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Home My WebLink About2021-07-20; City Council; ; Discuss Next Steps for City Council Strategic Plan, Including Options for Resident SurveyCA Review CKM Meeting Date: July 20, 2021 To: Mayor and City Council From: Scott Chadwick, City Manager Staff Contact: Sheila Cobian, Legislative & Constituent Services Director sheila.cobian@carlsbadca.gov, 760-434-2917 Kristina Ray, Communication & Engagement Director kristina.ray@carlsbadca.gov, 760-434-2957 Subject: Discuss Next Steps for City Council Strategic Plan, Including Options for Resident Survey District: All Recommended Action Receive an update relating to the City Council strategic planning process and options for conducting a resident survey and provide direction to staff as appropriate. Executive Summary The City Council has indicated interest in transitioning or integrating its semiannual goal setting process into a more comprehensive strategic planning process. When this was last discussed with the City Council on Dec. 15, 2020, city staff were directed to return in January 2021 with a plan for the City Council to develop short term goals that could be included in the fiscal year 2021-22 budget and to begin development of a strategic plan in fall 2021. With the July 9, 2021, resignation of District 1 City Council Member Cori Schumacher, staff are seeking direction from the City Council on whether to proceed with the planned fall strategic planning process, options for the strategic plan itself, and on whether or not to conduct a resident survey beforehand. Discussion The City Council develops goals to help guide the policy direction of the city and focus resources on the community’s highest priorities. This has historically been done in January or February each year, following a resident satisfaction survey that was completed each fall. Recent changes to goal-setting process On Jan. 29, 2019, city staff proposed a new approach to City Council goal setting that included changing the frequency of the resident survey and City Council goal setting to every other year, in odd numbered years, as well as changing the timing of City Council goal setting to the fall. This approach was designed to facilitate longer-term goals and better align City Council goals with the city's budget process. The City Council approved staff's recommendation of the new approach with a minute motion at the Jan. 29, 2019, meeting. The revised goal setting process is shown in the graphic below: July 20, 2021 Item #9 Page 1 of 332 Changes due to 2019 vacancy Because of a City Council vacancy in 2019, changes were made to the timing of goal setting: • The fall 2019 goal setting was postponed until all five City Council seats were filled, following the November 2020 election. • On Dec. 15, 2020, city staff presented options to the City Council on the format, scope, public input topics and other elements of the City Council’s next goal setting process. • The City Council decided to meet in early 2021 to develop short-term goals for the fiscal year 2021- 22 budget process and hold a strategic planning process in fall 2021 focused on longer term goals. • The fall 2021 date coincides with when City Council goal setting would normally occur under the two-year planning cycle. Strategic planning process options City staff are in the process of identifying a consultant with experience developing strategic plans for municipalities. To ensure the strategic planning process meets the City Council’s expectations, staff would like input on the following planning considerations: Timing • Would the City Council like to proceed as planned with development of a strategic plan beginning in fall 2021? • Would the City Council prefer to wait until the District 1 City Council seat is filled? Proposed framework The topics below are typically included in a strategic plan. Would the City Council like to make any changes to this general framework? • Introduction: What is a strategic plan and why it is important? • Vision: What is the big picture vision or goal the plan will achieve? • Goals: What overarching goals support the vision? • Objectives: What specific, measurable milestones will help the city achieve each goal? • Performance measures: How will the City Council measure the success of each goal? July 20, 2021 Item #9 Page 2 of 332 Planning horizon What planning horizon should the strategic plan cover? • Reviewing strategic plans for other local government agencies shows they tend to range from two to five years, although some agencies have long-term plans that look 10 years out or even more. • An advantage of a longer planning horizon is that it is conducive to more ambitious, longer term goals. • On the other hand, shorter-term plans can be easier to implement because they are more focused and would not be as vulnerable to changing conditions and needs. What elements will be new? • For example, would the City Council like to start with the nine core values of the Carlsbad Community Vision or consider refining or changing those values? • Would the City Council like to develop a new vision and mission statement or use what is already in place (Exhibit 1)? • How many overall goals do the City Council envision the plan including? • Does the City Council want to start with the goals identified at the early 2021 goal setting workshops, or start the discussion from scratch? What level of detail will the plan have? • Some city strategic plans are big picture in nature, laying out broad goals and objectives. • Others include detailed work plans and cost estimates developed by city staff. • Of those that are more detailed, some outline detailed work plans for the entire planning horizon, while others contain that level of detail only for the first year or two, if the planning horizon is longer. Samples Which of the examples provided by staff or other plans does the City Council feel are closest to what would be envisioned for the City of Carlsbad’s strategic plan? • Exhibit 4 includes several strategic plans from other cities, ranging in approach, presentation and level of detail. Based on the City Council’s feedback, city staff can proceed with securing a consultant, cost estimate and timeline for the development of the City of Carlsbad’s strategic plan Resident survey From 2002 to 2016, the city conducted an annual resident satisfaction survey. This survey typically included a random sample of 1,000 residents and was about 15 to 20 minutes in length. The overall margin of error was about plus or minus 3 percentage points. Questions focused primarily on satisfaction with city services and remained fairly consistent from year to year to enable tracking of resident sentiment over time. Survey results helped inform City Council goals as well as serving as performance measures for several city services. At a July 9, 2019, City Council workshop to discuss preparations for the fall 2019 goal setting process, the City Council asked staff to use the resident survey to explore city issues, such as growth, traffic, affordable housing, open space and homelessness. Specifically, City Council members expressed interest in understanding to what extent concerns raised by actively engaged community members were shared by residents as a whole. July 20, 2021 Item #9 Page 3 of 332 Several factors may affect whether or not the City Council would like staff to conduct a professional citywide survey prior to the development of a strategic plan: Information needed Information needs are typically the first consideration when deciding to invest in professional survey research. 1. What information is needed from residents at this time to help inform the City Council’s strategic plan? 2. Can that information be efficiently gathered through a survey? Questionnaire length The number and complexity of survey questions affect the total length of the survey. The longest questionnaire recommend by most research professionals today is about 12 minutes. Five to seven minutes would result in higher cooperation rates – thus lower costs – but the topics covered would be more limited. Analysis and sample size Cooperation rates with survey research have decreased in recent years, which has driven up the cost. Sample size is one factor affecting cost. 1. The city has typically surveyed 1,000 residents, which provides about a 3 percent margin of error overall and allows subgroups to be analyzed separately. For example, a sample of 1,000 would allow each City Council district to be analyzed separately to see if there are significant differences in priorities and opinions. 2. A sample size of 400 would provide an overall 5 percent margin of error, but would not allow for a very precise analysis by City Council district and fewer opportunities to analyze the data overall. For example, it might not be possible to conduct statistically significant analysis to show what opinions are related to each other or whether opinions differ by demographics. Cost estimates Staff have developed estimated survey costs based on different sample sizes and survey lengths for reference: 6-minute survey 12-minute survey 400-person survey $28,500 $33,250 1,000-person survey $44,500 $52,500 Pros • The City Council identified several potential goals, projects and initiatives at its 2021 goal setting workshops (Exhibit 2). A statistically representative survey could be utilized to gain an understanding of the community’s priorities for these goals. • A survey of 1,000 would allow results to be broken out by district, including District 1. This would allow the City Council to gain an understanding of what is most important to District 1 residents, even though the District 1 City Council seat is vacant. July 20, 2021 Item #9 Page 4 of 332 • If the City Council would like to proceed with a fall 2021 goal setting, that would not allow staff enough time to conduct a meaningful public engagement process. A survey, on the other hand, could be completed within this timeframe. • A survey would provide the City Council with a statistically representative snapshot of community sentiment, including those who are otherwise not represented in traditional city forums for public comments. • The city has not conducted a professional survey since 2019, so completing one now would provide timely input for the City Council’s upcoming decision making. Cons The City Council may wish to postpone the resident survey to a later time due to one or more of the following circumstances: • If the City Council does not wish to proceed with development of a strategic plan in fall 2021, staff recommend postponing the survey until a time when the results could be put to more immediate use. • At the City Council’s direction, staff have gathered a significant amount of input on a wide variety of topics over the past two years. This may be sufficient feedback to proceed with the strategic plan. • The gubernatorial recall has qualified for the ballot and is scheduled to take place Sept. 14, 2021. Conducting surveys during political campaigns can affect participation rates and responses. • Although the COVID-19 recovery is underway, responses to a survey this summer might still be influenced by the recent experience of a global pandemic and the many ways in which it affected both the city and our residents. A longer cooling- off period could produce results more indicative of sentiment moving forward. • A statistically representative survey could be more useful once the update of the city’s approach to growth management has gotten underway and more issues are identified. Public engagement option The City Council could choose to direct staff to develop and implement a citywide community engagement process for the purpose of developing a strategic plan or to gain further insight on one or more issues identified during the 2021 goal setting. The last time the city conducted broad, citywide public engagement around creating a vision for the future was the Envision Carlsbad process, from 2008 to 2010. The Carlsbad Community Vision developed through this process is still used today to help guide city decision making. The public input report is attached as Exhibit 3. The public engagement process for Envision Carlsbad took about two years and included the following components: • A citizens advisory group • Stakeholder interviews with a broad cross section of community interests. • Public workshops, meetings and hearing • Presentations to local groups • A statistically representative survey • Qualitative (non-scientific) surveys • A project video, website and other informational materials The cost for the public engagement portion of Envision Carlsbad over the two-year period was approximately $200,000. This does not include city staff time, which was approximately the equivalent of one full time employee for the two-year period. July 20, 2021 Item #9 Page 5 of 332 Pros The advantages of launching a communitywide visioning process at this time include: • The community could provide descriptive input to the City Council about various issues and topics related to future planning. • Engaged community members would have an opportunity to participate in a collaborative process with other community members and city staff. Cons Reasons why the City Council may want to postpone a communitywide visioning process at this time include: • This project is not currently part of the fiscal year 2021-22 budget and work plan and would therefore require a reprioritization of other projects or additional resources. • The city will already be seeking community input on district boundaries and affordable housing maps in fall 2021. Adding another round of input gathering could result in participant fatigue and less robust input. • This type of engagement process could not be completed in time for the fall 2021 goal setting. • Many community members have already provided significant input on a variety of topics over the past year. Additional community engagement at this time may not result in new input. Fiscal Analysis There are sufficient funds in the fiscal year 2021-22 City Manager’s Office budget to fund the survey. City staff will develop a cost estimate for the strategic planning consultant based on City Council direction on the scope of the desired strategic plan. If the City Council wishes to launch additional community engagement activities at this time, staff will return with a cost estimate, based on the City Council’s direction. Next Steps City staff will proceed with procuring the services of a strategic planning consultant and initiate preparations to begin development of the plan in fall 2021. Based on City Council direction, staff will proceed with a resident survey as desired. Environmental Evaluation (CEQA) In keeping with California Public Resources Code Section 21065, this action does not constitute a “project” within the meaning of the California Environmental Quality Act in that it has no potential to cause either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment. Therefore, it does not require environmental review. Public Notification This item was noticed in keeping with the Ralph M. Brown Act and it was available for public viewing and review at least 24 hours before the scheduled meeting date. Exhibits 1. City mission, vision and values 2. Spring 2021 City Council goal setting priority projects and initiatives 3. Carlsbad Community Vision Public Input Report 4. Sample strategic plans July 20, 2021 Item #9 Page 6 of 332 and ValuesMission, Vision A world class city. Mission The City of Carlsbad enhances the lives of all who live, work and play in our city by setting the standard for providing top quality, efficient local government services. Vision Exhibit 1 July 20, 2021 Item #9 Page 7 of 332 Prioritize protection and enhancement of open space and the natural environment. Support and protect Carlsbad’s unique open space and agricultural heritage. Small town feel, beach community character and connectedness Promote active lifestyles and community health by furthering access to trails, parks, beaches and other recreation opportunities. Strengthen the city’s strong and diverse economy and its position as an employment hub in north San Diego County. Promote business diversity, increased specialty retail and dining opportunities, and Carlsbad’s tourism. Community Values Enhance Carlsbad’s defining attributes — its small town feel and beach community character. Build on the city’s culture of civic engagement, volunteerism and philanthropy. Increase travel options through enhanced walking, bicycling and public transportation systems. Enhance mobility through increased connectivity and intelligent transportation management. Open space and the natural environment Access to recreation and active, healthy lifestyles Walking, biking, public transportation and connectivity The local economy, business diversity and tourism July 20, 2021 Item #9 Page 8 of 332 Build on the city’s sustainability initiatives to emerge as a leader in green development and sustainability. Pursue public/private partnerships, particularly on sustainable water, energy, recycling and foods. Emphasize the arts by promoting a multitude of events and productions year-round, cutting-edge venues to host world class performances, and celebrate Carlsbad’s cultural heritage in dedicated facilities and programs. Support quality, comprehensive education and lifelong learning opportunities, provide housing and community services for a changing population, and maintain a high standard for citywide public safety. Revitalize neighborhoods and enhance citywide community design and livability. Promote a greater mix of uses citywide, more activities along the coastline and link density to public transportation. Revitalize the downtown Village as a community focal point and a unique and memorable center for visitors, and rejuvenate the historic Barrio neighborhood. History, the arts and cultural resources Neighborhood revitalization, community design and livability Sustainability High quality education and community services July 20, 2021 Item #9 Page 9 of 332 Organizational Values We conduct ourselves with integrity, openness, courage and professionalism, driven by a calling to serve others.Character We are thoughtful, resourceful and creative in our quest for continuous improvement, always looking for better, faster ways to get things done.Innovation We responsibly manage the public resources entrusted to us and provide the best value to our community. Stewardship We hold ourselves to the highest standards because our community deserves the best.Excellence We help people achieve their personal best by creating an environment where they feel trusted, valued and inspired. Empowerment We communicate openly and directly. Promoting engagement and collaboration makes our organization better and our community stronger. Communication July 20, 2021 Item #9 Page 10 of 332 City Council Goal Setting Engage the community through a citizens committee to create a new plan to manage growth in Carlsbad in a way that maintains an excellent quality of life. Reduce homeless unsheltered population, among those who want help, by 50% within five years, with quarterly reports until we decrease the unsheltered homeless population or five years. In the Village and Barrio, expedite the implementation of decorative and safety lighting, parking management, a Grande Prominade study, and the Village and Barrio Master Plan reform package, including a parking structure. * Continue to seek funding for advancement of lowering the railroad tracks into a trench.* * Mayor Matt Hall recused Continue to cultivate a prosperous community. Reduce the number of potential locations for a new city hall and civic center from four to two or select a preferred site. _________________________________ Create a position to lead diversity, equity and inclusion within the city organization. Bring Fire Department into conformance with Standards of Cover evaluation. Conduct a facilitated City Council workshop to work on team building and City Council communication and an ethics ordinance to support the delivery of superior public service. Create a comprehensive coastal plan. Promote sustainability and natural resources. FOUNDATIONAL TO ALL GOALS: Diversity, Equity & Inclusion, Meaningful & Early Public Engagement, Technology Infrastructure (tools) Exhibit 2July 20, 2021Item #9 Page 11 of 332 CARLSBADCITY OF June 2009 Public Opinion Visioning Survey Report Exhibit 3 July 20, 2021 Item #9 Page 12 of 332 Gary Barberio, Assistant Planning Director Chris DeCerbo, Principal Planner David de Cordova, Principal Planner Sandra Holder, Community Development Director Jennifer Jesser, Senior Planner Rachel McGuire, Communications Coordinator Barbara Nedros, Administrative Secretary Don Neu, Planning Director Heather Pizzuto, Library Director Kristina Ray, Communications Manager Glen Van Peski, Senior Civil Engineer Colette Wengenroth, Finance Manager Consultant Staff Josh Williams, President Rajeev Bhatia, Principal Melissa McMahon, Associate EC3 Primary Member Ken Alfrey Fred Sandquist Mat Huff Jim Farley Jim Comstock Hap L’Heureux Gina McBride Julie Baker Eric Larson Paul Thompson Diane Lantz Kirk Cowles Diane Proulx Lisa Tuomi-Francis Jeff Segall John O’Reilly Kent McCormick Andrew Benson Sean Bentley EC3 Alternate Member William Kloetzer David Robertson Barbara Hamilton Farrah Douglas Jack Cumming Robert Nielsen Mike Howes – – Greg Nelson Allen Sweet Guy Roney Glen Etherington David Lloyd Robert Gates Jim Bradley Jeanne Sprague-Bentley Sean Sexton Chris Korogi Envision Carlsbad Citizens’ Committee City Staff July 20, 2021 Item #9 Page 13 of 332 Public Opinion Visioning Survey Report June 2009 CARLSBADCITY OF July 20, 2021 Item #9 Page 14 of 332 July 20, 2021 Item #9 Page 15 of 332 Table of ConTenTs 1 EXECUTIVE SUMMARY ..................................................................1 1.1 Envision Carlsbad .....................................................................1 1.2 Introduction to the Study ........................................................1 1.3 Methodology Overview ..........................................................2 1.4 Key Findings .............................................................................2 2 SURVEY RESULTS ............................................................................5 2.1 Quality of Life ..........................................................................5 2.2 Carlsbad’s Natural Environment ............................................11 2.3 Local Economy .......................................................................16 2.4 Program and Facility Priorities ...............................................24 2.5 Carlsbad’s Social Setting ........................................................27 July 20, 2021 Item #9 Page 16 of 332 3 METHODOLOGY ..........................................................................30 3.1 Research Objectives ...............................................................30 3.2 Questionnaire Design .............................................................30 3.3 Sampling Method ...................................................................30 3.4 Data Processing ......................................................................31 3.5 Note About Margin of Error and Analysis of Sub-Groups .....31 4 APPENDIX A: TOPLINES ................................................................32 July 20, 2021 Item #9 Page 17 of 332 lisT of figures and Tables Figure 1. Quality of Life Ratings–Neighborhood and City ..............5 Figure 2. Planning Priorities ..............................................................7 Figure 3. Number One Way to Improve the Quality of Life ...........10 Figure 4. Ratings for Aspects of Carlsbad’s Natural Environment .....11 Figure 5. Number One Way to Improve the Natural Environment ...13 Figure 6. Natural Environment: Agreement With Statements ......14 Figure 7. Ratings for the Shopping, Dining, and Services Available in Carlsbad .......................................................................16 Figure 8. Favorite Places to Shop and Dine in Carlsbad .................18 Figure 9. Ratings for the Quality and Quantity of Jobs Available in Carlsbad ...........................................................................19 Figure 10. Number One Way to Improve the City’s Economy ..........21 Figure 11. Preferences for Stores and Businesses in Carlsbad ..........22 Figure 12. Opinion Closest to Own–Number of Stores, Restaurants, and Businesses ............................................23 Figure 13. Program and Facility Priorities .........................................25 Figure 14. Ratings for Aspects of Carlsbad’s Social Setting .............27 Figure 15. Number One Way to Improve the City’s Social Setting ...29 Table 1. Overview of Project Methodology ..................................30 July 20, 2021 Item #9 Page 18 of 332 July 20, 2021 Item #9 Page 19 of 332 1 EXECUTIVE SUMMARY1 Envision Carlsbad1.1 Envision Carlsbad is a City-sponsored community visioning process that invites residents to work together to create a new vision and plan for Carlsbad’s future. For the past two decades, Carlsbad has been devel- oping based on the premise of available land to accomodate a growing population. Today however, with the city almost 90 percent built-out, development will occur primarily as infill. New opportunities and challenges are emerging related to the protection and enhancement of the City’s attractive setting and the quality of life that residents have worked hard over the years to create. Envision Carlsbad is providing community members with a variety of opportunities to participate. This report documents the results of one outreach effort: the community-wide mail and online vision survey. Reports summarizing the various other outreach processes are also underway. In Fall 2009, input received from all outreach processes will be synthesized into a final vision document. Introduction to the Study1.2 The City of Carlsbad and Dyett & Bhatia partnered with BW Research Partnership, Inc. (BW Research) to conduct Carlsbad’s 2009 Visioning Survey of Residents. The main research objectives of the study were to: assess residents’ perceptions regarding the quality of life in their • neighborhood as well as within the entire City of Carlsbad; July 20, 2021 Item #9 Page 20 of 332 2 evaluate residents’ perceptions regarding Carlsbad’s natural envi-• ronment, local economy, and social setting; and identify residents’ program and facility priorities.• Methodology Overview1.3 The City of Carlsbad utilized a census-style approach to ensure that all residents had an equal opportunity to participate in the survey process. An introductory letter and survey were mailed to every household within the City (41,643 households) giving them the option of returning the enclosed survey (postage paid) or taking the online version of the survey. A Spanish version of the survey was also available upon request. The survey, which averaged 15 minutes in length, consisted of a series of closed-ended and some open-ended questions. The data collection period for the project was March 6 through May 1, 2009. In total, a statistically representative sample of 7,167 Carlsbad residents 18 years and older completed a survey (6,871 mail, 296 online), resulting in a response rate of 17.2 percent and a maximum margin of error +/- 1.10 percent (at the 95 percent level of confidence) for questions answered by all 7,167 respondents. Key Findings1.4 Based on the analysis of the survey data, BW Research is pleased to present the City of Carlsbad with the following key findings. Please refer to the body of the report for a more comprehensive analysis of findings, including comparisons among resident sub-groups. Quality of Life Ninety-three percent of residents rated the quality of life in their • neighborhood as “Excellent” or “Good” and 90 percent provided a positive rating for the quality of life in Carlsbad as a whole. The majority of Carlsbad residents rated “Protecting natural habi-• tats in and around Carlsbad” (65%), “Protecting undeveloped areas for hiking and exploring” (62%), and “Maintaining or improving property values within the City” (55%) as high priorities. When asked to identify the number one thing that the City should • be focused on to improve the quality of life, the top three response categories among those who provided an opinion were “Stop/ limit development” (12%), “Increase parks and recreation facilities and July 20, 2021 Item #9 Page 21 of 332 3 Envision Carlsbad Public Opinion Visioning Survey Report activities” (10%), and “Public safety/ enforcement/ reduce crime” (10%). Natural Environment Eighty-six percent of residents rated the “Air quality” in Carls-• bad as “Excellent” or “Good,” 68 percent rated the “Protection and preservation of open spaces and natural habitats” favorably, 67 percent rated the “Water quality” positively, and 61 percent pro- vided a favorable rating for the “Quality and quantity of Carlsbad’s walking and biking trails.” Carlsbad residents were next asked in an open-ended format to • identify the number one thing that the City of Carlsbad could do to improve the City’s natural environment. Among those who pro- vided a response, the top categories were “Preserve open space” (23%) and “Stop/ limit development” (20%). Respondents reported the highest level of agreement with the state-• ment “The City should be more actively involved in developing new renewable energy options, such as solar roofs or wind turbines” (75%), followed by “Beaches, lagoons and other waterways should be better protected with new regulations or stronger enforcement of current regulations” (64%). Local Economy Twenty percent of residents rated the shopping, dining, and ser-• vices available in Carlsbad as “Excellent” and the majority (51%) rated them as “Good.” Overall, 71 percent of residents provided a positive rating for Carlsbad’s available shopping, dining, and services, 22 percent provided a neutral rating, and five percent pro- vided a negative rating. When asked about their favorite places to shop and dine in Carls-• bad, 51 percent of respondents cited The Forum at Carlsbad, 49 percent indicated The Village in Downtown Carlsbad, and 46 percent cited the Carlsbad Premium Outlet Mall. Among those who provided an opinion, 44 percent of respon-• dents rated the quality and quantity of jobs available in Carlsbad as “Excellent” (5%) or “Good” (39%) and 41 percent rated them as “Fair.” When asked to identify the number one way that Carlsbad could • improve the City’s economy, expanding and improving shopping July 20, 2021 Item #9 Page 22 of 332 4 and dining opportunities was the most popular response, cited by 32 percent of those who provided an opinion. Attracting bio/ high technology and other companies and increasing jobs was second at 13 percent and decreasing taxes, fees, and restrictions on businesses was third at seven percent. Forty percent of residents would like to see more “Small inde-• pendent or specialty retail stores and services” in Carlsbad. Approximately one in five residents would like to see more “Home furnishings stores, such as Crate and Barrel or Pottery Barn” (22%) and “Tourist attractions and services” (21%). After being presented with the opinions of two neighbors who live • in Carlsbad and who disagree about the value of increasing the number of businesses and stores in Carlsbad and the role they play in funding public services and facilities in the City of Carlsbad, respondents were asked which opinion was closest to their own. Forty-six percent agreed with the opinion of Davis that Carlsbad • should limit the number of stores, restaurants, and other businesses within the City and 40 percent agreed with Smith that Carlsbad should be willing to increase the number of stores, restaurants, and other businesses. Additionally, 14 percent of residents were not sure which opinion was closest to their own. Program and Facility Priorities Among those who provided a response, “Promoting more oppor-• tunities for volunteers to give back to the community” (42% “High priority”), “Increasing the number of walking and biking paths that connect to local parks and open space” (41%), and “Support- ing additional community events, such as local art exhibitions and ‘Jazz in the Park’ type of events in the City” (40%) were viewed as high priorities by approximately four in ten respondents. Social Setting Among those who provided a response, over 70 percent rated each • of the following as “Excellent” or “Good”: “Carlsbad’s recreational programs, facilities, and services” – (79%), “Carlsbad’s public education system, kindergarten through – 12th grade” (72%), and July 20, 2021 Item #9 Page 23 of 332 5 Envision Carlsbad Public Opinion Visioning Survey Report “Community events and facilities in Carlsbad” (70%). – Carlsbad residents were next asked to identify the number one • way that Carlsbad could improve the City’s social setting. Among those who provided an opinion, the top three response categories were “Increase parks and recreation facilities and activities” (18%), “Improve public school system/ revise district boundaries” (16%), and “Increase community events” (12%). For additional detail on the research findings and a complete assess- ment of the survey results, please proceed to the body of the report beginning on the next page. July 20, 2021 Item #9 Page 24 of 332 6 SURVEY RESUlTS2 QUALITY OF LIFE2.1 Early in the survey, respondents were asked to rate the quality of life in their neighborhood as well as the quality of life in the entire City of Carlsbad. Residents provided higher ratings for the quality of life in their neigh- borhood than the City as a whole. Forty-six percent of residents felt that the quality of life in their neighborhood was “Excellent” and 47 percent rated it as “Good.” Comparatively, 31 percent of residents rated the quality of life in the entire City of Carlsbad as “Excellent” and 59 percent rated it as “Good.” Overall, 93 percent of residents provided a positive rating for the quality of life in their neighborhood, five percent provided a neutral rating, and one percent provided a negative rating. Ninety percent provided a positive rating for the quality of life in Carlsbad as a whole, seven percent rated it neutrally, and one percent rated it negatively. Throughout this report, analyses of resident sub-groups will be presented in text boxes. To follow is an examination of residents’ quality of life ratings by the many demographic and behavioral sub- groups examined in the study. 45.9%46.9% 31.2% 59.2% 40% 50% 60% 70% Neighborhood City of Carlsbad 45.9%46.9% 4.8%1%1%1% 31.2% 59.2% 6.6% 1%0%2% 0% 10% 20% 30% 40% 50% 60% 70% Not sure/ Left blank Neighborhood City of Carlsbad Excellent Good Fair Poor Very poor Quality of Life Ratings–Neighborhood and CityFigure 1. July 20, 2021 Item #9 Page 25 of 332 7 Envision Carlsbad Public Opinion Visioning Survey Report Below are the highlights from the analysis of quality of life ratings by sub-groups. Quality of life ratings were positively correlated with a number • of other metrics throughout the survey, including: ratings for the shopping, dining, and services available in Carlsbad; the quality and quantity of jobs in Carlsbad; ratings for aspects of Carlsbad’s natural environment; and ratings for aspects of the City’s social setting. A regression analysis revealed the following as the top predictors • of residents’ views on the quality of life in their neighborhood: Ratings for the quality of life in the entire City of Carlsbad; - Ratings for Carlsbad’s public education system, kindergarten - through 12th grade; Household income; and - Ratings for the quality and quantity of Carlsbad’s walking and - biking trails; A regression analysis revealed the following as the top predictors of • residents’ views on the quality of life in the entire City of Carlsbad. Ratings for the quality of life in their neighborhood; - Ratings for the protection and preservation of open spaces and - natural habitats; Ratings for Carlsbad’s recreational programs, facilities, and - services; and Ratings for the shopping, dining, and services available in - Carlsbad. Residents in zip code 92010 provided lower neighborhood quality • of life ratings than those in other zip codes (“Excellent” or “Good”; 92010: 90%, 92008: 92%, 92009: 94%, 92011: 94%). Comparatively, residents in zip code 92011 provided lower • city-wide quality of life ratings than those in other zip codes driven by a higher than average “Fair” rating (“Excellent” or “Good”; 92011: 87%, 92008: 93%, 92009: 90%, 92010: 92%). Residents who have lived in Carlsbad less than 10 years provided • higher quality of life ratings than those who have lived in Carlsbad 10 years or more. Compared with older residents, those in the 18 to 24 year group were • more likely to provide neutral or negative quality of life ratings. White and Latino(a) or Hispanic residents provided higher quality • of life ratings than Asian and Pacific Islander or African American or Black residents, who were more likely to provide neutral ratings. Residents earning a household income of more than $75,000 provided • higher quality of life ratings than those earning $75,000 or less. 92008 92011 92010 92009 July 20, 2021 Item #9 Page 26 of 332 8 Planning Priorities Carlsbad residents were next presented with a number of different pri- orities being considered in planning for the City’s future. The majority of Carlsbad residents rated “Protecting natural habitats in and around Carlsbad” (65%), “Protecting undeveloped areas for hiking and exploring” (62%), and “Maintaining or improving property values within the City” (55%) as high priorities. Just shy of the majority, 48 percent of residents felt “Providing parks and recreational facilities in the City for active recreational uses” was a high priority. Each of the four items detailed above was rated as a “High” or “Medium” priority by over 84 percent of residents surveyed. Protecting undeveloped areas for hiking and exploring 42.6% 48.0% 55.2% 62.0% 64.9% 35.4% 38.5% 29.1% 25.7% 24.5% 19.7% 11% 12.0% 11% 9% Creating new walking and biking trails Providing parks and recreational facilities for active recreational uses Maintaining or improving property values 20.5% 25.9% 30.5% 37.2% 42.6% 48.0% 55.2% 62.0% 64.9% 29.6% 45.2% 41.4% 37.6% 35.4% 38.5% 29.1% 25.7% 24.5% 46.2% 22.8% 25.1% 22.1% 19.7% 11% 12.0% 11% 9% Providing a range of housing options of different type and price levels Increasing revenue for the City to maintain and improve the services and programs currently offered Preserving historic buildings and places Improving trafﬁc ﬂow in and around Carlsbad Protecting natural habitats in and around Carlsbad 0% High Medium Low Don’t know/Left blank 20% 40% 60% 80% 100% Planning PrioritiesFigure 2. ‡ ‡ The figure is sorted by the percentage “High priority.” Although some items had a higher than average percentage of “Don’t know/ Left blank” responses, filtering out those responses resulted in the same rank ordering of the items. As such, the “Don’t know/ Left blank” responses were not filtered out of the analysis for this question. July 20, 2021 Item #9 Page 27 of 332 9 Envision Carlsbad Public Opinion Visioning Survey Report To follow is an examination of the differences in “High priority” ratings by sub-groups. Residents of 92008 provided lower than average ratings for “Main-• taining or improving property values,” but higher than average ratings for “Providing a range of housing options of different types and price levels within Carlsbad.” Residents living in areas west of El Camino Real, including Old • Carlsbad (zip codes 92008 and 92010) were more likely than residents living east of El Camino Real, including La Costa (92009 and 92011) to rate “Preserving historic buildings and places within Carlsbad” as a high priority (34% vs. 28%). Residents in zip code 92011 provided lower than average ratings • for: “Protecting natural habitats in and around Carlsbad,” - “Protecting undeveloped areas for hiking and exploring,” - “Creating new walking and biking trails within Carlsbad.” - The newest residents, those who have only been in Carlsbad less • than one year, provided higher than average ratings for: “Providing parks and recreational facilities in the City for active - recreational uses,” “Creating new walking and biking trails within Carlsbad,” - “Increasing revenue for the City to maintain and improve the - services and programs that Carlsbad currently offers,” and “Providing a range of housing options of different types and - price levels within Carlsbad.” Conversely, those who have been in Carlsbad less than one year • provided lower than average ratings for: “Maintaining or improving property values,” and - “Improving traffic flow in and around Carlsbad.” - Although it was ranked as the top priority by both groups, a higher • percentage of residents who have lived in the City less than 15 years rated “Protecting natural habitats in and around Carlsbad” as a high priority (67% vs. 61%). The importance of “Improving traffic flow in and around • Carlsbad” increased with length of residence. Twenty-six percent of those who have lived in Carlsbad less than five years rated it as a “High priority” compared with 47 percent of those who have lived in the City 15 years or more. Compared with those who provided positive quality of life ratings, • those who felt the quality of life in their neighborhood was July 20, 2021 Item #9 Page 28 of 332 10 “Fair,” “Poor,” or “Very poor” were more likely to rate each of the following as a “High priority”: “Protecting natural habitats in and around Carlsbad,” - “Protecting undeveloped areas for hiking and exploring,” and - “Creating new walking and biking trails within Carlsbad.” - Residents with children were more likely than those without children in • their home to rate each of the three items above as a “High priority.” Conversely, those without children were more likely than those • with children to rate “Improving traffic flow in and around Carlsbad” and “Providing a range of housing options of different types and price levels within Carlsbad” as high priorities. Residents with a household income of $50,000 or less as well as • those 18 to 34 years of age were much more likely than those earning more than $50,000 or those 35 years and older to place a high priority on “Providing a range of housing options of different types and price levels within Carlsbad.” Compared with younger residents, those 65 years and older were • less likely to assign a “High priority” to each of the following: “Protecting natural habitats in and around Carlsbad,” - “Protecting undeveloped areas for hiking and exploring,” - “Providing parks and recreational facilities in the City for active - recreational uses,” and “Creating new walking and biking trails within Carlsbad.” - Compared with residents 18 to 34 years of age, those 35 and older • assigned a higher priority to: “Maintaining or improving property values” and - “Improving traffic flow in and around Carlsbad.” - July 20, 2021 Item #9 Page 29 of 332 11 Envision Carlsbad Public Opinion Visioning Survey Report Number One Way to Improve the Quality of Life Carlsbad residents were next asked in an open-ended format1 to identify the number one thing that the City should be focused on to improve the quality of life for its residents. Overall, 55 percent of respondents wrote in a response to this question. The percentages presented below are among the 55 percent, or 3,976 residents who provided a response. After coding the verbatim responses into groups, the top three response categories were “Stop/ limit development” (12%), “Increase parks and recreation facilities and activities” (10%), and “Public safety/ enforce- ment/ reduce crime” (10%). Responses in the parks and recreation facilities and activities category were varied and included topics such as: increase number of parks, increase recreational facilities and programs, build the pool complex, better and safer bike paths, finish rail trail, more hiking/ mountain bike trails, interconnect open space and their trails, increase teen/ youth activities, and more dog parks/ trails. 1 Open-ended questions are those where respondents are free to write in any response without being constrained to choose from a list. Prior to analysis, the verbatim responses were coded into categories based on the similarity of responses. 6.9% 7.2% 9.7% 10.1% 12.4% b h Expand and improve shopping and dining opportunities Preserve open space Public safety/ enforcement/ reduce crime Increase parks and recreation facilities and activities Stop/ limit development 3.0% 3.6% 5.7% 6.2% 6.9% 6.9% 7.2% 9.7% 10.1% 12.4% Beautify the City Reduce trafﬁc/ improve ﬂow Green the City Improve public school system/ revise boundaries/ build new high school Preserve beach/ improve amenities Expand and improve shopping and dining opportunities Preserve open space Public safety/ enforcement/ reduce crime Increase parks and recreation facilities and activities Stop/ limit development 1 5% 1.5% 1.9% 2.4% 2.9% 3.0% 3.6% 5.7% 6.2% 6.9% 6.9% 7.2% 9.7% 10.1% 12.4% Rentcontrol and more affordablehousing Keep city ﬁnancially strong Preserve small town feel/ maintain Barrio heritage Build the desalination plant Stop power plant expansion/ don't build desalination plant Beautify the City Reduce trafﬁc/ improve ﬂow Green the City Improve public school system/ revise boundaries/ build new high school Preserve beach/ improve amenities Expand and improve shopping and dining opportunities Preserve open space Public safety/ enforcement/ reduce crime Increase parks and recreation facilities and activities Stop/ limit development 0.8% 0.8% 1.3% 1.3% 1.5% 1.5% 1.9% 2.4% 2.9% 3.0% 3.6% 5.7% 6.2% 6.9% 6.9% 7.2% 9.7% 10.1% 12.4% Stop airport expansion/ decrease noise Concentrate on senior issues Lower taxes/ less regulation Increase walkability of the City Rent control and more affordable housing Keep city ﬁnancially strong Preserve small town feel/ maintain Barrio heritage Build the desalination plant Stop power plant expansion/ don't build desalination plant Beautify the City Reduce trafﬁc/ improve ﬂow Green the City Improve public school system/ revise boundaries/ build new high school Preserve beach/ improve amenities Expand and improve shopping and dining opportunities Preserve open space Public safety/ enforcement/ reduce crime Increase parks and recreation facilities and activities Stop/ limit development 14.1% 0.8% 0.8% 1.3% 1.3% 1.5% 1.5% 1.9% 2.4% 2.9% 3.0% 3.6% 5.7% 6.2% 6.9% 6.9% 7.2% 9.7% 10.1% 12.4% 0%5%10%15%20% Other Stop airport expansion/ decrease noise Concentrate on senior issues Lower taxes/ less regulation Increase walkability of the City Rent control and more affordable housing Keep city ﬁnancially strong Preserve small town feel/ maintain Barrio heritage Build the desalination plant Stop power plant expansion/ don't build desalination plant Beautify the City Reduce trafﬁc/ improve ﬂow Green the City Improve public school system/ revise boundaries/ build new high school Preserve beach/ improve amenities Expand and improve shopping and dining opportunities Preserve open space Public safety/ enforcement/ reduce crime Increase parks and recreation facilities and activities Stop/ limit development 14.1% 0.8% 0.8% 1.3% 1.3% 1.5% 1.5% 1.9% 2.4% 2.9% 3.0% 3.6% 5.7% 6.2% 6.9% 6.9% 7.2% 9.7% 10.1% 12.4% Other Stop airport expansion/ decrease noise Concentrate on senior issues Lower taxes/ less regulation Increase walkability of the City Rent control and more affordable housing Keep city ﬁnancially strong Preserve small town feel/ maintain Barrio heritage Build the desalination plant Stop power plant expansion/ don't build desalination plant Beautify the City Reduce trafﬁc/ improve ﬂow Green the City Improve public school system/ revise boundaries/ build new high school Preserve beach/ improve amenities Expand and improve shopping and dining opportunities Preserve open space Public safety/ enforcement/ reduce crime Increase parks and recreation facilities and activities Stop/ limit development 0%5%10% 15% 20% Number One Way to Improve the Quality of LifeFigure 3. ‡ ‡ For a more detailed breakdown of responses, please refer to the Topline Results in Appendix A. July 20, 2021 Item #9 Page 30 of 332 12 Residents who rated the quality of life in their neighborhood or • city-wide as either “Fair,” “Poor,” or “Very poor” were much more likely to write in a response to this question than those who rated the quality of life as “Excellent” or “Good.” Respondents who have lived in Carlsbad 10 years or more (and who • wrote in a response to this question) were much more likely than those who have lived in the City less than 10 years to feel the City should stop or limit development to improve the quality of life (17% vs. 8%). Forty-six percent of residents who rated the quality of life in • Carlsbad as poor (and wrote in a response to this question) felt that the City should stop or limit development. Residents 35 to 54 years of age were the most likely to cite increas-• ing parks and recreation facilities and activities as the number one way to increase quality of life (13%), followed by those 18 to 34 years of age (10%), and then those 55 years and older (7%). Among those who wrote in a response, respondents with children • were more likely to cite increasing parks and recreation facilities and activities than those without children (14% vs. 8%). Carlsbad’s Natural Environment2.2 The second section of the survey focused on Carlsbad’s natural envi- ronment, which includes the City’s air and water quality, protection and preservation of natural habitats, and the quality and quantity of walking and biking trails within Carlsbad. Eighty-six percent of residents rated “Air quality” in Carlsbad as “Excellent” or “Good,” 68 percent rated the “Protection and preserva- tion of open spaces and natural habitats” favorably, 67 percent rated the “Water quality” positively, and 61 percent provided a favorable rating for the “Quality and quantity of Carlsbad’s walking and biking trails.” 