Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
2006-03-15; City Council; Minutes
MINUTES SPECIAL MEETING OF: CITY COUNCIL ANNUAL WORKSHOP DATE OF MEETING: March 15, 2006 TIME OF MEETING: 8:00 a.m. - 5:00 p.m. PLACE OF MEETING: Faraday Meeting Center The Mayor called the meeting to order at 8:07 a.m. All Council Members were present except Council Member Sigafoose, who was ill. The City Manager and City Attorney were also present. Michelle Tamayo of Organizational Effectiveness was the facilitator for this meeting. The Mayor called for a discussion and review of City Council decision-making criteria and reminded the Council that it would have a discussion over lunch of the two proposed ballot initiatives that have been submitted to the office of the City Clerk. Facilitator Tamayo reviewed the agenda for the day and reviewed the Council's decision-making criteria with the aid of a handout (copy attached). The Mayor called for a discussion and update of projects and initiatives. The City Manager presented the "City of Carlsbad Projects and Initiatives" report dated March 9, 2006 (on file in the office of the City Clerk) with emphasis on the top 15 projects and milestones including the status of each. Mayor Pro Tern Hall requested consideration of placing that report on the City's website. The Mayor called for a break at 8:50 a.m. and reconvened the meeting at 8:55 a.m. The Mayor called for a discussion of the financial and capital improvement project update. Administrative Services Director Elliott introduced Finance Director Lisa Irvine and Finance Manager David Barnum who introduced the City of Carlsbad Ten Year Forecast which was based on an ultimate buildout of 47,673 residential units. That report dated March 15, 2006 is on file in the office of the City Clerk. Finance Director Irvine then discussed the 2006-2007 Capital Improvement Project Timeline including goals and status. Mr. Barnum explained the CIP project estimates and gave an example of the projected cost for Fire Station No. 3 scheduled to be built in 2009-10 with the aid of a handout (copy attached). Council Member Packard asked for the CIP Budget Fund Summary. Finance Director Irvine distributed the "Capital Improvement Program Fund Summary-CFD No. 1 and Public Facilities Fee" report dated March 14, 2006 (copy attached). Facilitator Tamayo suggested times for the remainder of the agenda and the Mayor called for a break at 10:15 a.m. The Council reconvened at 10:26 a.m. and entertained a discussion and presentation of the State of the Effectiveness Report by the Effectiveness Team lead by Senior Management Analyst Garuba, Fire Division Chief Heiser, Senior Management Analyst Jezisek, Building and Code Enforcement Manager Kelley, Public Works Manager Kermott, and Senior Management Analyst Diamond who introduced and presented the "State of Effectiveness 2006 Annual Report" (on file in the office of the City Clerk). Individual team members presented all aspects of the report. Lynn Diamond concluded that the City remains committed to monitoring and improving service to the citizens of Carlsbad and improving the quality of life. She concluded that all growth management standards have been met. The Mayor thanked the team for its presentation and called for a working lunch at 11:49 a.m. Discussion ensued on the proposed ballot initiatives. The City Attorney outlined the process leading up to qualification for the ballot. The Mayor asked for Council's consideration of a timeout and the formation of a citizen's committee to study and make a report and recommendations on the area subject to these initiatives including its report and recommendation on the vision for it. The Mayor further asked for economic reports on the initiatives and sending an invitation to the proponents of these initiatives to agree to a timeout and, if not, to consider presenting a third measure for the ballot representing superior land use planning for the area. Discussion ensued and the Council authorized the Mayor to send such a letter to the proponents of the initiatives and request a decision within a short time and to place the matter on a regular Council agenda for further consideration. The Mayor adjourned the meeting at 11:35 a.m. since there was not a quorum for the discussion of the redevelopment standards in the Village Area. The City Manager led a staff meeting and provided information on the status of redevelopment standards in the Village Area. The Mayor reconvened the Council meeting at 11:36 a.m. and called for a discussion of the Development Services Review Process Audit (attached). Community Development Director Holder explained the status of the audit and that it was being undertaken by an independent third party analyst. The Mayor then called for a discussion of the Village Retail Analysis and Wants and Needs Study. The City Manager presented that report and will return to the Council at a regular meeting for action. The Mayor then called for a discussion of the Communications Action Plan. Communications Manager Vedder introduced the "Carlsbad City Council Action Plan" ("Plan") dated 2006 (on file in the office of the City Clerk) with a summary report and action plan distilled from Council Member interviews. The Mayor thanked Communications Manager Vedder and facilitator Tamayo for this report and called for a recess at 1:19 p.m. The Mayor reconvened the meeting at 1:25 p.m. and Senior Management Analyst Garuba introduced Allen J. Risley, Interim Director of the Social and Behavioral Research Institute California State University San Marcos who presented the City of Carlsbad Public Opinion Survey Report - 2005 (on file in the office of the City Clerk). Discussion ensued and the Mayor thanked Dr. Risley for his presentation. The Mayor called for a break at 2:11 p.m. and reconvened at 2:19 p.m. The Mayor then called for a discussion of the Joint First Responders Training Facilities and Public Works Center. Assistant City Manager Hlldabrand introduced the discussion and slide presentation (on file in the office of the City Clerk). Chief Zoll discussed the need for a shooting range and its preferred configuration. Chief Crawford presented the proposed Fire Training Facility Needs and Wants Study. He explained there is no training facility now in the City of Carlsbad and the department does the best it can with donated structures and other City facilities for training whenever possible. Public Works Director Pruim introduced the Public Works Center Needs discussion. Assistant City Manager Hildabrand presented a two-page handout entitled "Joint first Responders Training Facilities and Public Works Center" summary (on file in the office of the City Clerk). After discussion, the Council expressed its desire for further information and directed the City Manager to return with documents, including cash flow projections from a proposed increase in the tax rate in the CFD No. 1 at a regular or special Council meeting. The Mayor then called for a break at 3:35 p.m. and reconvened the special meeting at 3:42 p.m. The Mayor then called for a discussion and review and confirmation of priorities. The Council discussed the "City of Carlsbad Project and Initiatives" which was the subject of a morning discussion and directed the City Manager to add an item in the top 15 for ballot initiatives/measures. The Mayor then called for public comment. Casey Cinciarelli addressed the Council indicating the Citizen's Survey should include questions on habitat, Natural Lands/Preserve Calavera had not been invited to this meeting, there were inaccuracies in the Open Space report, the Household Hazardous Waste should have additional drop-offs, the recycling program should include provisions for Styrofoam recycling, there should be a bridge over the railroad near Chestnut Street crossing, the facilities at the Safety Center should be condensed and located on site, there should be a pet waste collection station at Victoria Street, staff should hire a biologist and expressed concerns about public notice and access to meetings. Ron Alvarez addressed the two initiatives and stated that the second initiative that was received in the office of the City Clerk is incomplete until the City Attorney provides a title and summary. After that point he would sit down and discuss both initiatives with the other proponents. Michael Bovenzi stated that the Proposition E limit in the northwest quadrant would be exceeded if non-residentially zoned properties were residentially developed. The Mayor thanked everyone for their full and complete participation in this special meeting and adjourned it at 4:14 p.m. Respectfully submitted, RONALD R. BALL City Attorney as Clerk Pro Tern rmh attachments Decision-Making Criteria When making decisions, we should ensure that the decision wffl: <* Take into account both the present and the future needs of Carlsbad * Have a positive effect on future generations of Carlsbad * Benefit the overall good for Carlsbad as a city vs. an individual or small neighborhood interest * Ensure a consistent application of codes and ordinances * Be economically sound in £O £:«1 £ o to .