE
BENCHMARK ACHIEVED AVAILABLE
IT Network Operability
J IT Customer Service
J
..
142
Administrative Services
A?FOKMATION TECHNOLOGY NETWORK OPERABILlTy
THE OUTCOME .
A functional, operating information technology network.
THE NLEAS”ENT
Amount of time required to return users to operational status. Problems are
divided into two categories:
Priority 1
0 Server Down - affects whole site
Core System Down i.e.: Permits Plus, IFAS, Harris, OPAC for Public
0 City Wide Internet Access Down
Telephones - remote site loses access - no voice and/or data
Critical failure of technology services regularly provided to the public at
0 City facilities
Access, Inlex, RFA, etc.
Priority 2
User down/locked out/no access
Printer Issues - can’t print and no alternate print source is available
Hardware Failure - monitor/keyboard
Login Issues, i.e. forgotten passwords
Public terminal with Internet access
WHAT THE DATA MEANS
The measure is an indication of staffing levels, staff knowledge, and staff
initiative to ensure that calls get completed and resolved in both a timely and
effective manner.
DEPARTMENTS INVOLVED
Information Technology
BENCHMARK
1) 90% of all priority 1 service calls resolved in 60 minutes.
2) 90% of all priority 2 service calls resolved in 180 minutes.
143
RESULTS
BENCHMARK
80% 85% 90% Priority 1
2002 2001
ANALYSIS
Analysis of the call volume by priority showed the following results: I CALLS 1 2001 I 2002 I
Priority 1
1,249 676 Priority 2
245 107
The above data shows that though our percentage of problem resolution
dropped from 85% to BO%, it also shows that our number of tickets increased.
Therefore, last year we resolved 90 priority 1 problems within the desired tme
frame and this year we resolved 196 Priority 1 problems within the desired time
frame.
Additional analysis of the issues identified in the Priority 1 tickets confirmed
that there were some hardware problems such as server crashes that were
beyond our control. There were some other issues that were a result of some
upgrade and/or change the IT Department was making ta the network that
should not have occurred.
The reason for the overall increase in call volume is due to the following:
There are more systems in place, thus more calls/volume
City staff are better trained to call PAI for all issue reporting
Priority one and two levels have been adjusted to incorporate the public
access computers at the libraries.
ACTION PLAN
On the Priority 1 problems, our analysis and corrective action takes place when
the problem arises. We first deal with the problem and resolve the issue as
quickly as possible, and immediately thereafter we perform a post-mortem on
the issue to determine if there are steps we need to put in place to prevent such
problems in the future. We will continue to do that and to use the information
to help us plan better and provide better service.
144
Administrative Services
INFORMATION TECHNOLOGY SERVICE & SATISFACTION
THE OUTCOME
A high level of customer satisfaction and a high level of customer confidence in
Infomation Technology (IT) staffs skills, knowledge and abilities.
THE MEASUREMENT
Customer survey and data in the Help Desk software database. The customer
service survey uses a 1-5 point scale. This is a multi modal measure that
measurers customer satisfaction and customer confidence.
WHAT THE DATA MEANS
The measure is an indication of customer satisfaction with the Information
Technology service levels provided to City staff. The measure is also an
indication of staff knowledge, efficiency and effectiveness.
DEPARTMENTS INVOLVED
Infomation Technology
BENCHMARK
Customer Satisfaction: 90% of customers rate Information Technology as “Very
Good” or higher in all customer service survey categories.
Customer Confidence: 80% of all service requests will be resolved in one on-site
effort by I.T. staff.
RESULTS
Customer Satisfaction
(The current year results were based on the return of 1,657 surveys out of the
7,415 that were distributed, resulting in a return rate of 22.3%.)
HELP DESK I.T. STAFF COMBINED
BENCHMARK CARLSBAD
200 1 90%
145
Available Available No Data Available
ANALYSIS
Customer Satisfaction: The data reflects one full fiscal year for the Customer
Service portion of the measure. It is important to note that Information
Technology is measuring not only our customers’ level of satisfaction with the
Information Technology Department, but also our customers’ level of
satisfaction with our outsourced help desk vendor (PAI). The survey results
showed PM had a rating of 4.7. The Information Technology Department had a
rating of 4.9 for a combined average rating of 4.8.
The survey information is reviewed on a weekly basis. If there is a low rating by
City staff, indicating’ possible cause for concern, then IT management contacts
the individual to determine what went wrong and then works to satisfactorily
resolve the issue. This extra effort goes a long way toward improvement of
service.
Customer Confidence: When this measure was added last year,. it was
anticipated that we could get the systems and procedures in place to allow us to
track the data for that six-month period. We successfully put the system in
place, but when analyzing the data, found that our procedures were not fully in
place, resulting in invalid data. During that six-month time period, though, we
did finalize everything and next year will have a full year’s data on this measure.
-ACTION PLAN
Continue monitoring the results of the survey on a weekly basis and continue
follow up with customers who express some type of concern or problem
regarding the IT service provided. Also will continue monitoring the procedures
for the Customer Confidence measure to ensure vahd data is being captured
and validity of procedures in place.
146
Human Resources Summcuv
Strategic Goal
Become a City that provides exceptional service on a daily basis.
Service Delivery
Employee returns to work within 5.5 days following an industrial injury.
o Results: 3.5 days
90% of recruitments completed within 60 days
o Results: 85% completed
cost There is no cost measure currently for Human Resources
Customer Satisfaction
Employee turnover rate less than 7.6%
Customer service survey
o Results: 3.17%
o Results: Pending
Service Delivery
Satisfaction
Summary
Human Resources continues to make positive strides towards improving their
performance. The number of days employees missed this past year due to
injury were down host 25% from the prior year.
147
This year staff increased the usage of the Internet for job announcements and
applications, and while this added time to the recruitment process due to the
increased applicant pool, Human Resources was still able to conduct 85% of all
recruitments within 60 days.
Finally, staff has started to look at the turnover rate to help judge employee
satisfaction. This year the turnover rate for the organization was 3.2%, which is
more than 50% less than the benchmark of 7.6%. Clearly the organization has
a low turnover rate, and staff will continue to develop this measure over the
coming years to better idenw those issues which cause employee’s to leave the
City organization.
Staff also conducted an internal survey with the assistance of Cal State San
Marcos, the results of which show satisfaction with various Human Resource
functions ranging from 62% (satisfaction with overall job classification design)
to 88% (overall training and development satisfaction). Staff will continue to
analyze these results and will make improvements where appropriate.
TOP QUALITY SERVICE
HR Injured Employees
HR Turnover
HR Recruitment Time
HR Customer Service
BENCHMARK
AVAILABLE ACHIEVED BENCHMARK DATA NOT NOT ACHIEVES ADEQUATE
J
J
J
J
,148
Administrative Services
HUMAN RESOURCES - INJURED EWLOYEE TIM33 OFF
THE OUTCOME
Minimization of the mount of time that industrially injured employees are off
work.
THE MEASUREMENT
Number of days between the date an employee is injured on the job and the
date that the employee returns to full or modified duty with the City.
WHAT THE DATA MEANS
This measure is an indicator of the success of an agency’s disability
management program. Research shows that the greater the amount of time
that an injured employee remains off work, the less likely he/she will return as
a productive member of the workforce. By reducing the number of days that an
employee is out of the workplace, we can reduce workers’ compensation
expenditures; better ensure adequate staffing levels for City departments and
enhance the connection between the injured employee and the City.
This measure is used to analyze trends, identlfl high-risk work groups and as a
comparison of our efficiency to other agencies. This data is tracked and posted
at sites throughout the City per Cal OSHA requirements. This measure is part
of Human Resources Total Disability Management Program.
DEPARTMENTS INVOLVED
Human Resources, all City departments
BENCHMARK
An average of 5.5 days or less lost per claim. This benchmark is based on the
ICMA average for agencies with less than 100,000 population.
RESULTS
BENCHMARK
3.6 days 5.6 days 5.4 days 5.5 days
2002 2001 2000
ANALYSIS
The data shows that Carlsbad’s average number of days lost per claim is 1.9
days less than the average for cities under 100,000 reporting to ICMA. Our
average has improved by 1.9 days over last year.
149
Based upon our analysis, last year, public safety employees were responsible for
83% of the total lost working days. This past year staff implemented options to
reduce lost days of work. This had a significant impact, namely on public safety,
which reduced their lost days of work from 309 days to 143 days.
In fiscal year 2000/2001 we had a total of 373 lost days of work. This past
fiscal year 200 1 /2002 the number went down to 28 1.
ACTION PLAN
The Human Resources Department will conduct an analysis of disability time
used by department to better identlfy any needs in this area in the City. The
Human Resources Department has developed an Integrated Disability
Management System to track occupational and non-occupational leave and
disability information. By establishing systems to accurately capture and track
occupational disability leave, we are better equipped to monitor lost days of
work, identlfy trends, and make recommendations to reduce the numb’er of days
an employee is out of the workplace.
150
Administrative Services
WUMAN RESOURCES RECRUITMENT TIME
THE OUTCOME
A high level of customer satisfaction and recruitment staff productivity.
THE MEASUREMENT
Cycle time in the recruitment.process. Cycle time is defined as the number of
days from receipt of a department’s personnel requisition to the date that an
eligibility list is certified.
WHAT THE DATA MEANS
DEPARTMENTS INVOLVED
Human Resources, All City departments hiring personnel
BENCHMARK
90% of all recruitments completed within the 60 days or less.
ANALYSIS
By streamlining our systems and partnering with our customers to accomplish
tasks, we are able to respond more rapidly to customers’ requests for
recruitments and reduce the turnaround time to hire staff in a highly
competitive labor market. Human Resources staff is also able to handle more
recruitments over the same time period, increasing staff productivity.
The cycle time for recruitments at the City of Carlsbad is close to achieving the
benchmark and continues to be better than the ICMA average for agencies
under 100,000. Results of the recent Human Resources Customer Satisfaction
Survey indicate that hiring managers are very satisfied with the timeliness of
the hiring process. Out of 126 managers who responded to the question the
average score for satisfaction with the timeliness of the hiring process was 9.25
on a 0 - 10 scale with 10 being completely satisfied.
The recruitment cycle time increased slightly, 2.6 days, over the prior year. A
factor in this increase is the City began accepting applications over the City’s
web site, which, while providing greater accessibility for applicants and a larger
151
job pool for the City, results in additional application screening time due to the
increased number of applications.