16.0% 31.4% 52.3% 54.1% 18.8% 10.3% 5% 5% Protection & preservation of open spaces and natural habitats Air quality 13.0% 15.8% 16.0% 31.4% 48.3% 51.4% 52.3% 54.1% 23.1% 21.3% 18.8% 10.3% 5% 6% 5% 8.7% 5% 5% Quality and quantity of walking and biking trails Water quality Protection & preservation of open spaces and natural habitats Air quality 13.0% 15.8% 16.0% 31.4% 48.3% 51.4% 52.3% 54.1% 23.1% 21.3% 18.8% 10.3% 5% 6% 5% 8.7% 5% 5% 0%20%40%60%80%100% Quality and quantity of walking and biking trails Water quality Protection & preservation of open spaces and natural habitats Air quality Excellent Good Fair Poor Very poor Don’t know/ Left blank 13.0% 15.8% 16.0% 31.4% 48.3% 51.4% 52.3% 54.1% 23.1% 21.3% 18.8% 10.3% 5% 6% 5% 8.7% 5% 5% 0%20%40%60%80%100% Quality and quantity of walking and biking trails Water quality Protection & preservation of open spaces and natural habitats Air quality Excellent Good Fair Poor Very poor Don’t know/ Left blank 13.0% 15.8% 16.0% 31.4% 48.3% 51.4% 52.3% 54.1% 23.1% 21.3% 18.8% 10.3% 5% 6% 5% 8.7% 5% 5% Quality and quantity of walking and biking trails Water quality Protection & preservation of open spaces and natural habitats Air quality 0% 20% 40% 60% 80% 100% Excellent Good Fair Poor Very Poor Don’t know/ Left blank Ratings for Aspects of Carlsbad’s Natural EnvironmentFigure 4. ‡ ‡ Although some items had a higher than average percentage of “Don’t know/ Left blank” responses, filtering out those responses resulted in the same rank ordering of the items. As such, the “Don’t know/ Left blank” responses were not filtered out of the analysis for this question. July 20, 2021 Item #9 Page 31 of 332 13 Envision Carlsbad Public Opinion Visioning Survey Report To follow is an examination of the differences in ratings for the various aspects of Carlsbad’s natural environment by sub-groups. Residents in the inland zip codes, 92009 and 92010, provided lower • positive ratings for the City’s air quality than residents in the coastal zip codes, 92008 and 92011. Compared with residents in other zip codes, those in 92008 • provided lower ratings for the quality and quantity of Carlsbad’s walking and biking trails. Respondents who have lived in Carlsbad less than five years • provided higher than average positive ratings for the City’s “Pro- tection and preservation of open spaces and natural habitats” but lower than average ratings for the City’s “Water quality.” Residents who have lived in the City 10 years or more provided lower • positive ratings for the “Quality and quantity of Carlsbad’s walking and biking trails” as compared to those who have lived in the City for less than 10 years. Homeowners and male respondents rated the City’s air and water • quality more favorably than renters and female respondents. Among the age groups, residents in the 18 to 24 year group • provided the lowest positive ratings for each aspect of Carls- bad’s natural environment, whereas residents 65 years and older provided the highest. Number One Way to Improve the Natural Environment Carlsbad residents were next asked in an open-ended format2 to identify the number one thing that the City of Carlsbad could do to improve the City’s natural environment. Overall, 39 percent of respondents wrote in a response to this question. The percentages presented below are among the 39 percent, or 2,821 residents who provided a response. After coding the verbatim responses, the top response categories were “Preserve open space” (23%) and “Stop/ limit development” (20%). Responses in the preserve open space category included both general and specific ideas. Some of the specifics included: preserve Calavera area including the creek, preserve the Buena Vista Creek area, preserve the Flower and Strawberry Fields, and preserve/ restore lagoons and their surroundings. 2 Open-ended questions are those where respondents are free to write in any response without being constrained to choose from a list. Prior to analysis, the verbatim responses were coded into categories based on the similarity of responses. July 20, 2021 Item #9 Page 32 of 332 14 Natural Environment: Agreement with Statements When asked to report their level of agreement with a variety of state- ments related to Carlsbad’s natural environment, respondents reported the highest level of agreement with the statement “The City should be more actively involved in developing new renewable energy options, such as solar roofs or wind turbines” (75%), followed by “Beaches, lagoons and other waterways should be better protected with new reg- ulations or stronger enforcement of current regulations” (64%). 7.4% 7.9% 12.9% 19.6% 23.1% Green the City Preserve beach/ improve amenities Increase parks and recreation facilities and activities Stop/ limit development Preserve open space 3.9% 5.5% 7.4% 7.9% 12.9% 19.6% 23.1% Stop power plant expansion/ don't build desalination plant Beautify the City Green the City Preserve beach/ improve amenities Increase parks and recreation facilities and activities Stop/ limit development Preserve open space 2.0% 3.3% 3.9% 5.5% 7.4% 7.9% 12.9% 19.6% 23.1% Build the desalination plant Public safety/ enforcement/ reduce crime Stop power plant expansion/ don't build desalination plant Beautify the City Green the City Preserve beach/ improve amenities Increase parks and recreation facilities and activities Stop/ limit development Preserve open space 0 6% 0.7% 1.1% 2.0% 3.3% 3.9% 5.5% 7.4% 7.9% 12.9% 19.6% 23.1% Stop airport expansion/ decrease noise Reduce trafﬁc/ improve ﬂow Increase walkability of the City Build the desalination plant Public safety/ enforcement/ reduce crime Stop power plant expansion/ don't build desalination plant Beautify the City Green the City Preserve beach/ improve amenities Increase parks and recreation facilities and activities Stop/ limit development Preserve open space 11.6% 0.5% 0.6% 0.7% 1.1% 2.0% 3.3% 3.9% 5.5% 7.4% 7.9% 12.9% 19.6% 23.1% Other Expand and improve shopping and dining opportunities Stop airport expansion/ decrease noise Reduce trafﬁc/ improve ﬂow Increase walkability of the City Build the desalination plant Public safety/ enforcement/ reduce crime Stop power plant expansion/ don't build desalination plant Beautify the City Green the City Preserve beach/ improve amenities Increase parks and recreation facilities and activities Stop/ limit development Preserve open space 11.6% 0.5% 0.6% 0.7% 1.1% 2.0% 3.3% 3.9% 5.5% 7.4% 7.9% 12.9% 19.6% 23.1% Other Expand and improve shopping and dining opportunities Stop airport expansion/ decrease noise Reduce trafﬁc/ improve ﬂow Increase walkability of the City Build the desalination plant Public safety/ enforcement/ reduce crime Stop power plant expansion/ don't build desalination plant Beautify the City Green the City Preserve beach/ improve amenities Increase parks and recreation facilities and activities Stop/ limit development Preserve open space 30%20%10%0% Number One Way to Improve the Natural EnvironmentFigure 5. ‡ ‡ For a more detailed breakdown of responses, please refer to the Topline Results in Appendix A. July 20, 2021 Item #9 Page 33 of 332 15 Envision Carlsbad Public Opinion Visioning Survey Report With the exception of “Carlsbad should increase the fees associated with parks and recreation programs to fund the protection and maintenance of Carlsbad’s open space,” the majority of respondents agreed with each statement. To follow is an examination of the differences in the level of agreement with each statement by the many sub-groups examined in the study. Residents in the coastal zip codes, 92008 and 92011 provided • higher agreement than those in zip codes 92009 and 92010 with the statement: “Beaches, lagoons and other waterways in Carlsbad should be better protected with new regulations or stronger enforcement of current regulations.” Residents in zip code 92008 provided higher than average • agreement with each of the following statements: “The City should be more actively involved in developing new - renewable energy options within the City, such as solar roofs or wind turbines” and “The City of Carlsbad should be doing everything it can to fight - global warming.” 27.6% 29.4% 37.3% 29.4% 34.2% 37.6% 16.2% 15.7% 11% 10% 10% 7% 11%The City should be doing everything it can to ﬁght Beaches, lagoons and other waterways should be better protected with new regulations or stronger enforcement of current regulations The City should be more actively involved in developing new renewable energy options, such as solar roofs or 9% 20.0% 27.6% 29.4% 37.3% 24.6% 35.8% 29.4% 34.2% 37.6% 19.2% 15.4% 16.2% 15.7% 11% 28.2% 17.1% 10% 10% 7% 13.2% 7% 11% Carlsbad should increase fees associated with parks and recreation programs to fund the protection and maintenance of open space Carlsbad should limit residents’ access to some open space to protect and preserve the natural plants and animals that live in the City global warming wind turbines Strongly agree Agree Neither Disagree Strongly disagree Don’t know/ Left blank 0% 20% 40% 60% 80% 100% Natural Environment: Agreement with StatementsFigure 6. ‡ ‡ Although some items had a higher than average percentage of “Don’t know/ Left blank” responses, filtering out those responses resulted in the same rank ordering of the items. As such, the “Don’t know/ Left blank” responses were not filtered out of the analysis for this question. July 20, 2021 Item #9 Page 34 of 332 16 Comparatively, residents of zip code 92008 provided lower than • average agreement with the statement “Carlsbad should increase the fees associated with parks and recreation programs to fund the protection and maintenance of Carlsbad’s open space.” Carlsbad’s newest residents, those who have only been in Carlsbad • less than one year, reported higher than average agreement with each of the following: “The City should be more actively involved in developing new - renewable energy options within the City, such as solar roofs or wind turbines” and “Carlsbad should limit residents’ access to some open space to - protect and preserve the natural plants and animals that live in the City.” However, the less than one year group were the least likely to • agree that “Carlsbad should increase the fees associated with parks and recreation programs to fund the protection and mainte- nance of Carlsbad’s open space.” With the exception of increasing fees associated with parks and • recreation programs, renters reported a higher level of agreement with each statement than owners. Women reported a higher level of agreement across the state-• ments than men. Compared to those with children, a higher percentage of residents • without children agreed that: “Carlsbad should limit residents’ access to some open space to - protect and preserve the natural plants and animals that live in the City” and “Carlsbad should increase the fees associated with parks and - recreation programs to fund the protection and maintenance of Carlsbad’s open space.” Latino(a) or Hispanic residents as well as Asian or Pacific Islander • respondents provided higher levels of agreements with each statement as compared to White respondents. Compared with older residents, those 18 to 24 were more likely to • agree that: “The City should be more actively involved in developing new - renewable energy options within the City, such as solar roofs or wind turbines,” “The City of Carlsbad should be doing everything it can to fight - global warming,” and “Carlsbad should limit residents’ access to some open space to - protect and preserve the natural plants and animals that live in the City.” July 20, 2021 Item #9 Page 35 of 332 17 Envision Carlsbad Public Opinion Visioning Survey Report Local Economy2.3 The next section of the survey focused on Carlsbad’s local economy, which includes the shopping, dining, and services available in the City as well as the quantity and quality of jobs found in Carlsbad. Shopping, Dining, and Services Twenty percent of residents rated the shopping, dining, and services available in Carlsbad as “Excellent” and the majority (51%) rated them as “Good.” Overall, 71 percent of residents provided a positive rating for Carlsbad’s available shopping, dining, and services, 22 percent provided a neutral rating, and five percent provided a negative rating. 22.3% 50.8% 19.8% Fair Good Excellent Positive = 70.6% 2.4% 1.2% 3.4% 22.3% 50.8% 19.8% Not sure/ Left blank Very poor Poor Fair Good Excellent Positive = 70.6% 0%20%40%60%80% Ratings for the Shopping, Dining, and Services Available Figure 7. in Carlsbad July 20, 2021 Item #9 Page 36 of 332 18 To follow is an examination of ratings for the shopping, dining, and services available in Carlsbad by sub-groups. Ratings for the shopping, dining, and services available in Carlsbad • were positively correlated with a number of other variables throughout the survey, including: neighborhood and city-wide quality of life ratings; the quality and quantity of jobs in Carlsbad; ratings for aspects of Carlsbad’s natural environment; and ratings for aspects of the City’s social setting. A regression analysis revealed the following as the top predic-• tors of residents’ perceptions regarding the shopping, dining, and services available in Carlsbad: Ratings for community events and facilities in Carlsbad; - Ratings for the quality and quantity of jobs available in - Carlsbad; Rating for the quality of life in the entire City of Carlsbad; and - Identifying with Smith that Carlsbad should increase the - number of stores, restaurants, and other businesses within the City. Residents in zip code 92008 were the most likely to rate the • shopping, dining, and services available as “Excellent,” whereas those in 92011 were the most likely to rate them as “Fair” (“Excellent” or “Good”; 92008: 73%, 92009: 71%, 92010: 71%, 92011: 67%). Residents who have lived in Carlsbad less than 10 years provided • lower ratings than those who have lived in Carlsbad 10 years or more (68% vs. 74%). As one might expect, residents who reported locations outside • of Carlsbad as their favorite places to shop or dine rated Carlsbad less favorable than those who cited places within Carlsbad (42% positive rating vs. 71%). Residents who cited The Forum at Carlsbad as their favorite place • to shop or dine were less positive (72% “Excellent” or “Good”) than those who cited Plaza Camino Real (80%), The Village (79%), or Carlsbad Premium Outlets (76%). Seventy-six percent of respondents who felt Carlsbad should • limit the number of stores, restaurants, and businesses rated the shopping, dining, and services available in Carlsbad favorably compared with 64 percent who felt Carlsbad should increase the number of stores, restaurants, and businesses. Compared with owners, a higher percentage of renters rated the • shopping, dining, and services available as “Excellent” or “Good.” July 20, 2021 Item #9 Page 37 of 332 19 Envision Carlsbad Public Opinion Visioning Survey Report Residents in the 18 to 24 year group as well as those 65 years and • older provided the most favorable ratings, whereas those 35 to 44 years of age provided the lowest. Residents without children were more likely to rate the shopping, • dining, and services available favorably as compared to those with children (73% vs. 67%). Compared with respondents in other ethnic groups, Asian and • Pacific Islander respondents were the least likely to rate the shopping, dining, and other services available in Carlsbad as “Excellent” or “Good.” Residents on the two ends of the household income spectrum, • those earning less than $25,000 and those earning more then $175,000, provided lower ratings than those making between $25,000 and $175,000. Favorite Places to Shop and Dine When asked about their favorite places to shop and dine in Carlsbad, 51 percent of respondents cited The Forum at Carlsbad, 49 percent indicated The Village in Downtown Carlsbad, and 46 percent cited the Carlsbad Premium Outlet Mall. 20 1% 45.5% 49.3% 51.1% Plaza Camino Real (Westﬁeld) Carlsbad Premium Outlet Malls The Village, Downtown Carlsbad The Forum at Carlsbad 1.4% 3.2% 20.1% 45.5% 49.3% 51.1% Various restaurants in Carlsbad Outside Carlsbad Plaza Camino Real (Westﬁeld) Carlsbad Premium Outlet Malls The Village, Downtown Carlsbad The Forum at Carlsbad 1.0% 1.3% 1.4% 3.2% 20.1% 45.5% 49.3% 51.1% Various stores in Carlsbad Costco Various restaurants in Carlsbad Outside Carlsbad Plaza Camino Real (Westﬁeld) Carlsbad Premium Outlet Malls The Village, Downtown Carlsbad The Forum at Carlsbad 3.3% 0.7% 1.0% 1.3% 1.4% 3.2% 20.1% 45.5% 49.3% 51.1% Other Bressi Ranch Various stores in Carlsbad Costco Various restaurants in Carlsbad Outside Carlsbad Plaza Camino Real (Westﬁeld) Carlsbad Premium Outlet Malls The Village, Downtown Carlsbad The Forum at Carlsbad 6.1% 3.3% 0.7% 1.0% 1.3% 1.4% 3.2% 20.1% 45.5% 49.3% 51.1% 0%20%40%60%80% Don't know/ Left blank Other Bressi Ranch Various stores in Carlsbad Costco Various restaurants in Carlsbad Outside Carlsbad Plaza Camino Real (Westﬁeld) Carlsbad Premium Outlet Malls The Village, Downtown Carlsbad The Forum at Carlsbad 6.1% 3.3% 0.7% 1.0% 1.3% 1.4% 3.2% 20.1% 45.5% 49.3% 51.1% Don't know/ Left blank Other Bressi Ranch Various stores in Carlsbad Costco Various restaurants in Carlsbad Outside Carlsbad Plaza Camino Real (Westﬁeld) Carlsbad Premium Outlet Mall The Village, Downtown Carlsbad The Forum at Carlsbad 0%20% 40% 60% 80% Favorite Places to Shop and Dine in CarlsbadFigure 8. ‡ ‡ For this question, respondents were free to mention multiple responses; therefore, the percentages in the figure total more than 100 percent. July 20, 2021 Item #9 Page 38 of 332 20 3.9% 11.0% 40.9% 39.4% 4.8% Very poor 0%20%40%60%80% Poor Fair Good Excellent Positive = 44.2% Ratings for the Quality and Quantity of Jobs Available in Figure 9. Carlsbad The majority of residents with a household income greater than • $75,000 cited The Forum at Carlsbad as their favorite place to shop or dine, with 63 percent of those making $175,000 or more citing The Forum. The majority of residents earning $100,000 or less cited The Village as their favorite place to shop or dine in Carlsbad. As one would expect, The Forum was the most popular among • residents of zip codes 92009 and 92011, whereas The Village was the most popular among those in 92008 and 92010. Respondents with children were much more likely to cite the • Carlsbad Premium Outlet Mall or The Forum as their favorite place to shop or dine, whereas those without children were much more likely to cite The Village. Quality and Quantity of Jobs Respondents were next asked to rate the quality and quantity of jobs available in Carlsbad. Overall, 31 percent of respondents were not sure or left this question blank, which was higher than any other question in the survey. The figure below shows the percentage breakdown after filtering out the not sure responses (see Appendix A for the original breakdown). Among those who provided an opinion, 44 percent of respondents rated the quality and quantity of jobs available in Carlsbad as either “Excellent” (5%) or “Good” (39%). Most respondents rated the quality and quantity of jobs as “Fair” (41%) and 15 percent rated it as “Poor” (11%) or “Very poor” (4%). July 20, 2021 Item #9 Page 39 of 332 21 Envision Carlsbad Public Opinion Visioning Survey Report Demographically, respondents in the following sub-groups were • more likely than their counterparts to indicate they were “Not sure” or declined to comment on the quality and quantity of jobs available in Carlsbad. Residents in zip codes 92009 and 92011; - Homeowners; - Female respondents; - Residents 55 and older; - Those without children. - Below is an assessment of views on the quality and quantity of jobs available by resident sub-groups. Please note that all percentages reported are among those who provided an opinion. Ratings for the quality and quantity of jobs in Carlsbad were pos-• itively correlated with a number of other variables throughout the survey, including: neighborhood and city-wide quality of life ratings; shopping, dining, and services available in Carlsbad; ratings for aspects of Carlsbad’s natural environment, and ratings for aspects of the City’s social setting. A regression analysis revealed the following as the top predictors • of residents’ views on the quality and quantity of jobs available in Carlsbad. Ratings for the shopping, dining, and services available in - Carlsbad; Ratings for the lifelong learning opportunities and services in - Carlsbad; and Household income. - Residents who have lived in Carlsbad 15 years or more were the • most likely to provide a positive rating (49%), whereas those who have been in Carlsbad less than one year were the most likely to report a negative rating (22%). There were no statistically significant differences in ratings for the • quality and quantity of jobs available in Carlsbad by zip code. A higher percentage of owners reported a positive rating (46% vs. • 39%), whereas a higher percentage of renters reported a negative rating (20% vs. 13%). Compared with other ethnicities, Latino(a) or Hispanic respon-• dents were the most likely to rate the quality and quantity of jobs available as “Fair” (51%). The majority of respondents with a household income more than • $100,000 a year rated the quality and quantity of jobs available as “Excellent” or “Good.” Comparatively, 24 percent of those with a household income below $25,000 provided a positive rating, with 38 percent of this group reporting a negative rating. July 20, 2021 Item #9 Page 40 of 332 22 Number One Way to Improve the City’s Economy Respondents were next asked in an open-ended format3 to identify the number one way that Carlsbad could improve the City’s economy. Overall, 36 percent of respondents wrote in a response to this question. The percentages below are among the 36 percent, or 2,615 residents who provided a response. After coding the verbatim responses, expanding and improving shopping and dining opportunities was by far the most popular response at 32 percent. Attracting bio/ high technology and other companies and increasing jobs was second at 13 percent and decreasing taxes, fees, and restrictions on businesses was third at seven percent. Responses related to expanding and improving shopping and dining opportunities were varied and included: improve Westfield Mall, more independent restaurants and stores, reinvigorate the Village, increase shopping options, need a Walmart/ more big-box stores, better restau- rants, more cafes and outdoor lounges, and more grocery stores. 3 Open-ended questions are those where respondents are free to write in any response without being constrained to choose from a list. Prior to analysis, the verbatim responses were coded into categories based on the similarity of responses. 2 2% 4.9% 5.0% 7.3% 12.9% 32.0% Raise property, business, hotel, development, d i Green the City Promote tourism (including airport and train options) Decrease taxes, fees, and restrictions on businesses Attract bio/ high tech and other companies/ more jobs Expand and improve shopping and dining opportunities 1 8% 1.8% 2.1% 2.2% 4.9% 5.0% 7.3% 12.9% 32.0% Keep locals local with easier transportation Trafﬁc and parking solutions Lower the City's operating costs Raise property, business, hotel, development, and sin taxes Green the City Promote tourism (including airport and train options) Decrease taxes, fees, and restrictions on businesses Attract bio/ high tech and other companies/ more jobs Expand and improve shopping and dining opportunities 1.4% 1.7% 1.8% 1.8% 2.1% 2.2% 4.9% 5.0% 7.3% 12.9% 32.0% Preserve beach and lagoon/ expand boardwalk Increase walkability of the City Keep locals local with easier transportation options Trafﬁc and parking solutions Lower the City's operating costs Raise property, business, hotel, development, and sin taxes Green the City Promote tourism (including airport and train options) Decrease taxes, fees, and restrictions on businesses Attract bio/ high tech and other companies/ more jobs Expand and improve shopping and dining opportunities 1.1% 1.3% 1.3% 1.4% 1.7% 1.8% 1.8% 2.1% 2.2% 4.9% 5.0% 7.3% 12.9% 32.0% Build the desalination plant Keep small town feel More community events Preserve beach and lagoon/ expand boardwalk Increase walkability of the City Keep locals local with easier transportation options Trafﬁc and parking solutions Lower the City's operating costs Raise property, business, hotel, development, and sin taxes Green the City Promote tourism (including airport and train options) Decrease taxes, fees, and restrictions on businesses Attract bio/ high tech and other companies/ more jobs Expand and improve shopping and dining opportunities 21.7% 0.6% 0.9% 1.1% 1.3% 1.3% 1.4% 1.7% 1.8% 1.8% 2.1% 2.2% 4.9% 5.0% 7.3% 12.9% 32.0% Other Preserve open space/ stop development Improve the public education system Build the desalination plant Keep small town feel More community events Preserve beach and lagoon/ expand boardwalk Increase walkability of the City Keep locals local with easier transportation options Trafﬁc and parking solutions Lower the City's operating costs Raise property, business, hotel, development, and sin taxes Green the City Promote tourism (including airport and train options) Decrease taxes, fees, and restrictions on businesses Attract bio/ high tech and other companies/ more jobs Expand and improve shopping and dining opportunities 21.7% 0.6% 0.9% 1.1% 1.3% 1.3% 1.4% 1.7% 1.8% 1.8% 2.1% 2.2% 4.9% 5.0% 7.3% 12.9% 32.0% Other Preserve open space/ stop development Improve the public education system Build the desalination plant Keep small town feel More community events Preserve beach and lagoon/ expand boardwalk Increase walkability of the City Keep locals local with easier transportation options Trafﬁc and parking solutions Lower the City's operating costs Raise property, business, hotel, development, and sin taxes Green the City Promote tourism (including airport and train options) Decrease taxes, fees, and restrictions on businesses Attract bio/ high tech and other companies/ more jobs Expand and improve shopping and dining opportunities 0% 10% 20% 30% 40% Number One Way to Improve the City’s EconomyFigure 10. ‡ ‡ For a more detailed breakdown of responses, please refer to the Topline Results in Appendix A. July 20, 2021 Item #9 Page 41 of 332 23 Envision Carlsbad Public Opinion Visioning Survey Report Preferences for Stores and Businesses In Carlsbad The next question of the survey presented respondents with a list of various types of stores or businesses that could be, or are currently located in Carlsbad. Respondents were then asked to indicate whether they would like to see more or less of each type of business or whether they thought there was currently an adequate amount. Forty percent of residents would like to see more “Small independent or specialty retail stores and services” in Carlsbad. Approximately one in five residents would like to see more “Home furnishings stores, such as Crate and Barrel or Pottery Barn” (22%) and “Tourist attractions and services” (21%). Twenty-nine percent of residents would like to see less “Large retail stores, such as Target or Lowes Home Improvement,” 22 percent wanted to see fewer “Medium-sized retail stores, such as Staples or Cost Plus,” and 21 percent would like to see fewer “Electronics stores, such as Radio Shack or Best Buy.” 15.5% 16.1% 16.7% 21.4% 22.1% 39.8% 52.1% 60.9% 68.8% 59.2% 56.6% 50.6% 28.5% 18.2% 9% 14.3% 15.2% Large retail stores, such as Target or Lowes Home Hotels and resorts that are focused on serving tourists Medical ofﬁces, including doctor and dentist ofﬁces Tourist attractions and services Home furnishings stores, such as Crate and Barrel or Small independent or specialty retail stores and 10% 11% 14.3% 14.7% 15.5% 16.1% 16.7% 21.4% 22.1% 39.8% 64.5% 63.6% 69.3% 69.9% 52.1% 60.9% 68.8% 59.2% 56.6% 50.6% 21.6% 20.9% 13.1% 11% 28.5% 18.2% 9% 14.3% 15.2% Medium-sized retail stores, such as Staples or Cost Plus Electronics stores, such as Radio Shack or Best Buy Grocery and pharmacy stores, such as Albertsons or Walgreens Neighborhood businesses, such as dry cleaners, hair salons or convenience stores Improvement and business travelers Pottery Barn services 0% 20% 40% 60% 80% 100% More Adequate Less Don’t know/ Left blank Preferences for Stores and Businesses in CarlsbadFigure 11. July 20, 2021 Item #9 Page 42 of 332 24 Opinion Closest to Own: View on Number of Stores, Restaurants, and Businesses in Carlsbad Residents were presented with the opinions of two neighbors who live in Carlsbad and who disagree about the value of increasing the number of businesses and stores in Carlsbad and the role they play in funding public services and facilities in the City of Carlsbad. Below are the opinions of the two neighbors: Smith believes that Carlsbad should be willing to increase the • number of stores, restaurants and other businesses within the City because they will provide more services, shopping, and dining opportunities for residents and generate more money for the City to fund city services such as fire protection, police, parks, and library services. Davis believes that Carlsbad should limit the number of stores, • restaurants and other businesses within the City to help stop increasing traffic, congestion, and pollution in Carlsbad, which are more costly to Carlsbad residents than the tax revenue that is gen- erated by the businesses. After reading each neighbor’s opinion, residents were asked to select the opinion closest to their own. Forty-six percent agreed with Davis that Carlsbad should limit the number of stores, restaurants, and other businesses within the City and 40 percent agreed with Smith that Carlsbad should be willing to increase the number of stores, restau- rants, and other businesses. Additionally, 14 percent of residents were not sure which opinion was closer to their own. Davis - limit stores, restaurants, and businesses 46.0% Davis - limit stores, restaurants, and businesses 46.0% Not sure/ Left blankSmith - increase stores, restaurants, and businesses 40.4% Davis - limit stores, restaurants, and businesses 46.0% Not sure/ Left blank 13.6%Smith - increase stores, restaurants, and businesses 40.4% Davis - limit stores, restaurants, and businesses 46.0% Not sure/ Left blank 13.6% Smith - increase stores, restaurants, and businesses40.4% Davis - limit stores, restaurants, and businesses46.0% Not sure/ Left blank13.6% Opinion Closest to Own – Number of Stores, Restaurants, Figure 12. and Businesses July 20, 2021 Item #9 Page 43 of 332 25 Envision Carlsbad Public Opinion Visioning Survey Report To follow is an examination of the differences in opinions regarding the number of stores, restaurants, and other businesses in Carlsbad by sub-groups. Residents in zip code 92009 were the most likely to believe that • Carlsbad should increase the number of stores, restaurants, and other businesses within the City, whereas residents in each of the other zip codes were more likely to feel they should be limited. Respondents who have lived in Carlsbad less than 10 years were • more likely to agree with Smith that Carlsbad should increase the number of stores, restaurants, and businesses, whereas those who have lived in the City at least 10 years were more likely to agree with Davis that they should be limited. Compared with women, men were more likely to indicate that • Carlsbad should increase the number of stores, restaurants, and businesses. The majority (51%) of residents with a household income greater • than $175,000 a year felt the City should increase the number of stores, restaurants, and other businesses within the City. Program and Facility Priorities2.4 The next section of the survey presented respondents with 11 programs or facilities being considered for improvement or development within Carlsbad and asked them to assign a prioritization to each. Among those who provided a response, “Promoting more oppor- tunities for volunteers to give back to the community” (42% “High priority”), “Increasing the number of walking and biking paths that connect to local parks and open space” (41%), and “Supporting addi- tional community events, such as local art exhibitions and ‘Jazz in the Park’ type of events in the City” (40%) were viewed as high priorities by approximately four in ten respondents. July 20, 2021 Item #9 Page 44 of 332 26 To follow is an examination of the differences in “High priority” ratings by sub-groups. Compared to those who have lived in the City longer, the newest • residents - those who have only been in Carlsbad less than one year – were more likely to rate each of the following as a “High priority”: “Supporting additional community events, such as local art - exhibitions and ‘Jazz in the Park’ type of events in the City,” “Collaborating more with local and regional non-profit organi- - zations that serve the community,” “Working with higher educational institutions, to develop new - colleges, universities, and educational institutes in Carlsbad,” “Providing food and shelter for homeless families both in the - City and the region,” “Improving and expanding the City’s current community - centers,” 26.0% 32.2% 36.2% 40.4% 40.8% 42.1% 42.3% 33.9% 47.5% 41.8% 37.6% 46.5% 31.7% 33.9% 16.4% 17.8% 21.7% 11.4% Developing more housing choices to give seniors options for living in Carlsbad as they get older Working with higher education to develop new colleges, universities, and educational institutes Collaborating more with local and regional non-proﬁt organizations that serve the community Supporting additional community events, such as art exhibitions and “Jazz in the Park” type events Increasing the number of walking and biking paths that connect to local parks and open space Promoting more opportunities for volunteers to give back to the community 19.8% 21.0% 21.3% 21.8% 23.1% 26.0% 32.2% 36.2% 40.4% 40.8% 42.1% 47.0% 37.3% 47.0% 35.7% 36.4% 42.3% 33.9% 47.5% 41.8% 37.6% 46.5% 33.1% 41.7% 31.7% 42.6% 40.5% 31.7% 33.9% 16.4% 17.8% 21.7% 11.4% Providing additional support services for physically andmentally challenged residents 0% 20% 40% 60% 80% 100% Developing more public art within the City Improving and expanding the City’s current community centers Providing food and shelter for homeless families both in the City and the region Developing public plazas and gathering places in or near your neighborhood Developing more housing choices to give seniorsoptions for living in Carlsbad as they get older Working with higher education to develop newcolleges, universities, and educational institutes Collaborating more with local and regional non-proﬁt organizations that serve the community Supporting additional community events, such as art exhibitions and “Jazz in the Park” type events Increasing the number of walking and biking paths that connect to local parks and open space Promoting more opportunities for volunteers to give back to the community High Medium Low Program and Facility PrioritiesFigure 13. ‡ ‡ The figure is sorted by the percentage “High priority.” Due to the higher than average percentage of “Don’t know/ Left blank” responses for many items, those responses have been filtered out of the analysis for this series. The high percentage of “Don’t know/ No answer” is likely due to residents’ lack of direct experi- ence with those specific services or concepts. July 20, 2021 Item #9 Page 45 of 332 27 Envision Carlsbad Public Opinion Visioning Survey Report “Developing more public art within the City,” and - “Providing additional support services for physically and - mentally disabled residents.” Residents in zip code 92011 were the least likely to rate supporting • additional community events as a high priority (37%). Residents in zip codes 92009 and 92010 were more likely to place • a high priority on “Improving and expanding the City’s current community centers” than residents in 92008 and 92011. A higher percentage of renters rated each item as a “High • priority” than owners. Women assigned higher priority ratings across the items than men. • As one might expect residents 55 to 64 years of age (36%) and • those 65 and older (41%) provided higher than average priority ratings for “Developing more housing choices within Carlsbad to give seniors additional options for living in Carlsbad as they get older.” Residents with children were more likely than those without • children to rate each of the following as a “High priority”: “Increasing the number of walking and biking paths that - connect to local parks and open space,” “Supporting additional community events, such as local art - exhibitions and ‘Jazz in the Park’ type of events in the City,” “Working with higher educational institutions, to develop new - colleges, universities, and educational institutes in Carlsbad,” "Developing public plazas and gathering places in or near your - neighborhood," “Improving and expanding the City’s current community - centers.” Conversely, those without children were more likely than those • with children to rate each following as a “High priority”: “Developing more housing choices within Carlsbad to give - seniors additional options for living in Carlsbad as they get older,” “Providing food and shelter for homeless families both in the - City and the region,” and “Providing additional support services for physically and - mentally disabled residents.” July 20, 2021 Item #9 Page 46 of 332 28 Carlsbad’s Social Setting2.5 The last substantive section of the survey asked respondents to rate various aspects of Carlsbad’s social setting, which includes recreational programs within the City, community and educational activities available in Carlsbad, as well as artistic and cultural spaces and events in Carlsbad. Among those who provided an opinion, over 70 percent rated each of the following favorably, as “Excellent” or “Good”: “Carlsbad’s recreational programs, facilities, and services” (79%),• “Carlsbad’s public education system, kindergarten through 12th • grade” (72%), and “Community events and facilities in Carlsbad” (70%).• Sixty-two percent of residents who gave an opinion rated the “Cultural and artistic spaces and events in Carlsbad” favorably and 55 percent rated “Lifelong learning opportunities and services in Carlsbad” as either “Excellent” or “Good.” 20 0% 18.8% 51 9% 60.3% 20 6% 18.4% Carlsbad’s public education system K-12 Carlsbad’s recreational programs, facilities and services 13.6% 20.0% 18.8% 56.7% 51.9% 60.3% 25.5% 20.6% 18.4% Community events and facilities in Carlsbad Carlsbad’s public education system, K-12 Carlsbad’s recreational programs, facilities and services 9% 10.9% 13.6% 20.0% 18.8% 45 9% 51.5% 56.7% 51.9% 60.3% 37 7% 31.3% 25.5% 20.6% 18.4% Liﬂ l i t iti d i i C l b d Cultural and artistic spaces and events in Carlsbad Community events and facilities in Carlsbad Carlsbad’s public education system, K-12 Carlsbad’s recreational programs, facilities and services 9% 10.9% 13.6% 20.0% 18.8% 45.9% 51.5% 56.7% 51.9% 60.3% 37.7% 31.3% 25.5% 20.6% 18.4% 0% 20% 40% 60% 80% 100% Lifelong learning opportunities and services in Carlsbad Cultural and artistic spaces and events in Carlsbad Community events and facilities in Carlsbad Carlsbad’s public education system, K-12 Carlsbad’s recreational programs, facilities and services Excellent Good Fair Poor Very poor 9% 10.9% 13.6% 20.0% 18.8% 45.9% 51.5% 56.7% 51.9% 60.3% 37.7% 31.3% 25.5% 20.6% 18.4% 0% 20% 40% 60% 80% 100% Lifelong learning opportunities and services in Carlsbad Cultural and artistic spaces and events in Carlsbad Community events and facilities in Carlsbad Carlsbad’s public education system, K-12 Carlsbad’s recreational programs, facilities and services Excellent Good Fair Poor Very poor 9% 10.9% 13.6% 20.0% 18.8% 45.9% 51.5% 56.7% 51.9% 60.3% 37.7% 31.3% 25.5% 20.6% 18.4% Lifelong learning opportunities and services in Carlsbad Cultural and artistic spaces and events in Carlsbad Community events and facilities in Carlsbad Carlsbad’s public education system, K-12 Carlsbad’s recreational programs, facilities and services Excellent Good Fair Poor Very Poor 0% 20% 40% 60% 80% 100% Ratings for Aspects of Carlsbad’s Social SettingFigure 14. ‡ ‡ Due to the higher than average percentage of “Don’t know/ Left blank” responses for many items, those responses have been filtered out of the analysis for this series. The high percentage of “Don’t know/ No answer” is likely due to residents’ lack of direct experience with those specific services or concepts. July 20, 2021 Item #9 Page 47 of 332 29 Envision Carlsbad Public Opinion Visioning Survey Report To follow is an examination of the differences in ratings for the various aspects of Carlsbad’s social setting by sub-groups (all percent- ages are among those who provided an opinion). Residents in the coastal zip codes, 92008 and 92011, provided • higher positive ratings for Carlsbad’s recreational programs, facil- ities, and services than those in the inland zip codes, 92009 and 92010. Compared with residents in other zip codes, those in 92010 were • much more likely to rate the cultural and artistic spaces and events in Carlsbad favorably. Respondents who have lived in Carlsbad for 15 years or more were • the most likely to rate Carlsbad’s recreational programs, facilities, and services favorably. Residents who have lived in the City 10 years or more provided • higher than average positive ratings for: “Community events and facilities in Carlsbad” (73%), - “Cultural and artistic spaces and events in Carlsbad” (66%), and - “Lifelong learning opportunities and services in Carlsbad” - (58%). With the exception of Carlsbad’s public education system where • there was no statistical difference between men and women, female respondents rated each aspect of Carlsbad’s social setting more favorably than men. Compared with those in other age groups, residents 65 and older • provided the most favorable ratings across the items. Residents without children provided much higher positive ratings • to Carlsbad’s public education system than those with children in their household (76% vs. 68%). Number One Way to Improve the City’s Social Setting Carlsbad residents were next asked in an open-ended format4 to identify the number one way that Carlsbad could improve the City’s social setting. Overall, 28 percent of respondents wrote in a response to this question. The percentages presented below are among the 28 percent, or 1,977 residents who provided a response. After coding the verbatim responses into groups, the top three response categories were “Increase parks and recreation facilities and activi- 4 Open-ended questions are those where respondents are free to write in any response without being constrained to choose from a list. Prior to analysis, the verbatim responses were coded into categories based on the similarity of responses. July 20, 2021 Item #9 Page 48 of 332 30 ties” (18%), “Improve public school system/ revise district boundaries” (16%), and “Increase community events” (12%). Responses in the parks and recreation facilities and activities category were varied and included topics such as: build an amphitheatre, build the swim complex, increase recreation facilities, increase neighborhood parks, more activities for teenagers, more senior programs and trans- portation options, more dog parks, more activities for the 20 to 30 age group, and build a skate park. Responses in the increase community events category included general responses as well as specific requests for more music in the park, barbeques, and dances. 