>»*- O A£. o lii "3 CJ Og^oCM I to a. Oh- I O. 31 & 42O ro u>§ CM 111o ^ 55 #:l <Oi t^ o #<O£IT Ios5S #sS 8(288« T- T- T- I 8sin1Q T- f- U>in rt CM o in i 8 to in iin m < 8 inh-• co #' h- OO £unio§ R M 1 1 S! I•o I I oi o TJ I •ai 15 I UJa:a. S S iS CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY - CFD 1 and PFF 2005-06 Budget COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1) BEGINNING FUND BALANCE (1) REVENUES DEVELOPER SPECIAL TAXES TOTAL REVENUES CAPITAL PROJECTS CMC CENTER PUBLIC WORKS CENTER LIBRARY EXPANSION (COLE) LIBRARY EXPANSION (LEARNING CENTER - ADVANCE) CFD*1 ADMINISTRATION VETERAN'S MEMORIAL PARK FARADAY AVENUE MITIGATION - SOUTH OF CANNON 1-5 AND LA COSTA AVENUE AUXILIARY LANES TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE TOTAL 24,051,000 13,325,750 4,378,500 1,497,398 1,100,000 20,719,680 5,500,000 2,000,000 PRIOR YEARS N/A N/A - 1,236,302 - - - - 5,500,000 - 6,736,302 N/A YEAR1 2005-2006 44,078,402 4,215,847 4,215,847 1,471,964 1,497,398 110,000 3,079,362 45,214,887 YEAR 2 2006-2007 45,214,887 3,459,807 3,459,807 10,617,484 110,000 10,727,484 37,947,210 YEAR 3 2007-2008 37,947,210 2,596,510 2,596,510 110,000 110,000 40,433,721 YEAR 4 2008-2009 40,433,721 2,365,595 2,365,595 24,051,000 110,000 24,161,000 18,638,316 YEARS 2009-2010 18,638,316 2,744,384 2,744,384 110,000 110,000 21,272,700 BUILDOUT 2010++ 21,272,700 6,378,003 6,378,003 - - 4,378,600 - 550,000 20,719,680 - 2,000,000 27,648,280 2,422 PUBLIC FACILITY FEE FUND (PFF) BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES PROP 12 AND PROP 40 GRANT FUNDS TOTAL REVENUES CAPITAL PROJECTS FIRE STATION *3 RELOCATION FIRE STATION #6 (PERMANENT) LIBRARY EXPANSION (COLE) PINE AVENUE PARK - PHASE I PINE AVENUE PARK - PINE COMMUNITY BUILDING - PHASE II PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK AVIARA COMMUNITY PARK (24.25 ACRES) » AVIARA COMMUNITY PARK COMMUNITY BUILDING POINSETTIA COMMUNITY PARK - PHASE II ALGA NORTE PARK - PHASE I (30 ACRES) ALGA NORTE PARK - PHASE II (POOL) LEO CARRILLO PARK - PHASE III TRAP SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE TRAP SIG - CAMINO VIDA ROBLE AND YARROW DRIVE TRAF SIG - CANNON ROAD AND AVENIDA ENdNAS TRAP SIG - CANNON ROAD AND COLLEGE BOULEVARD TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DR - Reimb TRAF SIG - EL CAMINO REAL AND POINSETTIA LANE TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE TRAF SIG - POINSETTIA LANE AND EL FUERTE STREET (REIMB) TRAF SIG - RANCHO SANTA FE ROAD AND CALLE JUNIPERO TRAF SIG - TAMARACK AVENUE AND GARFIELD STREET CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE EL CAMINO REAL MEDIANS EL CAMINO REAL MEDIANS - LA COSTA TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE TOTAL 3,166,400 5,400,000 9,400,000 7,082,000 6,192,000 4,550,000 10,700,000 5,444,000 11,645,000 12,561,308 6,708,000 1,900,000 185,000 185,000 150,000 210,000 210,000 204,250 185,000 250,000 210,000 210,000 210,000 1,398,000 1,869,500 90,500 PRIOR YEARS N/A N/A _ 3,600,500 - 7,082,000 - 4,550,000 10,700,000 - - 12,561,308 500,000 - - - 150,000 - - 204,250 250,000 210,000 - - 909,500 90,500 40,808,058 N/A YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++ 6,384,248 3,627,516 6,539,504 8,411,219 9,164,705 6,546,846 4,634,018 2,911,988 2,135,835 4,194,766 3,879,141 18,912,262 1,616,750 ..... 6,250,768 2,911,988 2,135,835 4,194,766 3,879,141 18,912,262 264,120 2,902,280 1,799,500 9,400,000 539,000 5,653,000 - - 5,444,000 1,000,000 844,000 9,801,000 - 6,208,000 1,900,000 185,000 185,000 - 210,000 210,000 - 185,000 - 210,000 210,000 1,398,000 960,000 - 9,007,500 - 264,120 3,441,280 6,497,000 30,298,000 3,627,516 6,539,504 8,411,219 9,164,705 6,546,846 (4,838,892) 03/14/2006 12a^^x.1 « | ta t« SC! « ^ i. 1CJ Q i. .0 §>• * CNfNCNfN0CNO*.CO £*»»» ^O in ^ CO 2 ^^ O a\ CO r"" M5 ITi ^ CO CN rt iO0)s1 Q. *0•c (O 1 (0 o>i A. * ^^" A Q D "c 1a. I 1 T3 i i 'J .^•4^- •y | u 1 •3 ' '•£*• H£c 0 1' Us 0 S 1 "ea o ^ "8 5 .22 =,1 II " 1=5 § IS S 'S-sS3 o"5o ac -K^N-7"v^ Q f | KJ OJ ! 1cd O O $ I I 3 i Is* w — - ^5 Q W a" ? £ Eg ? g HO = "§ &^} S ^- e3 & ^ i CSId.<2 1o.Q,I -co I §•SB O to SP OO "3 § ID UCfl "§ cs cs pa § § '<§ D oa.o CS U c 1o c City of Carlsbad 10 Year Forecast March 15, 2006 Agenda Economic Outlook City of Carlsbad's 10 Year Forecast Capital Project Costs and Funding Economic Outlook • Sources of Information to develop economic outlook: nCSMFO n Anderson (UCLA) n Marshall (USC) n California Legislative Analyst Office (LAO) nSan Diego Roundtable The US Economy GDP growth: 3.6% Ql declining to 3.1% Q4 CPI: 2.5 - 3.5% Fed Funds: 4.5%-4.75% 10 year Treasury Note 4.5% - 5% Unemployment Rate 4.6% - 5% Slowing in construction and consumer spending California's Economy • State Budget outlook for FY 2006-2007 has improved over prior year • However, State continues to have structural budget deficiencies State's Effect on Carlsbad Triple Flip VLF swap ERAF3 Delayed sales tax Nine to eleven years or longer... Delayed VLF Permanent change Took $3.6 million Promised reinstatement in FY2007 $1.8 million per year, for2years San Diego Economy • Flat unemployment growth • Stabilizing home resale prices • Higher interest rates • Stabilizing inflation • Smaller wealth effect • Continued decline in San Diego affordability Carlsbad Median Home Prices 1999 2000 2001 2002 2003 2004 2005 Fiscal Year 'North San Diego County HAI as ot November Carlsbad's 10 Year Forecast • General Fund only • Major revenue sources n Uses last year's growth projections - to be updated n Based loosely on State economic projections • Estimated Expenditures n Current programs/services n Known cost increases n Operating costs of major new facilities in CIP • Does not include Senior Center Remodel, Learning Center 5 Largest Revenue Sources 81% of General Fund • Property taxes (35.6%) • Sales taxes (27.4%) • Transient Occupancy taxes (9.8%) • Franchise taxes (5.0%) • Business license taxes (3.0%) Source: FY 2005-06 Budget 10 Property Tax Millions 2001 2002 2003 2004 Fiscal Year 2005 2006e 11 Sales Taxes by Geo Area Millions 99/4 00/2 00/4 01/2 01/4 02/2 02/4 03/2 03/4 04/2 04/04 05/02 Benchmark Year -6- Auto Malt -*- Crossroads Premium Outlets — Carlsbad Redevelopment Area -•— The Forum • Plaza Camlno Real 12 Transient Occupancy Taxes Recovery past 2001 Minions levels in 2005 12.0 -i $10.1M 10.0 H 8.0 - 6.0 - 4.0 - 2.0 - 0.0 '98 '99 '00 '01 '02 '03 '04 '05 '06e D All Other B Four Seasons/La Costa 13 Franchise Taxes Millions $8 $7 $6 $5 $4 S3 S2 $1 $0 S7.R $1.9 i $2.6 A' $3.9 % 4. ,'1 .