ACTION PLAN
The Human Resources Department has a goal team exploring new methods of
employee selection as possible alternatives or additions to the traditional oral
board interview process. Using alternatives to the oral board process may
further expedite the recruitment and selection process. One of these
alternatives they are considering is having more continuous recruitments to
have ready lists. We will continue to monitor the recruitment cycle time and
work with hiring departments to find the optimal balance between an effective
advertising period and desirable recruitment cycle time.
152
Administrative Services
l"AN RESOURCES - EWLOYEE TURNOVER
THE OUTCOME
Minimization of costs to the organization that result from employee turnover.
THE MEASUREMENT
The number of full-time, pennanent employees who left the organization during
the reporting period, divided by the total number of employees.
WHAT THE DATA MEANS
This measure is an indicator of the effectiveness of employee recruiting and
selection, quality of the organizational environment, and effectiveness of the
employer's wage and benefit structure.
DEPARTMENTS INVOLVED
Human Resources, all City departments
BENCHMARK
A turnover rate of less than 7.6%. This benchmark is based on the average
turnover rate for agencies reporting to ICMA for fiscal year 2000/200 1.
RESULTS
BENCHMARK
7.6%
2002 2001
3.2% 3.8%
ANALYSIS
For fiscal year 2000/01 the turnover rate for the City was almost 4 percentage
e due to resignations.
153
Comparing fiscal year 2000/2001 to fiscal year 2001 /2002 we see an’ increase
in retirements. This can be attributed to the aging of the workforce and
enhanced retirement benefits offered to the Police and Fire bargaining units.
We anticipate the number of retirements to continue to increase over the next 2
or 3 fiscal years.
ACTION PLAN
The Human Resources Department will institute an “Exit Interview” program to
refine the turnover data we are collecting. We will expand the “resignation”
reason into several different categories such as resignation for promotion,
resignation for more money or resignation to move out of the area. This data
will help narrow the focus to allow us to address the reasons employees leave
and continue to keep the turnover rate low.
154
Administrative Services
HUWW RESOURCES SERVICE & SATISFACTION
THE OUTCOME
A high level of satisfaction with Human Resources services by the department’s
internal customers.
THE MEASUREMENT
Customer service s,urvey.
WHAT THE DATA MEANS
An evaluation of Human Resources services and employee satisfaction.
DEPARTMENTS INVOLVED
Human Resources, All City employees
BENCHMARK
90% of customers rate their experience with the Human Resources Department
at least a 4 on a 5-point scale in all customer service categories. This is an
internal benchmark.
RESULTS
None.
ANALYSIS
Survey complete; analysis in progress.
ACTION PLAN
155 .
156
Fleet Muintenance Sumam
0 Service Delivery
o 90% of scheduled preventive maintenance work orders are complete
within 48 hours from the time the vehicle is delivered to the shop.
Results: 97% of scheduled preventive maintenance work orders
were completed within the benchmark.
cost
o The cost efficiency measure for Fleet Maintenance is under
development.
Customer Satisfaction
o 90% of internal surveys retumed indicate the overall quality of
service by Fleet Maintenance at good or excellent in all survey
categories
Results: 8 1% of internal surveys returned indicate the overall
quality of service by Fleet Maintenance at Good or Excellent in all
survey categories.
Service Delivery
Gap !asure) Customer
Satisfaction Level
157
Summary
The results of the 2002 performance measures for Fleet reflect that staff is doing
a fair job at providing service to City departments. The service standard
measure reflects that City staff is experiencing less downtime of vehicles
because Fleet Maintenance is completing 97% of the scheduled preventive
maintenance work orders within the benchmark. This reflects a significant
improvement from last year when the rating was 76%.
The level of customer satisfaction decreased from the previous year. Individuals
responding to the survey indicated that insufficient communication between
Fleet and the departments is one of the reasons for the drop in the rating.
The Division is working in a number of areas to improve its service ratings and
to develop a cost efficiency measure. A group of MSA representatives is
currently reviewing the vehicle acquisition and maintenance policies for Fleet
Services. It is anticipated that any recommendations for changes to existing
policy, once implemented, will have a positive effect on the customer satisfaction
results. The Public Works MSA is developing a five-year service plan that is
aimed at ensuring the department is conducting business in a cost effective
manner. Fleet personnel are involved in this process and will be incorporating
results into next years report.
BENCHMARK
AVAILABLE ACHIEVED BENCHMARK
ADEQUATE
TOP QUALITY SERVICE DATA NOT * NOT ACHIEVES
Fleet Availability J
Fleet Cost Efficiency
J Fleet Customer Service
J
158
Public Works
FLEETAVAlLABlLITY
THE OUTCOME
Fleet vehicle availability
THE MEASUREMENT
Percent of preventive maintenance work orders completed when scheduled.
WHAT THE DATA MEANS
This measure indicates the quality of the preventive maintenance program by
the availability of City vehicles. Preventive maintenance is routine maintenance
(i.e. oil change, coolant flush, tire rotation, etc.) that will reduce equipment
failures and/or major repairs.
DEPARTMENT INVOLVED
General Services / Fleet Maintenance
BENCHMARK
90% of scheduled preventive maintenance work orders are completed within 48
hours from the time the vehicle is delivered to the shop.
RESULTS
Percent of Preventive Maintenance Work Orders Completed When Scheduled I BENCHMARK I 2000 2002 2001 I 90% 84% 76% 9 7%
ANALYSIS
In 2001 work orders were not properly closed in the automated system during
the months of March, April and May. The resulting data reflected that only 76%
of the preventive maintenance work orders were recorded as complete within 48
hours. The action plan was to train everyone at Fleet on how to properly close
completed work orders. The training is now complete and staff is achieving its
benchmark by completing 97% of the work orders within 48 hours. Due to
unexpected drop-offs of high priority vehicles (police and fire), staff has decided
to maintain the 48 hour turn around time as an optimum level of service to
complete scheduled preventive maintenance work orders.
ACTION PLAN
Redefine this measure to include planning for high. priority vehicles and
incorporate into next year’s report.
159
Public Works
FLEET CUSTOMER SERVICE AND SATISFACTION
THE OUTCOME
A high level of customer satisfaction
THE MEASUREMENT
City of Carlsbad Internal Customer Service Survey
WHAT THE DATA &ANS
This measure is an indication of how well fleet operations are maintained.
Surveys are distributed annually to City employees to evaluate fleet's
performance. Customers are asked to rate their satisfaction with Fleet
Maintenance on a five point scale: l=Very Poor, 2=Poor, 3=Fair, kGOOd,
5=Excellent.
DEPARTMENT INVOLVED
General Services / Fleet Maintenance
BENCHMARK
90% of internal surveys returned indicate the overall quality of service by Fleet
Maintenance at good or excellent.
RESULTS
BENCHMARK
8 1% 100% 7 1 010 9 oo/n
2002 2001* 2000
* Survey ir&rurnent revised from baseline year ~~~ ~
Distributed Surveys
Returned Surveys
Return Ratio
% Good or Excellent
Timeliness of service
Courtesy of staff
Competence of staff
Monthly Vehicle Cost Reports
Completeness of service
Helpfulness of staff
2000
75
26
3 5%
200 1
102
24
24%
200 1
100%
9 6%
100%
8 7%
9 1%
100% '
2002
120
56
4 7%
2002
79%
8 7%
9 1%
88%
79%
9 5%
160
Listed below are the results of additional sumey questions.
Are you satisfied with the quality of replacement units?
200 1
Yes 67%
No 4%
N/A 29%
Are you satisfied with
Fleet Maintenance?
200 1
Yes 100%
No 0%
N/A 0%
ANALYSIS
In an effort to ensure
2002
52%
2 1%
2 7%
the procedures you must follow to obtain services from
2002
8 6%
11%
3%
the department receives consistent feedback from Fleet
customers, staff distributed surveys directly to randomly selected customers.
A follow up reminder was sent a few weeks later resulting in a more than
double response rate from last year.
There was an increase in satisfaction in most categories from 2000 to 2001,
followed by a drop in satisfaction in 2002. It is apparent from comments
received that insufficient communications between Fleet and departments is
one of the reasons for the drop in customer satisfaction. Many customers want
to be notified when their vehicles are sent out for specialized service and the
length of time their vehicles will be out of service. Other contributing factors to
the decrease in satisfaction are vehicle replacements and the lack of loaner
vehicles. Some customers indicated that because some replacements do not
meet the exact qualities of the previous vehicle, the different vehicle(s) could
impact staff operations. Also, it was suggested that Fleet should have more
than the two loaner vehicles the division currently has, especially utility
vehicles so that operations will not be hampered.
ACTION PLAN
Staff will develop and implement a plan to improve communications between
Fleet and the departments, as well as new procedures to reduce downtime of
vehicles. The plan will also evaluate the feasibility of renting vehicles as part of
the division’s loaner program. A group of MSA representatives are currently
reviewing the vehicle acquisition and maintenance policy for Fleet Services. It
is anticipated that any recommendations for changes to existing policy, once
implemented, will have a positive effect on the results of this measure.
161
Public Works
FLEET COST EFFICIENCY
THE OUTCOME
Fleet maintenance cost efficiency.
THE MEASUREMENT
Under development
WHAT THE DATA MEANS
A measure will be developed that can demonstrate fiscally responsible use of
funds allocated to fleet maintenance, and show how resources are being used
to achieve its objectives.
DEPARTMENT INVOLVED
General Services / Fleet Maintenance
BENCHMARK
To be developed
RESULTS
None available
ANALYSIS
Not applicable
ACTION PLAN
The Public Works MSA is currently in the process of developing a five-year
service plan that is aimed at ensuring the department is conducting business
in a cost effective manner. The Fleet Division is beginning to review their work
processes and will be developing a new cost efficiency measure as part of this
program. The new measure and initial results will be included in the next
State of Effectiveness report.