3.9% 4.5% 6.9% 11.8% 16.3% 18.3% Revitalize the Village, add a downtown theatre Increase walkability of the City Increase public art, exhibits/ build performing art center, amphitheatre Increase community events Improve public school system/ revise district boundaries Increase parks and recreation facilities and activities 2.6% 2.7% 2.9% 3.9% 4.5% 6.9% 11.8% 16.3% 18.3% Improve lifelong learning opportunities Preserve beach and lagoons/ improve amenities Public safety/ enforcement/ friendlier police Revitalize the Village, add a downtown theatre Increase walkability of the City Increase public art, exhibits/ build performing art center, amphitheatre Increase community events Improve public school system/ revise district boundaries Increase parks and recreation facilities and activities 2.1% 2.2% 2.6% 2.6% 2.7% 2.9% 3.9% 4.5% 6.9% 11.8% 16.3% 18.3% Promote community service and volunteering Art walks, late night dining, and night life activities Better city communication with residents Improve lifelong learning opportunities Preserve beach and lagoons/ improve amenities Public safety/ enforcement/ friendlier police Revitalize the Village, add a downtown theatre Increase walkability of the City Increase public art, exhibits/ build performing art center, amphitheatre Increase community events Improve public school system/ revise district boundaries Increase parks and recreation facilities and activities 0 8% 0.9% 1.8% 2.1% 2.2% 2.6% 2.6% 2.7% 2.9% 3.9% 4.5% 6.9% 11.8% 16.3% 18.3% Reduce cost of recreation programs/ decrease More information on current events and functions Keep small town feel Promote community service and volunteering Art walks, late night dining, and night life activities Better city communication with residents Improve lifelong learning opportunities Preserve beach and lagoons/ improve amenities Public safety/ enforcement/ friendlier police Revitalize the Village, add a downtown theatre Increase walkability of the City Increase public art, exhibits/ build performing art center, amphitheatre Increase community events Improve public school system/ revise district boundaries Increase parks and recreation facilities and activities 18.7% 0.5% 0.7% 0.8% 0.9% 1.8% 2.1% 2.2% 2.6% 2.6% 2.7% 2.9% 3.9% 4.5% 6.9% 11.8% 16.3% 18.3% Other Decrease community events Increase shopping options Reduce cost of recreation programs/ decrease taxes More information on current events and functions Keep small town feel Promote community service and volunteering Art walks, late night dining, and night life activities Better city communication with residents Improve lifelong learning opportunities Preserve beach and lagoons/ improve amenities Public safety/ enforcement/ friendlier police Revitalize the Village, add a downtown theatre Increase walkability of the City Increase public art, exhibits/ build performing art center, amphitheatre Increase community events Improve public school system/ revise district boundaries Increase parks and recreation facilities and activities 18.7% 0.5% 0.7% 0.8% 0.9% 1.8% 2.1% 2.2% 2.6% 2.6% 2.7% 2.9% 3.9% 4.5% 6.9% 11.8% 16.3% 18.3% Other 0% 10% 20% 30% Decrease community events Increase shopping options Reduce cost of recreation programs/ decrease taxes More information on current events and functions Keep small town feel Promote community service and volunteering Art walks, late night dining, and night life activities Better city communication with residents Improve lifelong learning opportunities Preserve beach and lagoons/ improve amenities Public safety/ enforcement/ friendlier police Revitalize the Village, add a downtown theatre Increase walkability of the City Increase public art, exhibits/ build performing art center, amphitheatre Increase community events Improve public school system/ revise district boundaries Increase parks and recreation facilities and activities Number One Way to Improve the City’s Social SettingFigure 15. ‡ ‡ For a more detailed breakdown of responses, please refer to the Topline Results in Appendix A. July 20, 2021 Item #9 Page 49 of 332 31 Envision Carlsbad Public Opinion Visioning Survey Report METhodologY3 The table below provides an overview of the methodology utilized for the project. Table 1. overview of Project Methodology Method Mail Survey (English and Spanish) and Web Survey (English) Universe 79,791 Residents 18 years and Older within the City of Carlsbad Number of Respondents 7,167 Residents Completed a Survey Average length 15 minutes Field dates March 6 – May 1, 2009 Margin of Error The maximum margin of error for questions answered by all 7,167 respondents was +/-1.1% at the 95% level of confidence. Research Objectives3.1 Prior to beginning the project, BW Research met with the City of Carlsbad and Dyett & Bhatia to determine the research objectives for the study. The main research objectives of the study were to: assess residents’ perceptions regarding the quality of life in their • neighborhood as well as within the entire City of Carlsbad; evaluate residents’ perceptions regarding Carlsbad’s natural envi-• ronment, local economy, and social setting; and identify residents’ program and facility priorities.• Questionnaire Design3.2 Through an iterative process and in consultation with the Envision Carlsbad Citizens' Committee (EC3), BW Research worked closely with the City and Dyett & Bhatia to develop a survey instrument that met all the research objectives of the study. In developing the instru- ment, BW Research utilized techniques to overcome known biases in survey research and minimize potential sources of measurement error within the survey. July 20, 2021 Item #9 Page 50 of 332 32 Sampling Method3.3 The City of Carlsbad utilized a census-style approach to ensure that all residents had an equal opportunity to participate in the survey process. An introductory letter and survey were mailed to every household within the City of Carlsbad (41,643 households). The introductory letter provided residents with the option of completing the hard copy survey and mailing it back via the enclosed return envelope (postage paid) or visiting the survey url and completing the survey online. In total, 296 residents completed a survey online and 6,871 returned a survey through the mail resulting in a response rate of 17.2 percent for the study. The data collection period for the project was March 6 through May 1, 2009. Data Processing3.4 Prior to analysis, BW Research utilized optical mark recognition software and implemented quality control measures to scan the returned mail surveys into an electronic database and coded all the open-ended responses into categories for analysis. BW Research also examined the demographic characteristics of the 7,167 respondents who completed a survey to the known universe of residents 18 years and older using the San Diego Association of Government’s (SANDAG’s) 2008 demographic estimates for the City of Carlsbad. It is estimated that among Carlsbad’s 103,811 residents, 79,791 are 18 years and older. After examining the dimensions of zip code, gender, ethnicity, and age, the data were weighted to appropriately represent the universe of adult residents and ensure generalizability of the results. Note About Margin of Error and Analysis of 3.5 Sub-Groups The overall margin of error for the study, at the 95% level of confi- dence, is between +/-0.66 percent and +/- 1.10 percent (depending on the distribution of each question) for questions answered by all 7,167 respondents. However, it is important to note that analysis of sub- groups (such as examining differences by length of residence or gender) will have a margin of error greater than +/-1.10 percent, with the exact margin of error dependent on the number of respondents in each sub- group. BW Research has utilized statistical testing to account for the margin of error within sub-groups and highlight statistically signifi- cant sub-group differences throughout this report. July 20, 2021 Item #9 Page 51 of 332 33 Envision Carlsbad Public Opinion Visioning Survey Report APPENdIX A: ToPlINES4 July 20, 2021 Item #9 Page 52 of 332 34 1 1. How long have you lived in Carlsbad? 7% Less than 1 year 22% 1 to 4 years 23% 5 to 9 years 17% 10 to 14 years 32% 15 years or more 1% Don’t know/ Left blank 2. Overall, how would you rate the quality of life in your neighborhood? 46% Excellent 47% Good 5% Fair 1% Poor 1% Very poor 1% Not sure/ Left blank 3. Overall, how would you rate the quality of life in the entire City of Carlsbad? 31% Excellent 59% Good 7% Fair 1% Poor 0% Very poor 2% Not sure/ Left blank Traditional Rounding Rules Applied - Percentages Rounded to the Nearest Whole Number - Percentages May Not Add to Exactly 100% In an effort to improve the quality of life in Carlsbad, the City is surveying Carlsbad residents to find out some of your priorities and opinions regarding our city. The survey is being processed by an independent research firm, and all of your individual responses will remain confidential. If you have any questions about the survey or would like to receive the survey in Spanish, please contact Jennifer Jesser at (760) 602-4637. CITY OF CARLSBAD RESIDENT SURVEY Toplines (n=7,167) May 2009 July 20, 2021 Item #9 Page 53 of 332 35 Envision Carlsbad Public Opinion Visioning Survey Report 2 4. The City of Carlsbad is considering different priorities in planning for the City’s future. For each priority listed below, please indicate if it should be a high priority, medium priority or low priority in thinking about Carlsbad’s future. Don’t High Medium Low Know A. Providing parks and recreational facilities in the City for active recreational uses........48% 39% 11% 3% B. Protecting undeveloped areas for hiking and exploring................................................62% 26% 11% 2% C. Protecting natural habitats in and around Carlsbad......................................................65% 25% 9% 2% D. Creating new walking and biking trails within Carlsbad................................................43% 35% 20% 2% E. Increasing revenue for the City to maintain and improve the services and programs that Carlsbad currently offers.....................................................................26% 45% 23% 6% F. Improving traffic flow in and around Carlsbad ..............................................................37% 38% 22% 3% G. Maintaining or improving property values within the City..............................................55% 29% 12% 4% H. Providing a range of housing options of different types & price levels within Carlsbad ....................................................................................................................21% 30% 46% 4% I. Preserving historic buildings and places within Carlsbad.............................................31% 41% 25% 3% 5. If there were one thing the City of Carlsbad should be focused on in the future to improve the quality of life for its residents, that has not already been mentioned, what would it be? 45% of respondents did not provide a response to this question. The percentages below are among those who did provide a response (n=3,976). 7% Stop development 6% Limit development 5% Preserve open space 5% Public safety/ reducing crime 5% Improve public school system (includes revising school district boundaries) 3% Remove power plant/ stop expansion 3% Minimize traffic light wait times/ traffic flow 2% Reinvigorate the Village 2% Build the Desalination plant 2% Build the pool complex 2% Increase recreational facilities and programs 2% Improve water quality of ocean 2% Increase traffic law enforcement 2% Better and safer bike paths for families and commuting/ finish rail trail 2% Green the City/ green city operations 2% Rent control and more affordable housing 2% Increase shopping and dining options 2% Better and greener transit options 2% Preserve small town feel 1% More dog parks/ trails 1% Keep city financially strong 1% Increase Walkability of the City 1% Lower taxes/ less regulation 1% Remove illegal aliens/ transients 1% Increase water restrictions and conservation measures 1% Increase beach parking/ beach access 1% Improve the El Camino Real Mall 1% Underground utility lines 1% More trees/ better landscaping/ beautify City 1% Increase number of parks 1% Build the new high school 1% Improve recycling program; larger bins at homes, bins in public areas 1% Concentrate on senior issues 1% Increase litter control/ maintain city areas 1% More hiking/ mountain bike trails 1% Infrastructure/ road repairs 1% Priority to and discounts for Carlsbad residents over tourists 1% Keep beaches clean/ more beach clean-ups 1% Keep beach parking free 1% Enforce dog waste/ leash laws 1% Preserve Ponto Beach 1% Decrease airport noise 1% Increase arts, culture, and nightlife 1% Minimize low income housing 1% Create a dog beach 1% Increase amenities at the beach 1% Preserve remaining coastline 1% Push for renewable energy use 1% Preserve/ restore lagoons and their surroundings 1% Limit RV parking at beach and on city streets 1% View preservation 17% Other July 20, 2021 Item #9 Page 54 of 332 36 3 Next, please think about Carlsbad’s natural environment, which includes the City’s air and water quality, protection and preservation of natural habitats and the quality and quantity of walking and biking trails within Carlsbad. 6. Generally speaking, how would you rate Carlsbad’s: Very Don’t Excellent Good Fair Poor Poor KnowA. Air quality.............................................................................................. 31% 54% 10% 1% 0% 3% B. Water quality......................................................................................... 16% 51% 21% 6% 1% 5% C. Protection and preservation of open spaces and natural habitats........ 16% 52% 19% 5% 3% 5% D. Quality and quantity of Carlsbad’s walking and biking trails................. 13% 48% 23% 5% 2% 9% 7. If there were one thing the City of Carlsbad could do to improve the City’s natural environment, what would it be? 61% of respondents did not provide a response to this question. The percentages below are among those who did provide a response (n=2,821). 15% Preserve open space 13% Stop development 7% Limit development 6% Better and safer bike paths for families and commuting/ finish rail trail 5% More hiking/ mountain bike trails 4% Preserve/ restore lagoons and their surroundings 4% Remove power plant/ stop expansion 3% Improve water quality of ocean 3% Increase water restrictions and conservation measures 3% More trees/ better landscaping/ beautify the City 2% Improve the tap water 2% Build the Desalination plant 2% Increase litter control/ maintain city areas 2% View preservation 2% Improve recycling program; larger bins at homes, bins in public areas 2% Enforce dog waste/ leash laws 1% Keep the beaches clean/ more beach clean-ups 1% Green the City/ green city operations 1% Increase Walkability of the City 1% Increase beach parking/ beach access 1% Push for renewable energy use 1% Preserve Ponto Beach 1% Interconnect open space and their trails 1% Remove illegal aliens/ transients 1% Preserve the Flower and Strawberry Fields 1% Preserve Calavera area including creek 1% Increase number of parks 1% Minimize traffic light wait times/ traffic flow 1% More dog parks/ trails 1% Public safety/ reducing crime 1% Preserve remaining coastline 1% Save Village H open space 1% Better and greener transit options 14% Other CARLSBAD’S NATURAL ENVIRONMENT July 20, 2021 Item #9 Page 55 of 332 37 Envision Carlsbad Public Opinion Visioning Survey Report 4 8. Please consider the following statements that are being made about Carlsbad’s natural environment and indicate your level of agreement with each statement. Strongly Strongly Don’t Agree Agree Neither Disagree Disagree KnowA. The City of Carlsbad should be doing everything it can to fight global warming................................................................................... 28% 29% 16% 10% 11% 5% B. Beaches, lagoons and other waterways in Carlsbad should be better protected with new regulations or stronger enforcement of current regulations ......................................................................................... 29% 34% 16% 10% 4% 7% C. The City should be more actively involved in developing new renewable energy options within the City, such as solar roofs or wind turbines . 37% 38% 11% 7% 3% 5% D. Carlsbad should limit residents’ access to some open space to protect and preserve the natural plants and animals that live in the City....... 20% 36% 15% 17% 7% 5% E. Carlsbad should increase the fees associated with parks and recreation programs to fund the protection and maintenance of Carlsbad’s open space ....................................................................... 9% 25% 19% 28% 13% 6% Next, please think about Carlsbad’s local economy, which includes the shopping, dining and services available in the City as well as the quantity and quality of jobs found in Carlsbad. 9. Overall, how would you rate the shopping, dining and services available in Carlsbad? 20% Excellent 51% Good 22% Fair 3% Poor 1% Very poor 2% Not sure/ Left blank 10. Where are your favorite places to shop and dine in Carlsbad? Check all that apply 51% The Forum at Carlsbad 49% The Village, Downtown Carlsbad 46% Carlsbad Premium Outlet Mall 20% Plaza Camino Real (Westfield) 3% Outside Carlsbad 1% Various restaurants in Carlsbad 1% Costco 1% Various stores in Carlsbad 1% Bressi Ranch 3% Other 6% Don't know/ Left blank 11. Overall, how would you rate the quality and quantity of jobs available in Carlsbad? 3% Excellent 27% Good 28% Fair 8% Poor 3% Very poor 31% Not sure/ Left blank LOCAL ECONOMY July 20, 2021 Item #9 Page 56 of 332 38 5 12. If there were one thing the City of Carlsbad could do to improve the City’s economy, what would it be? 64% of respondents did not provide a response to this question. The percentages below are among those who did provide a response (n=2,615). 12% Improve Westfield Mall (on El Camino Real) 8% Attract bio/ high tech and other companies to Carlsbad 7% Decrease taxes, fees, and restrictions on businesses 6% More independent restaurants and stores 6% Reinvigorate the Village 5% More jobs 4% Increase shopping options 3% Promote tourism 2% Better restaurants 2% Lower the City's operating costs 2% Keep locals local with easier transportation options 2% Green city operations 2% Increase Walkability of the city 2% Push for the use of renewable energy 1% Sell the golf course 1% Keep small town feel 1% More community events 1% Increase use of Carlsbad airport 1% Need a Walmart/ more big-box stores 1% Traffic and parking solutions 1% More grocery stores 1% Build the desalination plant 1% Attract green businesses 1% Improve the public education system 1% Raise property, business, and development taxes 1% Increase Beach and Lagoon preservation programs 1% Add/ expand the boardwalk 1% More downtown parking 1% Raise hotel tax 1% Preserve open space/ stop development 1% Increase Coaster and Amtrak stops 22% Other 13. Below is a list of stores and businesses that could be, or are currently, located in Carlsbad. Please indicate whether you would like to see more or less of each type of business in Carlsbad. Don’t More Adequate Less Know A. Large retail stores, such as Target or Lowes Home Improvement...............................16% 52% 29% 4% B. Medium-sized retail stores, such as Staples or Cost Plus............................................10% 65% 22% 4% C. Grocery and pharmacy stores, such as Albertsons or Walgreens................................14% 69% 13% 3% D. Neighborhood businesses, such as dry cleaners, hair salons or convenience stores..15% 70% 11% 4% E. Small independent or specialty retail stores and services............................................40% 51% 5% 5% F. Medical offices, including doctor and dentist offices.....................................................17% 69% 9% 6% G. Home furnishings stores, such as Crate and Barrel or Pottery Barn............................22% 57% 15% 6% H. Electronics stores, such as Radio Shack or Best Buy..................................................11% 64% 21% 5% I. Hotels and resorts that are focused on serving tourists and business travelers...........16% 61% 18% 5% J. Tourist attractions and services....................................................................................21% 59% 14% 5% July 20, 2021 Item #9 Page 57 of 332 39 Envision Carlsbad Public Opinion Visioning Survey Report 6 14. Below are the opinions of two neighbors, Smith and Davis, who live in Carlsbad. Smith and Davis disagree about the value of increasing the number of businesses and stores in Carlsbad and the role they play in funding public services and facilities in the City of Carlsbad. Smith believes that Carlsbad should be willing to increase the number of stores, restaurants and other businesses within the City because they will provide more services, shopping and dining opportunities for residents and generate more money for the City to fund city services such as fire protection, police, parks and library services. Davis believes that Carlsbad should limit the number of stores, restaurants and other businesses within the City to help stop increasing traffic, congestion and pollution in Carlsbad, which are more costly to Carlsbad residents than the tax revenue that is generated by the businesses. Whose opinion is closer to your own? 40% Smith, increase the number of stores, restaurants and other businesses within the City 46% Davis, limit the number of stores, restaurants and other businesses within the City 14% Not sure/ Left blank 15. Please place a priority level on each of the following programs and facilities being considered for improvement or development in Carlsbad. High Medium Low Don’t Know A. Improving and expanding the City’s current community centers ..................................20% 43% 29% 8% B. Developing public plazas and gathering places in or near your neighborhood.............22% 35% 39% 5% C. Increasing the number of walking and biking paths that connect to local parks and open space .........................................................................................................39% 36% 21% 4% D. Providing food and shelter for homeless families both in the City and the region ........20% 33% 40% 7% E. Supporting additional community events, such as local art exhibitions and “Jazz in the Park” type of events in the City...............................................................39% 41% 17% 3% F. Developing more public art within the City....................................................................20% 36% 40% 4% G. Providing additional support services for physically & mentally disabled residents......17% 41% 29% 13% H. Developing more housing choices within Carlsbad to give seniors additional options for living in Carlsbad as they get older.......................................................................24% 40% 30% 7% I. Working with higher educational institutions, to develop new colleges, universities and educational institutes in Carlsbad.......................................................................31% 32% 32% 5% J. Promoting more opportunities for volunteers to give back to the community ...............40% 44% 11% 5% K. Collaborating more with local and regional non-profit organizations that serve the community ...........................................................................................................33% 43% 15% 9% PROGRAM AND FACILITY PRIORITIES July 20, 2021 Item #9 Page 58 of 332 40 7 Next, please think about Carlsbad’s social setting, which includes recreational programs within the City, community and educational activities available in Carlsbad, as well as artistic and cultural spaces and events in Carlsbad. 16. Overall, how would you rate the different aspects of Carlsbad’s social setting? Very Don’t Excellent Good Fair Poor Poor KnowA. Carlsbad’s recreational programs, facilities and services..................... 17% 55% 17% 2% 0% 9% B. Carlsbad’s public education system, kindergarten through 12th grade 14% 37% 15% 4% 2% 28% C. Cultural and artistic spaces and events in Carlsbad............................. 10% 47% 28% 5% 1% 10% D. Lifelong learning opportunities and services in Carlsbad ...................... 7% 37% 30% 6% 0% 19% E. Community events and facilities in Carlsbad........................................ 12% 52% 23% 3% 1% 9% 17. If there were one thing the City of Carlsbad could do to improve the City’s social setting, what would it be? 72% of respondents did not provide a response to this question. The percentages below are among those who did provide a response (n=1,977). 16% Improve public school system (includes revising school district boundaries) 7% Increase public art, build performing art center, exhibits 6% Increase community events 6% Build an amphitheatre 5% Music in the Park 5% Increase walkability of the City 4% Revitalize the Village, add a downtown theatre 3% Build the swim complex 3% Better city communication with residents 3% Increase recreation facilities 2% Art walks, late night dining, and nigh life activities 2% Promote community service and volunteering 2% Improve lifelong learning opportunities 2% Increase neighborhood parks 2% Keep small town feel 2% Need friendlier police 1% More senior programs and transportation options 1% More activities for teenagers 1% Protect and preserve the beaches 1% BBQ's and dances 1% Increase beach access 1% More dog parks 1% More information on current events and functions 1% Remove illegal aliens and the homeless 1% More activities for the 20-30 age group 1% Reduce cost of recreation programs, decrease taxes 1% Increase shopping options 1% Decrease community events 1% Improve libraries 1% Build a skate park 20% Other CARLSBAD’S SOCIAL SETTING July 20, 2021 Item #9 Page 59 of 332 41 Envision Carlsbad Public Opinion Visioning Survey Report 8 Your demographic information will be kept confidential and all data will be displayed in summary format only. A. Do you own or rent the unit in which you live? 22% Rent 77% Own 2% Refused/ Left blank B. Are you: 44% Male 53% Female 4% Refused/ Left blank C. In what year were you born? Recoded into Age 11% 18 to 24 years 11% 25 to 34 years 17% 35 to 44 years 21% 45 to 54 years 16% 55 to 64 years 17% 65 years or older 8% Refused/ Left blank D. How many children in each of the age groups below live within your household? Data shown are percentages of respondents with children in each age category within household. 17% Children 0 to 5 years old 15% Children 6 to 12 years old 12% Children 13 to 17 years old 58% No children 7% Refused/ Left blank Total Number of Children in Household 16% One 15% Two 4% Three or more 58% None 7% Refused/ Left blank E. Including yourself, how many adults in each of the following age groups live within your household? Data shown are percentages of respondents with adults in each age category within household. 11% Adults 18 to 24 years old 14% Adults 25 to 34 years old 19% Adults 35 to 44 years old 24% Adults 45 to 54 years old 15% Adults 55 to 64 years old 17% Adults 65 years and older 19% Refused/ Left blank DEMOGRAPHICS July 20, 2021 Item #9 Page 60 of 332 42 9 Total Number of Adults in Household 24% One 48% Two 9% Three or more 19% Refused/ Left blank F. What do you typically use to communicate with people outside of your household? Check All That Apply 82% Email 81% Cellular or mobile phone 55% Phone - not cellular or mobile 41% Traditional mail 36% Text messaging 2% Word of mouth/ face-to-face communication 2% Internet-based communication – Facebook, Skype, MySpace 0% Other 3% Don't know/ Left blank G. What ethnic group do you consider yourself a part of or feel closest to? 4% Latino(a) or Hispanic 5% Asian 1% African American or Black 1% Pacific Islander 79% White 5% Other 5% Refused/ Left blank H. Which of the following best describes your total household income for the last 12 months? 4% Below $25,000 13% $25,000 to $50,000 15% $50,001 to $75,000 16% $75,001 to $100,000 27% $100,001 to $175,000 16% More than $175,000 9% Don’t know/ Refused Survey Format (Unweighted): 96% Mail 4% Web Zip Code: 30% 92008 31% 92009 15% 92010 24% 92011 If you are interested in participating in future research sponsored by the City of Carlsbad, please provide your contact information below. Please be assured that your name and personal information will be kept separate from your survey responses and will only be used by the City to contact you regarding future research. Name: Preferred Phone #: E-mail: Unweighted: 19% Interested and provided contact information 81% Did not provide contact information July 20, 2021 Item #9 Page 61 of 332 CARLSBAD CITY OF Community Workshops Report June 2009 July 20, 2021 Item #9 Page 62 of 332 Gary Barberio, Assistant Planning Director Chris DeCerbo, Principal Planner David de Cordova, Principal Planner Sandra Holder, Community Development Director Jennifer Jesser, Senior Planner Rachel McGuire, Communications Coordinator Barbara Nedros, Administrative Secretary Don Neu, Planning Director Heather Pizzuto, Library Director Kristina Ray, Communications Manager Glen Van Peski, Senior Civil Engineer Colette Wengenroth, Finance Manager Consultant Staff Rajeev Bhatia, Principal Melissa McMahon, Associate Lewis Michaelson, Vice President EC3 Primary Member Ken Alfrey Fred Sandquist Mat Huff Jim Farley Jim Comstock Hap L’Heureux Gina McBride Julie Baker Eric Larson Paul Th ompson Diane Lantz Kirk Cowles Diane Proulx Lisa Tuomi-Francis Jeff Segall John O’Reilly Kent McCormick Andrew Benson Sean Bentley EC3 Alternate Member William Kloetzer David Robertson Barbara Hamilton Farrah Douglas Jack Cumming Robert Nielsen Mike Howes – – Greg Nelson Allen Sweet Guy Roney Glen Etherington David Lloyd Robert Gates Jim Bradley Jeanne Sprague-Bentley Sean Sexton Chris Korogi Envision Carlsbad Citizens’ Committee City Staff July 20, 2021 Item #9 Page 63 of 332 CARLSBAD CITY OF Community Workshops Report June 2009 July 20, 2021 Item #9 Page 64 of 332 July 20, 2021 Item #9 Page 65 of 332 TABLE OF CONTENTS 1 INTRODUCTION ............................................... 1 1.1 Envision Carlsbad ...................................... 1 1.2 This Report ................................................ 2 2 WORKSHOP STRUCTURE ................................ 3 2.1 Schedule and Attendance .........................3 2.2 Workshop Activities ................................. 3 3 WORKSHOP THEMES ...................................... 5 3.1 Major Themes ........................................... 5 3.2 Secondary Themes ...................................10 4 APPENDIX: WORKSHOPS TABLE NOTES ........11 July 20, 2021 Item #9 Page 66 of 332 July 20, 2021 Item #9 Page 67 of 332 1 INTRODUCTION1 Envision Carlsbad1.1 Envision Carlsbad is a City-sponsored community visioning process that invites residents to work together to create a new vision and plan for Carlsbad’s future. For the past two decades, Carlsbad has been growing and developing based on the premise of available land to accomodate a growing population. Carlsbad’s basic guiding documents, such as the General Plan, were created on that premise. Today however, with the city almost 90 percent built-out, development will occur primarily as infill. New opportunities and challenges are emerging related to the protection and enhancement of the city’s attractive setting and quality of life that residents have worked hard over the years to create. City leaders are looking for resident guidance on which direction to take Carlsbad into the future. Envision Carlsbad is providing community members with a variety of opportunities to participate in the creation of a vision for the future that reflects the community’s most important values and priorities. Opportunities include: Envision Carlsbad Citizens’ Committee (EC• 3); Community workshops;• Stakeholder interviews;• Community-wide survey (mail and online);• Citywide mailed newsletters, and• the Envision Carlsbad Web site.• July 20, 2021 Item #9 Page 68 of 332 2 In Fall 2009, input received from these processes will be synthesized into a report describing the community’s vision for its future. This vision document will identify the most important quality-of-life factors that should be considered in making City operational and budgetary decisions, and provide the framework for updating important City planning documents such as the General Plan, the Zoning Ordinance, and the Local Coastal Program. This Report1.2 Community Workshops This report describes the process and results of one important component of Envision Carlsbad: the community workshops. The workshops were designed to engage the attention, interest, and active involvement of a broad spectrum of Carlsbad community members, and provide opportu- nities for energetic discussion of and effective input into the community’s vision of Carlsbad’s future. Participants discussed what the community would like to remain the same, change and/or create to ensure that residents of Carlsbad in the future are as proud of their community as residents are today. Report Organization The rest of this report is organized into sections describing the workshop process and participation and the major emerging themes. The stakeholder interviews and community survey results will be summarized in separate reports. The City will tailor the next steps of Envision Carlsbad based on the conclusions of these early reports and the input of the EC3. July 20, 2021 Item #9 Page 69 of 332 3 WORkshOp sTRUCTURe2 Schedule and Attendance2.1 The community workshops were held in March and April 2009 on four different weekday evenings in four geographically different locations across Carlsbad: the City of Carlsbad Safety Center, Tri-City Wellness Center, Aviara Oaks Elementary School, and the City of Carlsbad Senior Center. Days and locations were varied to provide increased access to the workshops. All workshops were held from 6:00pm until 8:30pm, and had similar content and structure. In all, over 265 community members attended the workshops. Workshop Activities2.2 The format used for the workshops was called the “World Café”. The World Café allowed community members to participate in a series of successive small group discussions of short duration (approximately 15-20 minutes each) followed by identification of common themes. Transitions between discussions were signaled by a Maître d’ (the facilitator), at which point participants moved to a new table for their next discussion. During each “rotation” participants responded to a new prompting question and interacted with a new set of community members. The prompting discussion questions used in the workshops were as follows: Round 1: When you brag to your friends that live somewhere else, what do you tell them makes Carlsbad such a wonderful place to live? July 20, 2021 Item #9 Page 70 of 332 4 Round 2: You leave tomorrow on an extended trip away from Carlsbad, and you return for the first time five years from now. What are you most excited to see and do when you return? Round 3: It’s the year 2025, and although it hasn’t been easy, by working together the residents of Carlsbad have accomplished something that no other city in the region has, namely ... (fill in the blank). After working together to answer Question 3, participants stayed in their final small groups and identified common themes and values that emerged from all of their table conversations. Participants then worked together to draw a visual representation of the common themes they agreed upon, including those aspects of Carlsbad they want to preserve and those that they want to encourage for the future. Finally, represen- tatives from each table presented their drawings to all the workshop participants, reporting out on the common themes that emerged from their table discussions. The appendix for this report documents the table notes from the four community workshops. July 20, 2021 Item #9 Page 71 of 332 5 WORkshOp Themes3 The following descriptions of important emerging themes are the result of careful analysis of the transcribed table notes from all four workshops, with a particular focus on the lists of common themes. It is important to note that these themes are not mutually exclusive, but rather ideas were grouped to convey important community priorities and values. The text indicates when particular ideas or issues cross over theme categories. The themes are described in order by how promi- nently they appeared in workshop discussion. Major Themes3.1 Retain Small Town, Beach Community Character and Connectedness The most frequently-mentioned theme during workshop conversa- tions was that of maintaining and enhancing Carlsbad’s character, and fostering community spirit and connectedness. The two popular terms for describing the character of Carlsbad were “small town” and “beach community”, and there was widespread support for enhancing these attributes. Some groups saw the two as intertwined, favoring limited growth. Others saw the city as being “balanced” and “embracing the past with a vision for the future.” In terms of social connectedness, community members described Carlsbad today as being full of caring, friendly people with a sense of volunteerism and pride. Participants expressed appreciation for the Community members described Carlsbad as being full of caring, friendly people with a sense of volunteerism and pride. July 20, 2021 Item #9 Page 72 of 332 6 Numerous residents expressed a desire for open space that is more accessible and integrated throughout the community. cultural acceptance and diversity in the city, and the way that old, new, and different lifestyles come together. Many participants also valued the city for feeling family-oriented, multi-generational, stable (not transient), and for providing an emphasis on community spirit. Most participants were interested in maintaining the social cohesion they feel today, and suggestions for enhancing this included provision of more public gathering places, more family-friendly activities and open spaces within walking distance, as well as more events that connect residents to one another and keep them active and involved. Some participants recommended phasing out references to “quadrants” as they create false distinctions between parts of the community. Others stressed that neighborhoods may have unique personalities and identities that should be acknowledged. Residents recommended getting students more active and visible in the community at large. Community members felt it was important for the City to invest in activities and facilities that would be “not just for tourists, but for us”. Protect Open Space and the Natural Environment Another important theme confirmed through the workshops was that of open space protection and environmental conservation. Open space appeared universally on the table lists of common themes across workshops, while supporting descriptions frequently included natural habitats, the ocean, and lagoons more specifically. Residents of Carlsbad are aware and proud of the city’s tradition of conserving open space, and many are concerned that the remaining unprotected open space may be lost to future development. Community members expressed a desire for open space for its visual beauty (in keeping with maintenance of overall community character described above), for its ecological functions (clean air and water, habitats, animal movement corridors), as well as for the way it prevents more growth from coming to Carlsbad. While most workshop participants wanted open space equal to or more in quantity than what there is today, numerous residents expressed a desire for open space that is more accessible and integrated through- out the community. Suggestions included provision of more trails and an interconnected open space network within walking distance, that is also connected to the ocean. In addition to open space, several residents also expressed a desire to see the city’s agricultural heritage preserved, with the Flower Fields and the Strawberry Fields garnering multiple mentions. July 20, 2021 Item #9 Page 73 of 332 7 Envision Carlsbad Community Workshops Report Trails and active open space come up again under the themes Promote Outdoor Recreation and a Healthy, Active Lifestyle and Increase Mobility and Physical Connectivity, below. Promote Outdoor Recreation and a Healthy, Active Lifestyle Another common theme identified at many workshop tables may be summarized as the desire to maintain a healthy, active community lifestyle supported by outdoor recreation opportunities. This theme is slightly different than open space protection and environmental conser- vation because it emphasizes the activities of residents and the uses of open space. Workshop participants described Carlsbad as an active community with valuable recreation resources such as the beach and the proximate mountains, numerous parks and sports fields, and the popularity and support for outdoor special events. Participants emphasized the need for more parks, fields, and trails, located to maximize use and access— that is, near schools and neighborhoods that currently do not have easy access. Community members also expressed interest in the promotion of activities for all ages (young children to seniors), and the design of future recreation spaces with all ages in mind. In addition to parks and trails, some examples of possible new recreation facilities included dog parks, athletic fields, a new skate park, teen centers, and tennis courts. Participants also emphasized the importance of the beach, not only as a key natural resource and element of Carlsbad community identity, but as an active outdoor recreational resource, and that protecting and enhancing the quality of and access to the beach should be a priority. Suggestions given to enhance the quality and use of beach included an outdoor amphitheater, gelato vendors, and a dog beach area. Some community members expressed displeasure about the money and time spent in creating the municipal golf course, when there have been delays creating other recreation facilities such as the swim complex which could serve more of the population. Increase Mobility and Physical Connectivity The broad theme of increased mobility and physical connectivity can be divided into two major objectives expressed by workshop partici- pants: first, to better connect all areas of the city (beach, parks, schools, Participants emphasized that protecting and enhancing the quality of and access to the beach should be a priority. July 20, 2021 Item #9 Page 74 of 332 8 homes, shopping, workplaces, etc.), and second, to promote alterna- tives to automobile transportation (pedestrian, bicycle, and transit). These objectives are closely linked. Participants described the discon- nected neighborhood and street development pattern as a key reason why people do not walk and bike places. Traffic on major roads moves quickly, making bicyclists and pedestrians feel unsafe and out of place. There is sometimes little shade along these routes, and there are no easy ways out of individual neighborhoods other than by car. Participants suggested that better pedestrian and bike connectivity was critical to reducing auto-dependency and increasing healthy activity levels. The City should provide better pedestrian and bike access every- where—more bike lanes and off-road paths, more pedestrian and bike access between neighborhoods where there are currently no street con- nections, more and enhanced trails, and more connections between sidewalks, paths, and trails. The importance of safe and easy pedestrian connections was often mentioned in the context of getting children to schools and to parks. Community members expressed a desire to get children “out to nature,” but feel the community design lacks the com- ponents to make parents feel safe doing so. Many participants emphasized the need to promote walkability through location of activities, design of neighborhoods, and pedes- trian-friendly development. Participants also expressed the need for better public transportation alternatives to driving a car around the city. Residents described desirable public transit as efficient, environ- mentally-friendly, and accessible. Transit need was identified both within and between neighborhoods. Pursue Sustainability – “Go Green” The concept of sustainability appeared many times during the workshops in answer to prompting discussion questions as well as in the formulation of common themes at each table. Sustainability was conveyed as a broad goal for the future of Carlsbad. While for many the focus was on environmental sustainability, for others, sustainabil- ity meant a “balanced approach to the future.” Most participants focused on the environmental aspects of sustain- ability, or “going green.” Community members were particularly interested in sustainable energy in the form of renewable resources such as solar energy, and in sustainable water through conservation, recycling, and desalination. While discussion about the desalination plant was common, not all community members were in favor of that Community members were particularly interested in sustainable energy in the form of renewable resources such as solar energy, and in sustainable water through conservation, recycling, and desalination. July 20, 2021 Item #9 Page 75 of 332 9 Envision Carlsbad Community Workshops Report particular approach to water sustainability, and those that had reser- vations preferred the City take a conservation-based approach before desalination. Environmental sustainability was also described in terms of support of local agriculture, farmer’s markets, and eating local. Those who saw sustainability in terms of balance sought to integrate social, environmental, and economic factors. Other desirable balances were described as living and working locally, and schools, housing, and economic opportunity. Community members also described sustainability as a balance of providing adequate facilities concurrent with population growth. Still other participants framed the benefits of sustainability in terms of independence – energy and water independence and overall self-suf- ficiency. Participants identified the need for more education about sustainability, as well as cooperation between the City government and business community to attract and promote clean and green industries. Support Diverse Arts and Culture It was clear from workshop conversations that Carlsbad community members value their local arts and cultural resources, such as the libraries, and programs such as ArtSplash and jazz in the park. Workshop partic- ipants described Carlsbad as a sophisticated arts community that could benefit from more arts and cultural facilities, events, activities, and resources. Workshop participants specifically identified needs for a greater variety of arts activities and events throughout the year and across the city, more visible promotion of arts and culture and a multi-purpose community venue with indoor and outdoor performance and activity space. Sustain the Economy, Business, and Jobs The economic and business vitality of Carlsbad was important to workshop participants and also appeared in numerous lists of common themes. Community members pointed out that the city needs an “economic engine” to support the facilities and amenities everyone desires. Several participants wanted to promote tourism and job growth to shore up the City’s fiscal position. Participants suggested that more could be done to create local jobs (particularly in high-tech, clean, and green industries), to integrate clusters of goods and services, to encourage and support family-owned (“mom and pop”) stores, to make commercial space more affordable, to redevelop the mall, and to balance businesses that provide tourism services with businesses that serve the needs of residents. Some residents appreciated the relative lack of big box stores but expressed dissatisfaction with Plaza Camino Real and the general level of business vitality in the Village. Community members pointed out that the city needs an “economic engine” to support the facilities and amenities everyone desires. July 20, 2021 Item #9 Page 76 of 332 10 Revitalize the Village Closely related to comments about business, economy, and jobs in Carlsbad, were comments related specifically to the character and revitalization of the Village. On the one hand, workshop participants expressed their appreciation for the charm of the Village, its quaintness, and its traditional feel. On the other hand, participants also empha- sized that the Village’s potential to serve as a local and tourist draw remains unrealized, and it needs a strategic plan for revitalization to make it more vibrant, useful, and attractive. Suggestions for revitaliza- tion included hosting more cultural and arts activities, keeping stores open later, and