$] J> $3.7 H $5.0 ' \ $4.7 'I $4.9 -\ '99 '00 '01 '02 '03 '04 '05 '06e Q Cable D Trash D Gas/Elec 14 General Fund Revenues Millions Future EUGF Revenues —Annual °/o Growth 15 Forecast Assumptions • 2006-2007 Revenue Growth Projections remain conservative • 3% CPI • Real Estate Sales and growth in assessed valuation expected to slow • June updated forecast will reflect all new information - numbers will change 16 8 Forecast Assumptions • 2% Council contingency • Continued support of the infrastructure replacement fund at 4% per year through 2008 then 5% through buildout • Subsidized Lighting and Landscaping District • Use of Transnet for street maintenance 17 PERS Situation • Rates have been stabilized dtie to 15 year smoothing • PERS rate of return FY05=12.3% • Personnel costs are 65% of total budget • Total rates: D Safety: 36% D Misc: 26% Employer Share Only 30°/< 25% 20% 15% 10%- ID Misc a Safety I 18 ^•••^^••••••••••^^^•^^^^••••^^•••••WMwmx'Btt: f "* Operating Forecast General Fund Millions $14 $12 $10 $8 $6 $4 $2 $0 Balanced '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 Net Revenues over (under) Expenditures 19 General Fund Revenues and Expenditures Millions 180 O He\*nues Q Expenditures 20 10 Forecast Comparison Minions Net Revenues over (under) Expenditures $15 -$15 FY 07 Fc recast Reasons for Improvements • Work done in past 2 years to hold down General fund budget • Transnet passed: avoided $1.7 million • Added La Costa Resort timeshares • Added Lego Hotel • Health care cost increases contained in '06 • Safety PERS increases minimal 22 11 Summary of Preliminary Forecast • Forecast conservative growth in revenues • State will continue to be an issue n Structural deficits projected n Proposition 1A • Future revenues expected to be sufficient to fund current plans- but not really any excess. • Economy is uncertain • We will continue to refine estimates 23 2006-2007 CIP Timeline 01/11 /» Daceni»r 2005 dP Piojact Stimfttab du0 CIPKJckoff 03/15X» Tod.y 02/1 M» oamea Final Growth OP Slrti. w/LT PrctMtlomdui 060006 Council Adopts 05/16/06 Operating Budgri, QPWoriuihop QPiArruBl w/OouncI Spending UnMatton\ 24 12 2006-2007 CIP Goals Improve Project Scoping and Accuracy of Project Estimates n Better analysis of major projects n Include 3rd Party estimates for projects Accurately Reflect Project Appropriation Timing 25 2006-2007 CIP Status • Best sources of information come from using both comparison with other 'Veal world projects7' and third party estimators • In some specialized projects reasonable estimates will have to be used • Costs are anticipated to increase 13 s Example: Fire Station #3 0»scrlpllon Building ConmucOon Building P.rSq. Ft Costt Building Sltt Wort Building Site Wort P«r So, Fl Com Ofl-Slta, Slgnnl & Accea Construction ToUl Conskudlon Co*! Mtfon Chang* Order Allowance FFE • Demo EilaOng Station ConHuctton Management Environmental Inspection ! Property Acq' Special Equipment Miscellaneous ' ESTIMATED PROJECT TOTAL 2005/06 ClPSubrrttttl Carlsbad Fire Station *3 %oL Lira Hem Cost Constr ' S 2,151,000 68%'^ 6,20054 R O S347pan [4 S 60,000 2% * ' 2005/06 CIP Subntttll ' Clrl»b«d ' Fira Station W 20XW07 CIPSubirittal Carlsbad F/SOENR Applied CompRraM* ' T urbo PttarReviavnof Carlsbad Rre Station »3 t ii ii 2L2L , 2L°L i, Line Hem Cos! Constr J Une Item Cost Constr fc ^ Una Item Coat Conslr ^ AS 2.250.000 42% Is 2.363,655 36% IS 2,294.000 34% 5 ' 1 6,20DSq. Fl a S363p«l II 6,20DS<t Fl 9 $361 p«n | | S 515.000 10% | S 638,690 8% , tT.OOOSq. Fl 9 S3p* BSlf ^ |17,O»Sq. Fl 8 S30p*l»*-l ||$ 9C.500 TO^ 2,201,000 70%,* 264,120 SKI 220,100 7%I 85,000 3W| 284.120 B%1 132.060 «%*!«s i : 1a 17,COOSq-Ft9S30p«««l|, S 1.000.000 15%( 6,200Sq, Fl « S370p>n [ | S 680,000 10%; j1 IIT.DOOSq.FIBS'OpsneiLR *S 1,154,764 17%4 3,707,500 69% 8 3,902,345 59%'* 4,128.764 61% 1 450,000 8%< 375.000 7% ] 100.000 2% ] 75,000 1% ! 360.000 6%j 152.500 3%; 1X.OOO Wj 60,000 1% | 1 5,400,000 100%' <10% De*on 30%-50% Desiffl | 468,000 7% j | 538,9+0 8% ! 390,000 6%S f 315.570 5%! 104,000 1%3 I 107,351 2% I | 78,000 1%f i 79.214 1»! 384.000 6H j < 265.000 «i i 158,600 y. 1 152,500 2%« 135,200 2%iJ 1 130.000 »• 1,000,000 15% 3 1 1,000,000 15% 1 6,600,145 100% 'i ' 6.717,339 1IW4 I <10% DesiOl 27 ! Public Facility Fee Fund • FY 2005-2006 Budget reflected a $4.8 million deficit at buildout • FY 2006-2007 estimated deficit is expected to be larger once project cost estimates are updated • Solutions/Options will be analyzed and presented to the City Council during the Budget process 14 Community Facilities District #1 m FY 2005-2006 Budget reflected a small fund balance at bulldout • Options will be analyzed and presented to the City Council during the Budget process • Could have impact on future CFD#1 tax rate 29 Proposition C Prop C Projects: City Training Center Cannon Road Trails/Open Space Pool (rounding) Total (Millions) Staff Council Guidelines Appropriations $8.0 ($1.05) $15.5 $4.5 $5.0 ($11.239) $2.0 $35.0 ($12.289) Remaining PropC $6.95 $15.5 $4.5 $6.239) $2.0 $22.711 30 15 Summary • Detailed analysis of CIP projects ongoing therefore numbers are subject to change • Will present options/recommendations regarding the capital program in May/June n Potential option may include use of a portion of General Fund balance • Will present a balanced operating budget to the City Council in May/June 31 16 State of EFFECTIVENESS 2006 Annual Report Table of Contents n Balance Community Development D Citizen Connection D Communication D Environmental Management D Financial Health D Learning, Culture, and Arts D Parks, Trails and Open Space D Top Quality Service - Internal Services D Top Quality Service - Public Safety D Transportation and Circulation D Water Balanced Community Development D Be a city that connects community, place and spirit, through balanced and economically sustainable land uses. Balanced Community Development Indicators D CIP Engineering Services D CIP Timeliness D CIP Construction Costs D Code Enforcement Responsiveness D Code Enforcement Cost D Code Enforcement Customer Satisfaction D Redevelopment Services D Redevelopment Services Redevelopment Customer Satisfaction D Section 8 Program Management Goals D Update Title 20, Subdivision Ordinance D Fire Station No.6 D Fire Station No. 3 Relocation Feasibility Study D Village Retail Analysis D Village Redevelopment Standards Amendments D Streamline CUP Process D Carlsbad Centre City Gateway D Development Process Review O Public Works Facility Balanced Community Development J2006 Dwelling Unit Estimates & ' Limitations - By Quadrant NORTHWEST ' 12,653 Extstiig units 2717 Future 15.370 total* NORTHFAST 5.416 Lasting units 3,626 I uluie SOUTHEAST 14.460 Existing units 10.517 Existing units 2.342 Future * Bawl on Proposmoo 'E* Caps added to the nti5ri"g uuns in 1986 Citizen Connection D Be a city that embraces community connectivity through the effective use of technological and interpersonal mediums Citizen Connection Indicators D Volunteer Program Service Delivery D Volunteer Cost Effectiveness D Volunteer Satisfaction Management Goals D Cable Re-Franchisement Team D Volunteer Assistance D Presentation Technology Goal D CCPS Engagement D Municipal Wireless Connectivity Needs Assessment Communications D Ensure that community members, Council, and staff are well informed, continuing to be a more responsive government while providing a high level of citizen confidence in its government Communications Indicators D Citywide Communications D Communications Cost perCapita D Confidence In Local Government D Requests for Action Management Goals D Web Enhancement D Employee Communications D E-Deposit Program forSection 8 Housing D Public Works Education and Outreach D Citywide CommunicationsStrategic Plan D Assessment District Information on the Web Communications Confidence ft Communication Environmental Management Be an environmentally sensitive community by focusing on: conservation, storm water, sewage collection and treatment, solid waste, and cost effective and efficient use of energy including alternative energy sources. Environmental Management Indicators D Sewer System ServiceDelivery D Sewer Cost Efficiency D Sewer Service CustomerSatisfaction D Growth Management - Sewer D Solid Waste Cost D Solid Waste Diversion D Solid Waste Customer Serviceand Satisfaction D Storm Water Protection Cost D Storm Water Service Delivery D Storm Water ProtectionCustomer Service and Satisfaction Management Goals D Solid Waste ProgramEnhancements D Solar Electricity D Buena Interceptor Sewer D Vista/Carlsbad InterceptorSewer, Reaches 13-15 D Storm Water Maintenance Management Goal Growth Management Standards D Wastewater Treatment Facilities D Drainage Facilities Environmental Management Sewer D Majority of maintenance goals achieved D Increased spills D Decrease in recapture D In compliance with the sewer collection system growth management standard Environmental Management Solid Waste D Rates rank among the lowest in the County D 2004 diversion rate is projected at 57% Consistent customer service ratings Environmental Management Storm Water D Response time goals were met D 3 of the 4 cost measures were the lowest D Samples from the lagoon sites rated good or fair D Planned drainage maintenance activities did not meet benchmark. Financial Health D Pursue and implement proactive strategies that support sustainable economic health and manage fiscal resources effectively 8 Financial Health Indicators D Business Licensing D Financial Report Distribution D Long Term Fiscal Condition D Outgoing Payment Processing D Finance Call CenterResponse RateEffectiveness D Risk Management - ClaimsAdministration D Risk Management - GeneralLiability Expenditures Management Goals D Cash Handling/RefundsProcess Improvement D Tax Administration D Business Improvement District D Property Damage/LossClaim Guidelines D Records Retention Goal D City Fiscal Policies D Implement new GASBs 44 & 45 D Fixed Asset Management D CIP Development Process D Franchise Fee Audit Financial Health Financial Status Report 40 T/ / ^ ^ ^ /""* — * — ^^* t , ^^ --^ _y JUL AUG SEP OCT NOV DEC JAN FEB Date « Business Days to Issue MAR APR MAY JUN Financial Health Operating Forecast General Fund $10 $8 $6 $4 $2 $0 -$4 »^ FY 06 Forecast "•"--^^^__^ • •* • • *_ _^_^- — Balanced •OS '06 '07 -08 '09 *1O '11 '12 '13 '14 Net Revenues over (under) Expenditures Learning, Culture and Arts Promote and support continues learning, cultural opportunities and the arts within the community and the city organization. 