162
Facilities Maintenance Summat-q -
0 Service Delivery
o 90% of Priority 1 work orders are complete within 24 hours
Results: 97%
o 90% of Priority 2 work orders are complete within 72 hours
Results: 97%
o 90% of Priority 3 work orders completed within 20 calendar days
Results: 84%
o 90% of Priority 4 work orders completed within 30 calendar days
Results: 82%
cost
o Maintenance cost per square foot will not exceed $4.92
Results: $5.32
0 Customer Satisfaction
o 90% of internal surveys returned indicate the overall quality of
service by Facilities Maintenance as good or excellent
Results: 8 1%
cusior ner Salistaclion
Delivery Gap
Customer Sa
Cost Gap
163
Summary
The Division met the benchmark for priority one and priority two work orders.
Priority one work orders focus on eliminating hazards and unsanitary
conditions where priority two focuses on repairs and alterations which allow
the City to conduct business and provide service to the community. Priority
three and four work orders met the benchmark approximately 80% of the time.
The maintenance cost per square foot of building space represents a 31%
increase from FY 2000. This is above the CPI adjusted benchmark. The reason
for the increase in actual expenditures is due to the hiring of additional staff,
salary adjustments and an increase in costs from outside service contractors.
The City is ranked 5th out of seven cities that exchanged benchmarking data
with Carlsbad.
The additional staff helped improve the overall quality of service provided by
Facilities Maintenance. Respondents to the recent internal survey rated
Facilities customer satisfaction at 81%. The current rating is below the
benchmark, however, it represents a significant increase from FY2000, when
the rating was 65%.
The Facilities Maintenance Division is not meeting the overall benchmarks for
any of the three measures. During the past year the service standard measure
was enhanced and provides us further information to make improvements in
the future. We anticipate that any changes made as a result of the information
gathered will have positive impacts on both the service standard and customer
satisfaction ratings. This year the Division engaged in a benchmarking process
with other agencies, as a result we have gained new information relating to our
cost of service in the Facilities Division. We will use this data, in conjunction
with our service plan process, to ensure we are delivering service in the most
efficient and cost effective manner possible.
TOP QUALITY SERVICE ACHIEVES
Facilities Maintenance Response
Facilities Maintenance Cost
Facilities Customer Senice
BENCHMARK
BENCHMARK
ACHIEVED
DATA NOT NOT ADEQUATE
AVAILABLE
J
J
J
164
Public Works
FACILITIES lMAllvTENANCE RESPONSE
THE OUTCOME
Well-maintained and safe City facilities
THE MEASUREMENT
Time to complete work orders.
WHAT THE DATA MEANS
Priority 1 work orders are emergency repairs to eliminate hazards, unsanitary
conditions and reduce liabilities (i.e. broken plumbing or electrical, trip
hazards, etc.).
priority 2 work orders are repairs and alterations so the City can conduct its
business and provide services to the community (i.e. audio visual equipment,
furniture and WAC repairs).
Priority 3 work orders are requests and/or repairs for scheduled activities that
does not impede staffs ability to effectively perform his/her duties (i.e. hanging
pictures on the wall, moving surplus, replacing doorstops, etc.).
priority 4 work orders are requests and/or repairs to improve the working
environment of City staff (i.e. painting an office, changing furniture styles, etc).
This measure is an indication of response time and an evaluation that current
staff level is effective to achieve objectives.
DEPARTMENT INVOLVED
General Services / Facilities Maintenance and Information Technology
BENCHMARK
90% of priority 1 work orders completed within 24 hours.
90% of Priority 2 work orders completed within 72 hours.
90% of Priority 3 work orders Completed within 20 calendar days.
90% of Priority 4 work orders completed within 30 calendar days
With the assistance from the Information Technology Department; Facilities
,Maintenance implemented a Computerized Maintenance Management System
165
(CMMS) that can compute the completed work orders.
ANALYSIS
Priority 1 (Emergency) 93 9 7%
Priority 2 (High) 279 9 7%
priority 3 (Medium) 482 8 4%
Total TO Completed
Priority 4 (Low) 330 82%
This year, staff incorporated priorities 3 and 4 work orders into the
performance measure. The division achieved its benchmark for priorities 1 and
2 type work orders by completing 97% of the work orders within the timeframe.
However, the division did not achieve the benchmarks for priorities 3 and 4
work orders.
Of the 1.184 works orders the division received last year, 3 1% of the work
orders were priority 1 and ‘2. These work orders needed immediate attention to
eliminate hazards, unsanitary conditions, .and to ensure facilities are in
excellent condition for the City to conduct its business and provide services to
the community. The remaining work orders (priority 3 and 4) did not achieve
the benchmarks because of the necessity to complete emergency and high
priority work orders. Another contributing factor is that staff had to wait for
parts to be delivered and/or the job required additional staff to complete the
work, which resulted in delays.
ACTION PLAN
The division will evaluate the allocation of resources to handle the steady
increase of work orders. Staff will evaluate methods to improve the benchmark
target for priority 3 and 4 work orders, and the feasibility of contracting
services, hiring additional staff or reallocating existing resources to help
achieve the outcome of this measure. Staff is working on City of Carlsbad
“standards of care” for facilities maintenance response and will be reporting on
the results of this work in next year’s report.
166
Public Works
FACILITIES lMAINTENANCE COST
THE OUTCOME
Facility cost efficiency
THE MEASUREMENT
Maintenance cost per square foot of building space.
In past years, the data collected for facilities maintenance cost excluded
custodial expenditures. This year staff included custodial expenditures in an
effort to evaluate the department’s true total cost. Another reason to include
the expenditures is so staff can analyze use of funds allocated to custodial
services and show how resources are being used to achieve the identified goal.
This measurement excludes capital expenditures. Building space is considered
city-owned facilities, in which the City is obligated to maintain, that are utilized
by city staff or leased to private and/or non-profit organizations.
WHAT THE DATA MEANS
This measure demonstrates the fiscally responsible use of funds allocated to
facilities maintenance, and shows how resources are being used to achieve its
objectives.
DEPARTMENT INVOLVED
General Services / Facilities Maintenance
BENCHMARK
Carlsbad maintenance cost per square foot does not exceed $4.92. This
benchmark was established based on information reported in the baseline year
(2000) and has been adjusted annually by the San Diego Consumer Price Index
(2001 = 5.73%, 2002 = 2.95%).
RESULTS
Fiscal Year Expenditures Benchmark Total Square Cost per Feet Square Ft.
2000
200 1
$4.45 41 1,607 $1,833,587* $4.45
$5.32 403,527 $2,144,771 $4.92 2002
$5.05 403,527 $2,037,475 $4.78 **
* Figures revised to include custodial expenditures ** Benchmark adjusted by an additional 1.47% due to market salary
167
adjustments in addition to CIP adjustment
ANALYSIS
The total square footage results have been revised. For FY 2000, several city-
owned facilities were deleted from the inventory because the City is not
responsible for the interior maintenance of these facilities.
In FY 2001, the total square footage , decreased because of the removal of
buildings. For FY 2002, the Farmers Insurance buildings are not included in
the calculations; staff is currently not responsible for maintaining the interior
space of Farmers.
The reason for the 20% increase in actual expenditures from FY 2000 to FY
2002 is due to the hiring of additional staff, salary adjustments and an
increase in costs from outside service contractors. The additional staff
included one full-time building maintenance worker and one full-time
custodian. More staff was needed to improve customer satisfaction and to
ensure work orders are completed in a timely manner.
As part of our benchmarking efforts, a template was developed and distributed
to a number of agencies to collect data. The agencies that responded are listed
in the table below.
The data includes personnel (salaries and benefits for managers, field crews
and clerical support), and supplies (including contract services). It excludes .
expenses for capital outlay equipment and capital improvement projects.
Square footage includes city-owned and leased facilities that the city is
required to maintain.
* City did not want to be identified in the measure
ACTION PLAN
Over the past year the Public Works MSA has devoted a considerable amount
of time to developing partnerships with other cities to obtain comparable
benchmark data. This initiative has proven to be more difficult than initially
168
anticipated. Even within the reporting agencies, the data has been difficult to
collect in a format where comparisons can be made in a useful manner. Over
the next year, we will work with our partner cities to understand why there is
such a large range in the' maintenance costs per square foot. We anticipate
that these discussions will give us the opportunity to learn from each other and
ultimately provide us with some new tools to perform 'our work more efficiently.
The current benchmark is based on internal historical data. Public Works has
decided to research and possibly develop a new benchmark based on accepted
industry standards.
The Public Works .department is currently in the process of preparing a five-
year service plan. During this process, the major activities performed by
Facilities will be reviewed and analyzed to ensure work is performed in a cost
effective and efficient method.
The Department is also in the process of developing a standard of care program
for facility maintenance. The program will define the characteristics of top
quality maintenance for each facility activity and a measurement scale to
evaluate the level being attained. The results of the program will also be
incorporated in the next State of Effectiveness Report.
Public Works
FACILITIES CUSTOMER SERVICE AND SATISFACTION
THE OUTCOME
A high level of customer satisfaction
THE MEASUREMENT
City of Carlsbad Internal Customer Service Survey
WHAT THE DATA MEANS
This measure is an indication of how well facilities are maintained. Surveys
are distributed annually to City employees to evaluate facilities performance.
Customers were asked to rate their satisfaction with Facilities Maintenance on
a five point scale: l=Very Poor, 2=P00r, 3=Fair, kGOOd, 5=Excellent.
DEPARTMENT INVOLVED
General Services / Facilities Maintenance
BENCHMARK
90% of internal surveys returned indicate the overall quality of service by
Facilities Maintenance as good or excellent.
RESULTS
BENCHMARK
8 1% 8 5% 65%* 90%
2002 2001 2000
* Survey instrument revised from baseline year
Distributed Surveys
Returned Surveys
Return Ratio
To Good or Excellent
Timeliness of service
Courtesy of staff
Competence of staff
Completeness of service
Helpfulness of staff
2000 200 1 2002
127 450 270
75 72 156
5 9% 16% 5 8%
2000 200 1 2002
5 6% 6 7% 67%
78% 100% 9 6%
65% 9 3% 9 3%
N/A 8 1% 8 0%
N/A 88% 92%
170 .
Listed below are the results of additional survey questions.
Is your building/offce a safe place to conduct City business and provide
services to the Community?
Yes 93%
No 5%
N/A 2%
Is your building/office a comfortable place to conduct City bu
provide services to the Community?
siness and
Yes 90%
No 8%
N/A 3%
Are you satisfied with the procedures you must follow to obtain services from
Facilities Maintenance?