allowing more housing near the shops. Participants envisioned a balance between new, attractive shops and restaurants and the small-town village feel that already exists. Secondary Themes3.2 The following themes were less pervasive, but still appeared frequently. Value Schools and Education Some workshop participants took the opportunity to express satisfac- tion with the quality of the primary and secondary school system in the city. They emphasized that the City/school district should continue to focus energy on the education system and the needs of youth. Some residents expressed a desire for more high schools to serve Carlsbad. Managed Growth Some residents expressed desire for controlled and managed population growth and development. Some participants warned the City not to “over build” while others wanted no more development at all. Some envisioned higher density development downtown, or a hierarchy of densities, while others emphasized the need for lower density development overall. Leadership and Good Government Almost as common as comments on density and growth were comments on City leadership and good government. Some participants at each workshop made a place in their common themes to empasize efficient, responsive, fiscally responsible, and transparent government. Participants requested that officials continue to listen to residents and keep the City fiscally healthy and stable. Participants also felt that their city was a leader in the region and should remain, or strive to be, a good neighbor to nearby cities. Participants also felt that their city was a leader in the region and should remain, or strive to be, a good neighbor to nearby cities. July 20, 2021 Item #9 Page 77 of 332 11 AppeNDIx: 4 WORkshOps TAble NOTes CITy Of CARlsbAD sAfeTy CeNTeR – mARCh 23, 2009 TAble 1 Question 1: When you brag to your friends that live somewhere else, what do you tell them makes Carlsbad such a wonderful place to live? The Village Trails Small town feel Old city streets Airport Resident involvement – City asks for resident involvement Library – outstanding People – higher caliber Young families Schools 40% open space Climate Beach Opportunities to involve community S. D. County has a great variety of birds Peaceful Huge variety of flora & fauna Village Arts Theater Coaster Stations Art museum at Dove Lego Land Aquaculture Best strawberries in the world! Hubbs fish hatchery Recreation programs Tennis Courts Flower Fields Plant nurseries Golf courses Carrillo Ranch 3 – lagoons Marathon/Triathlon Farmers Market Street fairs Art Splash Boating Jazz in the Park Brewery Restaurants Industrial area Fine arts Movies/Entertainment Antiques Recycled water Future Desal plant Forum shopping center Condition of roads Wide variety of housing types El Salto waterfall Marron Adobe No freestanding big box No Wal-Mart July 20, 2021 Item #9 Page 78 of 332 12 Question 2: You leave tomorrow on an extended trip away from Carlsbad, and you return for the first time five years from now. What are you most excited to see and do when you return? Sunshine, beach & ocean waves Facilities, showers, lifeguards Climate Walk to coffee shops & restau- rants w/in village, residences are close to services Walk & bike around town without being on a road Possible to bike to work Redevelop village Improved utilization of airport Metro link straight to S.D. airport It always looks neat and clean Coastal rail trail Hope for movies back in the village Plays/theater in the village More dog parks/beach dog parks More restaurants Ocean view restaurant(s) More acquisition of open space Carlsbad HS improvements Open up areas for naming rights (revenue generator) Poseidon up and running Plans to take down power plant Continued financial stability Question 3: It’s the year 2025, and although it hasn’t been easy, by working together the residents of Carlsbad have accomplished something that no other city in the region has, namely ... (fill in the blank). Controlling growth Keeping open spaces Network of bike paths (that are not on major roads) Easy for people to move around town without a car Clean drinking water out of the tap We will have decided where to put the power plant and what kind of power to have Community, sustainability – keep sense of village & community BV Creek – unique resource of El Salto Falls was built into a unique area with trails, lagoon, creek, permanent natural open space, community gardens Residents connect with govern- ment to create communities Carlsbad is recognized for sup- porting the arts/promoting/dev. Carlsbad Oaks north has become a model sustainable community (residential, commercial) (a town within a town) A continued “Positive Attitude” Lots of activities for kids Opportunities for a great education Expose kids to all of the wonderful things we have in Carlsbad HS an ideal community for kids Clean tech epicenter Renewable energy capitol of the world Wi-Fi covers the entire city All Carlsbad is in one school district Common Themes Open space/environment Access to open space (trails/ biking) Sustainability (economic, environ- mental, social) Arts Community spirit Livability, walkability, services, improve being a place that we enjoy Family community Desal Plant Plans to take down power plant or move it Agriculture, viable community gardens Transportation – airport, walk, bike, car alternatives Street fairs, Jazz in park, Art Splash, recreation programs TAble 2 Question 1 Quiet Great schools It’s green Great character Open space Low key Sunsets Good zoning practice July 20, 2021 Item #9 Page 79 of 332 13 Envision Carlsbad Community Workshops Report Proximity to other desirable places (mountains, zoon, downtown S.D.) Financial stability Citizens’ Academy Downtown parking availability Not congested, beach town environment Access to beach Pleasant road network Easy to get around Question 2 See the ocean again/proximity to beach Hit trails – are they still being used? Connected trail system – a clean system that’s obvious Village area small town feel maintained - low rise development, available parking Restored by lagoon Arts center established See how “Imagine Carlsbad” is doing Civic center, with community uses incorporated, now – the library serves that purpose Strawberry fields still here! Downtown with more liberal entertainment - longer business hours - the place closes up at 10 – too early! Natural areas preserved & cleaned up More emphasis on arts – gallery in the village, public art (need maps for this), art festivals Special events – street fair, 5k runs, Jazz in the park Question 3 #1 community in U.S. <160,000 people (we’ve accomplished all said tonight) – beaches, tourism, open space, businesses Intra-transit system No power plant Reasonable land use controls Maintenance of housing stock encouraged No big box retailers! Flowers & open space The City needs to stick to its plan (that encourages things expressed tonight/encouraged herein) A city that is financially sound, solid tax base Wise consideration of important uses - smart to eliminate power plant? - need uses like desal plant If power plant is here, it should be pleasing to the eye Center of city isn’t necessarily best place for city hall - consider downtown Downtown residential uses should be on the fringe Common Themes Multi-purpose community venue (indoor & outdoor) Strawberry fields stay as “Ag.” Interconnected trail system (need to be well publicized) Biking trails Financial stability of city Responsible elected officials Transparency of city officials Like Citizens’ Academy Beach access/beach park for dogs TAble 3 Question 1 Weather Central location - close to S.D., Orange Co. Small town qual. – close to big city Hospital Next to ocean Strong community involvement/ energy Love village Golf courses Open spaces Street fair Art oriented – close/access to LA artists A lot of hotel options – places for guests to stay Good resident participation (like Citizens’ Academy) Classy city Keep people informed Ponto – favorite locations: libraries/galleries/auditorium Clean facilities - Hosp Grove - Poinsettia Station - Boardwalk - Trail along lagoon – Agua Hedionda/Batiquitos -Flower Fields - Work place – Loker July 20, 2021 Item #9 Page 80 of 332 14 Question 2 See downtown area See more variety in village Village is destination point - theater CB – stays same with its open space Ponto area improved/developed More trails/able to walk community without cars going by Preserve/restore Buena Vista Creek valley - children education about BV creek history - preserve for generation to come Stuck to growth management plan - balance open space & development Cultural institution signage Cultural institution & businesses work with schools Create one arts momentum - all arts groups come together Engage kids in arts/culture/civic engaged/nature Curious to see how I-5 widening affects city See if they refurbish the mall See infill development instead of sprawl into open space Question 3 Sustainable trails system - connect mountains to ocean - fits into environment - will withstand wear Richer arts/culture - host National Arts Festival - CB is an arts destination - forward thinking/experimen- tal in arts - expose kids to arts - outdoor sculpture garden City is model of sustainability City is leader in sustainability City is not just identified with village In TOP 10 places for well being - health of community is wealth of community - most certified homes by NWF People can get around Carlsbad in public transportation easily Most “green” certified businesses Common Themes Healthy community = wealthy community - healthy environment - active community - outdoor recreation/arts/ culture - sustainable - connect with outdoors - open space provided for envi- ronmental space - sophisticated arts community - greater variety of arts activities Great weather Eclectic community – old/new/ different interests & styles – com together Can go to mountains hiking & go to beach 5 min. later Need to bring all elements of community & neighboring community together - cultural connected Carlsbad can lead way – environment/culture Good community participation Residents care about environment/arts/culture TAble 4 Question 1 People Natural resources High-standard living Open space Lagoons Potential of the city Recreation opportunities Trails Schools Village Stability of city government Tax base/business Airport Train station Mall Beach Functionality of government - how efficient Opportunities for being known - beach wall - unique beach town - beautiful views Special events Street fairs Jazz July 20, 2021 Item #9 Page 81 of 332 15 Envision Carlsbad Community Workshops Report Triathlon Marathon Golf World-class resorts Well run community Great business base for companies – variety Flower fields LegoLand GIA Golf courses Tourism Question 2 Beach maintenance – pristine lagoons/beach Barrio – stay the same Shuttle to village Village parking improvements Manageable open space Sustainable community - water - energy - land resources - solar panels Dog Parks (more) Dogs on beach Beach run by the city City maintains character of the past while moving toward the future Cont. growth of arts - arts facility Walkable community More trails Homes with natural habitat certification More sustainable practices for landscape Question 3 Village: Community center, eco- logical preserve, aquarium Desal Power plant Wage/cost of living favorable Destination/vacation city but still small town feel Not congested with cars No school overcrowding More gathering places Village - Sustainable, model city - pedestrian No cars downtown No downtown metered parking No more tourists Diversify tax base Native plants/water wise Functional public transportation Alternative energy Trails Open Space Zoning for less crowding Self sufficient - water - energy - food - jobs - housing Don’t make airport larger No new power plant - look for alternatives Keep the strawberries Greywater Native plants Bushes/trees in front of industrial buildings Storm water – plants instead of gutter Common Themes Open spaces - No building Natural habitat - animal corridors Arts: public arts Gathering places Village Strong economy & business Mall redevelopment Environment Transportation Airport - safety - noise (less) Lifestyle - healthy Resources - alternative energy - incentives Water TAble 5 Question 1 Open space, clean beautiful scenery Love the village. Reminds of Coronado & Carmel Weather/climate July 20, 2021 Item #9 Page 82 of 332 16 Close knit community. Eclectic. Different styles around the community So much here. Something for everyone. Share with other people. Natural beauty. Good people (involved in organizations – schools, sports, etc.) Friendly people. Can do spirit. Solve problems as a team. Very wealthy city Beaches Only one gang. (compared to a larger problem in other cities) Beautiful open space. Last of our coastal open space. Wildflow- ers. Wildlife Small coastal community Amenities (Gemological Institute, music (NAMM), Flower Fields) Quality of life. Keep the same Excellent group of residents running the city Concerned about keeping our open space Feel the city has reached buildout already LegoLand Question 2 Beaches – “sand on them” Sustainable trail systems The “use” of open space – biking, hiking, horse riding City acquire Buena Vista Valley Hike to beach Non-traditional transit system to move shoppers between shopping centers Carlsbad Oaks North – smart growth (mixed use including residential) “model sustainable community” 3 lane El Camino Real Emphasize tourism in beach area More restaurants More cooperation with adjacent cities for roads – i.e., Cannon Road Schools, parks are very important to sustain Slow measured progress Expand TGIF “Jazz in Park” New Village Arts stay in village Vibrant downtown Get rid of “Quadrant” name New theater in village Sculpture throughout village & town Poseidon plant – expanding (50 mil gals/day+) Revitalize Car Country Rehabilitate industrial park Improve airport safety & noise Don’t expand across ECR Question 3 Maintain existing open space areas Look at zoned/developed areas for further development in order to maintain open space More participation from school age residents. More engage- ment with student body (elementary, middle, high school) Love Leucadia Blvd. In Encinitas. Landscape along main roads should be of that award winning design/quality Quail Botanical Gardens. Carlsbad should have such an attraction Suitable location for a civic center – bring together entertain- ment/arts, etc. Charter school to attract students (music, performing arts, tech training, etc.) Stainable water use. Desalinization Green practices. Public transportation Level of crime remains similar (low) Not a lot of smoke stacks Carlsbad known for a nationwide festival City known for arts (museums where you can draw, paint, sculpt) Definitive heart – civic center/ cultural center that everyone identifies with – Amphitheater Strong network of non-motor- ized transportation Residents comfortable allowing children to use that network Bike bath extended from village to San Diego Open Space maintained Bus service/train maintained No giant smoke stacks at the beach Economic sustainability Good jobs in North County. Well paying Nice shopping opportunities in the village Council elections – cast ballots by listing your choice in rank order (ex: 1st, 2nd, 3rd, choice.) Power lines buried (high tension power lines) July 20, 2021 Item #9 Page 83 of 332 17 Envision Carlsbad Community Workshops Report Common Themes Keep open space Trails – non-motorized circulation network Arts component (entertainment space) Education Destination place Heart of the city - something to be proud of - civic center - strong cultural component - geographically centered Keep the city unique - city has unique physical characteristics Need public places Sustainability – school capacity, housing, economic Non-alcoholic social opportunities Keep families together TAble 6 Question 1 Ocean Barrio Migration towards coast Habitat (Mtns – coast) Four seasons Great place to grow up Jobs Great schools Village by the beach Aviation Self-sufficiency Water/desal Innovation Ocean & proximity to mountains & open space Bikes Horses Trails Sand replenishment Hwy 101 Active open space Home office Growth management Ocean Question 2 Vibrant business/economy Trails (3x) Open spaces Flower Fields Friends Bike Trails (functional to remove cars from road)(2x) Ficus trees on Grand – added café’s/ped areas Village potential Traffic – calmed village Prop D lands – civic/cultural center, more public space, arts & cultural emphasis Relocated power plant Sunsets More active open space – alterna- tive: more village revitalization Community garden/cultivation More middle class More village/revitalization downtown Clear answer to the question: Where is the heart of Carlsbad? Ans. Now is rooted in Quadrant system More variety in shopping center/ mall (Westfield) More high-end shopping in Carlsbad Question 3 Village redevelopment More setbacks in village More carriers @ airport Connection to village (4x) Creative reuse of smoke stack Village parking Pier @ end of PAR/Ponto extension Ponto boardwalk to Encinitas Tram/transportation Village – mixed use. Urban, not ultra urban, restaurants, B&B, hotels Disappearance of quadrant segre- gation (3x) Village – aesthetic/architectural articulation & relief Village – work, shop, good sidewalks Drink from tap Ponto development and connec- tion to village Live, work, play in village Village – 2 stories/3 max. More rapid village redevelopment Communication among quadrants Mall redevelopment to match the area July 20, 2021 Item #9 Page 84 of 332 18 Common Themes Village as a center Open space Mall – security, façade, outdoor areas Trails Beach Quadrants (negative context, identity) - named by quadrants not communities Disconnected transportation modes – trails, bike, bus Schools/education Weather Airport Legoland Economy Desal TAble 7 Question 1 Small, wonderful city Unique city Fiscal well being is important Diverse economy – mall, village, Car Country, La Costa Resort Feel safe Dog lovers love Carlsbad The ocean is great – nice to be near the ocean, the breeze is nice Weather is great We have a great, convenient airport Feels like a small town – small town feel Walking trails make you feel like you are in the country Beach has areas for families Lagoons are great to walk around People willing to volunteer their time Residents appreciate art The city is growing up well Attitude is can we do things better? Re-evaluate often where we are as a city A community where you can live and breathe – not just retire City encourages involvement Question 2 Would not have grown Lots of open space Smaller town Trails are interconnected Carlsbad Village Dr. dog park still there Dogs are allowed on beach Just a few lights from homes illu- minate the lagoons – not too much development Find a solution that does not destroy lagoon views. Find energy solution to NRG City is as green if not greener More green around the highways Pretty intersections at I-5 and city streets Area for performing arts spread out throughout Carlsbad More open space owned and maintained by the city If McClellan Palomar Airport got bigger would airlines serve the public? (more airlines) Question 3 Open space, a canyon developed hasn’t found Community center – where friends and neighbors are recognized Arts, fountains, places to get, entertainment Lots of stores all in one area Place with people – no restrictive rules like a mall – does not close at 10 p.m. Walkability Serves the family – allow hot dog carts Centers for art – place to see the San Diego Symphony More transit More shuttles More public transportation More street lights to illuminate sidewalks, etc. Amphitheater State Street and Grand Avenue elevated for pedestrians – more vendors Shopping, things to do in the village Village is a pedestrian area 4-plex theater downtown Bicycle friendly – more bike trails More pedestrian orientation/ friendly Provide stores downtown that residents want Reason to go downtown Theater downtown – walkability Need a vision of what replaces auto body shops, trailer parks downtown July 20, 2021 Item #9 Page 85 of 332 19 Envision Carlsbad Community Workshops Report Be able to walk to downtown settings Save open space by infill Common Themes Higher density downtown Open space Walkability More bike lanes/facilities More trails More people gathering areas More cultural linkage Gathering places The right activities at gathering places Village is a cultural arts center Lots of activities downtown Linkage of cultural activities No more buildout TRI-CITy WellNess CeNTeR – mARCh 25, 2009 TAble 1 Question 1 Weather Casual atmosphere Family feeling Beach environment Recreation, Legoland Libraries - wonderful School system Diverse housing planning Beautiful well organized city Coastal roadway High paying jobs Free beaches Availability of stores, gyms “Everything is here” in Carlsbad Library concerts Central location Coaster/train station Wish for Amtrak stop in town Health – as an important component of lifestyle Great business park 3 Lagoons – blessed It’s Lala Land – as far as I can see City – very customer service friendly organization Fire, Police Depts – great – “feel safe” This is paradise (former Redlands resident) Very safe Schools are phenomenal Question 2 Beaches not crowded. Parking if you don’t mind walking Accessibility to the beach Beaches and agriculture Open space Alga Norte Park built Poinsettia Park facilities completed. Community center built Amenities in existence Desal plant up and running Power plant gone. Park in its place More trails to be multi-use (hiking, mtn. Biking, horses where possible) More eyes and ears on the trails to improve trail safety Build sustainable trails and encourage use. Results in net habitat gain Improves home values New high school built More family activities - sports, YMCA Same as today - downtown remain quaint - Flower Fields preserved - No more hotels - Batiquitos Lagoon is fabulous Separate trails for bicyclists Question 3 Balanced budget Desalinization More businesses (companies) associated with green technology Economic center for N. County Maintain small town character Trails completed Open amphitheater Preserve Flower Fields Bring back Twin Inn’s chicken Increase density downtown to encourage the feasibility of mass transportation Mixed use Common Themes Sustainability – environment, economy, social responsibility Small community. Retain the master plan Economic base that supports needed services/facilities July 20, 2021 Item #9 Page 86 of 332 20 Get rid of the power lines (place underground) Alternative types of transporta- tion (reach by walking, public transportation) Less reliance on the automobile Improved public transportation (frequency of service, number of routes) Parks (more facilities in areas of greatest use) Beaches protected Coastal Rail Trail completed Keep the flower field and straw- berry field Keep Carlsbad balanced TAble 2 Question 1 Beautiful weather Library 7 days a week People/friendly Peace & quiet Beaches Balanced community Clean city Enthusiasm & pride of residents Good government - seems to run well - economically sound Water drought - doing something - desal Good to have this envisioning process Opportunity be heard Schools have good reputation - compared to neighbors Little/no visible gangs & homeless Good public safety - low drug problem Feel safe Opportunity for good skilled jobs - high tech Shame most who work here don’t live here ~ 62% - Expensive – a negative Good clean tourism business Legoland – only a small traffic impact Golf Not a lot of fast food Good wide arterial streets Police & Fire are professional - have increase in burglaries but no feedback on outcome Question 2 Go to beach No further development Maintain current areas for mountain biking Maintain current open space See how museum of music & others have grown Status – improvements on city bld/parks, Farmers civic center Lake Calavera – trails still there & undeveloped - connect to trails in other cities Regional trail system Community gardens Alga Norte swim complex Emphasis on natural resources - Flower Fields Strawberry fields City’s financial condition in 5 years Citizens’ Academy Alumni Assoc. Open air amphitheater Civic/open/gathering spaces Desal plant be in existence Move power plant - some other open space Ponto area developed Generate green/natural energy City common to renewable energy Energy sustainability Be smart about costs Question 3 One high school only for the city Preserve - Flower Fields - beaches - open space Outdoor active community - bike, walk Walkable community Engulfing green Energy green Sustainable community Desal Buddy still mayor Maintain all areas - community service if home- owner’s can’t maintain Multiple generations Children can afford to live where raised Self sustainability - Desal - regionally driven/host July 20, 2021 Item #9 Page 87 of 332 21 Envision Carlsbad Community Workshops Report - trash - airport - sewage - limit future regional projects within city Regional trail/open space system Make money at the golf course Underground power lines Clean/ADA/restrooms on sea wall Hybrid landscapes along trail system Marked native plants on trails Sand on beaches - expand beach line - no rocks More lagoon dredging Lagoon preservation Fluoride out of water Power plant inland Common Themes Clean water Sustainability - parks, trails, green Manage exploitation of our environment Volunteering (helping hand) Community involvement Not transient - challenge to keep kids in Carlsbad - Something for everyone Continues to be beacon on the hill TAble 3 Question 1 Well managed Solvent People know it – good reputation “On the map” Models for other cities Master planned/balance Climate Opportunities for recreation Village – Farmer’s Market Lots of opportunities Really cognizant of our growth Now recognized nationally Carlsbad w “K” Karlsbad A pretty good commitment for public transportation Community involvement - lots of participation Libraries Trail building event Volunteerism Go to beach in am & see dolphins New golf course Question 2 Walking on beach See the ocean Sea wall Everything looks the same Tax base that supports the quality of life we have today Good/strong economic clusters “Green clusters” Diversity of economic base has not changed Encouraging core technology base No more houses/concrete No parking structures at beach Maintain what we have today Flower Fields – keep/expand Carlsbad arts TGIF Concerts Essential service maintained Crime rates low Village as is Power plant gone Sustainable development Sand on the beach Tourism industry continues to bring in visitors at current levels Special events continue (ex. Carlsbad 5K, Triathlon) Active lifestyle – outdoor Free parking everywhere – including Tamarack beach Cannon extension not built Question 3 Maintained access to the beaches and still free to park Problem w/sand disappearing has been solved Sustainable city - power – water – no more building Improved public transportation Open space remains – expansion good too – walking, hiking, horseback riding, biking Bike trails/master plan complete Go places and not compete with cars Localized shopping – walk to shopping, (ex. Bressi Ranch) July 20, 2021 Item #9 Page 88 of 332 22 Carless city/pedestrian city - people drive 200 miles/year More people live & work in Carlsbad - live work development More affordable dwelling units Complete community center at Poinsettia Build Alga Norte Complete public parks in all quadrants New city hall – civic center “one stop” for all city services Common Themes Neighborhood feel – walking to what services you need Open space Recreation Small town feel Green/renewable energy Beaches – healthy “Community” Mass transit – transportation alternatives Maintain quality of services Safe community Sustainable community TAble 4 Question 1 Ocean Character of the village Less crime Near Batiquitos Lagoon Weather All things there are to do (i.e., cultural – Jazz in Park) Desal plant Legoland Proximity to San Diego Coaster Senior Center Good food Flower Fields Fresh markets Strawberries People in government – City of Carlsbad Great library/learning center Great Mayor! Parks & recreation Boardwalk – Sea wall (note: need to pick up after animals) Friendly feeling Getting 2nd high school (future enhancement) Good educational programs – schools Financial stability of city Resident’s Academy Non-smoking beach & no booze Great Fire & Police Question 2 Beach & sun No growth in city Rolling hills & open spaces Clean air Planned development Desal plant built Less traffic El Camino Real between Tamarack & 78 Solve 3 problems: - energy - global warming - immigration Lower crime rate “Real” dog beach - permitted Performing arts center Rebuild/reinforce beach cliffs - prevention efforts for erosion started - continued access & property protection Continuation of good representa- tive government More parks/land reserves Keep investing in road widening/I-5 to accommodate traffic Adequate & appropriate school/ facilities/junior college in Carlsbad Question 3 Connected system of open space Hiking, biking, horses Conservationists – recreation – education Education outdoors Appreciation/protection of environment Value/preservation of property Pride of living here No dilapidated bldgs Sustainable balance = social – open space – economic Encourage core business clusters – maintain balance Good core of powerful businesses - Palomar Airport Extend runway – improve airport service July 20, 2021 Item #9 Page 89 of 332 23 Envision Carlsbad Community Workshops Report Quality of life – highest Q.O.L. around Farmer’s Market Small town feel with big city amenities Pedestrian-oriented village/ complete revitalization Fix/improve what we already have Concentrate housing in already developed areas Need for high-tech workers for high-tech businesses Common Themes Fun things to do - beach - places for bikes, horses, walkers, etc. - Recreation - People places/social activities - connected trails Open space - consider built out & protect/ expand open space High quality of life Sustainability = social/economic/ environment balance - need economic engine to provide what we want/need Balance facilities with population - adequate schools/focus on kids TAble 5 Question 1 Weather Downtown Beaches Beautiful medians Community Clean streets What Newport was before it got “too much” Parks Infrastructure Vegetables Open space Strawberries Lagoons Birds Normal access to open space People are ‘from’ here – not transient People don’t leave Variety of restaurants & entertainment Attracts/promotes outdoor activity People run Carlsbad 5000 Walking/sea wall Variety of businesses Corporate offices Diversified Revenue Services Work near home Museum of Making Music Jazz in the Park Libraries Police force Question 2 Beach/coastline See an actual beach – wide, nice sand Walking on the strand Power plant in different place Free beach parking Fluoride out of water Nice restaurants Mom & Pop restaurants Natural foods market Downtown village Open space – wild and pocket parks Friday concerts Sunday concerts @ Neiman’s Jazz in the Park Flower Fields Library – still open 7 days Trail system – more Not over crowded Airport of our own Power lines gone Use of alternative energy Question 3 La Sala de la Ciudad Piazza/city square Downtown is still low-rise Finest school system, libraries in state Parks & recreation Move kids programs on weekends Same beach, open coast Infrastructure still maintained No decrease in quality of life – keep open space, etc. July 20, 2021 Item #9 Page 90 of 332 24 Keep small storefronts – ‘real deal’ Don’t become like Newport Beach, Orange County Great public transportation – less cars Still small town character Held to today’s master plan Common Themes Sense of community/volunteerism Caring people Keep “small town” feel Trolley/transportation Open space/trails Active lifestyles Solvent (financially) sustainability Art Splash Keep the good things we have Avoid uncontrolled growth Tourism Library is great TAble 6 Question 1 Safe – can walk late at night Beaches Good schools Economic base Outdoor recreation - mountain bike - beach - family activities Beach community Easy to walk beach Small town History Weather Walk on beach Trails Pedestrian feel Village Open space Great job center Question 2 Would die if I had to leave Carlsbad Ocean Cool people Good dynamic people Smoke stack gone Full service airport Uniqueness retained Quaintness/small town Community involvement didn’t change Village The people Desal up & running Job base Fresca Gregorios Vigilucci’s Garcia’s Trains can roll though city without blowing whistle - more stops/stations Coaster runs later Bring outside dollars in – tourists Beach Feels like home Revitalized village THE PEOPLE Question 3 Desal plant Farming Farmers Market Eat local Preserve open space, waterways, lagoons Smart growth Maintain quaint town Manage growth Keep small town feel Improve transportation to handle growth Connected/continuous trail system Lead & help by example No power plant Green energy Community/cultural center - theater/arts – place for community to connect Continue to do what we do well Build community Carlsbad leader in region Good neighbor – share what we do well Balance growth Green/alternative energy - wind/solar Lagoons still large & sparkly Common Themes Desal plant Maintain beauty of community Pride in community Small town feel Community gathering places/ activities July 20, 2021 Item #9 Page 91 of 332 25 Envision Carlsbad Community Workshops Report Keep Buena Vista Lagoon fresh water Carlsbad – healthy community – lifestyle – active Carlsbad is leader & good neighbor Village – enhance/revitalize with comprehensive plan - “Carmel South” - store open later - keep “village” feel Safety Culture/arts Recreation – trails Beaches TAble 7 (NeW TAble) No responses to Question 1 Question 2 Ocean/boogey board with grandkids Walk on beach with kids No tar on beach (from oil) Fresh water, dredged Buena Vista Lagoon Beach better than now Downtown revitalized/ped mall – no cars No second power plant The most beautiful beach spot - no “back room” deals with dev. - City Council that will listen Busy golf course, can’t get a tee time - tournaments all the time. Making money Still charming pedestrian friendly – can walk around – people out on streets Open spaces, not power plants, big box Not too many regs (i.e., can’t walk dogs on beach) Clean sidewalks - considerate pet owners No smoking in pub areas New high school built - don’t need to go to San Marcos school district No strip malls/or “Forum” like mall (is better) Desal plant built Ag land preserved/local food - farmers market increase support ag Hiking trails Larger parcels – 1-2 acre, like RSF Balance quality of life with economic development More community dialog Question 3 Preservation of open space - continued planning Performing arts center Continued professionalism & public input/engagement with City Council & staff Managed resources (esp. water) well Maintaining & continuing what we have today - finance mgt. - desal Small Town feel Clean beaches Public safety/lack of meth/drug problems. Law & order - high prof level Expanded rapid transit Air quality traffic have been well managed No noise pollution problem (freeway, etc.) Connection between health & the built environment - health should drive land use decisions Fewer cars on the road - more energy efficient cars Common Themes Keep Carlsbad small Cultural arts Community atmosphere Water supply Quality of Life Open spaces - trails, lagoons Maintain beach community - importance of beach - access Pedestrian friendly Clean air AvIARA OAks elemeNTARy sChOOl – ApRIl 15, 2009 TAble 1 Question 1 Recreation opportunities Open space – “publicly accessible” Financially sound community July 20, 2021 Item #9 Page 92 of 332 26 Well planned community Good long range plan Low crime rate Community – very responsible to people – voice Good traffic planning Slower pace of life Village & small town feeling Beach walkway Open beaches Sunny, blue skies Well maintained lagoons Professional police department Well landscaped community Citizens’ Academy Open space Hiking trails Bicycle friendly Good zoning plan Good schools Relatively stable housing prices Street fair, art show Question 2 Beaches Climate That things haven’t changed much All building completed or stopped Flower Fields Fewer power lines Fewer cars More public transit Mixed uses Retain existing open space Trails will be expanded More south Carlsbad representa- tion in government Rejuvenate Plaza Camino Real Mall Relocated power plant Enhance downtown Question 3 Energy independence Water independence Great network of open space, hiking trails No big hotels on the beach Award winning schools Improved public transit Expanded senior services Mixed use senior village Teen center Broad range of housing opportu- nities for all incomes Arts programs A green energy city Sustainable city Pedestrian streets More recreation facilities “Carlsbad Citizens’ Academy” Financial stability Strong diversified industry Flower Fields Small town village character Double decker parking at train stations Common Themes Natural resources – ocean, lagoons, parks, Calavera Lake, open space Strawberry fields Flower Fields Recreation opportunities – athletic facilities Little village Walkable streets Trails Concerts in the park Sustainability – solar panels, recycled water Youth center Excellent schools Senior village (mixed use) Mass transit Bicycles TAble 2 Question 1 We live in a vacation spot Weather Nice places to shop Good school districts One person doesn’t brag and there is a lot of room for improvement (open space & trails) Jazz in the park Quaint village Community spirit Clean and safe Good police department Excellent libraries Excellent teacher Traffic flows well compared to other areas Good air quality Hosp Grove Beach/waves Legoland July 20, 2021 Item #9 Page 93 of 332 27 Envision Carlsbad Community Workshops Report Good location with easy acces- sibility to San Diego & Orange County Flower Fields/strawberry fields Community support for perform- ing arts Recreation department Lagoons Likes previous “Bars’ area Friendly towards faith-based groups Senior center with learning opportunities Airport Close to Mira Costa/Palomar/San Marcos Calavera open space Live music in many locations Carlsbad marathon Question 2 The city has moved toward more sustainability Village area has been improved Improved us of natural open space for mountain bikes, trails Cooperative effort from volun- teers to help maintain open space, trails Carlsbad becomes the center of eco-tourism in San Diego County Restoration of Batiquitos Lagoon is completed Fresh faces on the City Council More public gathering spaces Cultural center – theater, public art & gardens, galleries, murals Private industry/public education partnerships Question 3 Desalinization Maintaining open spaces Quality of life is admired by everyone “Green and Clean” Still maintains a “small community” feel Better schools More resident influence and less business influence. (i.e., Chamber of Commerce) Improved public transportation Improved restroom facilities for larger events, public gatherings Better traffic flow due to sequenced lights, public transportation More recycling All of the power lines have been put underground Trails around all of the lagoons More flower fields Close down some of the streets (to traffic) in the village Common Themes (No common themes listed for this table) TAble 3 Question 1 Good place to come home to, after San Diego Oceans – beach, breezes, fresh air, flowers Legoland Peaceful Walkable environment “Beautiful Environ” – Mediterranean Farmers market Lagoons Climate Access to Coaster Quality of life – employment opps, weather, shopping – diversity of economic & strong economy Seawall – opportunities to see all fellow residents Safety & security Availability of quality paramedic/ FD Park/trail familiarization hikes TGIF Professional government ops Very good libraries & related programs Sporting events (CB 5000, Marathon) Involvement of children Active business community involvement Question 2 Glad to be home! See the ocean – 5 yrs Improvement of lagoons! Beaches, parks, small local restaurants City Hall – unchanged! Parks, tennis courts & other recre- ation resources Get back to the weather, environ, safety Beaches & coastal areas Bigger tracts of open space Flower Fields still here July 20, 2021 Item #9 Page 94 of 332 28 More athletic fields Swim complex complete World class aquatics Less traffic Widened I-5 Question 3 Balanced budget Water responsible Downtown updated but still quaint CB mall remodeled Maintain suburban feel No high rises, apts, high density dev. Don’t rezone the Barrio to high density No rezoning Cut off dev. At 90% Build-out! Maintain streets Underground all utilities More open space, with dirt bike trails Connecting open space areas, with all trails connected CB did not turn into Pacific Beach, UTC area, La Jolla CB made decisions to maintain and enhance quality of life for residents, not developers Maintain village arts & theaters Our trails system is so good, it attracts tourists & world class dirt bikers to sport events, who then stay in our hotels & eat in our restaurants, and shop in our stores Common Themes “Don’t change the good things” Open space Fiscal health Low density/no high rises Water sustainability Keep listening to the residents Beautiful environment TAble 4 Question 1 Government accessibility to residents Location, weather, facilities Coaster, library, high school quality Crime rate low Legoland Beauty, beach accessibility Nature trails Cleanliness Art community Parks Gemological institute Still open space! Museum of Making Music Like that gov. looks after whole community No big-boxes We have an airport High-tech jobs Flowers & trees Attractive town Emptiness of Ponto beach (& others) Ocean Question 2 See the beaches – sunset from beach – Moonlight, Ponto, parties, cookouts Shopping – the Forum Downtown grow more vital Walking trails, recreation New high school Development at Ponto See the village – retained small- town flavor Walk along the sea wall – restau- rants there Feel safe No big-box stores Hike canyon trails Tour new desalinization plant Walking on Batiquitos See if there is water and open space left Sunset & drink at Four Seasons Real transportation to get from here (Aviara) to village Back to my church Renovation of the Westfield mall Lighting in parking lot Question 3 Sustainable community! Housing & job balance, green energy & water usage Highest rate of high school & college grads hired within the city University in Carlsbad Transit system that works! Community center that can accommodate several thousand for arts performances Communities that are walkable July 20, 2021 Item #9 Page 95 of 332 29 Envision Carlsbad Community Workshops Report Finished trail system City powered by renewable New power plant that is quick- start, small & cleaner to support renewable Something for everyone Passive park space More soccer fields Dog beach & parks Synchronized traffic signals Resident-based, resident friendly, communication for whole community Common Themes Beach, access for community & tourists in healthy way Sustainability – all “spokes” – all activities? Less dependence on car – bike, public transit, walk options. More “hubs” Hierarchy of hubs, one of which is large enough to accommodate a large venue arts center Open space protection & use TAble 5 Question 1 Good diverse population Weather Schools: high quality But could use more in the south Beaches Recreational opps, both natural & City’s recreation department Libraries – especially Dove Strong small business community Safe community (except one dissenting vote) Our public officials listen to community Great parks & lagoons TGIF concerts Good balance of: retail, housing, etc. No blight Strong sense of “community” (such as the involvement here at Envision Carlsbad) Change has been managed well – even through the growth Citizens’ Academy program Question 2 A “renovated” mall – w/Nordstrom’s, Bloomingdale’s, etc. Zoning laws have stayed strong, so the residential green community is not overrun by Motel 6’s . . . A “finished” high school A working desal plant! Shopping closer to residential areas Strong central civic & community gathering place A junior college or a university More social services for community Manageable traffic situation. Especially near the schools Trail systems integrated, completed, preserved . . . Smaller, more efficient power plant installed A real, functional mass transit system Maintain a “small-town” feel . . . Limited population growth by sticking to the GMP No high density housing Question 3 Desal plant Stabilized: population finances (self-supporting) Become a center for technologi- cal innovation Sustainability is a working reality Still balanced – open space – job diversity Keep the “small-town” feel Commitment to the ARTS. Good for the soul, good for the economy Keep the diversity of: Places to work Places to recreate Population Maintain, preserve the beaches & coastline Become a center for eco-tourism Be a pioneer in “green” sustainability Village more vibrant with arts, restaurants, theater. Not touristy, but for the Carlsbad population with smart mass- transit servicing it & the mall Keep the history alive & well. Don’t lose it Maintain the Forum & Carlsbad Premium Outlet Trail system expanded & main- tained, and the coastal rail trail Keep the high school’s “Friday Night Lights” July 20, 2021 Item #9 Page 96 of 332 30 Common Themes Small-town feel Eco-sustainability Vibrant village Open spaces, trails, beaches Strong, diversified industry with jobs, tourist industry, golf industry World class recreational activities TAble 6 Question 1 Plans for future Citizens’ Academy “In the black” Strong business district Mixes well with residential Goo type of business Still Ag Beaches, parks, fields, rec Calavera preserve Open space not planned Range of housing opps Library! Safe, clean, pretty Need multi-use access to open space Community input/meetings Clean air Planned infrastructure Plans for water Airport Preserving historical Shopping Community functions – Jazz in parks Flower Fields Arts program Quality of schools Two rail stations Weather Question 2 Drink desal Catch waves Walk on sea wall Flower Fields More development decline Garcia’s for salsa Preserve Barrio & restaurants Fly in to Palomar Airport economically Carlsbad Blvd turned into a recre- ational road No high density zoning – okay in in-fill area Alga Norte built Trail system connected Ag preserved Village Arts Theater Armenian restaurant with deck preserved Hansen Quarry El Salto falls preserved More synced traffic lights Slower driving Solution to water problem Walk dog in Hosp Grove Green city Question 3 Financial stability Desal Quality infill Still quaint – not over –built – village atmosphere Depth & breadth of com. Activities No Los Angelesization Same bragging Com. involvement Same quality of gov. Volunteerism Ag. lands preserved Flower Fields Most open space Trails & park complete Same as it use to be Schools strong No power plant (as it exists) – move in-land Safe air traffic Vibrant industrial community as planned Safe & clean Safe & clean water – power Respect zoning Common Themes Accessible open space Managed/planned growth Desal Small town/village feel Quality of life - recreational ops - culture - safety - schools - gov. ops - Flower Fields - Maintain zoning July 20, 2021 Item #9 Page 97 of 332 31 Envision Carlsbad Community Workshops Report TAble 7 Question 1 Ocean & beach Schools Atmosphere (small town – not crowded) Open space “Green, open & safe” Flower Fields Lack of big box stores Train & bus system Parks & recreation system Trails Lagoons Village Legoland Golf course Question 2 Completed trail system Open space (same amount or more) “Little” downtown still Agua Hedionda Lagoon main- tained for public access & watersports Village – have dinner & walk around Barrio enhancement completed (keep cultural aspect) Beach (still public) Promotion of historical aspects (Marron Adobe & Carrillo Ranch) Strawberry fields Flower Fields Desal plant completed Power plant away from beach Keep up/maintain Forum & outlets as quality shopping experience More solar “Dark sky” city or areas (less light pollution) Some agricultural production still ongoing (atmosphere) No big hotels Question 3 Still have open space, trees, not over-developed Promoting eco-friendly transpor- tation use of bike trails, bike trail incorporated with pedes- trian trails First class shopping mall Re-think Plaza Camino Real Balance in the city (something for everyone – preserve open space) Cultural center/performing arts center Village/Barrio enhanced but cultural aspects preserved Maintaining “beach town” atmosphere Adapt city parks to trend of youth (i.e., skateparks, etc.) Common Themes Need open space (keep same amount or more) Don’t over build (slow growth) Beach city/small city atmosphere Enhance what we have, don’t add lots of new development (redevelopment) Flower Fields/strawberry fields Cultural center/enhancing culture of Barrio/village Trails (connecting & enhancing) Trails for each use (i.e., bike, hike, walk) TAble 8 Question 1 Well planned Economic health Quality of life Environment Rich city - many resources - reg. Pks - city service (calendar) Coast/beach access Schools – high quality Safety Retail/shopping centers Airport Coastal community/small town feel City services Clean city General upkeep Has own police dept. Zoning/density - a lot of open area - not over built but too much low income housing in south Carlsbad Beauty of open space City concerts (wine!) and other city events Open space but loss of open space around lagoons July 20, 2021 Item #9 Page 98 of 332 32 No more re-zoning or high density (protecting open space is key) Question 2 Alga Norte Other community centers (like Poinsettia Community Center) Open space still exists not built out No more development in the existing open spaces No “bridge to no where” Flower Fields Walk way at Batiquitos Lagoon/ nature center Easy accessible ways to get to lagoon Desal plant built Lower water rates as benefit of desal Plenty of water (no water shortage) No more building of low-income housing in south Carlsbad Question 3 Desal plan Best, well managed city in SD County Still solvent Maintained open space & trails Carlsbad has the “best” school district Coaster still running - on “double tracks” Enough funds to rebuild nature center Higher level of community involvement for community center & trail involvement Protection of open space, including stewardship of environment Active management of open space City remains open to resident input Open/honest politics Common Themes Open space High quality schools Trails Desal plant Controlled development of growth Quality of life Beaches Quality of management at city Quality of mass transit Maintain living & working locally balance Affordable commercial space TAble 9 Question 1 Quiet well manicured residential community without crime Safe community Quaint village – charming able to work & live Great surf & libraries Small community – well organized well managed fiscally. Integrated trails with residential Great flower fields Small town feel Like downtown – good visitor’s center Like separation of commercial from residential – close but not in the middle of homes City leaders have community interest in mind Renewed interest in open space Lagoons are unique feature Nice, well kept beaches & sea wall World class schools Focus on “green” sustainability Diverse economy Emergency response – safety services Sports mecca – marathon, golf Live & work long-term Question 2 The beach Run on the trails Open space Same quiet city – no change from past Same zoning – low density – no high rises – limit to low key commercial More live/work real estate Same small airport More single family homes – not high density Nice parks Uncongested Completion of HOV lanes south to San Diego Village atmosphere maintained Suburban feel July 20, 2021 Item #9 Page 99 of 332 33 Envision Carlsbad Community Workshops Report Question 3 Involved community – residents participate City resisted over development preservation of resources City Council that is cohesive & willing to debate the issues World class aquatic facility Beautiful coastline Self-sufficient community Functioning desal plant Lively village – vibrant destination Small hometown airport – no commercial large jets Quiet, peaceful atmosphere – serene Common Themes Beach Clean/green industry Lagoons High tech Open space Tree preservation Well-managed – financially sound Vibrant downtown for locals Desal plant – self sufficiency – sustainable Continuity – sense of community Public transportation within each quadrant Libraries & schools Jazz in the Park Community events that connect residents TAble 10 Question 1 Well run Beautiful A lot of open space Low density Open feel Not a lot of tall buildings Why are we having meetings now when there are plans to rezone & build high density (upset with proposals for more density) - concerned quality of life will be destroyed Why do we need to increase density 10 years ago we agreed to a plan – now it’s being undermined with higher density City’s lost credibility We don’t want to be urbanized Want it to stay the same Open space Low density - Bressi is atrocity Keep it suburban Schools Desal Clean air Wouldn’t brag to friends right now Trails Lagoons Create more open space More space between homes Want strict building codes Don’t need more seniors Beaches Good shopping Question 2 Beach Parks Ponto beach empty Just same Better schools Desal in place Trails Swim complex New high school Poinsettia all the way through Free/convenient parking at beach Ethnic restaurants Village stays same – maintain better parking in village Farmer’s market Pedestrian street market Intercity transportation – link all uses Additional senior services A new/larger dog park Post-secondary education Bud Lewis still mayor Summer youth programs Trash can pick-up Not allow night-street parking Equestrian park & horse trails Golf course paid for Less traffic congestion - maybe fewer signals - traffic signal management system - synchronize lights Smith-Walsh site develop as flower field July 20, 2021 Item #9 Page 100 of 332 34 Question 3 No overhead power lines Connected trails Forum shopping center – nice place to go to World class schools Desal Beaches still the best Great city layout Electric cars – everyone has one Mall redone/revitalize – “Nordies” More cultural/art uses Revitalize downtown - no big box - walkable - more people live downtown Healthiest city in county - green - active - everyone is aware/”green conscious” - energy efficient - sustainable Parks Another dog park No more commercial More people working from home Business centers More live work Walkable community Density stays low High density no here in 15 years Flower Fields & strawberries still here Power plant gone Power plant off the coast – no on coast Lagoons – trails system Common Themes Good business Weather Beaches Schools Recreation Trails connectivity Open space Recreational programs Lack of big box being a positive Family-owned independent stores good Negative on why we have golf course & not swim complex Parks & fields – need more Encourage Mom & Pop shops Desal Village TAble 11 Question 1 Village People (incl. Visitors) Lagoon Trails – clean, little trash “Vibe” Natural - resources - Lake Calavera - El Salto Recreation Art Splash Taste of Carlsbad Beach Climate Parks Dog park Dog beach potential Walking Residential communities – HOA’s Carlsbad 5K Street fair Art fair Business promotion Management of city – problem resolution - “feel heard” power Embracing the issues Only city with approved HMP Airport Legoland Theaters Libraries Museums Boys & Girls Club Tax base (solid, good) Question 2 Desalinization No power lines (underground) Beautiful beach Citywide trail system - interconnectivity - open access to lagoon - narrow dirt trails through open space Low density Little change Citizens – in – control Modernized downtown -art galleries - more Del Mar like (more Torrey) July 20, 2021 Item #9 Page 101 of 332 35 Envision Carlsbad Community Workshops Report More public transportation - bike rentals Less medical office space Town center Lagoons Open space New high school Question 3 Selling power & H2O Preserved open space & trails Not over-developed Managed traffic Maintained growth leadership & planning Continued conversations – public input More infill development – less development in open spaces Balanced community Local jobs Affordable business accommodation Common Themes Lower density Balanced approach - people - environment - community - landscaping - traffic Open space - habitat - access - managed Services Schools Business vitality Goods & services with the community Clusters of goods but no integration Plaza Camino Real - dissatisfaction CITy Of CARlsbAD seNIOR CeNTeR – ApRIl 16, 2009 TAble 1 Question 1 Village Unique nature of pedestrian street system Nice business park Surf Would like to brag, but can’t right now Sense of identity Great services Great libraries Good planning Coastal activities The friendly people Tourism Clean Beaches Safe, walkable downtown Schools Friendly Dog/pet friendly Business park/jobs Golf & spas Weather Le Passage restaurant – great Village – great potential Village – walk around – little shops Running on beach Street fairs Ponto beach Sense of natural landscapes Question 2 Go to beach Bike on trails Visit downtown Parks - skate park Bring dog to beach Take dog on hike Landscaping Flowers Colorful Strawberries Panoramic views New high school Still open spaces Legoland Visit Barrio – some improvements Rancho Carrillo Trails at golf course Outdoor dining Village revitalized - like Carmel - walkable - more shops Able to park at beach in summer Public transit that works – including school buses Mall revitalized July 20, 2021 Item #9 Page 102 of 332 36 Hadley’s redeveloped Parks lighting later New swim complex More activities in lagoon Dog friendly parks More solar power - incentives More native plants Water conservation Green city Question 3 Beautiful park replaces power plant Living room of Carlsbad that leads to open space & trails Self sustained community Model community Desal Create our own power Solar panels on all roofs Green city Parks- clean – kids playing Public transportation Pedestrian friendly Hanging baskets - embrace our floral culture Pedestrian streets downtown - street art More arts & culture Good parking system downtown Village extends to ocean - ocean views Spanish market area Barrio redeveloped like Old Town Village stays at two stories A safer city Downtown – more top signs & less signals Green trolley system No cigarette butts Senior/family friendly Cultural friendly Arts friendly Activities for all ages Able to age in place Common Themes Friendship Environment Beach Parks Beautiful natural settings “green” – protecting environ- ment & appreciating Sustainability – energy – water Walkability Healthy active community Village character Promoting arts & culture Activities for seniors & all ages Inclusiveness Social equity Sports/parks TAble 2 Question 1 No responses Question 2 Beach Village (old Carlsbad) How well city maintained Growth rate just right (quality) Managed open space (preserves) Connected trail system Art/murals (public) Bike park (jumps, etc.) Dog parks (ex. Hidden Valley Rd) “Castles of Carlsbad” (home tourists) Improved safety of parks More use of renewable energy, e.g., solar More bike paths Outdoor education - appreciation of environment - defeat nature deficit disorder - teach environmental sustain- ability in classroom Question 3 Smart growth Downtown – maintain traditional character Affordable & easy beach access Strong mixed-use Compact development Keep open spaces open More use of alternative energy Desal plant (H2O) Mountain quality small-town resort feel Reduce reliance on automobile Carlsbad Blvd – safer, recreation arterial Sustainable finance (not reliant on developer revs) Keep small-town feel Bring people from inland Carlsbad downtown July 20, 2021 Item #9 Page 103 of 332 37 Envision Carlsbad Community Workshops Report Integrate tourism with local services Barnes & Noble Village kept authentic Shift to renewable energy Ride, walk more, drive less Electric autos – with privilege parking for Reduced pollution Alternative energy incentives to utilities to provide Eco tourism - trails, natural areas as draw - community events around natural activities (e.g., hiking all day) Amphitheater Carlsbad becomes center Sustainable technology Green tech (commitment to) Common Themes Sustainable energy Traditional downtown Pedestrian friendly Hiking trails (connected) Focus on environment and people Balance of growth and open space Revitalized vs. new development Safe walks to schools Getting children out to nature – biking vs. cars More education about sustainability Small bits of nature everywhere within walking distance Incentives for native plantings (succulents) vs. lawns Community Preserving tradition Quality education – cutting edge TAble 3 Question 1 Beautiful beaches New energy sources Sustainability Pedestrian & bike friendly Village vitality – thriving business Importance of water Beautiful beaches Safe schools Parks – get people together Restaurants Clean streets/downtown Parks –places to play Sports Clean and “alive” Trees Fantastic Senior Center Events – getting people together - teen scene - Carlsbad loves kids Great camps Safe community – not like Oceanside No gang activities Pretty and nice neighborhoods Nature that is well kept Libraries are good Weather is perfect Every day in Carlsbad is a good day Walking on the beach Beautiful nice-looking homes Question 2 Go to the beach & surf The village like a village in Europe “Walking only” streets Electric trolley Pedestrian bridges across roads, creeks Cooperation between cities Highway re-routed with better corridors for bikers and walkers Stop growth More open space Not restrict private ownership rights Flower Fields Science center Botanical gardens Carlsbad history museum Easy access thru-out city Solar panels Power plant moved Cleaner oceans & lagoons No parking meters More native plants in open spaces More trees Less air pollution Take care of (and celebrate) historic trees Question 3 The hub of clean green business Brand new city hall in “old Carlsbad” Cultural arts center Undeveloped open space Places for community events More trails New high school July 20, 2021 Item #9 Page 104 of 332 38 - smaller classes Alternative energy sources More solar “Green” high school Neighborhoods unique personalities More pedestrian friendly and connected A thriving city center Alternative transportation Bike friendly Kid friendly places New skate park Low-cost kid options Future kid places – innovative Arts festivals Agriculture events & celebration Strawberry festival Commercial flower center Keep Flower Fields Beaches cleaner Protecting entire watershed Improve & expand lagoon trails Connect major trails to lagoons (Hosp & Buena Vista) Safe family oriented community Clean business district Redevelop off ramp & enhance village entrance and other “gateways” Preserve open spaces Natural habitat Parking access to popular areas Pedestrian bridges over the railroad tracks (on Chestnut) Art walk Common Themes Open Space Safe community Visual Beauty Family oriented Thriving arts & culture TAble 4 Question 1 Beach Surfing Arts community Beautiful city Lower density (vs. city S.D.) Good mix of businesses Library Carlsbad seaside academy Diverse economic base Parks Walking on beach Flower Fields Coaster (train) Lagoons/nature center Village setting Village parking Small town feel Special events (street closures) Street fair High city support for various services that benefit community (e.g., library) Natural open land City support for community activities Jazz in the Park Tide pools (Terramar) Kelp beds Smart, consistent city leadership Opportunities for citizen input (like this event) Citizen/city partnership opportunities School district basic aid ($$) Question 2 Go to the beach Walk on the seawall Visit Flower Fields Desal plant (take a tour) See what Ponto looks like New downtown development Enjoy Mexican food! See the new high school (on Cannon Rd) See the new performing arts facility See the new, outstanding Westfield mall See less traffic & better public transportation Enjoy a comprehensive urban & other trail system Still see open space, espe- cially coastal open space (inc. lagoons) Ridgelines protected Question 3 Reformed policies (building codes) Oriented toward green building & sustainable communities City producing its own green power and water, resulting in self-sufficiency Preserved land, esp. including and around El Salto Falls July 20, 2021 Item #9 Page 105 of 332 39 Envision Carlsbad Community Workshops Report Open space A small town feel maintained Completion of trails network to connect inland areas with the coast Preserving the village Walkability to village Public gathering place in or near village Good community safety, re: trains Environmentally-sound, well placed high speed rail Lower tax rate, thus attracting businesses (including taxes, license fees, permit fees) Zero emissions from stationary sources, include particulate matter Sustained, low crime rate Sustainable water supply from local sources Common Themes Energy & water independence Sustainability Trails Open space Appreciation of village - maintain neighborhood, “Mom and Pop” services TAble 5 Question 1 Climate Ocean/beach Village area - architecture, quaint feel, cluster of restaurants, small shops Can walk almost anywhere from the village Laid back feeling Park & Recreation areas Trails People are nice Jazz in the Parks, Art Splash Flower Fields, strawberry fields Carlsbad has a long coastal exposure (Carlsbad Blvd.) Well-maintained Fiscally responsible Variety of housing types -helps to maintain a multi-gen- erational community Close to major cities Good major circulation system w/ appropriate public transit Question 2 Beach Go play at the park Library Good breakfast brunch Would like to see more going on downtown - walkable and vibrant community Would like bike paths to be safer - set off from the roadways Would like trails all around the lagoons Would like new high school completed Want to visit Grandma - multi-generational community Need housing for all types – size, quality, etc. More options for aging in place (single story or multi-story w/ elevators) Need medical facilities in town Research area remains vibrant & strong providing good jobs Keep free parking at beach Balance between development & open space to keep community walkable Power plant has been (or is in process) of being relocated Carlsbad has become a model sus- tainable community Question 3 City appreciates the residents and quality of life they enjoy Power plant has been removed Worldwide center for R&D and alternative energy, etc. Sustainable Open spaces have been maintained No more gangs or violence More community youth programs Teen centers Multi-generational community Government admin. Solvency/ financially secure More accessible community – not only pedestrian but A.D.A. WIFI – metropolitan (city supported) - “world access” Carmel type feeling in the village Alternative transportation – clean, energy efficient Mixed use development Maintain our flower & strawberry fields July 20, 2021 Item #9 Page 106 of 332 40 Improved trails that connect to community gardens Public/private partnerships for education Lots of reasons/destinations to walk to Common Themes Walkability, trails Green, water saving, green city Natural environment/open space Community/cultural Tourism Art Multi-generational Creating jobs Efficient & responsive government TAble 6 Question 1 Cultural events Safety, citizens are asked for input Physical beauty People are involved Stable government Small town Lots of opportunities for involvement Good things happening Children raised here say “I can’t believe we live here – its paradise” Old building & structure preserved Open space on the coast Clean air Lack of low-cost, high density housing – on the coast Beautiful topography Great views, open space & trails “Out” in nature Sense of community The appealing, family orientation of the Barrio The parks Togetherness City maintenance of grounds, facilities, streets Music museum & other museums Village Home town atmosphere Flower Fields Organic gardening support & classes Carlsbad High School Question 2 Thriving & charming village - housing - stores Ocean is healthy to swim in & enjoy Air is healthy Control/eliminate SW run-off & pollution Parking structure in village Sense of community & “life” in the village No power plant! Better citywide trail & path system City is a hub for environmental business & technical develop- ment & research City has a branch campus of a major university Desal plant finished Coast highway is not over-devel- oped “it is then as it is now – open space” Low density developed – if devel- opment must occur Skate park @ Pine Ponto is developed as a “jewel” for the city Village lit up @ nite, walk streets, pedestrian friendly Developments have character Vibrant Question 3 Fisheries, wild life preserve Desal plan is up, H2O issues solved We’re clean & green Environmentally sound Being a National Park – so devel- opment & growth didn’t occur Boys & Girls Club expanded Schools provide quality education Beach quality Preserves remain “La Costa & Calavera” Teen programs & activities Green & energy efficient, self sustaining Still fiscally sound Better shopping Better recycling program Trail network College/University Schools take advantage, learn & appreciate the nature in town - hikes & education Village parking garage Public transportation system July 20, 2021 Item #9 Page 107 of 332 41 Envision Carlsbad Community Workshops Report Electric lines underground Public safety Vibrant village Cultural meeting place Common Themes Parks Higher education Beaches Greenness Water exists Village vibrancy Flower Fields Slower, better development Community activities & involvement Cultural events TAble 7 Question 1 Location, location, location Little bit of everything – complete Close to SD, LA Village charm Diversity Small town flavor Walkable to everything in town Place to be proud to live in Up and coming Place for family/community – important to preserve Tourism adds something to town-near balance, may be slightly past Coastal feeling important to keep (unlike other communities (e.g., Huntington Beach) Important to upgrade, improve Two Carlsbads – important to have full services, shopping Great areas in south Carlsbad Village fair Important to have mix of downtown merchants & development Question 2 Still has small town flavor, walkable A citizens’ town, with an element of tourism Village ped mall completed Palm trees, benches, ability to meet/talk to people – planned & finished Visual direction City services immediately visible Mom & Pops, boutiques still in town, more variety High school complete, more kids playing at park, outside Balanced school populations, fields fixed New village arts even bigger More people involved in arts Street acting More local stores vs. big fran- chises . . . “Carlsbad style” El Salto Falls preserved as open space, more accessible Desalinated water available Batiquitos Lagoon improved Decreased trash, no need to buy water – good water Quality coastal area, continued beautiful, walkable - beach not a developed waterfront No power plant Downtown inviting, lots of activi- ties, walkable Question 3 Bridge between shopping centers, (Carlsbad/Oceanside) Little shops connected with lagoon between; bridge between Encinitas/Carlsbad shopping – isolation eliminated Largest open space/park system in country Pedestrian friendly, walking paths through open space, preserves Bike paths/walking paths going for miles (Minneapolis model) – protected from traffic Moving sidewalks, other ways to get around Less obtrusive power plant, power lines – eliminate distrac- tion of power over open space Music programs outside of/before school to lead to higher level of music in schools Architecturally, artistically designed center for music, inter-nation quality Park location for PD dogs outside their car Connect parks, more parks Affordable housing that doesn’t look like affordable housing – absent of drugs, large popu- lations (visually, aesthetically, behaviorally) Educated population and neigh- borhood – feel PD July 20, 2021 Item #9 Page 108 of 332 42 Common Themes Open space Trails Non-commercialization Cultural environment, oppor- tunities – arts, music, beauty surroundings Village, small-town feel Accessible beach, development free Architectural icon Natural beauty preserved - native habitation restored Connectivity Public transportation – efficient, environmentally friendly, accessible Connected developments – easy to get from one to another – centered Focus on education – students and community integrated Focus on arts Family-friendly activities, space, gathering places – walking distance Connection to arts Safe, worry-free quality of life Educated population, quality schools (which leads to a safe community) Well cured – for waterways, address run-off Solar Local agriculture TAble 8 Question 1 Location – living by the ocean/ coastline In the summer, why go anywhere else Weather Fiscally sound Good theater & arts Library Well-run city Small town feel Schools People – friendly City employees are accessible Geology Young people Parks, things for kids to do Plan for open spaces Mix of old and new Legoland Trail system Churches Construction is useful Boys & Girls Clubs Question 2 Call friends Beach Party on the beach Brunch places, restaurants Grand Deli, Jamba Juice Carlsbad Blvd. re-striped for bikes & joggers Flower Fields Walk on the Batiquitos Lagoon My neighborhood New high school The village Is the power plant still here? Trails Less traffic, better public transit Mall (Westfield) redeveloped In 5 yrs, a paradigm shift in the city gov’s definition of good transportation & neighborhood design Question 3 Protected its community-feel- ing, and against high-density development No bad things going on Every member of the community is actively involved in the bet- terment of the whole The city is completely self- sufficient - water, energy, health care, education, & employment Beautiful performing arts center (could be at strawberry fields) Downtown & shopping center more economically viable & draws we would go to … reason to hangout – Restaurants, more uses people want Ocean front community center (like Powerhouse Park in Del Mar) – emphasizing what the locals can use Gelato & water vendors at the base of each stairway to the beach Amphitheater @ the beach More trails & nature program- ming around the lagoon (Batiquitos) Expand trail system (& kayak access) of Agua Hedionda all the way to the ocean Small sports arena & local team Cool place to bring my dog July 20, 2021 Item #9 Page 109 of 332 43 Envision Carlsbad Community Workshops Report Common Themes Complete, self-sufficient, community “go green” or balanced sustainability Revitalized village Not just for tourists, but for us Protected, accessible & integrated ocean – coastal (into city) TAble 9 Question 1 Old city streets/quaint downtown Nice beaches Open space, parks, trails, lagoons Good food places downtown Airport Complete comm./jobs, beach, places for visitors, museum Legoland, Costco Recreation facilities, tennis courts, fields, classes Feels safe, no “real” crime Financially sound Governance is good Flower Fields & strawberry fields Desal plan & alternative energy plant Surfing Resort feel but not tacky Nice resorts (La Costa) Nice retirement homes Shopping close Original ethnic parts of town (Lola’s) Outdoors/active community Lagoon centers/Carrillo Ranch nature centers Old buildings, history Outreach with community (govt good) Question 2 Go surfing at Terramar Sand on beach No power plant on beach Carlsbad High School renovation complete New high school is done Alga Norte pool Organic gardens in back yards Better mall More community gardens Bigger farmers market Hot yoga studio Cleaner air El Salto Falls/Buena Vista Creek restored Existing parks still here Natural land to hike Same downtown businesses Better mix of restaurants like Leucadia & Encinitas Codes, laws support environ- ment, building practices, materials More alternative energy Old neighborhoods still there, restored, areas with no sidewalks Same personality Water priorities for organic gardening (allow organic gardening even when rationing is in effect) Retain farms, Flower Fields Programs that promote saving water, reusing rain water Trails connected from lagoons all the way to beach Strong air pollution laws Question 3 Still have open space (and more!) Trails Existing schools maintained Separate bike lanes on road Reduced traffic/efficient public transportation Pedestrian & bike (alt trans) is encouraged Fire rings on beach More beach camping places Desal plants, recycled water for residential landscape. Incen- tives for solar Strong sense of community Village preserved/still quaint & unique (mom & pop) Fully connected bike system Connected trails Reduced traffic Unfinished roads done & connected Don’t rely on developers to pay for infrastructure Nice median landscaping Better downtown street signs (lit or bigger) Active, vital senior centers (2nd one in south or east) Beaches still nice Performing arts complex Common Themes Good schools July 20, 2021 Item #9 Page 110 of 332 44 Better public transportation/ fewer cars Open space/trails Beach Go green Maintain village quaintness Alternative transportation Clean air Preserve Ag. (Flower Fields) TAble 10 Question 1 Great community – it’s “Carlsbad” Natural setting Beaches!! Small town sensibility – you know your neighbors Weather Its “pretty” – well kept No parking meters Easy walking Safe – low crime Diverse cultures Strong local government – good mayor Lots of recreational opportunities Convenient location! Close to LA, SD, Palm Springs Good shopping – CPO, mall . . . Full of “opportunities” – jobs, etc. – volunteering Boys & Girls Club!! Location is good for business Strong tourist sites: Flower Fields, Legoland Great community – based events, like street fair, Oktoberfest, marathons Variety of wage-earners & classes People are pretty relaxed & laid back Really good schools Trails Question 2 Flower Fields forever! Beaches still in good shape – with sand Legoland thriving Pizza Port - & other good small restaurants Don’t lose the history – the older homes & parts of town Coast highway maintained – clean, not overbuilt Lagoons still in good shape. Walking trails there and everywhere Special events continued. Bring vibrancy to the city: marathon, street fair, etc. Small town feel maintained, espe- cially on coast. No big hotels Village keeps its “village” feel. Not too big or commercial Carlsbad High School finished its upgrade! With a functional parking lot Protect the open spaces, Hosp Grove, etc. Traffic still manageable A working functional plan for the airport on Palomar Airport Road GMP adhered to Youth sports programs expanded. Pop Warner Football, etc. (Children programs in general) Boys & Girls Club going strong Question 3 Green/recycling emphasis – green city More local grown produce Better student-teacher ratio in the schools Alternate school programs expanded More live-work areas, shopping close to residential areas City is financially solvent & strong And we have a new mayor City – school board relationship is better, stronger More recognition for our teachers Trails/hiking expanded – with an eye to reducing car dependence Open spaces remain open space – keep our natural habitat More dog parks - better enforcement on beach keeping dogs off A dog beach No smoking on beaches More beach cleanup & preservation More skateboarding parks & opportunities More community center-type buildings & events Flower Fields continued! Farmers market too! Common Themes Stay a true beach city: - no over population - small town feel Students more active in the city A “green” environmentally sensitive & sustainable city July 20, 2021 Item #9 Page 111 of 332 45 Envision Carlsbad Community Workshops Report Emphasis on the family & community Fiscally solvent Safe city – drug free Strong educational system City cleanliness maintained Strong City Council Keep open spaces open More parks, trails TAble 11 Question 1 Weather Beaches People People who care about environment Proximity to San Diego & Orange County Libraries Party Open space Airport City is well run & stable Good areas for walking Good trail system Good plans for parks/trails Question 2 New power plant not built Beaches Temperate weather Improving the Barrio The airport (being able to fly in to Carlsbad) No power boats in lagoon Quaint, thriving village Having a lively place to stroll and be out with people Three healthy lagoons Trail system maintained A nature oriented park Beaches in same or better condition Improved parking & less conges- tion on Coast Highway Extension of university located in Carlsbad Culture & museums Water issues resolved Question 3 We figured out environmentally how to protect all of the natural assets we have (beach, lagoons, open space, water issues) Every house has solar Best trail system & great trail linkages Village still a great place to live (quality of life preserved) Keeping quaintness of the town Beaches still clean Maintained kelp beds Maintained beach sand Place for teenagers to go (club, etc.) Diverse population economically and diverse housing mix Stores would have local products & organic foods that support local business More use of native plants Maintain & enhance shopping and eating opportunities in village Community gardens Need a community gathering place (hopefully centrally located) Organized walking areas connected by transit Enhance downtown to give people reason to spend more time there Common Themes Good balance of tourism Ocean & beach Pedestrian bridge from mall to shopping in Oceanside Environment & clean air & wildlife Trails & open space Charm of village Flower Fields Community spirit towards each other Diversity Central gathering place, somewhere to go Safe city Better transit Pedestrian paths/areas (connec- tions to trails) TAble 12 Question 1 No parking meters Feeling of safety Opportunities for community involvement Slow pace Informal atmosphere Beach feel Central in southern California Village area close to beach July 20, 2021 Item #9 Page 112 of 332 46 Open spaces – like being out in the country Boys & Girls Club Mass transit opportunities Proximity to theme parks Not crowded Clean & natural Friendly people Well planned industry that is not so noticeable Roads are good Libraries Question 2 Happy to see the ocean Progress in building Wildlife preserves and open space Cultural opportunities: music, theater Walking community - improvements that would improve pedestrian mobility - safe pedestrian - over pass on Chestnut Complete Alga Norte swim complex Open space preserved Enhanced trail system Great parks Preservation of the ocean Public gathering place at bar park Public square/plaza/park in the village Shut down Coast Highway monthly for bicycle use Better pedestrian safe access across Carlsbad Blvd 15 MPH in school zones New skate park Charger stadium Public functions at the park Jazz at the park continued Question 3 Move forward without losing small town community feel Public events Vibrant downtown village Life in the evenings Village cater to the citizens not just the tourists Close a street downtown to create a walking mall area Larger venue for performing arts Bring people from other areas of the city to the village Stop the proposed energy plant Natural open space - preserve Buena Vista Creek Valley and El Salto Falls Green community - energy efficient - sustainable Contain/control gang activity Public safety Good traffic flow - services in the village so people don’t need to drive Housing in the village New civic center - multi-use Farmers Bldg – sell it More parking at Poinsettia train station More sidewalks connecting Ponto property done right - not high density development - boutique hotel on southern parcel - public benefit use on north side - make the area unique Views of coast as you drive down Carlsbad Blvd. View is not blocked Open coastline Maintain the beach Golf course that makes a profit Common Themes More high schools Community togetherness Cultural acceptance Embracing the past with a vision for the future Maintain small community character - maintain the balance Preserve the open space - Ponto, Calavera, ocean How does Carlsbad continue to remain attractive to people/ next generation Make Carlsbad unique from adjacent cities Special events/activities – Carlsbad 5000, etc. People are friendly July 20, 2021 Item #9 Page 113 of 332 July 20, 2021 Item #9 Page 114 of 332 DYETT & BHATIA Urban and Regional Planners 755 Sansome Street, Suite 400 San Francisco, California 94111 415 956 4300 415 956 7315 July 20, 2021 Item #9 Page 115 of 332 Exhibit 4 July 20, 2021 Item #9 Page 116 of 332 July 20, 2021 Item #9 Page 117 of 332 July 20, 2021 Item #9 Page 118 of 332 July 20, 2021 Item #9 Page 119 of 332 July 20, 2021 Item #9 Page 120 of 332 July 20, 2021 Item #9 Page 121 of 332 July 20, 2021 Item #9 Page 122 of 332 July 20, 2021 Item #9 Page 123 of 332 July 20, 2021 Item #9 Page 124 of 332 July 20, 2021 Item #9 Page 125 of 332 July 20, 2021 Item #9 Page 126 of 332 July 20, 2021 Item #9 Page 127 of 332 July 20, 2021 Item #9 Page 128 of 332 July 20, 2021 Item #9 Page 129 of 332 July 20, 2021 Item #9 Page 130 of 332 July 20, 2021 Item #9 Page 131 of 332 July 20, 2021 Item #9 Page 132 of 332 July 20, 2021 Item #9 Page 133 of 332 July 20, 2021 Item #9 Page 134 of 332 July 20, 2021 Item #9 Page 135 of 332 July 20, 2021 Item #9 Page 136 of 332 July 20, 2021 Item #9 Page 137 of 332 July 20, 2021 Item #9 Page 138 of 332 July 20, 2021 Item #9 Page 139 of 332 July 20, 2021 Item #9 Page 140 of 332 July 20, 2021 Item #9 Page 141 of 332 July 20, 2021 Item #9 Page 142 of 332 July 20, 2021 Item #9 Page 143 of 332 July 20, 2021 Item #9 Page 144 of 332 July 20, 2021 Item #9 Page 145 of 332 July 20, 2021 Item #9 Page 146 of 332 July 20, 2021 Item #9 Page 147 of 332 July 20, 2021 Item #9 Page 148 of 332 July 20, 2021 Item #9 Page 149 of 332 July 20, 2021 Item #9 Page 150 of 332 July 20, 2021 Item #9 Page 151 of 332 July 20, 2021 Item #9 Page 152 of 332 July 20, 2021 Item #9 Page 153 of 332 July 20, 2021 Item #9 Page 154 of 332 July 20, 2021 Item #9 Page 155 of 332 July 20, 2021 Item #9 Page 156 of 332 July 20, 2021 Item #9 Page 157 of 332 July 20, 2021 Item #9 Page 158 of 332 July 20, 2021 Item #9 Page 159 of 332 July 20, 2021 Item #9 Page 160 of 332 July 20, 2021 Item #9 Page 161 of 332 July 20, 2021 Item #9 Page 162 of 332 July 20, 2021 Item #9 Page 163 of 332 July 20, 2021 Item #9 Page 164 of 332 July 20, 2021 Item #9 Page 165 of 332 July 20, 2021 Item #9 Page 166 of 332 July 20, 2021 Item #9 Page 167 of 332 July 20, 2021 Item #9 Page 168 of 332 July 20, 2021 Item #9 Page 169 of 332 July 20, 2021 Item #9 Page 170 of 332 July 20, 2021 Item #9 Page 171 of 332 July 20, 2021 Item #9 Page 172 of 332 July 20, 2021 Item #9 Page 173 of 332 July 20, 2021 Item #9 Page 174 of 332 July 20, 2021 Item #9 Page 175 of 332 July 20, 2021 Item #9 Page 176 of 332 July 20, 2021 Item #9 Page 177 of 332 July 20, 2021 Item #9 Page 178 of 332 July 20, 2021 Item #9 Page 179 of 332 July 20, 2021 Item #9 Page 180 of 332 July 20, 2021 Item #9 Page 181 of 332 July 20, 2021 Item #9 Page 182 of 332 July 20, 2021 Item #9 Page 183 of 332 July 20, 2021 Item #9 Page 184 of 332 July 20, 2021 Item #9 Page 185 of 332 July 20, 2021 Item #9 Page 186 of 332 July 20, 2021 Item #9 Page 187 of 332 July 20, 2021 Item #9 Page 188 of 332 July 20, 2021 Item #9 Page 189 of 332 July 20, 2021 Item #9 Page 190 of 332 July 20, 2021 Item #9 Page 191 of 332 July 20, 2021 Item #9 Page 192 of 332 July 20, 2021 Item #9 Page 193 of 332 July 20, 2021 Item #9 Page 194 of 332 OUR OPERATING PRINCIPLES RESPECTFUL PARTNERSHIPS – Encourage honest dialogue, diversity in thinking, and problem solving. IMPROVEMENT & EFFICIENCY – Streamline everything we do using best practices. FINANCIALLY SOUND DECISION-MAKING – Achieve long-term sustainability. DATA GATHERING & SHARING – Enhance informed decision making. MEASUREMENT & ACCOUNTABILITY – Ensure excellent service and the best investment of taxpayer money. COMMUNITY OUTREACH – Seek feedback from the community. COMMUNITY CHARACTER – Protect community character and agricultural programs. OUR VISION Encinitas is five unique communities thriving as ONE great city through pursuing our vision of: QUALITY TRANSPORTATION Provide effective, safe, and easy transportation for all modes of movement and for all demographics. RECREATION Promote active lifestyles and community health by furthering access to trails, parks, beaches, and other recreational opportunities. ECONOMIC DEVELOPMENT Create economic opportunities through innovation, financial stability, and fiscal responsibility. ENVIRONMENTBe good stewards of open spaces, beaches, parks, and the natural environment. ARTS & CULTUREEmbrace great places to showcase the City’s arts and culture, history, community charm and character. PUBLIC SAFETY Create a safe and secure environment for residents, visitors, and businesses throughout the City. COMMUNITY PLANNING Maintain safe and livable communities through well-maintained infrastructure and facilities, strong public safety, and significant environmental standards while achieving diverse and affordable housing for present and future generations. OUR MISSION Preserve, protect, and provide innovative services that enhance the quality of life for residents, visitors, businesses, and our communities. STRATEGIC PLAN CITY OF ENCINITAS 505 S VULCAN AVE | ENCINITAS, CA 92024 ENCINITASCA.GOV 760.633.2600 2019- 2021 July 20, 2021 Item #9 Page 195 of 332 800 MHZ Radio Upgrades This Public Works, Water, Fire, and Marine Safety project is on track and slated for completion in Fiscal Year 2020-21 (3-year project). ADA Curb Ramp Project and Parking Lot Upgrades (Senior Center and Parks) Senior Center to be completed by Fall 2019; Parks by TBA. B Street Sidewalk Project, Northside Construction to begin Oct. 2019; completed by the end of 2019. Balour Drive Corridor Improvement Construction to begin Sept. 2019; complete by Fall 2019 (restriping and candlestick bollards). Climate Action Plan - Mitigation Measures Ordinances implemented Oct. 2019 - Spring 2020. Cottonwood Creek Stormwater Basin Cleaning Obtain permits; restore basin volume. El Camino Real - Mobility and Striping Improvements To be constucted by Olivenhain Municipal Water District; complete by June 2020. El Camino Real - Mobility Study Continue study in FY20 to identify mobility options for all user types. El Camino Real - Z Crossings Construction starts after OMWD completes joint El Camino Real Mobility Improvements. Z crosswalk to be completed by Spring 2021. El Portal Pedestrian/Bike Underpass Project Complete by Sept. 2021. FY 2019-20 Annual Street Overlay Construction to begin by Dec. 31, 2019. General Mobility Improvements Annual program; improvements ongoing. Grandview Beach Access Refurbishment Fiscal Year 2021 Capital Improvement Project. Housing Element Update Housing Element Certification by Oct. 2019. La Costa Stormwater Basin Rehab Obtain permits; restore basin volume by June 2020. Leucadia Blvd Roundabout at Hygeia Final design completed by Dec. 2019. Construction begins March 2020 and completed by Dec. 2020. Leucadia Streetscape Construction to begin by September 2020. MacKinnon Ave ADA Sidewalk Construction complete by June 2020. Morning Sun Drive Sidewalk Construction complete by May 2020. OUR STRATEGIES ATTAIN A LEGALLY COMPLIANT HOUSING ELEMENT BETTER INCORPORATE THE RAIL CORRIDOR INTO OUR NEIGHBORHOODS IMPROVE CONNECTIVITY AND MOBILITY FOR ALL PROMOTE GREEN INITIATIVES AND PROTECT NATURAL RESOURCES (includes SB1826) OUR STRATEGIES, PROJECTS AND GOALS These strategies below represent the major areas of focus for 2019–2021. Together, these projects and their asso- ciated goals ensure that our five unique communities thrive as one great city. TIER I Mandated/Grant-Funded/Existing Project GOALSSTRATEGY Below is an updated, tiered capital improvement project list with corresponding goals for projects that were given priority focus at the City Council’s Goal Setting session held on March 6, 2019. Tier 1 projects are largely funded and assigned as top priority, while Tiers 2-3 are in various stages of development and funding. In addition to our four strategies, we continue to embark on infrastructure, safety, and maintenance improvements shown with a icon. CITY OF ENCINITAS 505 S VULCAN AVE | ENCINITAS, CA 92024 ENCINITASCA.GOV 760.633.2600July 20, 2021 Item #9 Page 196 of 332 Beacon's Beach Access - Bluff Improvement Project Redesign parking lot improvements July 2020. Birmingham Drive - Complete Streets Finalize project costs. Secure grant funds in 2020. Circulation Element of GP (Reallocate $300k traffic mitigation fees)Kick-off July 2020. Citywide Drainage Modeling General funds secured. Complete model by end of 2020. Encinitas Sports Park South Gate Locate access points. Jason Street Storm Drain includes Hermes-Leucadia Flooding Finalize North County Transit District agreement and secure funds. Construction completed by Dec. 2020. Leucadia Drainage, Design, Treatment and Construction To be designed after drainage model completed. Orpheus Ave. Green Street Improvements (implement WD16A)Construction complete by Feb. 2021. Solar Power Project Retrofits Continue design and permitting to prepare for citywide energy efficient retrofits. Verdi Pedestrian Crossing (Montgomery Ave)Seek additional grant funds. Vision Zero Study Incremental implementation through Traffic & Public Safety Commission. Active Transportation Program - Requeza/F Street Ped Imp Unfunded project. Citywide Rail Corridor Quiet Zone Implementation Study to be completed by Fall 2019; implementation schedule is pending based on funding. Fire Station #1 No funding at this time. Habitat/Watershed Acquisitions Ongoing project. Leo Mullen Lights Complete Specific Plan amendment. Leucadia Blvd Intersection @ Vulcan & 101 Unfunded project. Opportunity Acquisitions Ongoing. Potential Bridge Replacement/Rehabilitation Seek grant funds. Rail Corridor “Cross Connect” Implementation Plan Finalize plan by Spring 2020. Recreation Trails Development Design of RSF Trail and El Camino Trail to be completed by Jan. 2020 and construction to begin Spring 2020. Adams Run Trail TBA. S. Coast Highway 101 Safety and Mobility Enhancements Designated bike lanes construction to begin in Fall 2019. Santa Fe Drive Improvements Complete I-5 to El Camino Real by 2021. Springwood Sidewalks Construction completed. Standard Pacific Park Site Construction scheduled to begin Jan. 2020; complete by Fall 2020. Storm Drain Repair Continue maintenance operations. Street Light Conversion Project Retrofit street lights with energy efficient LED lights. Consultant RFP distributed in October 2019; project completion by March 2020. Swami’s Beach Access Safety Refurbishment Funded by 2021-2022. Tech Infrastructure Replacement PC replacements completed by Oct. 2019; email system upgrades by Dec. 2019; and Disaster Recovery by June 2020. Vulcan Avenue Traffic Calming Study Completed by June 2020. TIER I (Continued) GOALS TIER II Paused - Lack of Funding/Resources TIER III Largely Unfunded GOALS GOALS STRATEGY STRATEGY STRATEGY CITY OF ENCINITAS 505 S VULCAN AVE | ENCINITAS, CA 92024 ENCINITASCA.GOV 760.633.2600July 20, 2021 Item #9 Page 197 of 332 STRATEGIC PLAN 2018-2020 2018-20119: Taking action in the present to pursue a dynamic future… LAKEWOOD Adopted June 4, 2018 July 20, 2021 Item #9 Page 198 of 332 July 20, 2021 Item #9 Page 199 of 332 It is with great excitement that we present the City of Lakewood Strategic Plan 2018-2020. The Strategic Plan establishes Lakewood’s goals and objectives for the next three years based on the priorities and values identified by the City’s most important component: Its people. This Plan will prove to be an invaluable tool to align and connect the City Council’s 2018-2020 Goals to existing plans and policies while also providing a roadmap for the future. Using a flight analogy, this Plan hovers around 40,000 feet, whereas planning and oversight of specific projects would be around 20,000 feet and day-to-day operations are on the tarmac. Importantly, to get from Point A to Point B successfully a plane needs the ability to take-off, reach cruising altitude, and land. This document would not have been possible without the insight and civic engagement of the City of Lakewood’s citizenry, business owners, community stakeholders, and City employees. For that, we offer our sincerest gratitude. We understand that on this journey some turbulence is inevitable—but, it is also healthy. By collaboratively working through these moments we will strengthen our resiliency and resolve as a City. We look forward to our continued partnership, and meaningful dialogues around the City’s future. As a result of our collective work, Lakewood will not only continue to be a great place to live, work, and play but, importantly, will also continue to be a great place where individuals can be engaged and dynamically shape the City’s future. Implementation of the Strategic Plan begins now. Using this as a springboard, City Leadership will engage City employees and various stakeholders to successfully implement and complete the vision laid out on following pages. Sincerely, Mayor Don Anderson Deputy Mayor Jason Whalen Councilmember Marie Barth Councilmember John Simpson Councilmember Mary Moss Councilmember Paul Bocchi Councilmember Michael Brandstetter EXECUTIVE SUMMARY 1 July 20, 2021 Item #9 Page 200 of 332 2 July 20, 2021 Item #9 Page 201 of 332 TABLE OF CONTENTS Executive Summary…………………………………………………………. 