Campbell City Council
February 17, 2026

City Council Agenda
City of Campbell, 70 N. First St., Campbell, California This Study Session of the City Council will be conducted in person and is compliant with provisions of the Brown Act.

Those members of the public wishing to provide public comment virtually during the open portion can access the meeting at: https://www.campbellca.gov/signup. After registering, you will receive a confirmation email containing information about joining the meeting. Members of the public may attend the meeting in person at Campbell City Hall - Council Chambers.

Public comment will also be accepted via email at [email protected] until 12:00p.m. prior to the start of the meeting. Written comments will be posted on the website and distributed to the Council. If you choose to email your comments, please indicate in the subject line “FOR PUBLIC COMMENT” and indicate the item number.

CITY COUNCIL STUDY SESSION
Tuesday, February 17, 2026 06:00 PM
Doetsch Conference Room

CALL TO ORDER/ROLL CALL

PUBLIC COMMENT

NEW BUSINESS
Study Session to Consider Proposed Modifications to City’s Performance Measures.

Recommended Action
That the City Council receive the report and provide feedback regarding the proposed modifications to the City’s Performance Measures.

ADJOURN
IMPORTANT NOTICE: Materials related to an item on this agenda submitted to the City Council after distribution of the agenda packet are available for public inspection with the agenda packet in the lobby of City Clerk’s Office, 70 N. First Street, Campbell, CA 95008, during normal business hours. These materials will also be available on the City website at

1. 2.

3. 3.1

4. https://pub-campbell.escribemeetings.com with the agenda packet following the last item of the agenda, subject to staff’s ability to post the documents prior to the meeting. All documents not posted prior to the meeting will be posted the next business day.

In compliance with the Americans with Disabilities Act, listening assistive devices are available for all meetings held in the City Council Chambers. If you require accommodation, please contact the City Clerk’s Office, (408) 866-2117, at least one week in advance of the meeting.

Tuesday, February 17, 2026 2 of 60
City Council Report
DATE: February 17, 2026
TITLE: Study Session to Consider Proposed Modifications to City’s Performance Measures
RECOMMENDED ACTION:

That the City Council receive the report and provide feedback regarding the proposed modifications to the City’s Performance Measures.

BACKGROUND
The City of Campbell’s performance measures have been used to assess how well services are being delivered, guide resource allocation and to demonstrate results to residents, elected officials and other stakeholders. It has been many years since the City’s performance measures underwent a comprehensive revision.

Recognizing the need to keep performance measures relevant and meaningful, the City began a multi-year effort to revamp performance measures across all departments. Initial work focused on “low-hanging fruit,” including targeted edits, eliminating metrics that no longer provided meaningful data, and removing measures that required significant manual effort to calculate. These first steps helped to streamline the reporting and improve the overall usefulness of the data.

Building upon this work, staff began working collaboratively to determine the best way to revise the existing workplans so that they are consistent across departments and align with the City’s new mission statement. All this work culminated in the comprehensive revision to the draft performance measurements.

DISCUSSION
Departments have focused on revamping workplans and performance measures to better align with the City’s new mission statement: To work together with our community to foster a safe, vibrant small-town feel where innovation and people thrive. This alignment ensures that performance measures more clearly reflect community priorities, emphasize outcomes, and support a cohesive, mission-driven approach to service delivery across the City.

In addition, the updated performance measures place greater emphasis on clearly articulating why the City undertakes specific activities, linking services and programs to their intended purpose and community benefit. The measures are designed to capture Item 3.1
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how community benefits are achieved and to provide supporting data where available.

This approach strengthens the narrative behind the data, helping connect daily work to broader goals, and provides clearer context for the community to understand. It also supports our staff in articulating the importance of the work they do every day.

Attachment 1 is the existing document used for the current performance measures which show a year over year comparison with percentages for each measure. Staff found that the majority of these metrics were arbitrary or subjective. Goals were set without evidence that the targets were appropriate or meaningful. Additionally, the metrics did not explain why achieving the goal was important. Staff explored options on how best to modify these metrics to make them more meaningful when shared with elected officials, our community and other stakeholders. It was quickly determined that the purpose and importance of many measures were only evident to staff working within the division. Changing the way the information was presented to explain why it is important became the cornerstone to the revisions. This led staff to explore aligning these measures with the recently updated City’s mission statement. By aligning these metrics with the mission statement, it emphasizes the importance of the City’s mission and makes the material relatable to anyone reading the document.