Yes 66%
No 15%
N/A 19%
ANALYSIS
In an effort to ensure the department receives consistent feedback from
Facilities customers, staff distributed the surveys directly to randomly selected
customers. A follow up reminder was sent a few weeks later resulting in a
more than double response rate from last year.
According to the survey results, the department did not achieve the
benchmark; however, the 2002 survey results are a significant improvement
from 2000. The improved level of customer satisfaction can be attributed to
the increase in staffing levels. Since 2000, the division hired an additional full-
time building maintenance worker and a custodian to help improve customer
satisfaction among facility users. Other categories the division received high
marks in includes courtesy, competence and helpfulness of staff.
The category that received a low approval rating is timeliness of service. 67% of
surveys returned rated the timeliness of service as good or excellent. The low
rating was still an improvement from 2000 in which the division received a
56% approval rating (last year the approval rating was the same as this year at
67%). Due to the complexity of certain work orders, the timeliness for
completion may take longer than anticipated.
171
Another category customers are dissatisfied with is the procedures to obtain
services from the division. Many customers were dissatisfied because they did
not know the status of their work orders or when their work order would be
completed.
ACTION PLAN
The Public Works MSA is currently developing a five-year service plan. One
focus of this plan is to review current procedures to ensure that the work is
being accomplished in the most efficient manner possible. Through this
process, Facilities personnel will focus on addressing the timeliness of service
issues. They will establish guidelines which will be used to determine which
work will be performed by in-house personnel versus being assigned to outside
contractors ensuring that both quality and timeliness standards are
maintained.
Staff will develop and implement a plan to improve communications between
Facilities and the departments, with a special emphasis on developing a system
to ensure that customers know the status of their work orders. The completed
report will be distributed to all city employees.
172
Fire Dewartment Summum
0 Service Delivery
o 90% of all structure fires will be confined to the room of origin,
Results: 80%
o Travel time on priority 1, calls will be 5 minutes or less 90% of the
time.
Results: 79%
Cost
o Net cost per capita will not exceed $109.
Results: $10 1
0 Customer Satisfaction
o 95% of customers will rate EMS services as good or excellent.
Results: 97% or higher in all categories
Customer Satisfac
Delivery
1st
173
Summary /
The fire department achieved two out of four performance measures with fire
confinement and travel ' times falling below the desired benchmark and
customer service and operating cost efficiency achieving their benchmarks. Of
importance to the fire department is the affect continued growth will have on
response times and the likely impact this will have on confining fires to the
room of origin and customer satisfaction. In addition, any significant
improvement in response times will not come without a corresponding increase
in operating costs. Through strategic planning the department hopes to
address these issues and develop a plan that meets the emergency response
expectations of the citizens and the financial ability of the city.
BENCHMARK
DATA NOT NOT ACHIEVES TOP QUALITY SERVICE
ADEQUATE
AVAILABLE ACHIEVED BENCHNIARK
Fire Confinement
J Fire Cost Efficiency
J Fire Response Time
J
1 Fire Customer Service I J I I I
'1 74
I Fire Growth Mgmt Standard I J I I I
Public Safety
THE OUTCOME
Minimization of property damage due to.fire.
THE MEASUREMENT
Percentage of all structure fire incidents where flame propagation is confined to
room of origin.
WHAT THE DATA MEANS
Once fire flashover occurs damage to the structure increases exponentially.
This measure is an indication of response time, personnel readiness and
training, equipment reliability and resource coordination.
DEPARTMENTS INVOLVED
Fire
BENC.=
90% of all structure fires (not including those out on arrival) will be confined to
room of origin.
RESULTS
BENCHMARK 2001-02 2000-01 1999-00
90% 80% 7 7% 63%
Actual Number 12 of 15 10 of 13 5 of 8
ANALYSIS
Although Carlsbad's percentages have improved each year, due to the small
number of structure fires as compared to the total number of all, incidents
(5,860 in 2001) in the city, the utility of this measurement is limited. It is also
unlikely that the 90% benchmark will be met on a consistent basis, given that
most fires that exceed the benchmark were caused by fires that had already
extended beyond the room of origin when they were reported. The data also
shows that the number of working structure fires has been increasing over the
last three years.
By examining the structure fires that progressed beyond the room of origin we
find that these fires were most likely not reported in their incipient stages thus
decreasing our ability to contain them to the room of origh
175
FY 01-02 Structure Fire Incidents
Confined to room of origin
Incident 01-4660 single family home, fire contained to ceiling area
Incident 01-5129 single family home, fire contained to an exterior wall
Incident 01-6553 single family home, fire contained to heating system
Incident 0 1-6638 apartment, fire contained to balcony
Incident 02-256 single family home, fire contained to living room sofa
Incident 02-1737 motel, fire contained to bedroom
Incident 02- 198 1 service business, fire contained to room with hot wax
Incident 02-2243 apartment complex, fire contained to a wastebasket
Incident 02-2263 industrial, fire contained to room of origin by. sprinkler
system and CFD personnel
Incident 02-2528 restaurant, fire contained to wall next to patio
Incident 02-2659 power plant, fire contained to continuous emissions
Incident 02-2936 manufacturing, fire contained to room of origin by fixed dry
machine by sprinkler system and CFD personnel
monitoring room
chemical system and CFD personnel
Confined to structure of origin
Incident 01-5249 single family home, car on fire in garage extended to attic,
Incident 02-670 single family home, fire on deck extended up west side of the
Incident 02-1549 apartment, fire in common wall between laundry room and
roof and second story bedroom
structure
an apartment
ACTION PLAN
Performance Standards
The fire department continues to work with other North County fire agencies in
implementing performance standards and training evolutions for routine fire-
ground operations. These North County standards will help ensure that our
personnel and engine companies are maintaining an established readiness
standard that ensures safe and responsive action at emergency incidents.
Training OBicer
The addition of a dedicated training officer has increased our ability to plan
and/or develop training based on specific needs as determined by post incident
analysis of incidents and individual and company performance standards
accomplishment.
176
Communication
The fire department is proceeding with membership in the North County
Dispatch Joint Powers Authority (NCDJPA). This will improve our ability to
share regional resources across incorporated boundaries and potentially result
to faster response times under certain conditions and areas of the city.
Response Time
Two factors that contribute greatly to fire containment are the reporting of fire
in the incipient stages and an immediate response once the fire has been
reported. The department is continuing to work on several initiatives that
have to do with response time as discussed in our performance measurement
for response time.
177
Public Safety
FIRE RESPONSE TRAVEL TIME
THE OUTCOME
Maximization of positive outcomes in a medical, fire, or rescue emergency.
THE MEASUREMENT
Percentage of priority one calls responded to with a travel time of five minutes
or less.
WHAT THE DATA MEANS
In an emergency threatening life, property, or the environment, one of the most
critical factors in achieving a positive outcome is providing emergency services
as quickly as possible. The Fire Department's Operational Directive #5 states,
"The department's response goal is to provide an engine company response
within five minutes and an ambulance response within ten minutes to ninety
percent of the priority one emergency cas in the city.''
DEPARTMENTS INVOLVED
Fire
BENCHMARK
Travel time on priority 1 calls will be 5 minutes or less 90% of the time.
RESULTS I BENCHMARK I 2001-02 1
ANALYSIS
Fiscal year 0 1-02 was the first full year that data was available to report travel
time as a percentage rather than an average. In the past, the department has
relied on reporting an average travel time of 5 minutes or less, which is less
stringent than the 90 percent standard. Reporting travel time as a percentage
is preferable, as it is affected less by anomalies and it provides a more accurate
picture of response time capabilities.
Given that the greatest impact on travel time is the number and location of fire
stations it is assumed that response time will not improve significantly under
our current configuration. To a much lesser extent, apparatus performance,
traffic, road conditions, road network, and accurate location descriptions can
also affect travel time.
178
ACTION PLAN
The Fire Department continues to work on the following initiatives:
0 Become a member of the North County Dispatch Joint Powers Authority
(NCDJPA). This will create an opportunity for improving response times
when resources are dispatched across jurisdictional boundaries.
Develop a strategic plan to exam various staffing and station location
options in consideration of planned growth in the city, completion of the
city’s road network, and the possibility of greater regional cooperation.
0 Continue to develop reporting relationships with other San Diego County
fire agencies in addition to other high performing agencies with
characteristics similar to Carlsbad. Note that this initiative has proved
more difficult than anticipated, with only five out of twenty San Diego
County fire agencies and two out of ten “high performing” California
agencies reporting results. Even within the reporting agencies, the data
has been difficult to collect in a format where comparisons can be made
in a useful manner. It is hoped that as a member of the NCDJPA a
cooperative reporting effort among North County agencies can be
accomplished in the future.
Develop an ambulance performance standard and determine when an
additional ambulance would be necessary to meet desired service levels.
179
Public Safety
FIRE OPERATING COST EFFICIENCY
THE OUTCOME
Efficient use and recovery of general fund resources.
THE MEASUREMENT
Net operating cost per capita for Fire and EMS.
WHAT THE DATA MEANS
The efficient use of our 'financial resources allows the City to provide a higher
level of service, more public services, or a reduced cost of services to the
taxpayer.
DEPARTMENTS INVOLVED
Fire
BENCHMARK
The net cost per capita should not exceed $100 (using 99-00 as the base year
and adjusting for inflation). The consumer price index, as reported by the
Bureau of Labor Statistics for San Diego County for the 01-02 fiscal year was
2.9%. Applying this to the 00-01 base year figure of $105.60 results in a
benchmark of $108.66 for fiscal year 01-02.
RESULTS
FISCAL YEAR
$90 $100 99-00
$101 $106 00-0 1
$101 $109 0 1-02
CARLSBAD BENCHMARK
Carlsbad population as of January 1, 2002 = 88,000 per the California
Department of Finance.
Actual Expenditures for FY 01-02: 10,293,824
Actual Revenues for FY 0 1-02: 1,397,824
Net cost: 8,896,000
Net cost $8,896,000 / Population 88,000 = $101.09 per capita spent in FY 01-
02 to provide Fire, EMS, Prevention and Disaster Preparedness related
services.
180
,
ANALYSIS
Given the nature of emergency services, fire department expenditures do not
directly follow incremental increases in population' or development. Rather,
emergency services are provided across a wide geographic area to meet certain
service level standards. As increases in population and development occur,
service levels begin to diminish as a result of the cumulative impact of growth.