10 Learning, Culture and Arts Indicators D State Library Ranking D Library Cost Effectiveness D Library Satisfaction D Recreational Sportsmanship D Recreation Customer Service and Satisfaction D Recreation Cost Effectiveness D Growth Management Library Management Goals D Top Quality Leadership program D Learning Center D Staff support for Volunteer program D Supervisor Training D Community Development-Skill D Assessment and Appraisal Learning, Culture and Arts Library D Library continues to rank 1st out of 33 libraries D Library services rated good or excellent 97% D In compliance with the growth management standard Recreation D Sportsmanship Program (TRUST) continues to see positive effects 11 Parks, Trails and Open Space D Acquire, develop and maintain a broad range of open space and recreational facilities that actively address citizen needs which are fiscally responsible and are consistent with the General Plan and Growth Management Standards. Parks, Trails and Open Space Indicators D Park Service Delivery D Park Maintenance Cost D Parks Customer Service and Satisfaction D Trails Service Delivery D Trails Maintenance Cost D Trails Customer Satisfaction D Growth Management Parks D Growth Management Open Space Management Goals D Alga Norte Park D Senior Center Building Expansion D Carlsbad City Golf Course Project D Inventory of Park Trees 12 N Current Parks Under Construction Top Quality Service Internal Service D Be a City that provides exceptional service on a daily basis. 13 Top Quality Service Internal Service Indicators D Overall Citizen Satisfaction D with City Services D Facilities Service Delivery D D Facilities Maintenance Cost D Facilities Customer Service n and Satisfaction D Fleet Availability, E Maintenance, Repair Cost & Customer Satisfaction D D Human Resources - Injured Employee Time Off D Human Resources - Employee Turnover Rate Human Resources - Cost Efficiency Information Technology - Network Operability Information Technology - Cost Efficiency Information Technology - Service & Satisfaction City Administrative Facilities Top Quality Service Internal Service Management Goals D 59 goals 14 Top Quality Service Public Safety Be a City that provides exceptional service on a daily basis. Top Quality Service Public Safety Indicators D Building Inspection Services D Building Inspection Cost D Building Inspection Satisfaction D Fire Response Time D Fire Operating Cost D Fire Customer Satisfaction D Fire Stations Growth Management D Fire EMS Response Time D Fire Prevention Inspections D £ireJ^=e«ention Development D Police ^esponse^Ti rne-- D Police Cases Cleared D Community Perception of Crime D Police Operating Cost D Police Customer Satisfaction Management Goals D Fire Regional Study D Emergency Medical Services Compliance Tracking D Fire Special Operations D Technology Enhancement D CEMAT D Joint First Responders Training Facility D Future Policing Methods D Police Process Improvements D Emergency Operating Procedures D Fire Emergency OperationsFacilities Report D Tow Contracts 15 Top Quality Service Public Safety Building Inspections D Inspection volume increased 36% while cost increased 13% D Consistent positive customer service rating Top Quality Service Public Safety Fire Response Time First Unit on Scene Fiscal Year 2004-05 Benchmark 90% Carlsbad 86% Fire Cost per Capita Fiscal Year 2004-05 Benchmark $121 Carlsbad $119 Fire Customer Service °/o Good or Excellent BENCHMARK 2004-05 £ 95% 911 Dispatch 97% Response Time 97% Competence 98% Courtesy 99% Transportation 97% 16 Top Quality Service Public Safety Police Department D Carlsbad ranks #1 for crime cases cleared D Citizen sense of safety remains high D Close to benchmark for cost and customer satisfaction Transportation and Circulation D Provide and support a safe and efficient transportation system that moves people, services, and goods throughout Carlsbad. 17 Transportation and Circulation Indicators D Roadway Service Delivery D Roadway Cost Efficiency D Roadway Safety D Roadway Circulation D Roadway Reliability D Transportation Customer Satisfaction D Growth Management Circulation Management Goals D Protective-Permissive Left- Turn Feasibility Report D El Camino Real From Chestnut to Tamarack Transportation and Circulation Roadway Conditions D The overall roadway exceeding the benchmark Traffic D All roadway segments and intersections meet the Growth Management Circulation Standard D Travel times on El Camino Real increased dueto volume and construction D Travel times on Palomar Airport Road increased but within the ranges previously established 18 Transportation and Circulation Traffic fcont.') D The number of reported traffic collisions isconsistent with previous years. D Lane-miles increased • Short-term cost per mile maintenance reduction • Long-term cost per mile maintenance concern Water D Ensure a reliable, high quality, diversified potable and recycled water system leading to a drought-resistant community, in the most cost effective manner. 19 Water Water Indicators D Potable Water Quality D Water Service Delivery D Water Delivery Cost Efficiency D Water Service Customer Satisfaction D Recycled Water Service Delivery D Recycled Water Delivery Cost Efficiency D Growth Management Standard - Water Distribution System Management Goals D El Camino Real Water Pipeline Improvements D Cathodic Protection Program D Water/Sewer System Connection Permits Water D Potable water quality continued to exceed the State's requirements D Customer service ratings remain high D Costs to maintain the potable water system are within benchmark D Annual inspections and testing of recycled water exceeded goals D In compliance w/Water Growth Management Standard 20 Conclusion 21 CARLSBAD CITY COUNCIL COMMUNICATION ACTION PLAN Council Interviews Summary Report and Action Plan 2006 INTRODUCTION At a November 28, 2005 Council Workshop, the Carlsbad City Council rated "communication" as the number two priority for the City in 2006. To get more specific information as to what each Council member meant by "communication," individual interviews were conducted between January 9 and 17, 2006. Ideas to improve communication with the Community and within the City organization were also solicited. Results from the interviews presented in this report and include highlights or key themes in Bold. In addition, a Communication Action Plan is presented. THEMES Till the Truth. The importance of telling the taith and being clear with information that is presented to the public was stressed. The City should have a clear, concise, and honest message communicated to Me public. Expand Communlcations- Outreach to the Whole Community. There is a need to reach citizens who are not normally Involved and informed about City happenings. A broader audience should be reached. HOAs are a potential vehicle for getting the City's message out. Be Proactive In Communications. This means getting out "in front" of issues, or being "early" in presenting messages. The City should ensure that its messages are presented clearly to the public. A system for City staff to try to identify issues before they are controversial should be put into place. The importance of communicating the positive messages and good news about the City, i.e. successes, innovations, openings of roads and parks, was mentioned. Identifa Coordinate and Communicate •Hot Topics.