1 City Council Vision 2026……………………………………………………. 5 History and Geography…………………………………………………… 6-7 Demographics………………………………………...……………………... 8 Economics…………………………………………………………………….. 11 Promises Kept and Promises Renewed…………..……………………… 12-13 Strategic Plan………………………………..………………………… 14-15 Goals………………………………………………..…………………………. 16 Operational Values………………………………..………………………... 19 Data Informed Decisions…………………………………………………… 19 Interconnectivity…………………………………………………………….. 21 Legend………………………………………………………………………… 23 Economic Development………………………………………………….. 24-31 Dependable Infrastructure ……………………………………………….. 32-37 Public Safety……………..…………………………………………………… 38-43 Fiscal Responsibility………..………………………………………………… 44-49 Transparency……………………………………………………………….... 50-55 Appendix A: Bibliography………………………………………………..... 57 Appendix B: Adopted City Council Goals 2018-2020 ….……………. Appendix C: Objectives by City Department………………...……….. 59-64 66-77 3 July 20, 2021 Item #9 Page 202 of 332 4 July 20, 2021 Item #9 Page 203 of 332 Our VISION for Lakewood is a thriving, urban, South Puget Sound City, possessing the core values of: We will advance these values by recognizing our past, taking action in the present, and pursuing a dynamic future. THE CITY COUNCIL’S VISION FOR LAKEWOOD AT ITS 30TH YEAR ANNIVERSARY IS A COMMUNITY: Inspired by its own sense of HISTORY and progress Characterized by the beauty of its lakes, parks and natural ENVIRONMENT Known for its safe and attractive neighborhoods, vibrant downtown, active arts and cultural COMMUNITIES Acknowledged for excellence in the delivery of MUNICIPAL SERVICES Sustained by robust ECONOMIC GROWTH and job creation Leveraging and embracing of our DIVERSITY Recognized for the excellence of its public and private SCHOOLS and its community and technical colleges Supportive of Joint Base Lewis McChord (JBLM), Camp Murray, SERVICE MEMBERS and their families (Adopted October 19, 2015) Family Community Education Economic Prosperity CITY COUNCIL VISION 2026 5 July 20, 2021 Item #9 Page 204 of 332 1833 Fort Nisqually built by the Hudson's Bay Company 1869 Fort Nisqually purchased by US 1871 Western Washington Hospital established 1908 Lakewold Gardens established 1917 Camp Lewis built, continuing the strong military presence near Lakewood 1937 Lakewood Colonial Center built, the first suburban shopping center in the western US 1938 McChord Field opens Lakewood has a rich and distinguished history. Prior to the advent of white hunters and settlers, the Steilacoom and Nisqually Indians used the area around Lakewood for hunting and for important tribal gatherings. Since the nineteenth century, commerce and industry have been longstanding hallmarks of the area. Previously known as the Lakes District, the area served as an important hub for the Hudson’s Bay Company, a vital military post during the Great Migration, and as an important cog along the Northern Pacific Railroad. The City remains a viable business region conveniently located alongside two major freeways that provide a total of seven Interstate 5 off-ramps and the western terminus of state Route 512. The proximity to these major roadways makes Lakewood a central gateway to the greater Seattle metro area, other suburban South Sound communities, Joint Base Lewis-McChord, and provides quick access to Mount Rainier—the most popular tourist destination in Washington. Lakewood is home to two premier South Sound educational institutions, Pierce College and Clover Park Technical College. Lakewood has always enjoyed and made the most of its numerous natural amenities. As its namesakes suggests, there are numerous lakes as well as streams and wetlands within the City. These shorelines provide residents and visitors with picturesque landscapes and a range of recreational activities. In total, the City has over 600 acres of parkland and open space. LAKEWOOD Seattle Olympia Tacoma HISTORY & GEOGRAPHY 6 July 20, 2021 Item #9 Page 205 of 332 2026 2004 FACT: The City of Lakewood manages and maintains 14 parks and open space sites, ranging in size and use. These parks host of a variety of races throughout the year, including Cyclocross, pictured here. 1942 Clover Park Technical College established 1958 Villa Plaza Shopping Center built 1970 Pierce College opens 1995 Citizens vote to incorporate as a City 2004 Lakewood Police Departmentestablished 2015 Vision Statement adopted 2018Strategic Plan 2026 Lakewood is a thriving South Sound City 7 July 20, 2021 Item #9 Page 206 of 332 Total Population 59,280 Total number of jobs 33,831 Male 49.4% White Collar 54.2% Female 50.6% Blue Collar 45.8% Median Age 35.6 Top industry jobs Average Household Income $61,108 Health Care Retail Trade Education Services Accommodation Food Services 11,061 3,907 3,805 3,770 1,983 Median Household Income $45,261 Educational Attainment Per Capita Income $26,004 Grade K - 8 Grade 9 - 12 High School Grad Associates Degree Bachelor's Degree Graduate Degree Some College 4.2% 7.2% 25.7% 12.5% 11.9% 8.0% 30.5% Race and Ethnicity American Indian, Eskimo & Aleut Asian Black Hawaiian/Pacific White Other Multiracial 2.1% 8.3% 11.8% 2.6% 59.3% 16.3% 10.1% Sources: American Community Survey(2012-2016); Office of Financial Management; Chmura/JobsEQ; Zillow (as of 1/18) Total housing units 26,984 Percentage of Renter Occupied housing units 55.7% Median rent price $1,472 Median home price increase in past year 10.9% GROWTH Since 2012, the total number of jobs in Lakewood has increased by 13.8% BARBELL EFFECT Lakewood has a disproportionate number of low and high household income earners compared to other cities in Washington, indicating the absence of a robust middle class. There is also a striking disproportionality in the City’s housing market and homeownership levels. 20.3% of the population is at or below poverty level; This is 7.6% higher than Washington State average. DEMOGRAPHICS 44.1% of residents identify as a race other than Caucasian, making Lakewood more diverse than most Puget Sound cities. 8 July 20, 2021 Item #9 Page 207 of 332 9 July 20, 2021 Item #9 Page 208 of 332 FACT: Lakewood was named one of the nation’s “One Hundred Best Communities for Young People” six years in a row. (Source: America’s Promise Alliance) 10 July 20, 2021 Item #9 Page 209 of 332 36% of City’s businesses are owned by minorities 11% of City’s businesses are owned by veterans. (Source: Cenus Bureau American Community Survey (2012-2016)) ECONOMICS CITY Lakewood is an optional code city that incorporated in 1996. The current population is approximately 59,280, making it the second largest city in Pierce County and the 18th largest in Washington State. The City covers over 19 square miles. JOBS Lakewood has 33,831 total jobs. Since 2012, the total number of jobs in the City has increased by 13.8%. (source: Chmura/JobsEQ) Lakewood is home to over 4,000 businesses, and three major retail trade areas. Lakewood is also home to the Lakewood Industrial Park, which is the fourth largest private, for-profit employer in Pierce County and the third largest industrial business park in Washington State. Other major employers include: Western State Hospital, Clover Park School District, Pierce College, Pierce Transit, St. Clare Hospital, Acres WA LLC, Clover Park Technical College, and McClane Northwest. PARTNERSHIP WITH JOINT BASE LEWIS – MCCHORD (JBLM) Over 59,000 service members and civilian employees work at JBLM making it the second largest employer in Washington. JBLM serves as a pivotal base for US operations in Asia. Lakewood helps lead the South Sound Military & Communities Partnership (SSMCP) which provides a framework for collaboration in the South Sound region between local governments, military installations, state agencies, and federal agencies to better coordinate efforts in areas such as: military relations; transportation and land use planning; environmental protection; emergency preparedness; loans applications; health care; population forecasting; workforce development; education; housing; and economic development. FACT: SSMCP was instrumental in getting the South Sound recognized as a Great American Defense Community in 2016. 11 July 20, 2021 Item #9 Page 210 of 332 In 1996, the citizens of Lakewood voted to incorporate as a city in an effort to establish greater local control over:  Public safety  Land management  Fiscal resources In the past two decades, empirical evidence supports that Lakewood has delivered on these promises of incorporation. The City remains committed to continuing to deliver on these promises. The Strategic Plan solidifies this commitment by directing energy and resources to continue to foster a safe, viable, functioning, and attractive City. PUBLIC SAFETY Public Safety continues to be a top priority for the City Council. Currently, data shows that Lakewood is statistically one of the safest South Sound cities. Even so, City leadership remains steadfastly focused on enhancing resident, business owner, and visitor confidence in the safety of the City. Major public safety advancements include:  A decrease in property and violent crimes by 75% and 25%, respectively, since incorporation.  The establishment of the Lakewood Police Department, now one of the largest police departments in Washington.  The implementation of the Community Safety Resource Team (CSRT). CSRT is a progressive, community-oriented policing program that works in tandem with community leaders, property owners, and businesses to solve problems with neighborhoods.  Creation and deployment of a number of cutting edge technologies to expand the efficiency of the police department.  The abatement of approximately 15-20 dangerous or nuisance structures annually.  The launch of the Rental Housing Safety Program to help ensure that all rental housing meets basic life and safety standards. (Source: Safehome.org; Neighborhood Scout, 2014) PROMISES KEPT 12 July 20, 2021 Item #9 Page 211 of 332 LAND MANAGEMENT Land use in Lakewood has been predominately characterized by sprawl—that all too common pattern of low intensity land use, where housing, businesses, and other activities are widely scattered with little or no focus. The City has focused on enhancing the built and natural environment, promoting the growth of smart economic development and increasing the quality of life for its citizenry. Major land management advancements include:  The implementation of two major urban design projects: The Lakewood Colonial Plaza and the Lakewood Downtown Plan. Both aim to provide strategies and action items for creating a thriving, diverse, livable, sustainable, and engaging downtown.  Fostering a positive business climate to help Lakewood businesses compete in the marketplace. The City offers “wrap around services” to help businesses navigate the permitting process, apply for financing, and recruit a trained workforce.  Achievement of numerous public infrastructure improvement projects, such as the Lakewood Station, the construction of the boat launch at American Lake Park, the improvement to several arterial streets and sewer extensions to the Tillicum neighborhood, to name a few. FISCAL RESOURCES In 2014, the City adopted a set of rigorous financial policies and have adhered to them. As a result, the City has improved its financial condition and is now meeting key deliverables in service provisions and infrastructure projects. Major fiscal resource advancements include:  The building of City Hall with no debt financing.  A two-step increase in bond rating from Standard & Poors, from A to AA- in March 2014. Effective April 2016, the City no longer has Legato Systems rated debt.  Budget stability. With each budget, the City updates it spending and revenue projections for the next six years. This allows the Council to facilitate budget decisions based on a multi-year perspective. AND PROMISES RENEWED 13 July 20, 2021 Item #9 Page 212 of 332 STRATEGIC PLAN The future of the City of Lakewood depends on planning choices made now. The City initially embarked on the strategic planning process in 2014. The City collected information during a series of community outreach exercises involving residents, business owners, visitors, and other community stakeholders. In total, the City received over 450 responses with 1,250 unique comments about the current challenges and the future possibilities within the City. Leading up to the 30th Anniversary as a City in 2026, the City Council used this data to craft its Vision Statement. Following the adoption of the Vision Statement, in 2015, the City Council crafted a series of Council Goals. With the success of the Vision Statement and goals, the City Council requested a Strategic Plan for 2018-2020. The City Council’s 2018-2020 Goals emphasize economic development and dependable infrastructure. In particular, the City Council earmarked transportation projects, catalyst site development, and housing as high priorities. Experience and research shows that cities, much like businesses and other organizations, cannot effectively accomplish large–scale projects and collective goals working in departmental silos. The Strategic Plan will help ensure greater connection and collaboration between City departments. The primary function of the Plan is to align priorities across departments, reducing redundancy, and harnessing the talents of City Staff to move Lakewood forward. The Plan provides a broad framework for critical decisions about how the City will invest its limited and vital resources. Simply, the Strategic Plan’s objective is to help your City government deliver better services, increase transparency, and increase accountability. 14 July 20, 2021 Item #9 Page 213 of 332 Importantly, this Plan does not detail every twist, turn, speed bump, or pothole that the City may face over the next few years. Rather, the Plan specifies key destinations and gives general directions on how to get there. More detailed plans, like those highlighted below, will be crafted using the Strategic Plan as a foundation and will provide more details. City Council VISION 2026 City Council Goals Strategic Plan Comprehensive Plan Capital Improvement Plan Legacy Parks Plan TransportationImprovement Plan Non-Motorized Transportation Plan (NMTP) Financial forecast Performance measurements SSMCP Business Plan Work plan 15 July 20, 2021 Item #9 Page 214 of 332 GOALS The Strategic Plan incorporates the five goals adopted by the City Council. The overall health and well-being of the City depends on our collective ability to successfully accomplish each of the City Council Goals concurrently. The City Council Goals are: Under each goal, a number of general objectives are identified. The objectives refine the goals into broad action areas. The Plan also features strategies, items that identify concrete City actions for the next three years. These are subject to change based on resources, conditions, and evolving priorities. Allocations of resources through the current and subsequent budget and capital improvement cycles will be guided by the Goal areas. Specific allocations will be determined by the Council and subsequently integrated into each biennial budget. Fiscal Responsibility Public Safety Economic Development Dependable Infrastructure Transparency Work plan Strategies Objectives Goals 16 July 20, 2021 Item #9 Page 215 of 332 . FACT: Lakewood has a thriving “International District” influenced by Korean, Vietnamese, Pacific Islander, Hispanic, and other cultures. 17 July 20, 2021 Item #9 Page 216 of 332 18 July 20, 2021 Item #9 Page 217 of 332 DATA INFORMED DECISIONS The City is committed to collecting and analyzing data on existing and future City actions in order to make well-informed decisions that result in the optimal provision of services for our citizens. The City will collect measurable data on the City’s progress and performance over the next three years. This information will be available online in the form of an accessible dashboard. Aspirational, but achievable benchmarks will be set for the City as Key Performance Indicators (KPIs). The Council will review the KPIs every quarter to determine if adequate progress is occurring and will direct personnel to adjust resources where necessary to meet benchmark goals. Operational values improve and optimize the functional performance of the City to achieve the goals, objectives, and key work plan Items listed in this plan. EFFICIENCY The City is committed to providing public services in the most efficient manner possible to maximize the public's return on its investments. The City will concentrate efforts on data- driven decisions that optimize available resources. ACCOUNTABILITY The City is accountable to the community for the achievement of the Strategic Plan. The City will identify meaningful metrics and determine a series of benchmark goals. The City will track performances over the next three years, making adjustments when necessary to optimize services. PROACTIVE FOCUS The City is proactively focused on the entire condition of the City. The City will promote long-term financial and strategic planning backed by quantifiable data and analysis. REGIONAL PARTNERSHIPS The City is committed to participating and encouraging regional approaches to service delivery whenever the regional model produces efficiencies and improves services to our citizens. OPERATIONAL VALUES 19 July 20, 2021 Item #9 Page 218 of 332 14 15 FACT: Lakewood’s tremendous sense of civic pride and engagement is evident by the level of community involvement and volunteerism. Lakewood is strong because of the many citizens, residents, businesses and community and neighborhood groups that partner with the City to make improvements and address issues. 20 July 20, 2021 Item #9 Page 219 of 332 CED: Rental Housing Safety Program COMM: Police Transparency LG: Criminal Prosecution MC: Veteran’s Court PRCS: Park Maintenance PW: Street Maintenance AD: TIP CM: Community Clean-ups CED: Rental Housing Safety Program COMM: Outreach + Engagement LG: Ordinance + Code Support PRCS: Park Improvements Fiscal Responsibility CM: Franchises CED: Annexations COMM: Fiscal Transparency LG: Contracts PRCS: Facility Maintenance PW: Transportation Improvement Plan Transparency Dependable Infrastructure Economic Development Public Safety AD: Budget COMM: Outreach + Engagement LG: Ordinance + Code Support PRCS: Special Events PD: Community Policing Efforts PW: Subarea Plan support AD: Website Development CM: Strategic Plan CED: Subarea Plan Outreach LG: Public Records Requests PD: Quarterly Police Updates PRCS: Special Events Administrative Services (AD) Community and Economic Development (CED) Public Works (PW) City Manager (CM) Parks, Recreation and Community Services (PRCS) Police (PD) Municipal Court (MC) Legal (LG) Communications (COMM) INTERCONNECTIVITY Department Goal Work plan examples 21 July 20, 2021 Item #9 Page 220 of 332 22 July 20, 2021 Item #9 Page 221 of 332 ACCENTED ICONS INDICATE SIGNIFICANT OVERLAP WITH THE CORRESPONDING COUNCIL GOAL. Aligns with VISION 2026 HISTORY COMMUNITY EDUCATION MUNICIPAL SERVICES ENVIRONMENT ECONOMIC GROWTH DIVERSITY MILITARY (SERVICE MEMBERS) The subsequent sections use the following acronyms and symbols: ALL…………All Departments AD………….Administrative Services CC…………City Council CED………..Community and Economic Development COMM…….Communications MC…………Municipal Court CM………...City Manager IT…………...Information Technology HR………….Human Resources LG……........Legal PW…………Public Works PD………….Police PRCS………Parks, Recreation and Community Services SSMCP…….South Sound Military and Communities Partnership ……. Start ……. Increase / Expand …..... Continue ……… Finish LEGEND 23 July 20, 2021 Item #9 Page 222 of 332 ECONOMIC DEVELOPMENT GOAL: The City of Lakewood promotes and supports a dynamic and robust local economy. OBJECTIVES: 1.1 Align economic goals and resources across departments. 1.2 Pursue infrastructure improvements vital to economic development and to bolster the City’s competiveness. 1.3 Enhance and diversify housing stock and improve multi- generational community assets. 1.4 Foster collaborative and advantageous partnerships with businesses, community members, and regional partners. 1.5 Promote and facilitate sustainable economic development. ALIGNS WITH VISION 2026: HISTORY COMMUNITIES SCHOOLS MUNICIPAL SERVICES ENVIRONMENT ECONOMIC GROWTH DIVERSITY SERVICE MEMBERS 24 July 20, 2021 Item #9 Page 223 of 332 LEAD DEPARTMENT: COMMUNITY AND ECONOMIC DEVELOPMENT SUPPORTING DEPARTMENTS: ALL KEY PERFORMANCE INDICATORS.  Reduction in commercial vacancies.  Increase in value of commercial property.  Increase in local jobs and businesses.  Increase in permit volume and reduction in permit review time.  Increase in tourism tax dollars.  Increase in education and trade school enrollment. SUPPORTING DOCUMENTS Comprehensive Plan Biennial Budget The Downtown Plan (CBD subarea plan) Lakewood Colonial Plaza Plan Central Business District Retail Market Analysis Pacific Highway Retail Leakage Analysis JBLM Joint Land Use Study (JLUS) 25 July 20, 2021 Item #9 Page 224 of 332 Economic development, job creation, and access to quality housing are top priorities for the City. Over the past two decades, the City has provided a business friendly climate where entrepreneurial pursuits can be fostered and harnessed to their full potential. Lakewood is a great business incubator that provides businesses, large and small, the ability compete in the Puget Sound and global marketplace. 0 2500 5000 7500 10000 12500 Health Care Retail Education Food Services/Accomodation Transportation / Warehousing Top 5 Industries by occupation in Lakewood (Source: Chmura/JobsEQ) $168,725,800 Public and private investment in recent years ECONOMIC DEVELOPMENT GOAL: The City of Lakewood promotes and supports a dynamic and robust local economy. 4,000+ Businesses within Lakewood 254 Total new businesses in 2017 Job growth 2017: 2.83% Projected job growth 2018: 2.50% GMP growth: 4.40% Projected GMP growth 2018: 4.55% Wage growth: 1.08% Home price growth: 12.74% 26 July 20, 2021 Item #9 Page 225 of 332 1.1 Align economic goals and resources across departments. LEAD DEPT. 2018 2019- 2020 A. Develop and implement a comprehensive economic development strategy that aligns with the strategic plan. CED B. Direct growth through sound planning. Update land use codes and streamline internal processes. CED 1.2 Pursue infrastructure improvements vital to economic development and to bolster the City’s competiveness. LEAD DEPT. 2018 2019- 2020 A. Implement and invest in catalyst projects that promote private investment, i.e., a Downtown Plan, Lakewood Colonial Plaza, Woodbrook Business Park & I-5 commercial corridor (“Lakewood Landing”). CED B. Improve underutilized commercial land by achieving the military land swap, WSDOT facility relocation, revision of zoning regulations where appropriate, and minimize nonconforming uses. CED C. Expand utilities and community assets, such as sewers, libraries, etc. PW CED D. Enhance commercial corridors, off-ramps, and City entry points through improvements and wayfaring signage. PW CED PRCS 27 July 20, 2021 Item #9 Page 226 of 332 1.3 Enhance and diversify housing stock and improve multi-generational community assets. LEAD DEPT. 2018 2019- 2020 A. Improve programs and policies to increase homeownership and diversify housing stock. CED B. Minimize nonconforming uses. CED C. Actively advance condominium regulation reform to expand homeownership opportunities. CC CM D. Continue to support youth and senior programming and expand community events. PRCS E. Support and preserve historical buildings and other local places of significance. CED ECONOMIC DEVELOPMENT 28 July 20, 2021 Item #9 Page 227 of 332 46 1.4 Foster collaborative and advantageous partnerships with businesses, community members, and regional partners. LEAD DEPT. 2018 2019- 2020 A. Be a leader in local economic development. CED B. Analyze and influence regional transportation and planning policies. CM CED C. Continue partnership with JBLM and Camp Murray to improve connectivity, land use development, and transportation near bases. CM SSMCP CED D. Expand partnership with the Chamber of Commerce, neighborhood groups and associations, and other civic groups. CED E. Develop an educated workforce through collaboration with local educational institutions to leverage collective resources and to enhance K-12 and higher education opportunities. CC CM 29 July 20, 2021 Item #9 Page 228 of 332 1.5 Promote and facilitate sustainable economic development. LEAD DEPT. 2018 2019- 2020 A. Focus resources on business creation, retention, and expansion. CED B. Encourage a balance of manufacturing, commercial, and retail businesses and promote an entrepreneurial environment. CED C. Continue to leverage existing assets such as location, access, lakes, parks, civic engagement opportunities, transit options, and cultural amenities. ALL D. Develop and implement an imaging campaign that confidently promotes recent accomplishments and community assets. COMM E. Promote and deploy prudent business incentives to enhance economic development strategies. CED ECONOMIC DEVELOPMENT 30 July 20, 2021 Item #9 Page 229 of 332 31 July 20, 2021 Item #9 Page 230 of 332 DEPENDABLE INFRASTRUCTURE GOAL: The City of Lakewood provides safe, clean, well-maintained, and dependable infrastructure. OBJECTIVES: 2.1 Implement capital infrastructure projects to improve transportation, park, and utility systems. 2.2 Invest in preventative maintenance of facilities, parks, and streets to protect City assets. 2.3 Advance infrastructure projects that enhance the City’s identity and diversity. 2.4 Increase connectivity and accessibility. ALIGNS WITH VISION 2026: HISTORY COMMUNITIES SCHOOLS MUNICIPAL SERVICES ENVIRONMENT ECONOMIC GROWTH DIVERSITY SERVICE MEMBERS 32 July 20, 2021 Item #9 Page 231 of 332 LEAD DEPARTMENT: PUBLIC WORKS PARKS, RECREATION, AND COMMUNITY SERVICES SUPPORTING DEPARTMENTS: ALL KEY PERFORMANCE INDICATORS  Diversify funding sources.  Increase in transportation and mobility options.  Increase in miles of improved roadway.  Improved traffic flow.  Percentage of projects completed on time and within budget.  Increase use & access to public spaces. SUPPORTING DOCUMENTS Biennial Budget Comprehensive Plan Parks Legacy Plan Parks Capital Improvement Plan Transportation Improvement Plan Stormwater and Sewer Improvement Plan Non-motorized Transportation Plan (NMTP) 33 July 20, 2021 Item #9 Page 232 of 332 $50,000,000 Capital Improvements Planned based on Six Year CIP Public infrastructure is a critical component of economic development, community safety, livability, and the overall well-being of the City’s residents. The City has made significant public improvements over the past two decades to attract new investments and enhance the overall quality of life. Recent improvements include a Police Station, the Lakewood Station, City Hall, as well as, improvements to parks, gateways, streets, and general beautification. Several catayst project are on the way, including the Colonial Plaza and a Downtown Plan. Lakewood proactively pursues infrastructure needs to ensure regional competitiveness, community connectivity, and to leverage local assests. DEPENDABLE INFRASTRUCTURE GOAL: The City of Lakewood provides safe, clean, well-maintained, and dependable infrastructure. CLASSIFICATION LANE MILES 2013 2014 2015 2016 Principal Arterial 94.07 77 78 77 83 Minor Arterial 66.39 76 76 73 79 Collector Arterial 44.82 72 72 70 75 Local Access 225.71 73 75 72 77 OVERALL NETWORK PCI 74 75 73 78 The overall condition of Lakewood’s principal arterials have continued to improve. These streets are now score an 83 out 100 on the Pavement Condition Index. This is a six point increase from 2013. From 2008- 2016, Lakewood’s roads FSP was voted best place to walk your dog by South Sound Magazine & King 5 Evening Magazine in 2017 34 July 20, 2021 Item #9 Page 233 of 332 2.1 Implement capital infrastructure projects to improve transportation, park, and utility systems. LEAD DEPT. 2018 2019- 2020 A. Identify future transportation upgrades from the travel demand model (TDM) and update the comprehensive plan and six-year TIP when necessary. PW AD B. Expand neighborhood infrastructure improvements increasing access to roadways, parks, and public buildings. PW C. Implement and update the Park’s legacy plan and make strategic property additions to improve parks. PRCS D. Implement technology solutions to enhance accessibility, operations, and services. PW PRCS E. Partner with stakeholders to identify and implement infrastructure solutions. PW 2.2 Invest in preventative maintenance of facilities, parks, and streets to protect City assets. LEAD DEPT. 2018 2019- 2020 A. Implement best management practices to reduce long- term costs, protect citizens, and environmental hazards. PW PRCS B. Sustain infrastructure to ensure it is reliable, safe, aesthetically pleasing, cost effective, and improves municipal services. PW PRCS 35 July 20, 2021 Item #9 Page 234 of 332 36 July 20, 2021 Item #9 Page 235 of 332 2.3 Advance infrastructure projects that enhance the City’s identity and diversity. LEAD DEPT. 2018 2019- 2020 A. Enhance and upgrade street amenities, public right-of- way, and City wayfaring signage. PW PRCS B. Showcase art, culture, and history to enhance Lakewood’s sense of place. PRCS 2.4 Increase connectivity and accessibility. LEAD DEPT. 2018 2019- 2020 A. Leverage technology and multi-use infrastructure to improve accessibility in the City and neighboring communities. PW B. Invest in smart growth solutions to maximize efficiency and enhance sense of place. PW PRCS C. Implement “complete streets” and non-motorized transportation projects that enable safe access for all users, and increases connectivity between neighborhoods, parks, and commercial areas. PW PRCS DEPENDABLE INFRASTRUCTURE 37 July 20, 2021 Item #9 Page 236 of 332 PUBLIC SAFETY GOAL: The City of Lakewood is one of the safest cities in Washington State. OBJECTIVES: 3.1 Improve community safety and reduce crime through data driven processes. 3.2 Match perception of public safety with reality. 3.3 Provide resources to support the health, welfare, and safety of the community. 3.4 Expand community outreach and educational programs. ALIGNS WITH VISION 2026: HISTORY COMMUNITIES SCHOOLS MUNICIPAL SERVICES ENVIRONMENT ECONOMIC GROWTH DIVERSITY SERVICE MEMBERS 38 July 20, 2021 Item #9 Page 237 of 332 LEAD DEPARTMENT: POLICE SUPPORTING DEPARTMENTS: ALL KEY PERFORMANCE INDICATORS  Decrease in crime.  Decrease in roadway accidents.  Decrease in number of failed safety inspections.  Increase use of alternative sentencing programs.  Increase use of community policing programs and initiatives. SUPPORTING DOCUMENTS Police Department Annual Report Biennial Budget Non-Motorized Transportation Plan (NMTP) Comprehensive Plan Police Department Quarterly Updates 39 July 20, 2021 Item #9 Page 238 of 332 Public Safety remains a significant concern across many communities in the United States. While statistically crime has decreased over the past few decades, the overall perception of safety in cities has not improved— rather, it has declined. The City aims to proactively improve confidence in public safety using innovative crime reduction strategies, comunity-driven approaches, and support for alternative diversion programs. For the City, public safety goes beyond law enforcement to include protecting public health and welfare of all citizens through a variety of programs and infrastructure improvements. 0 20 40 60 80 100 Puyallup Tacoma Gig Harbor Federal Way Lakewood Lacey University Place Crime Rates of South Sound Cities per 1,000 Property Crime decreased* 75% Violent Crime decreased* 25% PUBLIC SAFETY GOAL: The City of Lakewood is one of the safest cities in Washington State. *since incorporation Source: Neighborhood Scout Ranked one of Washington’s Safest Cities per Safehome.org Crime in Lakewood is trending down! 40 July 20, 2021 Item #9 Page 239 of 332 3.1 Improve community safety and reduce crime through data driven processes. LEAD DEPT. 2018 2019- 2020 A. Enhance law enforcement services through on-going training and new technologies. PD B. Promote crime prevention through environmental design (CPTED) in facility development. PW C. Develop, practice, and implement emergency management plans. ALL 3.2 Match perception of public safety with reality. LEAD DEPT. 2018 2019- 2020 A. Promote advancements and achievements in public safety that includes publicizing the safety of the community. PD COMM B. Create a community dashboard to display public safety data. CM C. Provide streamlined and innovative resources for citizens. ALL 41 July 20, 2021 Item #9 Page 240 of 332 3.3 Provide resources to support the health, welfare, and safety of the community. LEAD DEPT. 2018 2019- 2020 A. Increase proactive abatement, code enforcement, and housing safety programs. CED PD B. Encourage neighborhood association initiatives. ALL C. Support creative criminal justice and alternative diversion programs. CC MC D. Take a proactive role in legislative advocacy in matters which negatively impact public safety. CC CM PUBLIC SAFETY 42 July 20, 2021 Item #9 Page 241 of 332 3.4 Expand community outreach and educational programs. LEAD DEPT. 2018 2019- 2020 A. Cultivate and sustain collaborative partnerships with law enforcement and citizens to develop effective solutions, increase trust, and encourage mutual accountability. PD B. Continue to improve communication efforts with multicultural communities to bridge gaps and increase trust. ALL C. Emphasize crime prevention through public education. PD D. Continue innovative approaches to address mental health and reduce homelessness. PD CED 43 July 20, 2021 Item #9 Page 242 of 332 FISCAL RESPONSIBILITY GOAL: The City of Lakewood maintains a strong fiscal position. OBJECTIVES: 4.1 Provide efficient and effective municipal services. 4.2 Evaluate revenues and expenditures and respond to changing service needs. 4.3 Make smart investments in people, places, and resources. ALIGNS WITH VISION 2026: HISTORY COMMUNITIES SCHOOLS MUNICIPAL SERVICES ENVIRONMENT ECONOMIC GROWTH DIVERSITY SERVICE MEMBERS 44 July 20, 2021 Item #9 Page 243 of 332 LEAD DEPARTMENT: ADMINISTRATIVE SERVICES SUPPORTING DEPARTMENTS: ALL KEY PERFORMANCE INDICATORS  Balanced budgeting ratio.  Improved bond rating on future bonds.  Increase in municipal service satisfaction.  Improve efficiencies in social service provision. SUPPORTING DOCUMENTS Biennial Budget Financial Policies Six-Year Financial Forecast Six-Year Capital Improvement Plan Six-Year Information Technology Strategic Plan Six-Year Property Management Plan Comprehensive Plan Quarterly Financial Reports Comprehensive Annual Financial Report Popular Annual Financial Report 45 July 20, 2021 Item #9 Page 244 of 332 The relationship between the City’s fiscal position and the City’s overall economic health is symbiotic as each greatly depends on the other. To remain competitive, the City must continue to have a resilient and high performing government that provides transparency and allows for meaningful citizen engagement. The City will continue to attract and develop a top-tier workforce and is dedicated to providing great customer service and innovative solutions. Moody's Credit Rating AAA AA- A BAA BA B CAA CA C FISCAL RESPONSIBILITY GOAL: The City of Lakewood maintains a strong fiscal position. For its last rated bond, Lakewood received a two-step increase in creditworthiness from Standard & Poors (2014). Effective April 2016, the City no longer has LTGO rated debt. Recipient of the Government Finance Officers Association’s Distinguished Budget Presentation Award 2017-2018 & Certificate of Achievement for Excellence in Financial Reporting 2013-2016 & Outstanding Achievement Award in Popular Annual Financial Report FY 2017 46 July 20, 2021 Item #9 Page 245 of 332 4.1 Provide efficient and effective municipal services. LEAD DEPT. 2018 2019- 2020 A. Invest resources in core functions based on priorities and data driven metrics. ALL B. Continually analyze risk assumed by the City, adjust policies and programming if necessary. AD CM C. Develop an annual performance report card and community dashboards using relevant performance metrics. CM 4.2 Evaluate revenues and expenditures and respond to changing service needs. LEAD DEPT. 2018 2019- 2020 A. Maintain reserves to support the City in case of economic fluctuations, emergency needs, and to take advantage of emerging opportunities. AD B. Develop balanced biennial budgets consistent with adopted financial policies. a. Ensure all revenues, and expenditures match allocated resources. b. Review and update financial policies, six- year financial forecasts and other six- year financial plans (capital improvement, information technology, property management), and revenue and expenditure manual. AD C. Diversify revenue base and explore innovative funding sources. ALL 47 July 20, 2021 Item #9 Page 246 of 332 4.3 Make smart investments in people, places, and resources. LEAD DEPT. 2018 2019- 2020 A. Continue to hire and cultivate top tier City personnel. AD B. Seek and promote diverse citizen advisory groups. CC ALL C. Support and promote private economic development. CED D. Pursue catalyst and emerging economic development opportunities across the City. CED E. Continue to maintain our “Well City” status. AD F. Be recognized as a regional civic leader. CM FISCAL RESPONSIBILITY 48 July 20, 2021 Item #9 Page 247 of 332 37 49 July 20, 2021 Item #9 Page 248 of 332 TRANSPARENCY GOAL: The City of Lakewood communicates its goals, successes, and challenges to the community. OBJECTIVES: 5.1 Dynamically promote a positive image of Lakewood. 5.2 Advocate for Lakewood at all levels of government. 5.3 Develop measureable outcomes and compare these to national benchmarks. 5.4 Strengthen connection with stakeholders, partners, and communities. ALIGNS WITH VISION 2026: 50 July 20, 2021 Item #9 Page 249 of 332 LEAD DEPARTMENT: COMMUNICATIONS SUPPORTING DEPARTMENTS: ALL KEY PERFORMANCE INDICATORS  Development of a community dashboard with benchmarks.  Implementation of a City Report Card.  Increase in civic engagement.  Increased resident satisfaction with municipal communication.  Increase coordination with partner agencies and institutions.  Continue efficient provision of public records requests. SUPPORTING DOCUMENTS Biennial Budget Comprehensive Plan City Manager’s Bulletin E-government platforms and social media Connections Magazine State of the City Address 51 July 20, 2021 Item #9 Page 250 of 332 Government was created for the people, by the people. An informed public is essential to the success of our City. Community engagement and involvement in the planning and decision making process makes Lakewood stronger and increases accountability. The City endeavors to provide timely, accurate, and relevant information through the City’s e- government platforms, traditional communication outlets, and provision of great customer service. The City will make consistent, accountable, transparent, and responsible decisions. The City will also continue its strong leadership position in local and regional affairs to ensure the sustained success of Lakewood. . TRANSPARENCY GOAL: The City of Lakewood communicates its goals, successes, and challenges to the community. #IamLakewood 2015 Blue Pencil and Gold Screen Award Recipient 82,190 Total of Engaged Facebook users in 2017 (Engagement includes any click or story created.) 5,432 MyLakewood311 online citizen requests since 2016 97% Completion Rate of MyLakewood311 requests 52 July 20, 2021 Item #9 Page 251 of 332 5.1 Dynamically promote a positive image of Lakewood. LEAD DEPT. 2018 2019- 2020 A. Expand meaningful, two-way communication opportunities with community stakeholders and regional partners. COMM ALL B. Enhance city’s image through positive spotlights, planning tools, land use codes, code enforcement, and infrastructure improvements. COMM CED PD PW 5.2 Advocate for Lakewood at all levels of government. LEAD DEPT. 2018 2019- 2020 A. Continue to serve in a leadership capacity in regional and local affairs. CM SSMCP B. Develop annual legislative agenda and proactively engage with the County Council, state legislature, and federal delegation. CC CM SSMCP C. Improve awareness of JBLM’s and Camp Murray’s direct and indirect economic impacts on the city, region, county, and state. SSMCP CM CED D. Advocate for increased transportation and parks infrastructure funding. PW PSRC TRANSPARENCY 53 July 20, 2021 Item #9 Page 252 of 332 5.3 Develop measureable outcomes and compare these to national benchmarks. LEAD DEPT. 2018 2019- 2020 A. Provide quarterly updates that highlight specific advancements or projects within goal areas. ALL B. Implement more frequent surveys to gauge the community’s assessment of neighborhood conditions, citizen satisfaction, community priorities, and specific projects. ALL C. Develop an annual performance report card and accessible “real time” community-dashboard. CM TRANSPARENCY 54 July 20, 2021 Item #9 Page 253 of 332 5.4 Strengthen connection with stakeholders, partners, and communities. LEAD DEPT. 2018 2019- 2020 A. Craft and maintain accessible City online services, website, and social media platforms. COMM B. Focus on inclusive engagement: Conduct concentrated outreach for hard-to-reach and vulnerable populations. ALL C. Support and collaboratively engage with neighborhood groups and associations. CC ALL D. Continue partnership with JBLM and Camp Murray to support access to information about workforce development, healthcare, and services on and off base. SSMCP E. Strengthen City’s relationship with local school districts and colleges. CC 55 July 20, 2021 Item #9 Page 254 of 332 56 July 20, 2021 Item #9 Page 255 of 332 APPENDIX A: BIBLIOGRAPHY U.S. Census Bureau; American Community Survey, 2012- 2016 American Community Survey Estimates; generated by Becky Newton; using American FactFinder; <http://factfinder2.census.gov>; (2017). Chmura; JOBSEQ; generated by Workforce Central; using JOBSEQ; < http://www.chmuraecon.com/jobseq>; (2017). Zillow; Lakewood Real Estate Facts; generated by Shannon Kelley-Fong; < https://www.zillow.com/homes/Lakewood- WA/>; (2017). Office of Financial Management; April 1 official population estimates; <https://ofm.wa.gov/washington-data- research/population-demographics/population- estimates/april-1-official-population-estimates>; (2017). Neighborhood scout; <https://www.neighborhoodscout.com/wa/lakewood> Safehome.org; Washington’s safest cities; generated by Shannon Kelley-Fong;<https://www.safehome.org/safest- cities/wa/>; (2017). City of Lakewood; Business License report; generated by Becky Newton; (2017) City of Lakewood; Top Employers Survey; generated by Becky Newton; (2016) 57 July 20, 2021 Item #9 Page 256 of 332 58 July 20, 2021 Item #9 Page 257 of 332 LAKEWOOD CITY COUNCIL GOALS Lakewood is a thriving, urban, South Puget Sound City, possessing the core values of family, community, education and economic prosperity. We will advance these values by recognizing our past, taking action in the present, and pursuing a dynamic future.  The City Council’s vision for Lakewood at its 30 Year Anniversary is a community:  Inspired by its own sense of history and progress;  Known for its safe and attractive neighborhoods, vibrant downtown, active arts and cultural communities;  Sustained by robust economic growth and job creation;  Recognized for the excellence of its public and private schools, and its community and technical colleges;  Characterized by the beauty of its lakes, parks and natural environment;  Acknowledged for excellence in the delivery of municipal services;  Leveraging and embracing of our diversity; and  Supportive of Joint Base Lewis McChord (JBLM), Camp Murray, service members and their families. The purpose of the City Council Goals is to direct our community toward positive change and serve as the policy direction for City government as well as the policy guide for developing and implementing the City’s 2019-2020 biennial budget. Council goals guide the allocation of resources through the budget and capital improvement program to assure that organizational work plans and projects are developed and achieved that move the community forward. Operational values improve and optimize the functional performance of the City to achieve the Goals and Objectives listed in this plan.  