When staffing increases to emergency services are eventually necessary, they
usually occur in multiples necessary to cover a 24 shift. For example, an
additional ambulance in the city would require six additional employees in
order to staff the ambulance with two personnel (x three shifts) for 24 hours
coverage.
It is unlikely that our existing complement of personnel will be able to maintain
our current level of service as the population of the city of Carlsbad increases
over time. Exactly when staffmg increases will be needed will be determined in
part by our performance levels in regards to response time, customer
satisfaction, and confining fires to the room of origin.
A survey of San Diego County fire agencies shows Carlsbad's $101 per capita
expenditures to be above the mean of $81.85, as shown in the below chart:
N
5,098.903 958,667 4,140,236 49,650 $83.39
4,977,150 54.446 4,922,704 55,600 $88.54
10,293.824 1.397.824 8,896,OOC 88,000 $101.09
5,783,623 227,014 5,556.609 53,700 $103.48
6,954,017 53,281 6,900,736 60,000 $1 15.01
3,732,569 39,148 3,693,421 25,950 $142.33
1,949.91 I 33,265 1,916,646 13,300 $144.1 1
1,376,024 0 1,376,024 4,500 $305.78,
Mean $81.85
181
ACTION PLAN
Carlsbad will use this survey data to examine the related level of services
provided by each agency and if any best practices information can be
determined from the differing revenue and expenditure sources reported by the
agencies. Some of the issues to be examined include the level of paramedic
services provided, if ALS transport services are directly provided, is disaster
preparedness included in their budget, and what services are contracted.
The fire department also has developed a ten-year financial plan to assist the
department in planning and managing resources in a more proactive manner.
This financial plan will be useful in managing our department’s contingency
and reserve accounts over the longer term, given the significant financial
impact that can occur when positions need to be staffed on a 24-hour/365 day
basis.
Finally, the fire department anticipates developing a comprehensive strategic
plan in the coming year that will establish clear priorities and direction for the
department as the city grows toward build out. By anticipating future growth,
regional cooperation opportunities, and service level expectations, associated
financial requirements can be identified and carefully considered as part of the
decision making process.
182
Public Safety
FIRE CUSTOMER SERVICE AND SATISFACTION
THE OUTCOME
A high level of customer satisfaction.
THE MEASUREMENT
A survey is mailed to a representative random sample of customers each month
after Emergency Medical Services (EMS) have been rendered. In fiscal year 01-
02, 605 surveys were mailed with 313 being returned, for a return rate of 52%.
WHAT THE DATA MEANS
Highly satisfied customers are an indication that we are providing services in a
manner that is desired and/or expected, contributing to greater confidence in
the fire department and local government in general, resulting in high quality
of life for community members.
DEPARTMENTS INVOLVED
Fire
BENCHMARK
95% of customers rate all EMS services as good (4 on a 1-5 scale) or excellent
in all customer service survey categories, utilizing a rating scale of l=Very Poor,
2=Poor, 3=Fair, 4=GOOd, and 5=Excellent.
RESULTS
I Comnetence I 99.0% I I Courtesv I 99.4% I I TransDortation I 97.1% I
The majority of results show a slight improvement over the previous year's
survey with the transportation of the patient category remaining nearly
identical to last year.
183
Percent of respondents rating services as: 4 (Good) or 5 (Excellent)
Response I Competence I Courtesy of I Transport 1
time to scene Of patient Paramedics of Paramedics
98.7% 97.1% 99.4% 99.0% '
97.9%
97.6%
97.2% 98.9% 98.5%
95.6% 97.4% 97.1%
ANALYSIS
The survey results continue to validate that the city's dispatchers and
paramedics are providing excellent customer service. In FY 0 1-02, as in
previous years, the vast majority of comments reflected a sincere appreciation
for our assistance. However, a continued source of concern among patients is
the "bumpy ride" of our ambulances. Although we probably will not be able to
eliminate all the complaints in this area, it is hoped that the addition of our
three new ambulances will contribute to an improvement in this area in next
year's survey results.
This year only one complaint was received about keeping the patient warm
versus three complaints last year. An effort to make our paramedics aware of
this issue may have contributed to a reduction in complaints.
1.
2.
Bumpy Ride of Ambulance - The new ambulance units may provide
some relief to patients regarding the "bumpy ride" of our previous
ambulances. We will continue to monitor this issue to see if complaints
subside in the coming year.
Administrative - The department has begun distributing survey data
results and verbatim comments on a quarterly (rather than annual basis)
to all fire and dispatch personnel. This will allow us to iden* and
address trends sooner and provide feedback to personnel in a timelier
manner
184
Public Safety
GROWTH lMANAGEMENT - FIRE STATIONS
THE OUTCOME
Emergency response resources are distributed throughout the City in a manner
that ensures effective and efficient delivery of top quality services to the
community.
THE MEASUREMENT
The number of dwelling units outside a five minute travel time from the nearest
fire station.
WHAT THE DATA MEANS
It was the intent of the City’s GMP to ensure adequate fire department services
were maintained as residential development progressed toward “build-out” of
the city. The GMP standard recognized a five minute “travel time” from a fire
station to the emergency scene as a reasonable means of locating fire station
facilities throughout the community.
At the time the GMS was developed, scientific fire behavior information and
recognized best practices supported the position that a response time of five
minutes would result in effective fire incident intervention. To determine the
most desirable geographic sites for future fire stations, it was necessary to
convert the five minute response time to a measurable distance that could be
applied to a future road network scheme. This distance, or “reach” attainable
by emergency responders in a five minute travel time was calculated to be 2.5
miles at an estimated average speed of 30 mile per hour. The reach of each
existing and potential future fire station locations was then plotted on the
planned road network maps of that time. This process enabled the Fire
Department to predict the need for six fire stations at build out, each providing
service to several Local Facility Management Zones (LFMZ).
Once the number of fire station sites was determined, the timing of future fire
station installations became the question. The threshold of 1500 units was
adopted as the maximum number of dwellings that could exist outside a five-
minute response time or 2.5 road mile distance of the nearest fire station.
Hence, development within a fire station response area that would cause the
1500 unit threshold to be exceeded cannot not occur until fire station facilities
are relocated or added to relieve the shortfall.
DEPARTMENTS INVOLVED
The Fire Department monitors this performance measure using data provided
by the Geographic Information System and Pldg Departments regarding
growth in each LFMZ.
GROWTH MANAGEMENT STANDARD
No more than 1,500 dwelling units outside of a five-minute response time.
At the time of the development of the GMP, response time was intended to be
the time required to drive from the fire station to the scene of the emergency.
So for the purposes of measuring adherence to the fire performance standard,
the term “response time” should be understood to mean “travel time.” In the
fire department’s opinion, this interpretation accurately reflects the intent of
the GMP.
RESULTS
None of the six fire station response areas have experienced growth to the
extent that the 1500 unit threshold has been exceeded. Four fire stations have
been constructed at their permanent location. Fire Station 3 (3701 Catalina
Drive) and Station 6 (a temporary facility at 3 13 1 Levante Street) will be
relocated as development occurs in their response area. Fire Station 3 will
most likely need to be relocated farther east to coincide with development in
the NE section of the city. Fire Station 6 will need to be relocated farther north
to coincide with the housing development occurring in the SE section of the
city.
ANALYSIS
Because the GMP provides no other “trigger” mechanism for the installation of
additional fire stations, it follows that up to 1500 dwelling units could exist
outside the five minute reach of the closest fire station for an indeterminate
length of time without violating the GMP p,erformance measure. Multiplying
the threshold amount by six (the current number of fire response areas), 9.000
dwellings could theoretically lie outside the five minute limit. While this would
most certainly be unacceptable, it demonstrates the fact that the five minute
response time measure was selected exclusively as a means of logically
positioning resources throughout the City. Therefore, the standard should be
applied as a means of measuring compliance with locating fire facilities in
accordance with the GMP, not the performance of the Fire Department in
meeting service responsibilities.
This analysis is upheld by the fact that we currently comply with the GMS but
do not achieve the fire department’s performance goal of arriving on scene to
ninety percent of priority one calls in five minutes or less. This is possible, due
to the fact that although the travel time to a location (under ideal conditions) is
186
five minutes or less, other factors such as out of district responses, vague
location descriptions, traffic and road conditions may extend response times
beyond five minutes. These circumstances, combined with the locations
known (in excess of 2,000 dwelling units spread among six of the twenty-five
LFMZs) to be outside the five minute travel time result in the fire department
only arriving on scene five minutes or less 79% of the time as described in the
fire department’s response time performance measurement.
ACTION PLAN
The Fire Department will continue to monitor for compliance with this
standard as housing development projects are proposed in the city. This issue
will also be examined as a component of the fire department’s strategic plan
anticipated to be completed in the coming year. In the interim, the
development of a permanent Fire Station 6 is proceeding to coincide with the
completion of the Rancho Santa Fe realignment.
187
188 *
Police Department Summary
Service Delivery
o Response time will not exceed 6 minutes for priority 1. 15 minutes
for priority 2, and 30 minutes for priority 3.
Results: Meets the benchmark for all three priorities.
o Overall, violent and property clearance rates will be within the top
one-third of the county.
Results: All three clearance rates are within the top one-third.
o Citizens perception of crime shall not exceed the ICMA average.
Results: Within the benchmark.
cost
o Cost per capita will not exceed the county average of $207.
Results: $188
Customer Satisfaction
o 90% of customers rate police services as good or excellent in all
categories.
Results: 2 out of 5 categories met or exceeded the benchmark.
Results: 0.29 sustained complaints per 10,000 calls.
o Sustained citizen complaints equal zero
189
Summary
The police department met the benchmark in four out of its five measures - in
response time, clearance rates, community perception of crime, and cost
efficiency. The area in which the department did not meet the benchmark was
customer service. The benchmark was to achieve a 90% rating in each of the
five customer service areas and to have zero sustained complaints. While 90%
of the respondents to our department customer survey rated patrol and
dispatch as good or excellent, the remaining three categories (investigations,
records, administration) rated between 85 and 89 percent. Consistent with
these results, 90% of the respondents to the 2002 citywide survey rated police
services as good ,or excellent. The department received two sustained
complaints in 2002.
Collectively, the perforrnance measures indicate that the department is
providing a cost-efficient service in a manner that is satisfymg the majority of
our citizens, and that our citizens feel extremely safe living on our community.