* The Importance, for themselves, and the staff to identify and understand "hot topics" was stressed. These include any current topics or issues that are "simmering" or being discussed within the community. It also includes potentially controversial topics. In addition to identifying the "hot" topics, a strategy to respond should be discussed. The strategy should include who needs to be informed and how the information should be presented. Staff should have regular meetings to identify and discuss hot topics. Maximize Website. The City Website should be expanded and improved. It is acknowledged that the website is a critical tool and that this technology should be utilized as a key communication tool for the City. The website could be more attractive, more informative, and user-friendlier. We should give the public reasons to visit our website regularly. Promote Growth Management Plan. The City's Growth Management Ran has not been clearly presented and communicated to the City at large. A targeted effort to explain and promote the plan throughout the City should be implemented. Internal Communication Between Staff and Council Is Positive. The communication Council receives from staff in briefings is generally good, especially the executive summaries. Personal communication from staff is valued. The weekly agenda briefings are an opportunity to probe for more Information. Some members thought they should do more asking and challenging to present both sides of the issues. Some would like more discussion of the pros and cons of various issues. The Ranning Commission minutes were cited as well presented and valuable. Communications Manager* Role. Some Council members felt it was the Communications Manager's role to be out in the community and to be more visible. Most expressed that it was important for the Communications Manager to be "in the know" or at least aware of the major issues concerning the City. • Denise should be out in the Community more. • Communications Manager should attend LTmeetings. • Communications Manager could provide a list of "hot topics." • Council should provide Denise wflfc a list of activities in various areas. • Denise could identify what, how and who should disseminate information. CITY COMMUNICATION VEHICLES Existing Delivery Resources This is a list of current communication vehicles that the City uses to communicate with residents. The actual tactics used will depend on development of key audiences and prioritization of programs and resources. Website • Subscription service City publications • Community Services Guide • Utility bill inserts • Utility bill messages • City Calendar Traditional media North County Times, San Diego Union-Tribune, Today's Local News, Coast News, Adelphia Headline News, Carlsbad Magazine • News releases • Opinion/Editorial columns • Columns by local writers • Paid advertising Events • Groundbreakings and grand openings • Special events • Commemorative events City Council meetings Community displays • Lobby of Faraday Center and City Hall • Recreation centers • Library lobbies Cable television • Quarterly update Partnerships with other organizations • Speaking engagements • Articles in newsletters • Attendance at events Employee communications • Intranet • e-mail updates • bulletin boards • paycheck stuffers COMMUNICATION ACTION PLAN The Communication Action Plan is designed to increase both internal and external communication by being proactive and telling our story first, when possible. Several actions are already underway and many more are in the pipeline to be launched within the next thirty, sixty and ninety days. The Action Plan is based on the following key themes. Direction: Anticipate issues and hot topics by establishing regular communications using both internal and external networks Action items: • Establish hot topics roundtable at weekly department head meeting. 1. Once a month, meet with LT for hot topic check-in. 2. Encourage managers to have "hot topic" discussions at department staff meetings. • Discuss hot topics regularly during briefings with Council. • Present quarterly to Council on activities related to communications. • Leverage and make changes to major communication vehicles, including website to reflect City priorities. • Look for opportunities to be ahead of issues by taking story directly to citizens. 1. Hold regular community meetings. 2. Write articles for HOA newsletters and/or attend meetings when appropriate. 3. Explore cable-programming opportunities to produce shows explaining hot topics. • Identify 5 top issues. 1. Write white papers to use as background for key messages, speeches and fact sheets. Direction: Leverage technology to communicate and engage citizens • Provide Council meetings and other important City programming on website. • Use cable channel as an enhanced resource for communications with citizens. • Research and explore other technology, including podcasts, instant messaging and blogging. • Explore ways to explain Growth Management Plan using technology. Direction: Engage more citizens though targeted community outreach » Identify stakeholder groups to use established forums and networks for communicating about the City. • Use the CCPS process to engage citizens. • Attend HOA meetings, when appropriate. Direction: Brand City communications • Using goal process, develop an identity for City materials and a forum for coordination. • Develop system for reporting and coordinating City communication materials, such as brochures. Recommendation: Enhance reporting of communications activities to council • Monthly report to City Manager/Assistant City Manager. Quarterly reports during City Council meetings on communications activities. IMPLEMENTATION SCHEDULE Initiatives Already Underway 30 Day 60 Day 90 Day Longer Term • Monthly e-news letter to Citizens • Targeted articles in publications: - Monthly by Glenn Pruim in Rancho Carlsbad newsletter - Monthly in Carlsbad Business Journal - In La Costa Breeze - In Roll Call, a school district newspaper - In Flower Field communications • Research technology improvements to website and cable channel. Include recommendations for consideration as part of budget approval process. • Goal on city branding developed • Quarterly HOA newsletter written 1 White papers written, and key message sheets developed • Growth management communications initiative developed 1 Website enhancements approved 1 Content management system identified Creating City branding Cable opportunities Website enhancements implemented COMMUNICATIONS MANAGER'S ROLE Overview Communications is a continuous, systemic process, not a result, or an end. Successful communicators are generalists who must be familiar on some level with all the tools of communications to be able to make recommendations on use as needed. Increasingly, familiarity with technology is important and critical to successful communications. Communications is a constantly changing process, that supports the policies, goals and vision of the organization. Primary Responsibilities: Carlsbad Communications Manager Using agenda bill written to create position, job description, and evaluation of daily work, here is an overview of the primary duties: Primary media contact (not spokesperson) • In some cases, may serve as spokesperson, but often is acting a facilitator and liaison to ensure a timely, factual response to media inquires, including daily issues, public information act requests, and long term planning. • Use knowledge of media operations and contacts to initiate opportunities to relay information about City's events, programs and priorities. • Other departments to coordinate press releases and media contacts through Communications Manager. • Point person for media contact during a controversy or crisis (except for police). Communicate major City initiatives • Point person for strategizing, initiating, coordinating and organizing City's response to stakeholders, including media, the community, and employees. • Responsible for generating initiatives, including key messages, to communicate City Priorities to affected audiences/stakeholders. Counselor/Trainer • Provide advice/assistance on messages and methods tor communicating a message clearly and concisely. • Provide assistance/advice to Council, City Manager, and departments. • Ensure consistency of City messages. • Assist departments with special projects as needed. • Recommend changes to technology that improve communications. • Recommend strategies to departments to increase communications effectiveness. • Recommend actions to increase citizen responsiveness. • Provide training as needed. Manage