Regional Partnerships –The City encourages and participates in regional approaches to service delivery to the extent that a regional model produces efficiencies and cost savings, and ultimately improves service to our citizens.  Efficiency –The City is committed to providing public services in the most efficient manner possible and maximizing the public’s return on its investment. The City will concentrate efforts on data-driven decisions that optimize available resources.  Accountability – The City of Lakewood is accountable to the community for the achievement of goals. The City will identify meaningful metrics and determine a series of benchmark goals. The City will track performances over the next three years, adjusting when necessary to optimize services.  Proactive Focus –The City proactively focuses on the entire condition of the City. The City will promote long-term financial and strategic planning backed by quantifiable data and analysis. 59 July 20, 2021 Item #9 Page 258 of 332 ECONOMIC DEVELOPMENT GOAL: The City of Lakewood promotes and supports a dynamic and robust local economy. Objectives: 1.1 Align economic goals and resources across departments. A. Develop and implement a comprehensive economic development strategy that aligns with the Strategic Plan. B. Direct growth through sound planning. Update land use codes and streamline internal processes. 1.2 Pursue infrastructure improvements vital to economic development and to bolster the City’s competiveness. A. Implement and invest in catalyst projects that promote private investment, i.e., a Downtown Plan, Lakewood Colonial Plaza, Woodbrook Business Park, and I-5 commercial corridor (“Lakewood Landing”). B. Improve underutilized commercial land by achieving the military land swap, WSDOT facility relocation, revision of zoning regulations where appropriate, and minimize nonconforming uses. C. Expand utilities and community assets, such as sewers, libraries, etc. D. Enhance commercial corridors, off-ramps, and City entry points through improvements and wayfaring signage. 1.3 Enhance and diversify housing stock and improve multi-generational community assets. A. Improve programs and policies to increase homeownership and diversify housing stock. B. Minimize nonconforming uses. C. Actively advance condominium regulation reform to expand homeownership opportunities. D. Continue to support youth and senior programming and expand community events. E. Support and preserve historical buildings and other local places of significance. 1.4 Foster collaborative and advantageous partnerships with businesses, community members, and regional partners. A. Be a leader in local economic development. B. Analyze and influence regional transportation and planning policies. C. Continue partnership with JBLM and Camp Murray to improve connectivity, land use development, and transportation near bases. D. Expand partnership with the Chamber of Commerce, neighborhood groups and associations, and other civic groups. E. Develop an educated workforce through collaboration with local educational institutions to leverage collective resources and to enhance K-12 and higher education opportunities. 1.5 Promote and facilitate sustainable economic development. A. Focus resources on business creation, retention, and expansion. B. Promote an entrepreneurial environment, encourage a balance of manufacturing, commercial, and retail businesses. C. Continue to leverage existing assets such as location, access, lakes, parks, civic engagement opportunities, transit options, and cultural amenities. D. Develop and implement an imaging campaign that confidently promotes recent accomplishments and community assets. E. Promote and deploy prudent business incentives to enhance economic development strategies. CATALYST PROJECTS HOUSING BRANDING 60 July 20, 2021 Item #9 Page 259 of 332 DEPENDABLE INFRASTRUCTURE GOAL: The City of Lakewood provides safe, clean, well-maintained, and dependable infrastructure. Objectives: 2.1 Implement capital infrastructure projects to improve transportation, park, and utility systems. A. Identify future transportation upgrades from the travel demand model (TDM) and update the comprehensive plan and six-year TIP when necessary. B. Expand neighborhood infrastructure improvements increasing access to roadways, parks, and public buildings. C. Implement and update the Park’s Legacy Plan and make strategic property additions to improve parks. D. Implement technology solutions to enhance accessibility, operations, and services. E. Partner with stakeholders to identify and implement infrastructure solutions. 2.2 Invest in preventative maintenance of facilities, parks, and streets to protect City assets. A. Implement best management practices to reduce long-term costs, protect citizens, and environmental hazards. B. Sustain infrastructure to ensure it is reliable, safe, aesthetically pleasing, cost effective, and improves municipal services. 2.3 Advance infrastructure projects that enhance the City’s identity and diversity. A. Enhance and upgrade street amenities, public right-of-way, and City wayfaring signage. B. Showcase art, culture, and history to enhance Lakewood’s sense of place. 2.4 Increase connectivity and accessibility. A. Leverage technology and multi-use infrastructure to improve accessibility in the City and neighboring communities. B. Invest in smart growth solutions to maximize efficiency and enhance sense of place. C. Implement “complete streets” and non-motorized transportation projects that enable safe access for all users, and increases connectivity between neighborhoods, parks, and commercial areas. TRANSPORT -ATION 61 July 20, 2021 Item #9 Page 260 of 332 PUBLIC SAFETY GOAL: The City of Lakewood is one of the safest cities in Washington State. Objectives: 3.1 Improve community safety and reduce crime through data driven processes. A. Enhance law enforcement services through on-going training and new technologies. B. Promote crime prevention through environmental design (CPTED) in facility development. C. Develop, practice, and implement emergency management plans. 3.2 Match perception of public safety with reality. A. Promote advancements and achievements in public safety that includes publicizing the safety of the community. B. Create a community dashboard to display public safety data. C. Provide streamlined and innovative resources for citizens. 3.3 Provide resources to support the health, welfare, and safety of the community. A. Increase proactive abatement, code enforcement, and housing safety programs. B. Encourage neighborhood association initiatives. C. Support creative criminal justice and alternative diversion programs. D. Take a proactive role in legislative advocacy in matters which negatively impact public safety. 3.4 Expand community outreach and educational programs. A. Cultivate and sustain collaborative partnerships with law enforcement and citizens to develop effective solutions, increase trust, and encourage mutual accountability. B. Continue to improve communication efforts with multicultural communities to bridge gaps and increase trust. C. Emphasize crime prevention through public education. D. Continue innovative approaches to address mental health and reduce homelessness. HOUSING 62 July 20, 2021 Item #9 Page 261 of 332 FISCAL RESPONSIBILITY GOAL: The City of Lakewood maintains a strong fiscal position. Objectives: 4.1 Provide efficient and effective municipal services. A. Invest resources in core functions based on priorities and data driven metrics. B. Continually analyze risk assumed by the City, adjust policies and programming if necessary. C. Develop an annual performance report card and community dashboards using relevant performance metrics. 4.2 Evaluate revenues and expenditures and respond to changing service needs. A. Maintain reserves to support the City in case of economic fluctuations, emergency needs, and to take advantage of emerging opportunities. B. Develop balanced biennial budgets consistent with adopted financial policies. a) Ensure all revenues, and expenditures match allocated resources. b) Review and update financial policies, six-year financial forecasts and other six- year financial plans (capital improvement, information technology, property management), and revenue and expenditure manual. C. Diversify revenue base and explore innovative funding sources. 4.3 Make smart investments in people, places, and resources. A. Continue to hire and cultivate top tier City personnel. B. Seek and promote diverse citizen advisory groups. C. Support and promote private economic development. D. Pursue catalyst and emerging economic development opportunities across the City. E. Continue to maintain our “Well City” status. F. Be recognized as a regional civic leader. SERVICE PROVISION RESERVES 63 July 20, 2021 Item #9 Page 262 of 332 TRANSPARENCY GOAL: The City of Lakewood communicates its goals, successes, and challenges to the community. Objectives: 5.1 Dynamically promote a positive image of Lakewood. A. Expand meaningful, two-way communication opportunities with community stakeholders and regional partners. B. Enhance city’s image through positive spotlights, planning tools, land use codes, code enforcement, and infrastructure improvements. 5.2 Advocate for Lakewood at all levels of government. A. Continue to serve in a leadership capacity in national, regional, and local affairs. B. Develop annual legislative agenda and proactively engage with the County Council, state legislature, and federal delegation. C. Improve awareness of JBLM’s and Camp Murray’s direct and indirect economic impacts on the city, region, county, and state. D. Advocate for increased transportation and parks infrastructure funding. 5.3 Develop measureable outcomes and compare these to national benchmarks. A. Provide quarterly updates that highlight specific advancements or projects within goal areas. B. Implement more frequent surveys to gauge the community’s assessment of neighborhood conditions, citizen satisfaction, community priorities, and specific projects. C. Develop an annual performance report card and accessible “real time” community-dashboard. 5.4 Strengthen connection with stakeholders, partners, and communities. A. Craft and maintain accessible City online services, website, and social media platforms. B. Focus on inclusive engagement: Conduct concentrated outreach for hard-to-reach and vulnerable populations. C. Support and collaboratively engage with neighborhood groups and associations. D. Continue partnership with JBLM and Camp Murray to support access to information about workforce development, healthcare, and services on and off base. E. Strengthen City’s relationship with local school districts and colleges. BRANDING 64 July 20, 2021 Item #9 Page 263 of 332 65 July 20, 2021 Item #9 Page 264 of 332 GOAL OBJECTIVE STRATEGY DEPT1 DEPT2 DEPT3 DEPT4 0 Economic Development 1.5 Promote and facilitate sustainable economic development. C. Continue to leverage existing assets such as location, access, lakes, parks, civic engagement opportunities, transit options, and cultural amenities. ALL FALSE Public Safety 3.1 Improve community safety and reduce crime through data driven processes. C. Develop, practice, and implement emergency management plans. ALL FALSE Public Safety 3.2 Match perception of public safety with reality. C. Provide streamlined and innovative resources for citizens.ALL FALSE Public Safety 3.3 Provide resources to support the health, welfare, and safety of the community.B. Encourage neighborhood association initiatives.ALL FALSE Public Safety 3.4 Expand community outreach and educational programs.B. Continue to improve communication efforts with multicultural communities to bridge gaps and increase trust.ALL FALSE Fiscal Responsibility 4.1 Provide efficient and effective municipal services A. Invest resources in core functions based on priorities and data driven metrics.ALL FALSE Fiscal Responsibility 4.2 Evaluate revenues and expenditures and respond to changing service needs.C. Diversify revenue base and explore innovative funding sources.ALL FALSE Fiscal Responsibility 4.3 Make smart investments in people, places, and resources.B. Seek and promote diverse citizen advisory groups.ALL FALSE Transparency 5.1 Dynamically promote a positive image of Lakewood. A. Expand meaningful, two-way communication opportunities with community stakeholders and regional partners. ALL FALSE Transparency 5.3 Develop measureable outcomes and compare these to national benchmarks. A. Provide quarterly updates that highlight specific advancements or projects within goal areas.ALL FALSE Transparency 5.3 Develop measureable outcomes and compare these to national benchmarks. B. Implement more frequent surveys to gauge the community’s assessment of neighborhood conditions, citizen satisfaction, community priorities, and specific projects. ALL FALSE Transparency 5.4 Strengthen connection with stakeholders, partners, and communities. B. Focus on inclusive engagement: Conduct concentrated outreach for hard-to-reach and vulnerable populations. ALL FALSE Transparency 5.4 Strengthen connection with stakeholders, partners, and communities. C. Support and collaboratively engage with neighborhood groups and associations.ALL FALSE ALL DEPARTMENTS APPENDIX C: Council Goals by Department 66 July 20, 2021 Item #9 Page 265 of 332 GOAL OBJECTIVE STRATEGY DEPT1 DEPT2 DEPT3 DEPT4 Economic Development 1.3 Enhance and diversify housing stock and improve multi-generational community assets. C. Actively advance condominium regulation reform to expand homeownership opportunities. CC CM LG Economic Development 1.4 Foster collaborative and advantageous partnerships with businesses, community members, and regional partners. E. Develop an educated workforce through collaboration with local educational institutions to leverage collective resources and to enhance K-12 and higher education opportunities. CC CM Public Safety 3.3 Provide resources to support the health, welfare, and safety of the community. C. Support creative criminal justice and alternative diversion programs.CC MC Public Safety 3.3 Provide resources to support the health, welfare, and safety of the community.D. Take a proactive role in legislative advocacy in matters which negatively impact public safety.CC CM LG Transparency 5.2 Advocate for Lakewood at all levels of government. B. Develop annual legislative agenda and proactively engage with the County Council, state legislature, and federal delegation.CC CM SSMCP Transparency 5.4 Strengthen connection with stakeholders, partners, and communities. E. Strengthen City’s relationship with local school districts and colleges.CC CITY COUNCIL 67 July 20, 2021 Item #9 Page 266 of 332 GOAL OBJECTIVE STRATEGY DEPT1 DEPT2 DEPT3 DEPT4 Economic Development 1.3 Enhance and diversify housing stock and improve multi-generational community assets. C. Actively advance condominium regulation reform to expand homeownership opportunities. CC CM LG Economic Development 1.4 Foster collaborative and advantageous partnerships with businesses, community members, and regional partners. B. Analyze and influence regional transportation and planning policies. CM CED LG Economic Development 1.4 Foster collaborative and advantageous partnerships with businesses, community members, and regional partners. C. Continue partnership with JBLM and Camp Murray to improve connectivity, land use development, and transportation near bases. CM SSMCP CED Economic Development 1.4 Foster collaborative and advantageous partnerships with businesses, community members, and regional partners. E. Develop an educated workforce through collaboration with local educational institutions to leverage collective resources and to enhance K-12 and higher education opportunities. CC CM Public Safety 3.2 Match perception of public safety with reality. B. Create a community dashboard to display public safety data.CM Public Safety 3.3 Provide resources to support the health, welfare, and safety of the community. D. Take a proactive role in legislative advocacy in matters which negatively impact public safety.CC CM LG Fiscal Responsibility 4.1 Provide efficient and effective municipal services B. Continually analyze risk assumed by the City, adjust policies and programming if necessary.AD CM LG Fiscal Responsibility 4.1 Provide efficient and effective municipal services C. Develop an annual performance report card and community dashboards using relevant performance metrics. CM Fiscal Responsibility 4.3 Make smart investments in people, places, and resources.F. Be recognized as a regional civic leader.CM Transparency 5.2 Advocate for Lakewood at all levels of government.A. Continue to serve in a leadership capacity in national, regional, and local affairs. CM SSMCP CED Transparency 5.2 Advocate for Lakewood at all levels of government. B. Develop annual legislative agenda and proactively engage with the County Council, state legislature, and federal delegation.CC CM SSMCP Transparency 5.2 Advocate for Lakewood at all levels of government. C. Improve awareness of JBLM’s and Camp Murray’s direct and indirect economic impacts on the city, region, county, and state. SSMCP CM CED Transparency 5.3 Develop measureable outcomes and compare these to national benchmarks. C. Develop an annual performance report card and accessible “real time” community-dashboard.CM CITY MANAGER 68 July 20, 2021 Item #9 Page 267 of 332 GOAL OBJECTIVE STRATEGY DEPT1 DEPT2 DEPT3 DEPT4 Economic Development 1.5 Promote and facilitate sustainable economic development. D. Develop and implement an imaging campaign that confidently promotes recent accomplishments and community assets. COMM Public Safety 3.2 Match perception of public safety with reality. A. Promote advancements and achievements in public safety that includes publicizing the safety of the community.PD COMM Transparency 5.1 Dynamically promote a positive image of Lakewood. B. Enhance city’s image through positive spotlights, planning tools, land use codes, code enforcement, and infrastructure improvements. COMM CED PD PW Transparency 5.4 Strengthen connection with stakeholders, partners, and communities. A. Craft and maintain accessible City online-services, website, and social media platforms.COMM LG AD COMMUNICATIONS 76 July 20, 2021 Item #9 Page 268 of 332 GOAL OBJECTIVE STRATEGY DEPT1 DEPT2 DEPT3 DEPT4 Economic Development 1.1 Align economic goals and resources across departments. A. Develop and implement a comprehensive economic development strategy that aligns with the Strategic Plan. CED Economic Development 1.1 Align economic goals and resources across departments. B. Direct growth through sound planning. Update land use codes and streamline internal processes. CED LG Economic Development 1.2 Pursue infrastructure improvements vital to economic development and to bolster the City’s competiveness. A. Implement and invest in catalyst projects that promote private investment, i.e., a Downtown Plan, Lakewood Colonial Plaza, Woodbrook Business Park, and I-5 commercial corridor (“Lakewood Landing”). CED Economic Development 1.2 Pursue infrastructure improvements vital to economic development and to bolster the City’s competiveness. B. Improve underutilized commercial land by achieving the military land swap, WSDOT facility relocation, revision of zoning regulations where appropriate, and minimize nonconforming uses. CED Economic Development 1.2 Pursue infrastructure improvements vital to economic development and to bolster the City’s competiveness. C. Expand utilities and community assets, such as sewers, libraries, etc.PW CED LG Economic Development 1.2 Pursue infrastructure improvements vital to economic development and to bolster the City’s competiveness. D. Enhance commercial corridors, off-ramps, and City entry points through improvements and wayfaring signage. PW CED PRCS Economic Development 1.3 Enhance and diversify housing stock and improve multi-generational community assets. A. Improve programs and policies to increase homeownership and diversify housing stock.CED Economic Development 1.3 Enhance and diversify housing stock and improve multi-generational community assets. B. Minimize nonconforming uses.CED LG Economic Development 1.3 Enhance and diversify housing stock and improve multi-generational community assets. E. Support and preserve historical buildings and other local places of significance. CED Economic Development 1.4 Foster collaborative and advantageous partnerships with businesses, community members, and regional partners.A. Be a leader in local economic development.CED Economic Development 1.4 Foster collaborative and advantageous partnerships with businesses, community members, and regional partners. B. Analyze and influence regional transportation and planning policies. CM CED LG Economic Development 1.4 Foster collaborative and advantageous partnerships with businesses, community members, and regional partners. C. Continue partnership with JBLM and Camp Murray to improve connectivity, land use development, and transportation near bases. CM SSMCP CED Economic Development 1.4 Foster collaborative and advantageous partnerships with businesses, community members, and regional partners. D. Expand partnership with the Chamber of Commerce, neighborhood groups and associations, and other civic groups. CED Economic Development 1.5 Promote and facilitate sustainable economic development. A. Focus resources on business creation, retention, and expansion. CED Economic Development 1.5 Promote and facilitate sustainable economic development. B. Promote an entrepreneurial environment, encourage a balance of manufacturing, commercial, and retail businesses. CED Economic Development 1.5 Promote and facilitate sustainable economic development. E. Promote and deploy prudent business incentives to enhance economic development strategies.CED LG COMMUNITY AND ECONOMIC DEVELOPMENT 69 July 20, 2021 Item #9 Page 269 of 332 Public Safety 3.3 Provide resources to support the health, welfare, and safety of the community. A. Increase proactive abatement, code enforcement, and housing safety programs. CED PD LG Public Safety 3.4 Expand community outreach and educational programs. D. Continue innovative approaches to address mental health and reduce homelessness.PD CED Fiscal Responsibility 4.3 Make smart investments in people, places, and resources.C. Support and promote private economic development.CED Fiscal Responsibility 4.3 Make smart investments in people, places, and resources. D. Pursue catalyst and emerging economic development opportunities across the City. CED Transparency 5.1 Dynamically promote a positive image of Lakewood. B. Enhance city’s image through positive spotlights, planning tools, land use codes, code enforcement, and infrastructure improvements. COMM CED PD PW Transparency 5.2 Advocate for Lakewood at all levels of government.A. Continue to serve in a leadership capacity in national, regional, and local affairs. CM SSMCP CED Transparency 5.2 Advocate for Lakewood at all levels of government. C. Improve awareness of JBLM’s and Camp Murray’s direct and indirect economic impacts on the city, region, county, and state. SSMCP CM CED 70 July 20, 2021 Item #9 Page 270 of 332 GOAL OBJECTIVE STRATEGY DEPT1 DEPT2 DEPT3 DEPT4 Economic Development 1.2 Pursue infrastructure improvements vital to economic development and to bolster the City’s competiveness. C. Expand utilities and community assets, such as sewers, libraries, etc.PW CED LG Economic Development 1.2 Pursue infrastructure improvements vital to economic development and to bolster the City’s competiveness. D. Enhance commercial corridors, off-ramps, and City entry points through improvements and wayfaring signage. PW CED PRCS Dependable Infrastructure 2.1 Implement capital infrastructure projects to improve transportation, park, and utility systems A. Identify future transportation upgrades from the travel demand model (TDM) and update the comprehensive plan and six-year TIP when necessary. PW AD Dependable Infrastructure 2.1 Implement capital infrastructure projects to improve transportation, park, and utility systems B. Expand neighborhood infrastructure improvements increasing access to roadways, parks, and public buildings. PW Dependable Infrastructure 2.1 Implement capital infrastructure projects to improve transportation, park, and utility systems D. Implement technology solutions to enhance accessibility, operations, and services.PW PRCS Dependable Infrastructure 2.1 Implement capital infrastructure projects to improve transportation, park, and utility systems E. Partner with stakeholders to identify and implement infrastructure solutions. PW Dependable Infrastructure 2.2 Invest in preventative maintenance of facilities, parks, and streets to protect City assets. A. Implement best management practices to reduce long- term costs, protect citizens, and environmental hazards. PW PRCS Dependable Infrastructure 2.2 Invest in preventative maintenance of facilities, parks, and streets to protect City assets. B. Sustain infrastructure to ensure it is reliable, safe, aesthetically pleasing, cost effective, and improves municipal services. PW PRCS Dependable Infrastructure 2.3 Advance infrastructure projects that enhance the City’s identity and diversity.A. Enhance and upgrade street amenities, public right-of- way, and City wayfaring signage.PW PRCS Dependable Infrastructure 2.4 Increase connectivity and accessibility.A. Leverage technology and multi-use infrastructure to improve accessibility in the City and neighboring communities.PW Dependable Infrastructure 2.4 Increase connectivity and accessibility.B. Invest in smart growth solutions to maximize efficiency and enhance sense of place.PW PRCS Dependable Infrastructure 2.4 Increase connectivity and accessibility. C. Implement “complete streets” and non-motorized transportation projects that enable safe access for all users, and increases connectivity between neighborhoods, parks, and commercial areas. PW PRCS Public Safety 3.1 Improve community safety and reduce crime through data driven processes. B. Promote crime prevention through environmental design (CPTED) in facility development.PW Transparency 5.1 Dynamically promote a positive image of Lakewood. B. Enhance city’s image through positive spotlights, planning tools, land use codes, code enforcement, and infrastructure improvements. COMM CED PD PW Transparency 5.2 Advocate for Lakewood at all levels of government.D. Advocate for increased transportation and parks infrastructure funding. PW PRCS PUBLIC WORKS 71 July 20, 2021 Item #9 Page 271 of 332 GOAL OBJECTIVE STRATEGY DEPT1 DEPT2 DEPT3 DEPT4 Economic Development 1.2 Pursue infrastructure improvements vital to economic development and to bolster the City’s competiveness. D. Enhance commercial corridors, off-ramps, and City entry points through improvements and wayfaring signage. PW CED PRCS Economic Development 1.3 Enhance and diversify housing stock and improve multi-generational community assets. D. Continue to support youth and senior programming and expand community events.PRCS Dependable Infrastructure 2.1 Implement capital infrastructure projects to improve transportation, park, and utility systems C. Implement and update the Park’s Legacy Plan and make strategic property additions to improve parks. PRCS Dependable Infrastructure 2.1 Implement capital infrastructure projects to improve transportation, park, and utility systems D. Implement technology solutions to enhance accessibility, operations, and services.PW PRCS Dependable Infrastructure 2.2 Invest in preventative maintenance of facilities, parks, and streets to protect City assets. A. Implement best management practices to reduce long-term costs, protect citizens, and environmental hazards. PW PRCS Dependable Infrastructure 2.2 Invest in preventative maintenance of facilities, parks, and streets to protect City assets. B. Sustain infrastructure to ensure it is reliable, safe, aesthetically pleasing, cost effective, and improves municipal services. PW PRCS Dependable Infrastructure 2.3 Advance infrastructure projects that enhance the City’s identity and diversity. A. Enhance and upgrade street amenities, public right-of- way, and City wayfaring signage.PW PRCS Dependable Infrastructure 2.3 Advance infrastructure projects that enhance the City’s identity and diversity. B. Showcase art, culture, and history to enhance Lakewood’s sense of place. PRCS PARKS, RECREATION, & COMMUNITY SERVICES 72 July 20, 2021 Item #9 Page 272 of 332 GOAL OBJECTIVE STRATEGY DEPT1 DEPT2 DEPT3 DEPT4 Economic Development 1.1 Align economic goals and resources across departments. B. Direct growth through sound planning. Update land use codes and streamline internal processes. CED LG Economic Development 1.2 Pursue infrastructure improvements vital to economic development and to bolster the City’s competiveness. C. Expand utilities and community assets, such as sewers, libraries, etc.PW CED LG Economic Development 1.3 Enhance and diversify housing stock and improve multi-generational community assets. B. Minimize nonconforming uses.CED LG Economic Development 1.3 Enhance and diversify housing stock and improve multi-generational community assets. C. Actively advance condominium regulation reform to expand homeownership opportunities. CC CM LG Economic Development 1.4 Foster collaborative and advantageous partnerships with businesses, community members, and regional partners. B. Analyze and influence regional transportation and planning policies. CM CED LG Economic Development 1.5 Promote and facilitate sustainable economic development. E. Promote and deploy prudent business incentives to enhance economic development strategies.CED LG Public Safety 3.3 Provide resources to support the health, welfare, and safety of the community. A. Increase proactive abatement, code enforcement, and housing safety programs. CED PD LG Public Safety 3.3 Provide resources to support the health, welfare, and safety of the community. D. Take a proactive role in legislative advocacy in matters which negatively impact public safety.CC CM LG Fiscal Responsibility 4.1 Provide efficient and effective municipal services B. Continually analyze risk assumed by the City, adjust policies and programming if necessary.AD CM LG Transparency 5.4 Strengthen connection with stakeholders, partners, and communities. A. Craft and maintain accessible City online-services, website, and social media platforms.COMM LG AD LEGAL 73 July 20, 2021 Item #9 Page 273 of 332 GOAL OBJECTIVE STRATEGY DEPT1 DEPT2 DEPT3 DEPT4 Public Safety 3.3 Provide resources to support the health, welfare, and safety of the community. C. Support creative criminal justice and alternative diversion programs.CC MC MUNICIPAL COURT The Municipal Court is a court of limited jurisdiction that handles infractions, misdemeanors and gross misdemeanor offenses that occur in the City of Lakewood. The Municipal Court provides court services on a contract basis to the City of University Place, Town of Steilacoom and the City of DuPont. Programs of the Municipal Court include: Municipal Court road tour; transportation of defendants to court for pending hearings; electronic home monitoring (EHM); community service work crew program; veterans’ court; probation; and video arraignment at Nisqually Corrections. 74 July 20, 2021 Item #9 Page 274 of 332 GOAL OBJECTIVE STRATEGY DEPT1 DEPT2 DEPT3 DEPT4 Public Safety 3.1 Improve community safety and reduce crime through data driven processes. A. Enhance law enforcement services through on-going training and new technologies.PD Public Safety 3.2 Match perception of public safety with reality. A. Promote advancements and achievements in public safety that includes publicizing the safety of the community.PD COMM Public Safety 3.3 Provide resources to support the health, welfare, and safety of the community. A. Increase proactive abatement, code enforcement, and housing safety programs. CED PD LG Public Safety 3.4 Expand community outreach and educational programs. A. Cultivate and sustain collaborative partnerships with law enforcement and citizens to develop effective solutions, increase trust, and encourage mutual accountability. PD Public Safety 3.4 Expand community outreach and educational programs.C. Emphasize crime prevention through public education.PD Public Safety 3.4 Expand community outreach and educational programs. D. Continue innovative approaches to address mental health and reduce homelessness.PD CED Transparency 5.1 Dynamically promote a positive image of Lakewood. B. Enhance city’s image through positive spotlights, planning tools, land use codes, code enforcement, and infrastructure improvements. COMM CED PD PW POLICE 75 July 20, 2021 Item #9 Page 275 of 332 GOAL OBJECTIVE STRATEGY DEPT1 DEPT2 DEPT3 DEPT4 Economic Development 1.4 Foster collaborative and advantageous partnerships with businesses, community members, and regional partners. C. Continue partnership with JBLM and Camp Murray to improve connectivity, land use development, and transportation near bases. CM SSMCP CED Transparency 5.2 Advocate for Lakewood at all levels of government.A. Continue to serve in a leadership capacity in national, regional, and local affairs. CM SSMCP CED Transparency 5.2 Advocate for Lakewood at all levels of government. B. Develop annual legislative agenda and proactively engage with the County Council, state legislature, and federal delegation. CC CM SSMCP Transparency 5.2 Advocate for Lakewood at all levels of government. C. Improve awareness of JBLM’s and Camp Murray’s direct and indirect economic impacts on the city, region, county, and state. SSMCP CM CED Transparency 5.4 Strengthen connection with stakeholders, partners, and communities. D. Continue partnership with JBLM and Camp Murray to support access to information about workforce development, healthcare, and services on and off base. SSMCP SOUTH SOUND MILITARY COMMUNITIES PARTNERSHIP 77 July 20, 2021 Item #9 Page 276 of 332 78 July 20, 2021 Item #9 Page 277 of 332 CITY OF MODESTO STRATEGIC PLAN 2020-2025 The Strategic Plan includes Vision Mission Goals and Strategies July 20, 2021 Item #9 Page 278 of 332 Page i Modesto Strategic Plan 2020-2025 October 2019 Prepared for the City of Modesto by Management Partners July 20, 2021 Item #9 Page 279 of 332 Table of Contents Page ii Modesto Strategic Plan 2020-2025 October 2019 TABLE OF CONTENTS Table of Contents Message From The City Manager ................................................................................................................... 1 Strategic Plan Overview .................................................................................................................................. 2 City of Modesto Leadership ............................................................................................................................ 3 Strategic Planning Process ............................................................................................................................. 4 Vision ................................................................................................................................................................ 6 Mission ............................................................................................................................................................. 7 Areas of Focus ................................................................................................................................................. 8 Quality of Life Goals and Strategies ............................................................................................................... 9 Goal A. Improve Community Safety ............................................................................................................. 10 Goal B. Invest in Beautification Efforts .......................................................................................................... 11 Goal C. Develop Homelessness and Housing Plan ...................................................................................... 12 Goal D. Ensure Safe, Efficient, and Reliable Infrastructure ........................................................................... 13 Economic Vitality Goals and Strategies ....................................................................................................... 14 Goal E. Drive Economic Vitality .................................................................................................................... 15 Goal F. Build the Modesto Brand .................................................................................................................. 16 Goal G. Make Downtown a Destination ........................................................................................................ 17 Service Delivery Goals and Strategies ......................................................................................................... 18 Goal H. Achieve Financial Sustainability ...................................................................................................... 19 Goal I. Promote Trust and Engagement ....................................................................................................... 20 Goal J. Build a High-Performance Organization ........................................................................................... 21 Conclusion ..................................................................................................................................................... 22 July 20, 2021 Item #9 Page 280 of 332 Page iii Modesto Strategic Plan 2020-2025 October 2019 This Page Purposely Left Blank July 20, 2021 Item #9 Page 281 of 332 MESSAGE FROM THE CITY MANAGER Page 1 Modesto Strategic Plan 2020-2025 October 2019 MESSAGE FROM THE CITY MANAGER To the Mayor and City Council, Community Members and City Staff, We are pleased to present the City of Modesto’s 2020 – 2025 Strategic Plan. The plan serves as a roadmap for Modesto’s promise as a place where our inclusive community can prosper, and innovation grows. The attached document is the result of a year-long planning process that included the community, city management, and city staff. Through the process, the Council and executive team identified ten long-range goals and specific strategies for reaching those goals. Our vision, mission, and goals focus on engaging with and serving the community. The strategies implementation action plan allows us to proactively, efficiently, and effectively provide that service. Respectfully, Joe Lopez City Manager October 2019 July 20, 2021 Item #9 Page 282 of 332 Strategic Plan Overview Page 2 Modesto Strategic Plan 2020-2025 October 2019 STRATEGIC PLAN OVERVIEW The City of Modesto’s strategic plan contains the elements shown in the graphic below. Regular progress reporting is an important task that ensures plan implementation. In addition, Council agenda reports may reference the goals and strategies contained in this plan. These steps keep the Council and public informed of how well the plan is being implemented. July 20, 2021 Item #9 Page 283 of 332 City of Modesto Leadership Page 3 Modesto Strategic Plan 2020-2025 October 2019 CITY OF MODESTO LEADERSHIP CITY COUNCIL Ted Brandvold, Mayor Mani Grewal, District 1 Councilmember Tony Madrigal, District 2 Councilmember Kristi Ah You, District 3 Councilmember Bill Zoslocki, District 4 Councilmember Jenny Kenoyer, District 5 Councilmember Doug Ridenour, District 6 Councilmember Executive Team  Joseph Lopez, City Manager  Caluha Barnes, Deputy City Manager  Scotty Douglass, Deputy City Manager  Adam Lindgren, City Attorney  Stephanie Lopez, City Clerk  Galen Carroll, Chief of Police  Rick Armendariz, Assistant Police Chief  Alan Ernst, Fire Chief  DeAnna Christensen, Director of Finance  Jaylen French, Community and Economic Development Director  Bill Sandhu, Public Works Director  Laurie Smith, Parks, Recreation and Neighborhoods Director  William Wong, Director of Utilities  Norma Santoyo, Human Resources Director  Charlie Haase, Chief Information Officer  Thomas Reeves, Community and Media Relations Officer July 20, 2021 Item #9 Page 284 of 332 Strategic Planning Process Page 4 Modesto Strategic Plan 2020-2025 October 2019 STRATEGIC PLANNING PROCESS The Strategic Plan was built using input from an array of stakeholders representing diverse interests including the City Council, members of the City’s Advisory Boards and Commissions, community members and City staff. Strategic planning plays an important role in the City’s policy development and prioritization processes and has included the creation of annual action plans since FY 2008-09. The City’s FY 2018-19 budget includes five overarching goals, the first of which is the adoption of an updated strategic plan. The City’s prior strategic plan was adopted by the City Council in March of 2015 and served as a roadmap for FY 2015-16 through FY 2018-19. The City of Modesto engaged Management Partners to assist with the development of the strategic plan. To update the plan, a wide range of stakeholders were invited to provide input and develop goals and strategies. Stakeholders included the following: • City Council • Members of Citizen Advisory Boards and Commissions • Community members • City Staff CITY COUNCIL AND CITY MANAGER INTERVIEWS Management Partners conducted one-on-one interviews with each member of the City Council and the City Manager. These interviews clarified the overall direction for the strategic plan and offered insights into the City Council’s and the City Manager’s assessment of the City’s strengths, limitations, opportunities, and threats (SLOT); their key priorities for the next five years; and their expectations for the strategic planning process. A STRATEGIC PLAN ENSURES MODESTO IS PURSUING ITS GOALS WITH INTENTION AND PURPOSE. 697 community members provided their opinions and vision for the future as part of an online community survey. 7 Town Hall meetings were attended by Modesto residents and led by City Staff between March 21st and April 17th, 2019. July 20, 2021 Item #9 Page 285 of 332 Strategic Planning Process Page 5 Modesto Strategic Plan 2020-2025 October 2019 CITY BOARDS AND COMMISSIONS FOCUS GROUPS Management Partners convened a series of focus groups with the chairs and vice-chairs of the Modesto’s Citizen Advisory Groups. Community leaders were asked to share their input on Modesto’s key accomplishments, its major challenges, and their thoughts about the future for the City. The focus group format allowed for a synergy of ideas and inclusion of different perspectives. ONLINE COMMUNITY SURVEY The City partnered with California State University (CSU) Stanislaus to design and conduct an online community survey in the spring of 2019. Residents were asked to provide their opinions on Modesto as a place to live, their satisfaction with City services, and their priorities for the City’s future. STAFF QUESTIONNAIRE The City’s executive team was invited to respond to a survey to provide their input. Like the individual interviews with the City Council and City Manager, the purpose of the questionnaire was to solicit the team’s input about the City’s strengths, limitations, opportunities, threats, and obtain information about major ongoing and future projects and initiatives. TOWN HALL MEETINGS Based on information gathered during the focus groups and via the online survey, City staff facilitated a series of seven town hall meetings, one in each City Council district, as well as an additional meeting for community members unable to attend in their district. These meetings were designed to elicit community feedback on the City’s strengths, its needs for the future, and potential strategic goals. STRATEGIC PLANNING WORKSHOPS Finally, the City of Modesto leaders participated in two full-day strategic planning workshops. In the first workshop, executive staff developed the major components of the strategic plan, including drafts of the vision and mission statements and the strategic plan areas of focus, goals and strategies. The second workshop engaged the Council to review and refine the vision, mission, goals and strategies for the City for the next five years. The outcomes of the Council workshop led to the vision, mission, goals and strategies reflected in this document. 25 chairs and vice-chairs of Modesto’s 18 boards and commissions offered their ideas during focus groups held in February 2019. 18 members of the City’s management team shared Strengths, Limitations, Opportunities, and Threats via a survey. 25 members of the City’s City Council, executive leadership, and management team attended full-day strategic planning workshops on June 27th and August 6th, 2019. July 20, 2021 Item #9 Page 286 of 332 Vision Page 6 Modesto Strategic Plan 2020-2025 October 2019 VISION The vision statement is an aspiration with a focus on the future. It is a statement of where the organization is going. Modesto is an inviting and safe community with thriving neighborhoods. July 20, 2021 Item #9 Page 287 of 332 Mission Page 7 Modesto Strategic Plan 2020-2025 October 2019 MISSION A mission is a statement of the purpose of the organization. It fundamentally defines what the organization stands for and what it will do. We are committed to the delivery of exceptional public services and building partnerships that promote economic prosperity and engaged neighborhoods. July 20, 2021 Item #9 Page 288 of 332 Areas of Focus Page 8 Modesto Strategic Plan 2020-2025 October 2019 AREAS OF FOCUS The Strategic Plan contains three overarching areas of focus. A summary of the identified areas of focus, along with their definition statement is provided below. QUALITY OF LIFE Engage partners across the community to ensure the safety, resilience, and attractiveness of Modesto. ECONOMIC VITALITY Retain and attract residential, commercial, and industrial development to meet the community’s needs today and for the next generation. GOVERNANCE AND SERVICE DELIVERY Build community trust in City government through responsive, transparent and efficient service delivery. Governance and Service Delivery Quality of Life Economic Vitality July 20, 2021 Item #9 Page 289 of 332 Quality of Life Goals and Strategies Page 9 Modesto Strategic Plan 2020-2025 October 2019 QUALITY OF LIFE GOALS AND STRATEGIES ENGAGE PARTNERS ACROSS THE COMMUNITY TO ENSURE THE SAFETY, RESILIENCE, AND ATTRACTIVENESS OF MODESTO. Goal A. Improve community safety and quality of life through a combination of prevention and intervention efforts that address safety and its underlying issues. Goal B. Increase pride in Modesto’s diverse neighborhoods and business districts through beautification efforts and by investing in community assets and amenities. Goal C. In partnership with public agencies and other key stakeholders, develop and implement a comprehensive housing and homelessness action plan. Goal D. Provide safe, efficient, and reliable infrastructure through proactive community investment, maintenance and sustainability efforts. July 20, 2021 Item #9 Page 290 of 332 Quality of Life Goals and Strategies Page 10 Modesto Strategic Plan 2020-2025 October 2019 GOAL A. IMPROVE COMMUNITY SAFETY Improve community safety and quality of life through a combination of prevention and intervention efforts that address safety and its underlying issues. STRATEGIES 1. Develop and implement a Public Safety Strategic Plan. 2. Engage staff and local organizations in public safety efforts. 