BENCHMARK
J Police Response Time
AVAILABLE ACHIEVED BENCHMARK
DATA NOT NOT ACHIEVES TOP QUALITY SERVICE
ADEQUATE
1 Crime Clearance Rates I J I I I
I Police Cost Efficiency I J I I I
I I I Police Customer Service J
190
Public Safety
POLICE RESPONSNENESS
THE OUTCOME
Minimize damage to life and property and increase probability of criminal
apprehension with a fast patrol response.
THE MEASUREMENT
All calls are assigned a priority. The determination of a call‘s priority depends
on the severity of the crime and the time frame in which it occurred. There is a
priority assigned to each crime code within the computer-aided dispatch
system but the dispatcher has the option to upgrade a call’s priority based on
what the caller is saying or what the dispatcher may be hearing. The response
time is the time it takes from the time the call is received to when the first
police unit arrives on scene.
Priority 1 calls are life and death emergencies such as all violent crimes in
progress, some non-violent crimes in progress, armed robbery alarms, no detail
traffic collisions, and burglaries in progress. Other examples include
kidnapping, domestic violence, or assault in progress. Priority one calls are
generally less than one percent of the total police call volume.
Priority 2 calls include non-violent crimes in progress such as petty theft and
burglary alarms.
Priority 3 calls include “cold” reports - reports being taken after the crime has
occurred. Examples include coming home and finding that your house was
burglarized earlier in the day or waking in the morning and discovering that
your car has been stolen.
Response time data has been measured for many years and data is available
going back to 1988 - the first full year on the PRC CAD system.
WHAT THE DATA MEANS
Most customers report that they believe response time reflects quality of
service. As a result, response time is often a large factor in a customer’s
satisfaction rating. We have numerous data indicating that fast response times
are very important to the customer. In actuality, response times are a
reflection of not only quality of service but also other factors such as traffic
circulation, staffing, and overall activity levels. Since priority one calls are less
191
priorities two and three are key to customer satisfaction.
DEPARTMENTS INVOLVED
Police
BENCHMARK
The FY 2001 ICMA mean average priority one response time for all jurisdictions
is 6.2 minutes. Carlsbad has used the benchmarks of 6, 15, and 30 minutes
for priorities 1, 2, and 3 respectively for many years. Since ICMA has no
benchmark for the other priorities, and Carlsbad believes that our
responsiveness to non-priority one calls is an important customer service
measure, the police department is presenting both our internal benchmarks
and the ICMA benchmark.
RESULTS
ICMA
2002 BENCHMARK BENCHMARK BENCHMARK
CARLSBAD CARLSBAD ICMA
All Jurstictions
Under 100,000
Jurstictions
Priority 1
23.7 mins. 30.0 mins. N/A N/A Priority 3
11.5 mins. 15.0 mins. N/A N/A Priority 2
6.0 mins. 6.0 mins. 5.5 mins. 6.2 mins.
The average response times for priorities 1 through 3 for 1993 through 2002
are as follows:
2002 Calls for Service by Priority
8 Priority 2
192
ANALYSIS
Between 1997 and 2000, there had been a downward trend in all three priority
levels of response time despite an increase in call volume.
While 2000 showed no change in the average priority one response time, there
was an increase in both the average priority two and average priority three
response times. At the time, it was believed that this could be the start of a
trend of increasing response times. It was projected that we would first see an
increase in average response times for priority two and three calls, followed
eventually by an increase in the average response time to priority one calls.
Year 2001 and again 2002 response times have supported this. Not only have
the priorities two and three response times shown a general increase, but the
average priority one response time has also increased compared to the previous
year. In addition, the priority one response time is only slightly lower than the
ICMA average for jurisdictions of all sizes'but less favorable when comparing to
jurisdictions with populations fewer than 100,000.
The total response time includes the time from the call being received to the
call being dispatched, and the time from the call being dispatched to an officer
arriving .on scene. Part of the increase in response time during the last several
years has been an increase in the dispatch time. For example, less priority one
calls were dispatched in 2002 in less than 30 seconds (36%) than in 2001
46%). ' More were dispatched in 30-90 seconds in 2002 (52%) than in 200 1
(46%) and more were dispatched in over 90 seconds in 2002 (13%) than in
200 1 (8%).
ACTION PLAN
An upturn in the average response times has been identified and the
department must continue to closely monitor all three levels of response time.
It is likely that response times will continue to increase as the community
continues to develop. The best response time efforts may result in simply
maintaining response times at current levels. Staffing levels, traffic circulation,
beat realignment and patrol officer deployment practices need to be evaluated.
Although beat realignment is awaiting the new CAD system, there may be
temporary improvements that can be made with beat alignment. In addition,
the new communications manager will evaluate any communications-related
delays in an effort to reduce overall response time.
The department will report response time in a call distribution format (ex: 95
percent of all priority one calls were responded to in six minutes or less) with
the implementation of the new CAD system. In addition, the automatic vehicle
locator (Am) function of a new CAD system may help reduce response times by
making it easier to dispatch the closest available unit.
193.
Public Safety
CRlME CASES CLEARED
THE OUTCOME
Maximize the number of crimes solved.
THE MEASUREMENT
A case is considered cleared when at least one person is arrested, charged, and
turned over to court for prosecution, or the case is cleared exceptionally. The
number of FBI index cases cleared as a percentage of total FBI index crime
cases is a fairly standard measure used throughout the law enforcement
community. Clearance rates have been measured and reported by the police
department for at least 20 years.
In additional to the percentage for all FBI index crime cases overall, we also
measure the percentage separately for violent crimes (homicide, rape, robbery,
and aggravated assault), and for property crimes (burglary, larceny-theft, and
motor vehicle theft) to help further identlfy strengths and weaknesses.
WHAT THE DATA MEANS
The clearance rate is one indicator of the achievement of law enforcement
personnel in solving crimes. Although generally thought of as a reflection of
the investigations function, it also reflects the performance of the patrol
function and to a lesser degree, the police records function.
Some of the factors that influence clearance rates include: policies and
procedures used by various agencies; workload and/or the volume of cases
reported; personnel staffing for preliminary and follow-up investigation;
differential emphasis placed on investigating specific types of crime; the quality
and nature of the crimes assigned for investigation; and the training and
experience of officers. Changes in clearance rates over time could reflect data
variability and/or changes in productivity.
DEPARTMENTS INVOLVED
Police
BENCHMARK
We have established a benchmark to be within the top one-third of the county
with regard to clearance rates for all crime, for violent crimes, and for property
crimes. The police department uses San Diego County data as clearance data
can vary greatly from state to state and even somewhat by county within
194
California. We are fairly confident in our local county data due to a shared
database that all agencies use and regular quality assurance audits that are
conducted.
RESULTS
BENCHMARK CARLSBAD 2001
OVERALL CRIME
Yes Top one-third PROPEFCY CRIME
Yes Top one-third VIOLENT CRIME
Yes Top one-third
Note: Individual city data is not yet available for 2002. 2001 data is presented
instead.
8
18% Vista 11
18% San Diego 10
18% Unincorporated/Sheriff s 9
19% Chula Vista
13
National City 14
18% Oceanside
6% Del Mar 19
9% Solana Beach 18
9% Coronado 17
12% Encinitas 16
1 6% Imperial Beach 15
1 7%
195 *
16
17
1 2001 VIOLENT CRIME I
CLEARANCE RATES
CITY
70% El Cajon
73% La Mesa
7 7% Santee
RATE
Escondido
60% Carlsbad . 64%
I Imperial Beach 51% I
Oceanside
28% Del Mar
.4 1% Encinitas
42% Lemon Grove
43% Vista
44% Solana Beach
44% National City
48%
2001 PROPERTY CRIME
' CLEARANCE RATES
CITY RATE I Carlsbad I 20% I
El Cajon
18% Santee
18%
I La Mesa I 16%1 I Lemon Grove I 15%1
Poway
, 11% National City
12% San Marcos
13% Vista
14% Chula Vista
14%
Oceanside
3% Del Mar
6% Coronado
5% Solana Beach
9% Imperial Beach
9% Encinitas
10% Unincorporated
11%
CARLSBAD'S CLEARANCE RATES: 1992 - 2001
""""" 1992 1993 1994 1995 1996 1997 1998 1999 2000. 2001
Overall Crime 15% 18% 1 1% 16% 2 1% 30% 24% 23% 23% 23%
Violent Crime 39% 39% 22% 43% 48% 52% 48% 45% 56% 60%
Property Crime 12% 15% 9% 13% 18% 27% 22% 2 1% 19% 20%
ANALYSIS
Carlsbad's clearance rates have seen significant variance over the past ten
years, not only year-to-year but also compared to the county averages.
Carlsbad's overall clearance rate fell below the county average from 1991
through 1996. It then climbed above the county average and has remained
above the county average since then. When looking at only violent crimes
(homicide, rape, robbery, and aggravated assault) Carlsbad's clearance rate has
consistently been below the county average until recently. When looking at
ranked violent crime clearance rates, Carlsbad entered the top one-third in
196
2001 for the first time. Carlsbad’s 2001 violent crime clearance rate was
Carlsbad’s highest in over 10 years and while Carlsbad’s has increased, the
county average has decreased. There are relatively few violent crimes in
Carlsbad so the overall clearance rate for the City is more influenced by the
property crime clearance rate.
Property crimes include burglary, larceny theft, and motor vehicle theft.
Except for 1992 and 1994, Carlsbad has been at or above the county average,
and is often well above the county average for property crime clearances.
When looking at ranked property crirne clearance rates, Carlsbad remains in
the top one-third counlpnde and was the top in the county in 2001 for the
first time. While Carlsbad’s property crime clearance rate has held steady, the
rate for the county overall has decreased.
In general, clearance rates are higher for violent crimes since they are crimes
against persons and will usually have witnesses and suspect information. The
nature of property crimes leads toward lower clearance rates.
ACTION PLAN
An audit of violent and property crime cases resulted in changes and process
improvements implemented in the Investigations Division. This resulted in
improved clearance rates. To assure that clearances remain a valuable,
accurate measure, the department must remain committed to ongoing review
and improvement. In addition, the department will request that a countyurlde
data quality assurance audit be conducted by SANDAG as was done in 1994.