key City communications tools • Website • Community Services Guide/Calendar • E-newsletter(s) • Cable and video programming • Community outreach and communication on major initiatives • Intranet Maintain key contacts • Attend meetings of key organizations. • Track and recommend opportunities for involvement in stakeholder groups. • Understand nuances of local organizations and communities. • Recommend strategies that increase understanding between City and its stakeholders. Measure communications effectiveness • Continual monitoring of communications tools. • Establish processes for evaluating communications. • Recommend changes to increase effectiveness. • Report to leadership, including City Council on City's communications plans and activities. £ S3s IuaH .C §a .2 .11 M1 s83 U O c« •£ 13 Ou ° 3 .U HOUSING AND REDEVELOPMENT SPECIAL PROJECT SCHEDULES The following provides the anticipated schedule for for the Retail Analysis and Wants and Needs Study for the Village Area: Retail Analysis and Wants and Needs Study for the Village Area. o Economic Condition Evaluation/Sales Void Analysis - July to September, 2005 o Consumer Surveys - October to December, 2005 o Retail Analysis Report - January to March, 2006 o Business Development Plan & Marketing Strategy - April to June, 2006 City of Carlsbad Public Opinion Survey Report - 2005 Presented by: Allen J. Risley Interim Director Social & Behavioral Research Institute California State University San Marcos City of Carlsbad Sample This is the sixth annual survey conducted by SBRI for the City of Carlsbad, a series which began in 2000. The data come from 1,018 telephone interviews conducted between July 16th and August 27th, 2005. Telephone numbers were randomly generated for four separate quadrants in the city of Carlsbad. The North/South dividing line for the regions was Palomar Airport Road, and the East/West dividing line was El Camino Real. The respondents were Carlsbad residents, 18 years of age or older. See pgs. 2-3 of Report The Survey Addressed Citizen Opinions on the Following Topics: m Evaluation of City Services, Programs andFacilities • City Information Sources and City Communication • Confidence in City Government "Special TOPICS" • Land Development • Environmental Issues • Plaza Camino Real Mall • Quality of Life Issues City Features City Residents' Likes and Concerns Consistent with previous years of the survey, Carlsbad's Oceanfront Setting, Weather and Small-Town Atmosphere are the things that were mentioned most often when respondents were asked what they liked best about living in Carlsbad. These responses have been near the top of the list since 2000. Growth, Overcrowding and Traffic were once again mentioned most often as the biggest concerns that residents had about living in Carlsbad. See Appendix B of Report Evaluation of City Services City Services When asked to give an Overall Rating to city services, 92.2% of respondents rated services provided "by the city as Good or Excellent. Among individual services, 96.7% of the respondents rated Library Services as Good or Excellent, while 96.7% also rated Fire Protection as Good or Excellent. Library Services received more "Excellent" ratings All city services provided through outside agencies were rated as Good or Excellent by most people. The ratings of the services provided by or through the City of Carlsbad were generally consistent across regions. Ratings of city services are correlated with ratings of Trust and Confidence in city government. See pgs. 7-13 of Report Overall City Evaluation: 2000 - 2004 Comparison Nine out often residents give City Services either a "Good" or "Excellent" rating. This is the highest percentage of "Excellent" responses the City has received, Figure 2-1 Overall City Evaluation 2000-2005 See pg. 8 of Report Police Services Ratings Police Services have received consistently high ratings throughout all years of the survey administration. Figure 2-2 Police Services Ratings - 2000-2005 • !W a Fair 0 (kxxl D iMtllfnl 641% 80"* 100% See pg. 4 of Report Fire Protection Services Fire protection Services have consistently been one of the highest rated services provided by the City. Figure 2-3 Fire Protection Services Ratings - 2000-2005 Mr* ProUchun 21 KM Rr«r I'n.tfdioii 20(U HIT HniUtlioii KM ]-]r«f I'roltcliun XXI2 1 ire I'nitti-tJwi 2(«>l I ire I'ruiriliwi 2IW*I un HOT. loo"; See pg. 5 of Report Library Services Ratings Library Services also receives consistently high ratings, and was the highest rated City service in this year's survey. Figure 2-4 Library Services Ratings - 2000-2005 Library 2005 Library 21)03 Library 2002 Library 2001 Library 2000 • Puor O Kail D Good O Kxccllcnt See pg. 6 of Report Recreational Programs Ratings Res/dents living in the Northeast Quadrant were more likely than others to rate programs "Excellent" (44.5%), Figure 2-5 Recreational Programs Ratings - 2000-2005 Ri>c. Programs 2005 ; Rec. Programs 200.1 I Rtc. Programs 2002 I Rt-t. PruKrans 2001 Rec. Programs 2000 j ii-«i i.u»mtrT I Poor a Fair D (Jood D Excclknl See pg. 7 of Report Park Conditions Ratings Ratings for Park Conditions improved from 2004. Park users give higher ratings to Park Conditions than do non-users. Pa Park (' HHlitiolt* 2)05 Park (' nufitiuiLS 2)04 Park ( ' imlitiuii> 2)0.1 hark t urutitiuas 21)01 U' Figure 2-6 rk Conditions Ratings- 2001 - 2005 | • ~ • «*»»•.; ',-. ••-•-. | 4».e* m ; 1 ' ' ' ] J '•^ ^fWIMBIWIIiBJBIIIW«KW3BW!!^ £>."**•*'• •"'*v^i^1',>&* .-u'^fl | : •• - •• $!.!%• >-. ' • 4U* P J^^U^^^...^!..., uJ^.J ( ••-.' ,V4«»- -^"i,1 f •».»% 0 ^V^PM^P^,^... J.. W..J,^. J •••• " •«.»* ; .'. : | su* p / / X X /" X r 20% 40^ kl)% SU* lOII't j • I'nur D Fair O < k««l D hittllrnl ] See pg. 8 of Report Water Services Ratings Ratings for Water Services have consistently improved since 2002. Ratings did not differ by quadrant. Figure 2-7 Water Services Rating - 2000-2005 Water Strikes 2005 Water S«meet 2003 Water Service* 2002 Water Services 2001 Water Services 21X10 I Poor Q fair D (kjod D ICu See pg. 10 of Report Sewer Services Ratings Sewer Services have also seen an increase in satisfaction since 2002. Figure 2-8 Sewer Services Ratings - 2001-2005 tf^ St"*u-Str\ices 1005 ! Sewtr Services 2003 i I Sewer Senices 2002 j StMti Str»itts 2001 ^£ 80% 100% l\Mjr G Fair D (kxxl Q Exwllent See pg. 1 1 of Report Comparison of City-Provided Services Ratings Figure 2-9 Comparison of City Services Rtftings Library Fire Protecliou Ixjrk Conditions IN lice Retrt'Utiounl Proyrums \Vaier Services Sewer Services 0 /\I ' ' 1 ' I 1 li»' 1 .. 1 03JI* 1 i I •*Ju ^ r i4-»w i I nAU f 4o.u-^ 1 ' , '444»- , IT «.7* 1 r kiii , r M.4ii> i i ' wm •••.•• i 54.)* i 1 J JI 3&'4i* • l 3o.i^w p 20* 40% 60% 80% IW- I Poor D Fair D Good D RxceUent See pg, 12 of Report 8 Evaluation of Contracted Services Trash Collection Ratings Ratings for Trash Collection have not changed over time. Households with children give lower ratings for this service. Figure 3-1 Trash Collection Services Ratings - 2003-2005 Trash Collection Tiush ColIfCtion Iiush I dlleiti'Hi I Poor C Fair a Good a Kxttlleiu See pg. 14 of Report Hazardous Waste Disposal Ratings for Hazardous Waste Disposal have not changed over time. Homeowners give much lower ratings for this service. Figure 3-2 Hazardous \Vaste Disposal Servkes Ratings - 2002-2005 • Poor a Fair D Good D F.xrflleiit See pg. 15 of Report Recycling Services Ratings Ratings for Recycling Services have not changed over time. Newer residents give lower ratings for this service. Figure 3-3 Recycling Services Ratings 2003-2005 lucjcling 2005 •»•»'"' Kecjcling2(MM Kvcjcling 200.3 • '-'-'r< m Bmr H Fair D (;«Kl D Hwllenl: See pg. IT* of Report 10 Cable Television Ratings Ratings for Cable TV have not changed significantly from 2004. Homeowners, longer residents and middle-aged respondents give lower ratings for this service. Figure 3-4 Cable Television Services Ratings - 2002-2005 Sec pg. 1 8 ut Report Evaluation of Road Conditions, Parks and Safety Road Conditions Ratings Ratings for Road Conditions have followed a trend of decreasing satisfaction since 2003. Figure 4-1 Overall Road Conditions Ratings - 2000- 2005 »*•»» -I /'•• 1^.-. „,- ^--'ir^^Jff^SM^iii^'jr^i^fri. ."•TJ¥tyy: dvrrsii Uo«ij» :uiu ITlJ.7^- u " '~2'j~. Z~" 5V.g^ '^-^^---^••^ ?