3. Utilize public safety and quality of life key performance indicators to identify, analyze, and report on trends. 4. Establish a quality of life task force to tackle chronic problem areas. 5. Utilize technology to pinpoint hot spots and monitor impact. 6. Motivate and encourage staff and community members to identify and mitigate blight issues. July 20, 2021 Item #9 Page 291 of 332 Quality of Life Goals and Strategies Page 11 Modesto Strategic Plan 2020-2025 October 2019 GOAL B. INVEST IN BEAUTIFICATION EFFORTS Increase pride in Modesto’s diverse neighborhoods and business districts through beautification efforts and by investing in community assets and amenities. STRATEGIES 1. Evaluate the City’s property maintenance and nuisance abatement codes as well as the code compliance process. 2. Determine priority areas for proactive code enforcement. 3. Evaluate current waste removal and city beautification policies and procedures. 4. Establish and implement a comprehensive citywide recycling and compost plan. 5. Develop a new solid waste plan increasing availability of bulky item pick up. 6. Create and implement a comprehensive tree health, maintenance, and replacement program and education campaign. 7. Create an inventory of City owned vacant or underutilized properties and develop a real estate disposition plan. 8. Review and update the Tuolumne River Regional Park Master Plan. July 20, 2021 Item #9 Page 292 of 332 Quality of Life Goals and Strategies Page 12 Modesto Strategic Plan 2020-2025 October 2019 GOAL C. DEVELOP HOMELESSNESS AND HOUSING PLAN In partnership with public agencies and other key stakeholders, develop and implement a comprehensive housing and homelessness action plan. STRATEGIES 1. Develop and implement a comprehensive homelessness action plan that reduces encampments in public spaces, ensures the provision of supportive services, and identifies strategies for permanent housing. 2. Conduct a housing market analysis and implement a comprehensive housing strategy to position the City of Modesto to leverage alternative revenue sources (i.e., other government grants, loans, private and nonprofit funds). 3. Establish and implement policies that encourage the development of workforce affordable housing. July 20, 2021 Item #9 Page 293 of 332 Quality of Life Goals and Strategies Page 13 Modesto Strategic Plan 2020-2025 October 2019 GOAL D. ENSURE SAFE, EFFICIENT, AND RELIABLE INFRASTRUCTURE Provide safe, efficient, and reliable infrastructure through proactive community investment, maintenance and sustainability efforts. STRATEGIES 1. Create and implement a comprehensive street and road maintenance plan. 2. Develop a comprehensive public transit plan. 3. Collaborate with the Altamont Commuter Train (ACE) to complete service improvements and station enhancements in Modesto. 4. Develop and implement a strategy to resolve illegal dumping and related nuisance abatement services. 5. Establish a plan to increase frequency of forestry and solid waste services in high-traffic areas. 6. Establish and implement an annexation policy that aligns with the City’s long-term financial sustainability principles (including a robust review of the short- and long-term revenue and expenditures). 7. Develop and implement a citywide traffic management plan. July 20, 2021 Item #9 Page 294 of 332 Economic Vitality Goals and Strategies Page 14 Modesto Strategic Plan 2020-2025 October 2019 ECONOMIC VITALITY GOALS AND STRATEGIES RETAIN AND ATTRACT RESIDENTIAL, COMMERCIAL, AND INDUSTRIAL DEVELOPMENT TO MEET THE COMMUNITY’S NEEDS TODAY AND FOR THE NEXT GENERATION. Goal E. Drive the success of a vibrant and economically sustainable business climate. Goal F. Build and promote a recognizable and desirable identity for the City of Modesto. Goal G. Make downtown Modesto a regional destination. July 20, 2021 Item #9 Page 295 of 332 Economic Vitality Goals and Strategies Page 15 Modesto Strategic Plan 2020-2025 October 2019 GOAL E. DRIVE ECONOMIC VITALITY Drive the success of a vibrant and economically sustainable business climate. STRATEGIES 1. Update the General Plan consistent with city vision. 2. Develop a citywide business incentive plan that fosters economic diversification (i.e., infrastructure investments, business attraction, retention and grow local entrepreneurs). 3. Collaborate with local hospitals and medical providers to create a medical district. 4. Develop public-private partnerships with local firms and educational institutions. 5. Collaborate with universities and colleges to offer educational and vocational services to train and develop current and future residents to meet local business workforce needs. July 20, 2021 Item #9 Page 296 of 332 Economic Vitality Goals and Strategies Page 16 Modesto Strategic Plan 2020-2025 October 2019 GOAL F. BUILD THE MODESTO BRAND Build and promote a recognizable and desirable identity for the City of Modesto. STRATEGIES 1. Develop and implement a City of Modesto communication plan and branding campaign. 2. Engage and train the community to serve as ambassadors of Modesto’s “brand.” 3. Engage stakeholders and develop a comprehensive community marketing strategy. July 20, 2021 Item #9 Page 297 of 332 Economic Vitality Goals and Strategies Page 17 Modesto Strategic Plan 2020-2025 October 2019 GOAL G. MAKE DOWNTOWN A DESTINATION Make downtown Modesto a regional destination. STRATEGIES 1. Create a downtown economic development strategy (including infill housing, mixed-use development, business retention and attraction, and placemaking). 2. Collaborate with downtown partners to expand upon existing successful downtown events and entertainment offerings. July 20, 2021 Item #9 Page 298 of 332 Service Delivery Goals and Strategies Page 18 Modesto Strategic Plan 2020-2025 October 2019 SERVICE DELIVERY GOALS AND STRATEGIES BUILD COMMUNITY TRUST IN CITY GOVERNMENT THROUGH RESPONSIVE, TRANSPARENT AND EFFICIENT SERVICE DELIVERY. Goal H. Achieve long-term financial sustainability. Goal I. Promote trust and engagement between the community and the City. Goal J. Build a high-performance organization. July 20, 2021 Item #9 Page 299 of 332 Service Delivery Goals and Strategies Page 19 Modesto Strategic Plan 2020-2025 October 2019 GOAL H. ACHIEVE FINANCIAL SUSTAINABILITY Achieve long-term financial sustainability. STRATEGIES 1. Pursue new and alternative revenue sources. 2. Apply private and public sector best practice financial strategies. 3. Address the City’s pension liability and healthcare costs in alignment with long-term financial goals. 4. Conduct a comprehensive review of the City’s organization structure to ensure efficient and effective operations and service delivery. 5. Review and update the citywide capital improvement plan and deferred maintenance needs. July 20, 2021 Item #9 Page 300 of 332 Service Delivery Goals and Strategies Page 20 Modesto Strategic Plan 2020-2025 October 2019 GOAL I. PROMOTE TRUST AND ENGAGEMENT Promote trust and engagement between the community and the City. STRATEGIES 1. Develop and implement a broad community engagement plan to enhance public dialogue and trust. 2. Evaluate the effectiveness of the City’s open government/ transparency program. 3. Develop a comprehensive neighborhood capacity-building strategy. 4. Collaborate with community and civic organizations. 5. Develop a multi-lingual communications plan. July 20, 2021 Item #9 Page 301 of 332 Service Delivery Goals and Strategies Page 21 Modesto Strategic Plan 2020-2025 October 2019 GOAL J. BUILD A HIGH-PERFORMANCE ORGANIZATION Build a high- performance organization. STRATEGIES 1. Develop an innovation and efficiency plan that utilizes private sector best practices. 2. Formalize the City’s performance management system. 3. Streamline the development review process. 4. Commission a comprehensive review of City codes. 5. Implement the organizational workforce development and talent management plan. 6. Attract and retain high performance employees. 7. Explore “Smart Cities” initiatives and develop related policies to leverage technology to address key community needs and interests. July 20, 2021 Item #9 Page 302 of 332 Conclusion Page 22 Modesto Strategic Plan 2020-2025 October 2019 CONCLUSION This strategic plan is designed to guide the work and future of the City of Modesto. The plan articulates the organizational vision and mission of the City of Modesto and establishes a goals and strategies as a guide for decision making. An accompanying implementation action plan sets forth timelines and assignments for implementing the strategic plan. City of Modesto Project Team Joe Lopez City Manager Caluha Barnes Deputy City Manager Edgar Garcia Management Analyst July 20, 2021 Item #9 Page 303 of 332 Conclusion Page 23 Modesto Strategic Plan 2020-2025 October 2019 1010 10TH ST MODESTO, CA 95354 (209) 577-5200 July 20, 2021 Item #9 Page 304 of 332 Printed on recycled paper This information is available in alternative formats upon request. REVISED: 4-2018 The City of San Diego sandiego.gov City Strategic Plan A message from Mayor Kevin L. Faulconer The Strategic Plan sets the City of San Diego’s direction and priorities. The mission, vision, values and goals laid out here were carefully chosen and developed to help all employees as we serve San Diego residents, visitors, businesses and neighborhoods. As a City employee, you have the power to bring positive and lasting change to our communities. This document will ensure all of us are working with the same shared values when interacting with the public and our fellow employees. I hope you will use this as a guide whether you are protecting our neighborhoods, repairing our infrastructure or assisting the public in any of the numerous ways City employees are asked to serve every single day. We all play a part in the overall success of our organization. Following this plan will help us create a more inclusive and effective City government that improves the lives of every San Diegan in all of our neighborhoods. Working together, we will provide world-class service that is worthy of our world-class city. performance.sandiego.gov Mission To effectively serve and support our communities A world-class city for all Vision July 20, 2021Item #9 Page 305 of 332 Values Integrity Do the right thing Be ethical, truthful, and fair Take responsibility for our actions Service Exhibit pride in all that we do Treat others as we would like to be treated Anticipate and promptly respond to requests People Value customers and employees as partners Recognize that an engaged City workforce is the key to quality customer service Promote diversity as a strength Excellence Foster a high-performing culture Establish clear standards and predictable processes Measure results and seek improvement in everything we do Key Performance Indicators (Listed by Goals and Objective) Goal 1: Provide high quality public service Promote a customer-focused culture that prizes accessible, consistent, and predictable delivery of services Completion of biennial training on professional customer service by all employees Average of at least 90% “good” or “excellent” customer service scores on citywide resident satisfaction survey Improve external and internal coordination and communication Percentage of customers satisfied with process of reporting problems (e.g. potholes) to the City Number of visits to the City’s public website, sandiego.gov Number of visits to the City’s internal website, citynet.sandiego.gov Consistently collect meaningful customer feedback Percentage of public-facing City departments that routinely collect feedback Ensure equipment and technology are in place so that employees can achieve high quality public service Percentage of City employees that “Agree” and “Strongly Agree” that they have access to the necessary tools, equipment, and materials per the Citywide employee satisfaction survey Goal 2: Work in partnership with all of our communities to achieve safe and livable neighborhoods Protect lives, property, and the environment through timely and effective response in all communities Improve police, fire, and emergency medical response times Decrease the fire cost/loss index Percentage of fire & life safety annual inspections completed Reduce and prevent crime Reduce the total number and per capita rate of Part 1 crimes Increase Part I crime clearance rates Invest in quality infrastructure Miles of streets repaired as a percentage of the Mayor’s 1,000-mile by 2020 goal Miles of streets repaired by fiscal year Increase streets overall condition index Improve timeliness of project delivery Foster services that improve quality of life City library program attendance Recreation center program enrollment Cultivate civic engagement and participation Develop civic applications and tools to connect government with those we serve Increase community policing efforts Decrease unsheltered homelessness Rate of unsheltered homeless individuals Goal 3: Create and sustain a resilient and economically prosperous City with opportunity in every community Create dynamic neighborhoods that incorporate mobility, connectivity, and sustainability Expand the number of bike-friendly miles Increase opportunities for alternative modes of transportation Increase accessibility of streets, sidewalks, and buildings for people with disabilities Increase water independence Implement the Pure Water program on schedule Reduce percentage of water demand met with imported water Diversify and grow the local economy Increase the number of businesses and associated jobs in the traded sectors Increase outreach efforts to diverse business sectors Prepare and respond to climate change Implement the Climate Action Plan Implement Zero Waste Plan Enhance San Diego’s global standing Number of governments and organizations with which the City has a partnership Number of San Diego businesses that are exporting Value of San Diego exported products Maintain strong reserves across City operations Percentage meeting targets Increase the net supply of affordable housing Implement HousingSD initiatives performance.sandiego.gov July 20, 2021Item #9 Page 306 of 332 City of Union City Strategic Plan FY 2020-21 through FY 2024-25 July 20, 2021 Item #9 Page 307 of 332 Union City Strategic Plan 2020-2025 September 2019 Plan Development Prepared for the City of Union City by Management Partners Plan Management Managed by Assistant to the City Manager Lauren Sugayan Updated as needed based on changing City Council Priorities Plan Timeline • Adopted in October 2019 • Updated in October 2020 July 20, 2021 Item #9 Page 308 of 332 Union City Strategic Plan 2020-2025 September 2019 City of Union City City Council From left to right: Councilmember Pat Gacoscos, Councilmember Gary Singh, Mayor Carol Dutra- Vernaci, Councilmember Jaime Patino, Councilmember Emily Duncan July 20, 2021 Item #9 Page 309 of 332 Union City Strategic Plan 2020-2025 September 2019 This Page Purposely Left Blank July 20, 2021 Item #9 Page 310 of 332 Union City Strategic Plan 2020-2025 September 2019 Table of Contents Table of Contents Table of Contents............................................................................................................................................ iv Message from the City Manager ..................................................................................................................... 1 Strategic Plan Overview .................................................................................................................................. 2 Mission, Vision and Values ............................................................................................................................. 3 Multi-Year Goals .............................................................................................................................................. 4 Top Council Priorities for FY 2020 – 22 .......................................................................................................... 5 Goal A. Financial Stability and Sustainability ................................................................................................ 6 Goal B. Governance and Organization Effectiveness ................................................................................... 8 Goal C. Economic, Community Development and Public Safety ............................................................... 10 Goal D. Environmental Sustainability and Infrastructure ........................................................................... 13 Goal E. Communication and Outreach ......................................................................................................... 15 Implementation .............................................................................................................................................. 17 Conclusion ..................................................................................................................................................... 18 Attachment A. City Organization .................................................................................................................. 19 Attachment B. Strategic Planning Process .................................................................................................. 20 July 20, 2021 Item #9 Page 311 of 332 Union City Strategic Plan 2020-2025 September 2019 Message from the City Manager To the Mayor and City Council, Community Members and City Staff: We are pleased to present the City of Union City’s 2020 – 2025 Strategic Plan. The plan serves as a roadmap for Union City’s promise as a place where our inclusive community can prosper, and innovation grows. The Mayor and Council initiated the strategic planning process in the first quarter of 2019 in order to set a clear path for the future. Through the process, the Council and executive team identified five long range goals and specific strategies for reaching those goals. The Council determined its top priorities for attention over the first two years of the Strategic Plan. I am excited about my new role as City Manager, having served Union City for over 20 years as Community and Economic Development Director. Success of the Strategic Plan will be a team effort between the Council, City staff and the community. I’ll be the champion of our implementation efforts. Respectfully, Joan Malloy City Manager August 2019 July 20, 2021 Item #9 Page 312 of 332 Union City Strategic Plan 2020-2025 September 2019 Strategic Plan Overview The strategic plan is a living document, featuring a comprehensive framework that can be adjusted based on the current needs of the community. The Strategic Plan contains City Council priorities and reflects the key initiatives of the organization over five years. The City initiated its strategic planning process in 2019 to chart a clear path for the future. The Strategic Plan has five long range goals, each of which has strategies to achieve the goals. City staff will provide regular updates showing progress on each of the activities within the Strategic Plan. The Council and executive team will update the Strategic Plan annually. The intention is that the plan be modified on an ongoing basis to ensure that the stated goals are aligned with the needs of the community. July 20, 2021 Item #9 Page 313 of 332 Union City Strategic Plan 2020-2025 September 2019 Mission, Vision and Values This strategic plan includes a new mission, vision, and set of values for the City of Union City. These were developed through collaborative discussions in our strategic planning process. Mission Our mission is to create and provide effective, quality services that foster high quality of life and economic vitality. Citywide Vision To be a vibrant, inclusive and prosperous community where residents and businesses thrive, and innovation grows. Organizational Vision To foster an environment where City employees are inspired, recognized and thrive. Organizational Values Sustainability Plan for the long term in all that we do to ensure financial, environmental, and community well-being. Accountability Serve as responsible stewards of public resources and trust. Professionalism Deliver high-quality services to members of the community while investing in employee development. Integrity Demonstrate devotion to honesty, transparency, and acting in the best interest of the community. July 20, 2021 Item #9 Page 314 of 332 Union City Strategic Plan 2020-2025 September 2019 Multi-Year Goals The plan has five multi-year goals. Each goal has a set of strategies for implementation through this five-year Strategic Plan. The following pages show the strategies by goal. Multi-Year Goals Goal A. Financial Stability and Sustainability Foster fiscal health through disciplined long-term planning, cost control, heightened efficiency, increased revenue and cost recovery. Goal B. Governance and Organization Effectiveness Produce high-quality services to the community through a commitment to local government best practices and employee development, support and retention. Goal C. Economic, Community Development and Public Safety Institute forward-thinking business, land use development, housing, social services, and public safety strategies that promote community growth and innovation. Goal D. Environmental Sustainability and Infrastructure Create a healthy, sustainable community and maintain and improve the City’s infrastructure. Goal E. Communication and Outreach Build strong connections with community partners, residents and employees. After each strategy, a year is shown in parenthesis to denote which year of the strategic plan the item is scheduled to begin. Year 1 represents FY 2020-21, Year 2 represents FY 2021-22, and Year 3 represents FY 2022-23. Throughout the strategic planning process, staff recognized that the expectations for services and projects exceeds the current staffing and resources available to the City. Therefore, for a number of the items listed in this plan, implementation is contingent upon resource augmentation or availability. Those items are indicated with an R to connote “new resources needed.” July 20, 2021 Item #9 Page 315 of 332 Union City Strategic Plan 2020-2025 September 2019 Top Council Priorities for FY 2020 – 21 In July 2019, the City Council identified their priorities for FY 2020-22. These priorities were updated in August 2020 amid the COVID-19 pandemic (and are indicated below). The full list of strategic plan activities is contained in subsequent pages of this document. The City Council priorities are shown below and are categorized by goal area, with the strategy number (within the goal) also shown. In the following pages, the complete goals and all strategies are listed, which include the priorities listed below. Goal A, Strategy 1 Establish a comprehensive fiscal stability and sustainability plan to address the General Fund’s long-term structural deficit. Goal A, Strategy 2 Determine the level of authorization of a Utility Users’ Tax and develop an informational plan. Goal A, Strategy 4 Develop a plan to reduce the costs and increase revenue for Community and Recreation Services. Goal C, Strategy 2 Facilitate the build-out of the greater Station District Area through the construction of the Quarry Lakes Parkway, upgrades to the BART Station, completion of the pedestrian rail crossing and the sale and development of City-owned land. Goal C, Strategy 3 Develop a multi-departmental approach to address homelessness through coordination with staff, community organizations and Alameda County. July 20, 2021 Item #9 Page 316 of 332 Union City Strategic Plan 2020-2025 September 2019 Goal A. Financial Stability and Sustainability Foster fiscal health through disciplined long-term planning, cost control, heightened efficiency, increased revenue and cost recovery. 1. Establish a comprehensive fiscal sustainability plan to address the General Fund’s long-term structural deficit. (Council Priority Years 1 and 2) 2. Determine the level of authorization for the utility users’ tax and develop an informational plan. (Council Priority Years 1 and 2) 3. Reduce costs associated with the City’s fire contract with Alameda County. 4. Develop a plan to reduce the costs and increase revenue for Community and Recreation Services. (Council Priority Years 1 and 2) 5. Implement the City’s cannabis program to attain anticipated new revenue with a commitment to adapting where necessary in light of evolving Statewide trends. (Years 1 and 2) 6. Complete the fee evaluation process for those fees that have not been reviewed. (Years 2 and 3, R) July 20, 2021 Item #9 Page 317 of 332 Union City Strategic Plan 2020-2025 September 2019 7. Reduce staff costs and increase staff efficiency by increasing the public’s access to self-service options. (Years 2 and 3) 8. Identify opportunities to provide insourced services to other agencies on a contract basis as a way to generate revenue and optimize use of City staffing. (Years 3 and 4, R) 9. Initiate a process of increasing landscape and lighting fees to more closely reflect cost of service increases since 1997, consistent with General Plan Update. (Years 4 and 5, R) July 20, 2021 Item #9 Page 318 of 332 Union City Strategic Plan 2020-2025 September 2019 Goal B. Governance and Organization Effectiveness Produce high-quality services to the community through a commitment to local government best practices and employee development, support and retention. Strategies 1. Align the provision of critical city services and Strategic Plan implementation with current staffing levels. (Years 1 and 2) 2. Establish professional development plans for each employee to optimize staff resources, support their growth and demonstrate commitment to employees’ careers through a mentoring program and cross-training assignments. (Years 1 and 2) 3. Implement a new system of electing councilmembers by district and establish protocols for governance. (Years 1 and 2, R) 4. Prioritize the results of the Management Audit and develop an implementation strategy. (Years 1 and 2) July 20, 2021 Item #9 Page 319 of 332 Union City Strategic Plan 2020-2025 September 2019 5. Create a formal exit interview process to learn the reasons employees leave and obtain useful feedback for organizational improvements. (Years 1 and 2, R) 6. Establish meaningful ways to recognize outstanding employee performance. (Years 1 and 2) 7. Review and update as needed the City’s personnel policies to ensure they reflect best practices in diversity and inclusion. (Years 1 and 2) 8. Conduct a market study of competitive salary and benefits to support recruitment and retain talented staff. (Year 3, R) 9. Identify mandated/non-mandated functions and changes needed in each department to ensure proper balance based on available resources and align services to staff resources. (Year 3, R) 10. Develop institutional knowledge “capture” techniques to document processes and procedures in anticipation of retirements and other turnover. (Year 3) 11. Develop and implement a marketing plan to aid in ensuring key positions are filled, including the use of targeted recruitment incentives (such as hiring bonuses) for difficult- to-hire positions. (Years 3 and 4, R) July 20, 2021 Item #9 Page 320 of 332 Union City Strategic Plan 2020-2025 September 2019 Goal C. Economic, Community Development and Public Safety Institute forward-thinking business, land use development, housing, social services, and public safety strategies that promote community growth and innovation. Strategies 1. Analyze the feasibility of transforming warehouses to attract high-value industrial and commercial uses for the benefit of the community. (Year 1) 2. Facilitate the build out of the greater Station District Area through the construction of the Quarry Lakes Parkway, upgrades to the BART station, and completion of the pedestrian rail crossing and the sale and development of City-owned land. (Council Priority Year 1 and 2) 3. Develop a multi-departmental approach to address homelessness through coordination with staff, community organizations and Alameda County. (Council Priority Years 1 and 2, R) 4. Enhance the City’s partnership with Union Landing property owners and tenants to grow the vitality of the business district and revenue to the City. (Year 1, 2, 3, 4, 5) July 20, 2021 Item #9 Page 321 of 332 Union City Strategic Plan 2020-2025 September 2019 5. Promote housing development for all income levels in the community by updating the zoning ordinance to include objective standards in order to streamline development and facilitating the development of affordable housing. (Year 1, 2, 3, 4, 5) 6. Identify and focus on priorities within the Economic Development Strategic Plan that will meet the City’s financial goals and build regional partnerships. (Year 1) 7. Collaborate with commercial brokers on retail and commercial opportunities for new businesses and identify factors that will encourage high revenue- producing businesses to lease vacant properties. (Year 1) 8. Prioritize and expedite major land use development applications. (Year 1) 9. Update the short-range transit plan that includes an evaluation of providing services to the business district and the New Haven Unified School District. (Year 1) 10. Strengthen the Community Emergency Response Team program through the Alameda County Fire Department, per agreement with the County. (Year 1) 11. Complete the General Plan update (along with the Decoto Industrial Park Study Area Specific Plan (DIPSA). (Years 1 and 2) 12. Provide employee training for emergency preparedness and conduct disaster response drills. (Years 1 and 2) 13. Align public safety services with community needs based on a data driven decision-making approach (i.e., emergency medical services, restoration of terminated police programs, etc.). (Year 2) 14. Update the police department strategic plan. (Year 2) July 20, 2021 Item #9 Page 322 of 332 Union City Strategic Plan 2020-2025 September 2019 15. Review development permitting processes to streamline service and improve efficiency and develop a communication plan to disseminate modifications to staff and customers. (Year 3, R) 16. Assess the feasibility of using a private provider to add high-speed internet with the goal of enhancing business attraction. (Year 3, R) 17. Create a plan for leveraging the social services resources in Union City and the County to make efficient use of all limited resources. (Years 3 and 4) 18. Review the police dispatch services agreement and conduct a feasibility study to evaluate bringing dispatch services in-house. (Year 4, R) 19. Develop a space needs assessment to evaluate police and other city departments’ facility needs. (Year 4, R) July 20, 2021 Item #9 Page 323 of 332 Union City Strategic Plan 2020-2025 September 2019 Goal D. Environmental Sustainability and Infrastructure Create a healthy, sustainable community and maintain and improve the City’s infrastructure. Strategies 1. Continue the build-out of the City’s Bicycle and Pedestrian network with an emphasis on closing gaps, addressing safety concerns, and increasing connectivity to the Station District. (Year 1, R) 2. Implement the City’s capital improvement plan (see separate document). (Year 1, R) 3. Establish an IT committee to prioritize technology investments and implement the citywide information technology plan. (Years 1 and 2, R) 4. Evaluate development impact fees for new development infrastructure: Decoto Industrial Park Study Area (DIPSA), Transportation Impact Fee, Fire, Parks Facilities Fee, Railroad Preemption Fees. (Years 1 and 2, R) 5. Review and update the tree protection program. (Year 2) July 20, 2021 Item #9 Page 324 of 332 Union City Strategic Plan 2020-2025 September 2019 6. Analyze the cost-benefit of converting streetlights to light emitting diode (LED). (Year 2) 7. Conduct a tree inventory to determine a yearly maintenance plan for city-owned trees. (Years 2 and 3, R) 8. Update to the Climate Action Plan. (Year 3, R) 9. Convert the UC Transit fleet to electric. (Year 3) 10. Create and implement a plan to maintain and upgrade the City’s buildings. (Year 3, R) 11. Develop a ten-year parks operations, maintenance and capital improvement plan. (Year 4 and 5, R) 12. Explore additional opportunities to meet or exceed State waste reduction targets. (Year 1 and 2) July 20, 2021 Item #9 Page 325 of 332 Union City Strategic Plan 2020-2025 September 2019 Goal E. Communication and Outreach Build strong connections with community partners, residents and employees. Strategies 1. Conduct outreach and community education about the City services, financial resources, areas of cost, and impacts of failed ballot measures on city services. (Years 1 and 2, R) 2. Improve the delivery of and employee and community access to the annual State of the City Address. (Years 1 and 2, R) 3. Create and implement a plan for conveying progress and outcomes from the City’s Strategic Plan to employees and the community at large. (Years 1 and 2, R) July 20, 2021 Item #9 Page 326 of 332 Union City Strategic Plan 2020-2025 September 2019 4. Enhance the role boards and commissions play in communicating the City’s interests through training and routine engagement. (Year 2, R) 5. Build a customer relations plan for public works and code enforcement. (Year 2, R) 6. Establish a community advisory committee to engage on the planning of future ballot measures. (Years 2 and 3) 7. Enhance digital engagement to improve ease of access and the quality of information, emphasizing information of particular interest to businesses and residents. (Years 3 and 4, R) 8. Develop an outreach strategy aligned with the City’s brand guidelines aimed at heightening the profile of the City within the community and region. (Years 3 and 4, R) July 20, 2021 Item #9 Page 327 of 332 Union City Strategic Plan 2020-2025 September 2019 Implementation Implementation of this plan is carried out by staff regularly throughout the year and as a part of their day-to-day job. Implementation progress and notes are tracked and monitored by the City Manager’s Office. Additionally, resources needed to carry out some of the strategies in the plan are carefully considered and due to lack of resources or emergencies, implementation of some strategies may be temporarily put on hold. Reporting on the strategic plan as preferred by the City Council will occur through the following ways: (1) the inclusion of a strategic plan section on staff reports, (2) reports to the Fiscal Stability Committee, (3) implementation updates on the City’s website and (4) routine community and partner agency presentations about the plan. July 20, 2021 Item #9 Page 328 of 332 Union City Strategic Plan 2020-2025 September 2019 Conclusion This Strategic Plan provides direction for City the City of Union City over several years. Each department will be gearing its efforts to achieving the Strategic Plan. Project Team Mayor Carol Dutra-Vernaci Councilmember Emily Duncan Councilmember Jaime Patino Councilmember Pat Gacoscos Councilmember Gary Singh City Manager Joan Malloy Deputy City Manager Mark Evanoff Assistant to the City Manager Lauren Sugayan Police Chief Jared Rinetti Chief Information Technology Officer Mario Vallejo Chief Human Resources Officer Lilybell Nakamura Public Works Director Marilou Ayupan Economic and Community Development Director Carmela Campbell Community and Recreation Services Manager Corina Hahn July 20, 2021 Item #9 Page 329 of 332 Union City Strategic Plan 2020-2025 September 2019 Attachment A. City Organization Mayor and City Council. The Mayor and City Council serve as the governing body for the City of Union City, and set the vision for responsive, effective and high-quality service delivery to our residents. The Mayor and City Council guide the City's legislative agenda, set municipal policies, pass local ordinances, listen to residents’ concerns, and adopt a biennial budget. City Manager’s Office. The City Manager is appointed by the City Council, serves as the chief executive officer of the City as well as the Council’s chief advisor, and is responsible for managing all day-to-day operations and administration. All departments report to the City Manager. Staff within the City Manager’s Office oversee the implementation of the City’s strategic plan, public affairs and intergovernmental relations, and carry complex policy work in support of the City Council. City Clerk. The City Clerk’s Office supports the business operation of the City Council and manages the administrative requirements for record keeping, elections, and more. Community and Recreation Services. This department provides community and recreation services to families, youth, seniors and adults within the community. Recently honored by the California Park and Recreation Society, we operate the Holly Community Center, Kennedy Community Center, Ruggieri Senior Center, Sports Center, Teen Center, Teen Workshop and, in the summer, the Dan Oden Swim Complex. Police Department. The Union City Police Department (UCPD) is a dedicated team of men and women honored to serve the city’s diverse and growing community. The UCPD is committed to keeping Union City a vibrant and safe place to live, work, and visit. Public Works. Public Works employees strive to protect your health, safety, and welfare by designing, building, and maintaining city infrastructure, facilities, and local transit/paratransit. The Public Works Department includes three main divisions: Engineering, Maintenance, and Transit. Economic and Community Development. The Economic and Community Development Department helps the city grow by balancing the needs that every city has-- jobs and housing. This includes looking at the full scope of our City’s growth and develop a long-term strategic plan to attract high-paying jobs for our residents, maintain housing affordability, and keep Union City a great place to live and work. Human Resources. The Human Resources Department serves our community by creating and supporting a talented, dedicated and high performing workforce of engaged employees who are trained and motivated to provide the highest level of customer service. Finance. The Finance Department manages all of the City's finances, including treasury and debt management. Finance handles transactions like accounts payable, payroll, licensing and cashiering, risk management, financial reporting and information technology. Fire Services. Union City’s fire services are provided by the Alameda County Fire Department. July 20, 2021 Item #9 Page 330 of 332 Union City Strategic Plan 2020-2025 September 2019 Attachment B. Strategic Planning Process (2019) City Council, boards and commissions, community members and staff provided valuable input for the strategic plan. A wide range of stakeholders were invited to provide input to help inform and develop the strategic plan. City Council and Board-Commission Survey Members of the City Council and the City’s boards and commissions were invited to offer their input through an online survey. Gap Analysis A gap analysis questionnaire was distributed to City leadership staff. Through these questionnaires, information was gathered on strengths, weaknesses/limitations, opportunities, and threats (SWOT); major projects and plans. Environmental Scan City staff prepared an environmental scan to identify internal and external factors important in considering goals and strategies for the future. Several factors were identified as critical components of the plan, including demographics, workforce trends, external factors, legislative impacts, and key changes in recent years. Workshops Three strategic planning workshops were facilitated by Management Partners as part of the process. The first workshop was held on May 21, 2019 with the City Council and leadership staff from each department. The second workshop was conducted on July 11, 2019 and included the same attendees. The final workshop was held on August 20, 2019 with City staff and focused on the implementation elements of the strategic plan. Strategic planning is about identifying priorities for the City to balance the needs and interests of the community with resources available. Three workshops held Two surveys administered to City Council and Department leaders July 20, 2021 Item #9 Page 331 of 332 Union City Strategic Plan 2020-2025 September 2019 July 20, 2021 Item #9 Page 332 of 332 Discuss Next Steps for City Council Strategic Plan, Including Options for Resident Survey July 20, 2021 Jason Haber, Intergovernmental Affairs Director Kristina Ray, Communication & Engagement Director {city of Carlsbad Recommended Action ITEM #9: STRATEGIC PLAN | RESIDENT SURVEY Receive an update relating to the City Council strategic planning process and options for conducting a resident survey and provide direction to staff as appropriate. {city of Carlsbad Timing options 1.Proceed as planned with development of a strategic plan beginning in fall 2021? 2.Wait until the District 1 City Council seat is filled? •If planning is postponed, Council may delay further discussion. •Discuss survey or outreach at this time? ITEM #9: STRATEGIC PLAN | RESIDENT SURVEY {city of Carlsbad Framework Introduction:What is a strategic plan and why it is important? Vision:What is the big picture vision or goal the plan will achieve? Goals:What overarching goals support the vision? Objectives: What specific, measurable milestones will help the city achieve each goal? Performance measures: How will the City Council measure the success of each goal? ITEM #9: STRATEGIC PLAN | RESIDENT SURVEY {city of Carlsbad Planning horizon 1 YEAR 10 YEARS5 YEARS ITEM #9: STRATEGIC PLAN | RESIDENT SURVEY {city of Carlsbad New elements? •9 community values •Mission •Vision •Goals identified in early 2021 •Other goals ITEM #9: STRATEGIC PLAN | RESIDENT SURVEY {city of Carlsbad Level of detail •Big picture in nature, laying out broad goals and objectives •Detailed work plans and cost estimates developed by city staff •For the entire planning horizon •Only for the first year or two, if the planning horizon is longer ITEM #9: STRATEGIC PLAN | RESIDENT SURVEY ✓- ✓- ✓- ✓- {city of Carlsbad Sample plans feedback July20,2021 Exhibit4 ~lf.c.. -,- CTTYOF CHUIAVISfA ltemll9 Page116of332 LAN ■-- servicesthatenhancethequality illlil!■ and our communities. nest dialogue, diversity in thinking, and problem solving. rything we do using best practices. rmed decision making excellentserviceandthebestinvestmentoftaxpayermoney. itycharacterandagriculturalprograms Eglfitcltythroughpursuingoorvlsionof: tion for all modes of movement and for all demographics. ealthbyfurtheringaccesstotrails,parks, beaches,andother novation,financialsta~lity.andfiscalresponsjbility. ',;;::;:;----------:;=======:;-r~,-::RT::-S:-&C:::U::-LTU:::R:-,-----;;;:;~parks,andthenaturalenvironment. Embrace great places to showcase the City's arts and culture, histOf)', community charm and character PUBLIC SAFETY Create a safe and secure environment for residents, visitors, and busjnesses thr01.1ghout the City. COMMUNITY PLANNING Maintain safe and livable communities thr01.1gh well-maintained infrastructure and facilities, strong public safety. and significant environmental standards while achieving diverse and affordable housing forpresentandfuturegenerations July20,2021 ltemll9 Pagel95of332 CITY OF ENCINITAS SOSSVUL(ANAVEIENCINITAS,CA910l4 ENCINITASC.&..GOV 760.6H.2600 CITY OF MODESTO STRATEGIC PLAN 2020-2025 City of Union City Strategic Plan FY 2020-21 through FY 2024-25 Taking action in the present to pursue a dynamic future ... ltemll9 Page307of332 Adopted June 4, 2018 July 20, 2021 ltem#9 Page198of332 Resident survey Resident survey •More information needed at this time? ITEM #9: STRATEGIC PLAN | RESIDENT SURVEY {city of Carlsbad Goal prioritization District specific results Can be done before fall Goes beyond those frequently engaged Last survey was in 2019 If strategic plan postponed Significant input already given Sept. 14 election COVID effects Wait for growth management DO SURVEY NOW?DO SURVEY LATER? Not currently part of work plan or budget Other significant engagement efforts planned for fall Could not be completed by fall Might not hear new input Get more in depth understanding of needs, values and priorities Some community members would like to engage further MORE ENGAGEMENT LATERMORE ENGAGEMENT NOW Direction to staff •Survey or community engagement needed at this time? •IF YES •Topics to be covered •Level of survey analysis desired ITEM #9: STRATEGIC PLAN | RESIDENT SURVEY ■ ■ C ) {city of Carlsbad Background Mission The City of Carlsbad enhances the lives of all who live, work and play in our city by setting the standard for providing top quality, efficient local government services. Vision A world class city. Communify Values Small town feel, beach community character and connectedness Enhance Carlsbad's defining attributes -its small town feel and beach community character. Build on the city's culture of civic engagement, volunteerism and philanthropy. Open space and the natural environment Prioritize protection and enhancement of open space and the natural environment. Support and protect Carlsbad's unique open space and agricultural heritage. Access to recreation and active, healthy lifestyles Promote active lifestyles and community health by furthering access to trails, parks, beaches and other recreation opportunities. The local economy, business diversity and tourism Strengthen the city's strong and diverse economy and its position as an employment hub in north San Diego County. Promote business diversity, increased specialty retail and dining opportunities, and Carlsbad's tourism. High quality education and community services Support quality, comprehensive education and lifelong learning opportunities, provide housing and community services for a changing population, and maintain a high standard for citywide public safety. Walking, biking, public transportation and connectivity Increase travel options through enhanced walking, bicycling and public transportation systems. Enhance mobility through increased connectivity and intelligent transportation management. History, the arts and cultural resources Emphasize the arts by promoting a multitude of events and productions year-round, cutting- edge venues to host world class performances, and celebrate Carlsbad's cultural heritage in dedicated facilities and programs. Neighborhood revitalization, community design and livability Revitalize neighborhoods and enhance citywide community design and livability. Promote a greater mix of uses citywide, more activities along the coastline and link density to public transportation. Revitalize the downtown Village as a community focal point and a unique and memorable center for visitors, and rejuvenate the historic Barrio neighborhood. Sustainability Build on the city's sustainability initiatives to emerge as a leader in green development and sustainability. Pursue public/ private partnerships, particularly on sustainable water, energy, recycling and foods. Cost e.stimate.s Sta1ff have developed estima1tedl .survey costs based on different sa m1p,le size.s and survey le ngths for reference : 400-perso.n su 1rvey 1,000-person survey 6-1minute s,urvey 12-minute survey $28,500 $.33,250 $44,500 $52,500 ODD YEAR ------ Resident Survey Public Input EVEN YEAH ---- Goal Setting Goal Check in Goal Setting Timeline Work Plans Work Plans Budget ► Process