In addition, the communication between first responding patrol officers,
detectives, and evidence specialists needs to continue. This communication
has helped close many cases because of infomation gathered at the initial
crirne scene. In addition, the department will continue to encourage patrol
officers to initiate investigations at the initial call. This is often the most
effective time as leads and information are fresh.
197
Public Safety
CO~TYPERCEPTION OF CRIME
THE OUTCOME
Citizens’ sense of community safety
THE MEASUREMENT
A general citizen survey to measure how safe people feel in their community.
WHAT THE DATA MEANS
This measure may be less influenced by the police department than any of the
others. Many factors influence citizens’ sense of fear in a community. These
factors include the media (television, newspapers, movies), current events
including high profile crime cases, the age distribution in a-community, etc.
DEPARTMENTS INVOLVED
Police
BENCHMARK
The benchmark for community sense of safety is the ICMA “Citizen Rating of
Safety in Their Neighborhoods” for fiscal year 2001 for cities with a population
under 100,000. Although ICMA uses a four-category response (very unsafe, ’
somewhat safe, reasonably safe, and very safe), our survey consultants
recommended using a 1 1-point scale for increased accuracy. Carlsbad used
responses of 9 or 10 on a 0 through 10-point scale (0 - not safe at all; 10 - very
safe) for the “very safe” category.
RESULTS
How safe do you feel walking alone in your neighborhood during the day3
PERCENT RESPONDING “VERY SAFE”
2000 2002 , 2001
CARLSBAD
9.6 9.6 9.5 AVERAGE
6 7% 64% 62% BENCHMARK
8 7% 8 7% 86%
198 .
How safe do you feel walking alone in your neighborhood at night?
PERCENT RESPONDING “VERY SAFE”
2000 2002 2001
CARLSBAD
7.6 7.6 7.5
3 7% 33% 3 1% BENCHMARK
39% 43% 4 1%
ANALYSIS
The benchmarks increased slightly over the previous year based on ICMA
results for cities under 100,000 population. This may be due to the trend in
decreasing crime nationwide, relatively low unemployment, and other trends
prior to 2002. Carlsbad’s ratings have held fairly steady over the past three
years.
Citizens’ rating of safety may be influenced by a variety of factors such as
police visibility, media, current events, confidence in police service, lighting and
other physical aspects, personal experiences, and character of the
neighborhood.
ACTION PLAN
The department will continue programs that give citizens a strong feeling of
police presence such as bicycle patrol, and senior volunteer neighborhood
patrols, especially following residential burglaries. The department will
research factors that contribute to citizens’ sense of safety and consider
questions in next year’s citpde survey to ascertain what the most important
factors are. This will help in the development of specific actions to increase
citizens’ sense of safety.
199
Public Safety
POLICE OPERATmG COST EFFICIENCY
THE OUTCOME
The efficient use of general fund resources.
THE MEASUREMENT
Operating cost per capita for police services.
WHAT THE DATA MEANS
The efficient use of our financial resources allows the City to provide a higher
level of service, more public services, or a reduced cost of services to the
taxpayer.
DEPARTMENTS INVOLVED
Police
BENCHMARK
The operating cost per capital shall not exceed the San Diego County average.
RESULTS
1 FISCAL YEAR I BENCHIMARI( I CARLSBAD 1 I 00-0 1 I $207 I $188 I
ANALYSIS
Carlsbad falls within the benchmark for this measure and is comparable to
other cities of similar size.
200
Expenditures include salary and benefits, plus department services and
supplies. Capital expenditures are excluded.
For comparison purposes, the ICMA average per capital operating cost for
2000-01 was $183 for all jurisdictions and $150 for jurisdictions under
100,000 population. It is believed that San Diego County cities are a better
comparison due to the high cost of living and salaries found in Southern
California compared to other cities in the ICMA average.
ACTION PLAN
The police department must continue to carefully monitor its budget, seek out
alternative; non-general fund sources for funding such as grants, and
continually look for less costly options while maintaining service levels.
20 1
Public Safety
POLICE CUSTOMER SERVICE & SATISFACTION
THE OUTCOME
A high level of customer satisfaction.
THE MEASuRElMENT
This measure uses a multi-method approach combining:
0 Survey results
0 Personnel complaints
The survey portion takes the results from the section of the police
department’s customer survey that relates to satisfaction with various police
services. The survey questions ask respondents to rate dispatch, patrol,
detectives, records, and administration. This customer satisfaction measure
has been in place for approximately 12 years.
The complaints portion of the measure is the number of sustained formal
complaints made by citizens about police employees per. 10,000 calls for
service. After investigation complaints are classified as sustained, non-
sustained, exonerated, or unfounded. A sustained complaint is one that
involves a citizen complaint of an incorrect action on the part of a police
employee that is upheld as an incorrect action. Using a ratio takes into account
increasing contacts as the population and size of the workforce increase. The
number of complaints by category has been measured for many years.
WHAT THE DATA MEANS
Highly satisfied customers are an indication that we are providing services in a
manner that is desired and/or expected, contributing to greater confidence in
the police department and local government in general, resulting in high
quality of life for community members.
The suruey portion of the measure reflects customer satisfaction among those
who have had a direct interaction with us through the filing of a crime report.
Over time, this measure can help us idente areas of strength and weakness,
as well as identifl areas where changes in service level are occurring.
The complaints portion of the measure can be a reflection of the quality of the
police employees and the level of customer service. Both a department
directive (2.6) and a legal requirement (P.C. 832.5) define when a formal
complaint is taken.
202
DEPARTMENTS INVOLVED
Police
BENCHMARK
For the customer survey portion of the measure, 90% of customers rate police
services as good (4 on a 1-5 scale) or excellent in all customer service survey
categories, utilizing a rating scale of l=Unacceptable, 2=P00r, 3=Satisfactory,
4=Good, and 5=Excellent. The benchmark in prior years was an average. The
data was recalculated to provide a percentage, a generally more accurate
presentation of the activity.
The benchmark for the citizen complaints portion of the measure is zero
sustained complaints per 10,000 calls for service - the lowest number on
record.
RESULTS
CITIZEN SURVEY CITIZEN COMPLAINTS
BENCHMARK
0.29 0 88% 90%
CARLSBAD 2002 BENCHMARK CARLSBAD 2002*
Yo RATING POLICE SERVICE AS GOOD OR EXCELLENT
1999
90% 85% 89% 8 6% 9 1 1 DisDatcher
2002 2001 2000
Uniformed personnel
8 6% 8 1% 85% 84% Detectives
- 90% 93% ri 94% 94%
Records
88% 86% 89% 87% Total
85% 87% 8 7% 88% Administrative
89% 83% 8 9% 8 5%
* Based on January - September data
SUSTAINED PERSONNEL COMPLAINTS PER 10,000 CALLS
1996
0.29 0.15 0.3 1 0.15 0 0.47 0.48
2002 2001 2000 1999 1998 1997
ANALYSIS
Traditionally, uniformed personnel have the highest customer service rating of
all the police service areas; they have consistently rated at 90% or higher. They
continue to meet the benchmark, however, their rating has decreased from
previous years. There does not appear to be a trend in the other areas
measured. The detectives' rating increased in 1998 with the implementation of
the victim follow-up program conducted by volunteers. In 2001 , the detective
rating dropped, most likely due to a difficult transition period between
volunteers for the victim follow up program. In 2002, these duties were
transferred to a part-time employee and the ratings have again increased. It is
expected that this number may again decrease slightly for the last quarter of
2002 as the part-time employee filled in for en employee on leave and the
follow-up program was temporarily suspended.
The total number of complaints filed each year, as well as the number of those
that are sustained, is a relatively small number. The rates per 10,000 calls for
service presented usually represent just a few sustained complaints per year
out of less than 20 total annual complaints. The rate for 2002 represents 2
sustained complaints out of a total of 1 1 ; the 200 1 rate was based on 1
sustained out of 9 total.
ACTION PLAN
It is recommended that the crime victim follow-up be carefully maintained, as
there was a direct relationship between the establishment of this program and
the increase in the investigations ratings. Decreases in detectives’ service
ratings have occurred when the program has faltered. Ideally, the program will
continue with a part-time employee making calls every day as this provides for
improved continuity. Patrol ratings will be closely monitored: although meeting
the benchmark, there was a decrease in this year’s rating. Every returned
survey indicating any level of dissatisfaction, and where there is identlfjrlng
information, will be followed up with a personal phone call asking the citizen
how we can improve. The department will analyze problems and make
corrections when appropriate.
With regard to citizen complaints, a review of the internal investigations policy
and procedure is complete. An internal investigations training was held for all
supervisors in January 2002. It is believed that the effective handling of
complaints can result in a higher level of customer satisfaction and confidence
and that an increased knowledge base yields better results. As a result, the
handling of the most time-consuming, complex citizen cornplaints will be
centralized with one lieutenant. Specialized training will be provided to this
lieutenant and he will be able to serve as a resource to others in the
department. In addition, the department is working on risk identification and
mitigation. ‘Related to a goal, a plan will be developed to address risk
proactively and through training.
204
APPENDIX 1: PUBLIC OPINION SURVEY RESULTS
205
CITY OF CARLSBAD
STATE
OF
EFFECTIVENESS
2003
Agenda
Introduction
Review State Of Effectiveness
Outstanding Issues
What’s Next
1
Overview
3rd State of Effectiveness report
Organized by Council Strategic Goal
What’s New
Measures focused on “Balanced
Approach”
Service delivery
Cost efficiency
Customer satisfaction
Graphical representation that shows
level of achievement, not just pass/fail
2
Balanced Approach
Balanced Approach
3
The Line Up
Transportation
Finance
Communication
Parkdopen Space/Trails
Environmental Management
Water
Learning
Balanced Community Development
Top Quality Service
Transportation
Provide and support a multi-modal regional
and local transportation system, which
includes public transporf, and that moves
goods, services and people through
Carlsbad in a safe and efficient manner that
is coordinated with community
development.