• 0% 20% 40% 60% 80% 100% I Poor D Fair d Good D Excellent See pg. 19 of Report Road Conditions Ratings by Quadrant Southeast Carlsbad residents rated roads the worst. Figure 4-2 Road Conditions Ratings by Quadrant 20cc JflPc (jfl'l [• Poor Q Kuir D t;ooda E«-ellcnl] See pg^ 20 of Report 12 Use of City Parks Over two-thirds (70.7%) of respondents reported park use by a household member. Park users are more likely to be: • From North Carlsbad • Younger • Newer Residents • More Affluent • From a Household with Children • From a Larger Household Overall Park Conditions and Park Facilities Conditions received positive ratings from over 90% of park users. Ratings of Safety Carlsbad residents feel extremely safe in their neighborhoods. Ratings have not changed over time. Older residents feel less safe than others during the day. Older residents, renters and lower income respondents report feeling less safe at night than others. Figure 4-3 Residents' Feelings uf Safety in Their Neighborhood See pg. 22 of Report 13 Safety and Police Services Ratings Ratings of Safety and ratings of Police Services are related. Residents who feel safer give higher ratings to Carlsbad Ponce Services Figure 4-4 Residents' Feelings of Safety by Police Sen ices Rating See pg. 23 of Report Access to City Information 14 Information Dispersal Ratings Ratings for 2005 are significantly higher than for 2001 and 2002. North Carlsbad residents gave higher ratings (7.41) than South Carlsbad residents (7.10). Older residents and residents without children gave higher ratings for Information Dispersal. Figure 5-1 Ratings of City's Information Dispersal 2001-2005 Average Rating 10-10 Scale I 4 2001 200.1 2004 2005 See pg. 24 of Report Internet Access Nine out of ten Carlsbad households report having Internet access at home. Nearly three- quarters of city residents report having high-speed Internet access at home. Figure 5-2 Access to Internet for City Residents See pg. 25 of Report 15 Internet Access to City Meetings Respondents were asked to rate their interest in being able to access videos of City meetings via the Internet. The levels of interest reported are relatively weak - there is not a groundswell of interest for this service. F1 gun 5-3 Is Respondent Interested In Internet Access to City Meeting Videos? Level of Interest | • N»t at All D A Little • Some wn«l O A lot | See pg. 25 of Report New Methods to Distribute City Information Respondents were asked to rate their interest in several possible methods for receiving City information. While all of the methods received average ratings above the mid-point of the scale, none of the methods was overwhelmingly preferred. A method already being used - the Recreation Guide - received the highest average rating. Figure 54 Resident Interest in New Methods to Distribute Info rotation h Gumunty Servke* Ret Gaile Monlhly E-mul News letter Quaittdy News kter v !a Posul Mail News Hishlijhb liuliiial a L'tifity BE Qurtcn) E-mail Ne«letler Monthly Newsletter v ia Poitdl Mail 1•v -«*«,it-'ff^ •*!*>'| ••? ^ Wt'-f"^^^:"1"^[ ??Jlf*slS!i*!; ^.^^^•••^;^ \ /'."iT^M'S^ •i'** *j'Sf -^•J^"'-'1*". •-.*-;•; ;i;-'~ *fSl^»'j'-irV.4: • 11 I*'u- i'-vv:^*^---;^.^**^! I 15^-11' '^'•Tii-f-'-.- -15 ,Ui.70 (.12 6.12 5.8) JI2 58 0 2 4 6 8 10 /Uerage Rating 0 = No Interest, 10 = Great Interest See pg. 26 of Report 16 Land Use and Development Issues Rating of Land Use Balance The 2005 rating is significantly lower than previous years. Residents clearly place responsibility for Growth and Overcrowding issues with City government. South Carlsbad residents rate Land Use Balance lower than residents from North Carlsbad. Figure 6-1 Ratings of City's Balance of Land Uses 2001-2005 Average Rating 6 (0-10 Scale) 4 1- 0 2001 2003 2004 2005 See pg. 28 of Report 17 Quality of Development Respondents were asked to rate the quality of development over the last three years in the city, based on aesthetics, design and workmanship. The majority of ratings were positive, with nearly half rating Development Quality as "Good". Two-thirds of those who gave "Poor" ratings gave Over- development or Over- crowding as their reason for the low rating. 50% 40% 30% 20% Figure 6-2 Quality of Development Rating • IW O Fair • Good O But Item See pg. 29 of Report Land Use and Development Quality Ratings for Land Use Balance were related to ratings for Development Quality. Respondents who rated Development Quality negatively also gave the City lower ratings for Land Use Balance. Figure 6-3 Average Land I'se Ratings by Development Quality Rating $(•!•> 4 J 0 • Poor O Fair • Oo«d O Ejctlltat See pg. 30 of Report 18 Environmental Issues Storm Water Run-off and Ocean Water Quality Respondents recognized Storm Water Drains and Urban Run-off as significant sources of ocean water pollution. Two-thirds (66.2%) of respondents also correctly identified that Storm Water run-off goes directly to local creeks, lagoons and the ocean. Run-off from washing cars can be a significant source of urban run-off. Nearly three-quarters (73.3%) of respondents report using commercial carwashes, which recycle their water. 19 Awareness of Environmental Programs Only one-third (32.6%) of respondents were aware of the City's Storm Water Quality Hotline, which can be used to report illegal dumping. When asked where they received information on the City's Environmental Programs, respondents most often mentioned flyers in water bills (35.0%) and the local newspapers (30.5%). Plaza Camino Real 20 Favorite Shopping Mall Respondents were asked to identify their favorite local shopping mall. Plaza Camino Real and Carlsbad Premium Outlets were mentioned most often. Tablt 1-1 Favorite Indoor or Outdoor Mull Frequency Percent PtanCiimnoReal Cirlshud Premium Outlets/ Oirkbad Cotniany Stores The Forum University Town Cenler/UTC Other North C.iuniy Fan Mission Valley/Fashion Valley South Const Plnzii (Santa Ann) Fashion IsltinJ (Newport Beach) Total *• 'Wlal if voul fd.olilc )Ikli>H ill iMlllliiot nut! I h lai lr>[Xll.lm* taller rcfijHd (18) ol iltwin 2.19 239 94 87 83 04 47 10 10 873 ,,n .'„,„.,» ~ 274 27 4 10.8 10.0 95 73 5 4 I.I 1.1 100.0 If "{127)1.. See pg. 34 of Report Location and Mall Preference North Carlsbad residents were more likely to list Plaza Camino Real as their favorite mall. • South Carlsbad residents preferred Carlsbad Premium Outlets. Older respondents and those with lower incomes also preferred Plaza Camino Real. Figure 8-1 North South Differences In Mall Preference laPlaaCamlno Q Carlsbad Preniimn Outlets O Tur Forum | See pg. 35 of Report 21 Reasons for Mall Preference Nearly half (46.3%) of respondents said that the quality of the stores was the reason for choosing their favorite mall. Location was mentioned by one-third of respondents (33.2%). Store variety was also mentioned often (20.6%). Table 8-2 Reason Why Mall Ls Respondent Freoue Qu.ility or Stores/ Hits Stores 1 Like Proximity/ Close lo Home/ Convenient Locution Vuriely ol Stores Mull is Outdoors Parking Mall is Indoor* Oilier Don't Know Total " -m i- >»"ll in.«i.n«l .. f.v.imrt ».«, 1.,, s Favorite ncy 404 290 ISO 97 30 13 94 2 873" Pertenl 46}'* 33?'* :06'J II I'J 34-5 i yi lOS'J :',f 127.1* KtuL See pg. 35 of Report Satisfaction w • Respondents uses the 0-10 scale to rate their satisfaction with Plaza Camino Real. • The average rating of 5.66 is above the midpoint, but rather low compared to other City ratings. • Ratings varied by where respondents lived. Northwest residents gave the highest ratings, while Southeast residents gave the lowest. ith Plaza Camino Real Table 8-4 Satisfaction with Plaza Camino Real by Quadrant Satisfaction Rating for Westfield Plaza Camino Real Quadrant Northwest Northeast Southeast Southwest Total •'• 73 rcs|>iudcms Ciinuno Re.ii, .j Mean Cases 6.06 253 5.71 243 5.14 201 5.61 231 5.66 928" sere not Li-sked the k|Ucstl(*l. .is hey did not visit Phizil il 17 re>|:oiidc:ils .iilswered "Dnn'I Know " See pg. 37 of Report 22 Satisfaction with Plaza Camino Real More frequent shoppers at Plaza Camino Real gave higher satisfaction ratings to the mall. Older residents and those with lower incomes rated Plaza Camino Real more highly. Respondents who gave "Poor" ratings cited Safety and Poor Store Quality most often as reasons for their low ratings. figure 8-2 Satisfaction with Flaa Carrino Real and Frcquenqr of Visit EuryDay Out a Week 0«t« Month FtwTtmtiiYtar Out a Year t-rO-, ..,.4/W ...J^,. 