4
4
1
6
Transportation Overview
Traffic continues to be the
concern of citizens (30%)
performance measures
greatest
growth management standard
management goals
Page 13
Transportation Summary
MEASURE
Roadway Safety
Roadway Circulation
Roadway Rideability
Roadway Cost
Growth Management
Standard-Circulation
BENCHMARK
10 of 12 Baseline Travel
98% 100% Caltrans
ACTUAL
Times
PC1 70 or higher 75
$5,878 $5,598
Peak: D or better
Off-peak: C or
better
MEETS
BENCHMARK
Page 13
5
Roadway Circulation
'" I 1 I1 3 -ma 11.0
6
1 10.1
P.M Rak
6
m
12.0
11.0
10.0
9.0
z s 8.0 - 7.0 E F
.
f E.o I- 5.0
4.0
3.0
2.0
1.0
0.0
A.Y Rsak
........ -
. ..
P.M hk
Travel Timer - El Camlno Real, Northbound
34.0
32.0
30.0
28.0
26.0
24.0 4 22.0 .E 20.0
g 18.0 -
E 16.0
14.0
12.0
10.0
8.0
6.0
4.0
2.0
0.0
I-
AM. Peak OlFPeak
stuy mt.
P.M. Peak
8 May02
0 Jun-02
0 Sep-02
DeG02
7
20.0 { I I 19.4 i
Transportation GMS
Standard
Off-peak: Level C or better
Peak: Level D or better
Results
52 out of 54 intersections meet the standard
28 out of 28 segments meet the standard
8
Transportation Summary
Transportation Action Plans
Continue to build out circulation
element including:
Rancho Santa Fe Rd. realignment
College/Cannon connection
Faraday/Melrose
9
Finance
Implement proactive strategies
that provide and manage fiscal
resources effectively to ensure a
high quality of life.
Finance Summary
MEASURE
No Benchmark City Operating
months end Distribution
15 days after Finance Report
Losses
$9.17 (ICMA Avg.) Risk Management
BENCHMARK
Budget
General Fund No Benchmark
Revenue
l1 Out 12 Of I
Page 35
10
i i I I I
i 1 I Property Tax
I Sales Tax
0 TOT
I Dewbpment Rev.
IOther
North County General Fund
Revenues Per Capita
Del Mar (5300) $2,553
Carlsbad (82,000)
Solana Beach (14,400)
Encinitas (62,000)
San Marcos (54,900) 1 $572
Poway (50,000) $556
Oceanside (160,100) $474
Escondido (127,800) $446
Vista (85,600) ! 1 $414
!
11
Finance Balance
Ensure that citizens, Council and
staff are well informed, leading to
a more responsive government
and a high level of citizen
confidence in government.
12
Communication Summary
MEASURE
Confidence in Local 90% at 6 or higher
Government
Cost per Capita I No I I
~~~ ~
Satisfaction with
Information
62% ' 90% at 6 or higher
Page 45
Confidence in City Government
V.
012345678910
13
Confidence in City Government
2000 - 2002 Comparison
I 01 2345618910 I
Rating of City Information Dispersal
2007 - 2002 Comparison
0123'45678910
14
Communication Balance
Parks, Trails, Open Space
Acquire, develop and maintain a
broad range of fiscally responsible
recreation and open space
facilities that actively address
citizen needs and are consistent
with the General Plan and the
Growth Management Standards.
15
Parks/Trails/Open Space Summary
MEETS
MEASURE
31 % 90% w/i 72 hours Safety Work Orders
Addressed
J 100% 100% w/i 24 hours Safety Work Orders
W3K3-"RK ACTUAL BENCHMARK
Resolved
Sportsmanship 74% Adult 90% rate
good/excellent 41 % youth
Maintenance Cost Per
Acre
J $9,064 $9,096
Customer Satisfaction 90% rate 97% J
(City Survey) good/excellent
Customer Satisfaction
good/excellent Park Maintenance
4 91 % 90% rate
Page 55
Parkdopen Space/Trails
Quadrant
Northwest
Northeast
Southwest
Southeast
Current
Population
26,638
11 ,192
20,409
29,761
Required
Acres
79.9
33.5
61.2
89.2
Acres
79-9 lo
20
143.5
47
46.3
1-42-9
16
Major Park Projects
Parkslopen Space/Trails
Achieve a high level of:
*Customer satisfaction
*Program enrichment
*Safety through Sportsmanship
The TRUST Program focuses on:
*Teaching Respect
Unity
*Sportsmanship through Teamwork
17
Parkdopen Space/Trails
Adult SoftballBasketball
Benchmark
74% 67% 55% 90% good or better
2002 2001 2000
#Technicals/Ejections/ 17/14/6 2512711 5 46/37/37
Suspensions
. Youth Basketball
Benchmark
41 % 22% 11% 90% good or better
2002 2001 2000
#Technicals/Ejections/ 43/7/0 35/4/0 26/3/0
Suspensions
Parkdopen SpacelTrails
Action Plan =
18
Parks/Trails/Open Space Balance
Environmental Management
Be an environmentally sensitive
community by focusing on
Clean Storm Water
.Sewage Collection and Treatment
Golid Waste
.Efficient use of energy, including
alternative energy
19
Environmental Management
Overview
5 performance measures
3 growth management standards
IO management goals
Page 77
Environmental Management
Summarv
MEASURE
Sewer Line Integrity I 29.5 gallons/rnile I 43.4 I I
Sewer Cost Efficiency I 32,112 per MG I $2.208 I I
Solid Waste Diversion I - >50% I 50% est. I 4 I
Solid Waste Cost I Lowest 1/3 in SD I Yes I 4 I
Solid Waste Customer
4 Yes 75% of capacity GMS-Sewer
Service
80% > 90%
GMS-Waste Water 75% of cap. rights Yes 4
GMS-Drainage 4 Yes 1 OO-yr storm
20
Solid Waste
Description 2000 Benchmark
Diversion 50%
#2 Res Lowest cost
Rate
50%
lBd w-4) #3 Corn
Customer
Satisfaction
83% 90%
2001
59%
#3 Res
#I Corn
82%
2002
50% est.
#I Res
#I Corn
80%
Solid Waste
Action Plan
Increase/lmprove Recycling
Education and outreach
Household Hazardous Waste
Used Oil Recycling
Pilot Program for Automated Trash
Collection
21
Solid Waste
Impacts of Automated Collection
Diversion - Expected rate to increase
Cost - Unclear at this time
Customer Service - Expect ratings to
increase
Environmental Management
Solid Waste Balance
22
Water
Ensure reliable, high quality,
diversified potable and recycled
water system leading to a
drought-resistant community, in
the most cost effective manner
Water Overview
3 performance measures
1 growth management standard
5 management goals
89% of residents rated water service as
good or excellent
Page 105
23
Water Summaw
MEASURE BENCHMARK
Water Reliability I_ C0.05
Water Delivery Efficiency
Water Loss
$970 Water Cost
- <6%
Growth Management
Water Storage Supply 10 days
ACTUAL
99.9%
0.0
4.2%
$883
12+ days
MEETS
BENCHMARK
Page 95
24
Learning
Promote and supporf continuous
learning opportunities within the
community and the city
organization.
Learning Summary
MEASURE I BENCHMARK I ACTUAL I BENCHMARK MEETS I
Librarv Ranking I 90th % Ranking I 94% I 4-1
Customer Satisfaction I 90% rate good I 95% ~ 1 I (City Survey) I or exceltent I I I
Fill Rate I are Of met needs I I --
Page 119
25
Learning Balance
L
Balanced Community
Development
Be a community that promotes community
spirit, quality neighborhoods, establishes
compatible residential and commercial
uses, including entertainment venues, and
manages growth by providing an
appropriate balance of facilities and
services.
26
Balanced-Community
Development Summary
MEASURE
HUD Rating
Code Enforcement
Faraday Customer
Service
MEETS
Achieve Standard
or better
90% of Cases 77%
I I
Page 127
Code Enforcement
Responsiveness
Percent of Cases I Type of Call for Service I Resolved within 90% Standard
Engineering/ROW
Signs
87%
79% I Expired Bldg Permit I 79%
I Vehicle Abatement I 76% 1 Vehicle Zonina I 75%
huildina I 73%
I Garbaae & Junk I 73% I Business License 72%
27
Code Enforcement
Responsiveness
Total Number of
Property
Cases Cases on Same Cases
% of Reopened Number of Repeat
I 1828 1 162
Community Development
Balance
28
Top Quality Services
Become a city that provides
exceptional services on a daily
basis.
Top Quality Services
Internal Services Safety Services
Purchasing Fire
Information Police
Human Resources Citywide
Fleet Citizen Satisfaction
Facilities
Technology
29
Fire Overview
3
1
5
performance measures
growth management standard
management goals
98% of residents rated fire service
good or excellent
as
Page 173
Fire Summarv
~~~
MEETS
MEASURE
J 97% 95% EMS Customer
J $101 $1 09 per cap Fire Operating Cost
79% 90% 55 min Response Travel Time
80% 90% rm. of origin Fire Confinement
BENCl-"K ACTUAL BENCHMARK
Service
-
Growth Management 4 500 units I- Fire Stations outside 5 min. I Achieve I
30
Fire/EMS Response
Travel Time
Total Response Time
r Benchmark I
Dispatch Enrsute Arri rre
91 1 5 min. or less 90% of the time
I. 1 -Service Travel Time I Set-up I
taking Achieved 79% of the time
Fire Balance
31
Police Overview
5 performance measures
14 management goals
91 % of residents rated police services
as good or excellent
Page 189
Police Summarv
MEASURE
Police Response
Time
Crime Cases
Cleared
Community
Perception of Crime
Police Cost
Efficiency.
Customer Service
BENCHMARK
6.0 minutes
15.0 minutes
30.0 minutes
Top 113
>67% Day
>37% Night
~$207 per capita
90% goodlexcellent
0 complaints per
10,000 calls
ACTUAL I BENCHMARK MEETS I
6.0
J 23.7
J 11.5
J
Top 113 I J
“7 87%
39%
$la8 I J
88%
0.29 1
Page 189
32
Crime Cases Cleared
Outcome: Maximize crimes solved
Measure: Clearance rates
A case is cleared when at least one person is arrested, charged, and turned over to court for prosecution, or the case is cleared exceptionally.
BENCHMARK ACTUAL
Overall Yes Top one-third
Violent Top one-third
Clearance
Yes
Yes Top one-third Property Clearance
Clearance
Pages 194-197
33
General Summary
Program is continuing to develop
Looking at balanced approach
Reevaluating the measures/programs
City continues to perform well
Top Quality organization
What’s Next
IG presentation (5/29)
Internal distribution
Presentation to public
Program improvement
34
Questions???
35
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