0 2 4 6 8 Average Haling 0 = Net At All Satisfied, It = Completely Satis (ltd See pg. 36 of Report Quality of Life 23 Quality of Life Ratings Respondents were asked to rate Carlsbad in terms of it's quality in several areas. The highest rated statements were for Carlsbad as a "place to raise a family" (8.53) and as a "place to retire" (8.02). Table 9-1 Quality or Life Statement Ratings See pg. 38 of Report Evaluation of ^ City Government 24 Direction of City Government Respondents were asked to use the 0-10 scale to rate the direction city government is taking. The 2005 rating was nearly identicafto the rating in 2004. North Carlsbad residents and newer residents gave higher ratings than ftieir counterparts. This rating correlates strongly with other City service ratings and satisfaction ratings. Figure 1O-1 Satisfaction With Direction City Government Is Taking - 20O4-2O05 200-1 2005 See pg. 40 of Report Trust in City Government Respondents were asked to rate their agreement with: • "City Government acts in the interest of citizens." • "City government has best interests of residents in mind." Both ratings are relatively high, and higher than the rating for "city direction." North Carlsbad residents gave higher trust ratings than South Carlsbad residents. Figure 10-2 Trust in City Government Ratings Act In Interest Best Interests of Citizens of Residents In Mind See pg. 42 of Report 25 Confidence in City Government When rated on a scale of 0 to 10, residents reported a relatively high level of confidence in the Carlsbad city government to make decisions that positively affect the lives of its community members. The 2005 rating is not significantly different from 2004, and is the second-highest rating in six years of the survey. No significant differences were found between ratings given by different demographic groups. Figure 10-3 Confidence tn City Government Ratings 2000-2005 Ararat* Ratal *' 10-10 Scale) 4. 2MM 2001 2002 2003 2004 2005 B«IU| £(•!•: 0 «S»t II AH CMfl*«l It • V«J CtMfldl See pg. 42 of Report Discussion In general, residents are pleased with the services provided by the City of Carlsbad. Many of these ratings have increased over time and remain high. ^ The ratings are generally uniform across demographic groups, with one exception: In general, North Carlsbad residents give higher ratings to city services and actions than do South Carlsbad residents. Library Services, Fire and Police Services continue to receive the highest ratings. Ratings for Overall Road Conditions have begun to decline. Most contracted city services are rated favorably. The exception is Cable TV, which continues to receive low ratings. Plaza Camino Real Mall receives middle-of-the-road ratings from city residents. It is the mall of choice for North Carlsbad residents, but South Carlsbad and more affluent residents prefer other malls, and are less satisfied with Plaza Camino Real's offering of stores. 26 Discussion Residents rate communication by the City favorably. These ratings have increased over the past three years and remain high. Residents rate the Quality of Life in Carlsbad high, especially for Safety, Raising Families, and Retiring. These ratings are closely related to identification with Carlsbad, and evaluations of City Government. Residents gave lower ratings to the city for Land Use Balance than for otner functions, reflecting their concerns regarding Over-Development and Growth. Positive ratings for Confidence in Government, Communication and Trust in Government remain quite high, with no significant changes since 2003. All of these government evaluation measures are correlated. 27 Facility Develonment Principles ;©tt%;j(eep"Safet^ •••Y^lfKeep public Wo^ssfaf^ ^Frwides^ ;i;lf neededysecure^ b Need fe train in itiulli-company scenarios ,.$ Need to train in City to maintain fire and '^;, medical'service- ;\;-: ;^-;vH;:: ^:Vi":>-/;;-'v;;v;:- o iTraining tower: : ;: •^. ;•;•: Live fire bumroora • -;;; ; \ ; • :-•'••'.'.• • :- ,';f. • f« Safe, simulated smoke systemv • >; . sr Exterior and interior stairways -; : y /;/: :-«;Rappellinganchors ; •:; : :;:.;;! ;s Realistic streetscape \ > p Storage and classroom space :;o. ;Props;; .;;:::;-:-:;::^:v/:V':;:;;f 4:v-:^:v/ ^--^V >:Roofventilatiori i; v - y' / - \v .i^Vefiicle Extrication ; ' '• ^-;:..; -.;/: :'; ': ;;:;:•: Trench Rescue/Confined Space ' s Needs 2-3 acres Options Scenario 1- All Uses ©Safety Center Requires a four level parking structure > No additional property to acquire No room for future, unknown needs Scenario 2- Safely Needs Together ©Salety Center Public Works Center DBsite ltafrs^ i8liM fiQpJllelblf -. •:-.-•; .-.' -.-' ' .'•-'• •-'••'--:'>:'•-••••'.--- ':- • .•': *;•- y-: -.'• .- .?f •-.-'- • . •- . "-'. -i -' '-.' ~. .',.--. ": ,, -J . • ". ;•"- '- '-. • •'-• •• ; '-1 -»i Vi j-,- ^, • iv.-Vi,1;:' '.r- "-•---.•.-'• ^WL >" B--/'-.Vl-;--. -.V- -::-• " .••-.•:". •' •'-'r • JOINT FIRST RESPONDERS TRAINING FACILITIES AND PUBLIC WORKS CENTER Summary Joint First Responders Training Facilities • Consists of 2 types of training facilities: a shooting range and a Fire training tower and related facilities. • Previous shooting range was dismantled when golf course construction began. • There are currently no facilities of either type within the City's boundaries. • If built, Council would be buying a better-trained workforce and improve the City's risk management position. A facility close by would be used more often than facilities located from 10 to 50 miles away. Facilities built at the same site will encourage joint training between fire and police. This is a "service level" decision. • Neither of the training facilities will pay for themselves through user fees. o Shooting Range operations: • If City builds: Annual costs expected between $195,000 to $265,000 per year (net of rental revenue and including capital recovery) depending on rental use by other agencies. • If City leases from others: Annual cost estimated at $113,000 per year. o Fire training facility rentals not expected to be significant. • Owned facilities provide more control over usage and costs than leased/rented facilities. Public Works Facility • The Public Works staff is located in various buildings throughout the City. • Public Works is outgrowing its current facilities requiring either the purchase of another facility to accommodate the growth or the construction of a centralized Public Works facility. • A new centralized facility will improve communication, reduce drive time and provide for more efficient administrative staffing. Land Requirements Facility Shooting Range Fire Training Public Works Total Available Shortfall Acres Required 2 to 3 2 to 3 12to15 16 to 20 14 2 to 6 Acreage based on preliminary designs. Modifications to the designs are not expected to significantly change the requirements. Location Options • Only city-owned land, which could feasibly accommodate these facilities, is at the Safety Center site. • To build these 3 facilities at that site, a parking structure (cost of $5 to $7 million) is needed. Alternatively, additional land could be purchased. Additional land for the Public Works center may cost between $10 to $20 million depending on location and size. • Land in Carlsbad has historically been a good investment and has had strong appreciation rates. It will become increasing costly to acquire land if it becomes necessary at some point in the City's future. Cost Considerations • Public Works Facility o Funded from CFD #1 (60%), water (27%) and sewer (13%) replacement funds o $22 million budgeted for improvements (not including land) in the 2005-06 CIP. o If additional land was purchased for the Public Works center, it would be split between the funds shown above in the same ratios. o CFD tax rates currently set at 30% of maximum rate. Rates have been lowered over the past few years due to uncertainty of timing for the construction of the Civic Center. Council sets tax rate annually. • Joint First Responders Training Facilities o Funded by the General fund as approved by Proposition C in 2002. o If land were purchased for either of the safety training facilities, it would be paid for by the General fund. Direction requested: • Does Council want to build any or all of these 3 facilities? Construction of the facilities could be phased, if desired. • If so, does Council want to locate them all at the Safety Center or purchase additional land? Staff recommendation: • Build all three facilities placing the Joint First Responders training facilities at the Safety Center site and purchase additional land for the Public Works center