Attachment 2 illustrates the revised workplans for each department where the performance measures have been modified to reflect the reason for its importance and the measurement is a narrative to explain how it was achieved with relevant data where appropriate. The goal of the revised performance measures is to emphasize accomplishments rather arbitrary numeric targets.

Additionally, staff explored how best to use these metrics and how and when they should be shared. It was determined that moving forward it would best to have performance measures based on the calendar year instead of the fiscal year. By making this transition the document would be prepared in the early part of a new calendar year and provided to City Council during the budget preparation. It would allow Council to effectively use the measurements as they consider budget requests. There may be some measurements still based on the fiscal year due to the nature of the metric, but the intent is to provide Council with the most recent annual snapshot of the work that has been completed prior to making budgetary decisions.

Lastly, some consideration for the name of this document has also been discussed.

Performance measures are generally very metric based and with the shift to more of a narrative to explain the why and how, it should also be considered if the name is still suitable. Some alternatives include the following:
 Service Objectives and Results
 Strategic Goals and Key Metrics
 Service Outcomes
 Public Service Outcomes
 Results for Our Residents
Staff is seeking feedback from Council on the following questions:
 Does the style and format of the proposed revisions meet your needs? Item 3.1
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 Do these resonate and make sense?
 Are there specific measures that you are not in favor of or any that you want revised?
 Do you prefer to keep the name “Performance Measures” or does another name make more sense?

FISCAL IMPACT
There are no direct fiscal impacts associated with this item.

NEXT STEPS
Staff will make any additional changes that may be needed to this draft document along with necessary revisions based on Council feedback. An updated document will be provided to Council at the Council Priority Setting session. Moving forward this document will be presented to Council prior to the priority setting session.

PREPARED BY: Natasha Bissell, Recreation & Community Services Director Item 3.1
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Report Approval Details
Document Title: Proposed Revisions To City's Performance Measures.docx Attachments: Performance Measures_Current.pdf
Proposed Performance Measures.docx
Final Approval Date: February 11, 2026
This document and all of its attachments were approved and signed as outlined below:

Natasha Bissell, Recreation and Community Services Director Will Fuentes, Finance Director
Andrea Sanders, City Clerk
Brian Loventhal, City Manager
Item 3.1
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Measure FY 23 FY 24 FY 25
1 Quarterly Council Agenda items presented as scheduled 90% of time 100% 100% 100% 2 City Manager’s Office will respond to citizen concerns within 2 business days 85% of time
100% 100% 100%
3 Review and process Purchase Orders within two business days 90% of time 100% 100% 100% 4 Civic Improvement Commission agenda packets will be completed and transmitted four business days prior to meeting 95% of time 100% 100% 100%
5 Civic Improvement Commission annual work plan Items will meet timelines 90% of time
100% 100% 100%
Performance Measures
City Manager - Administration Program (510)
Item 3.1
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Performance Measures
City Manager - City Clerk Program (511)
Measure FY 23 FY 24 FY 25
1 100% of legal notification requirements for Council Meetings are met 100% 100% 100% 2 90% of the Minutes, Resolutions and Ordinances will be scanned into document imaging within two weeks of City Council approval
100% 100% 100%
3 90% of the Minutes of City Council Meetings will be accurately prepared for approval at the next regular Council Meeting
100% 100% 100%
4 90% of the City Council meeting follow-up (correspondence, confirming documents, signatures, copy distribution, document filing) will be completed within two weeks of Council meeting date
100% 100% 100%
Item 3.1
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Performance Measures
City Manager - Human Resources Program (515)
Measure FY 23 FY 24 FY 25
1 Complete 90% of recruitments in 2.5 months or less (time measured from date filing opens to date Eligibility List is established) 100% 100% 100%
2 90% of recruitments begin within two (2) weeks of approval to fill the position
100% 100% 100%
3 Provide 22,000 volunteer hours to City programs annually N/A N/A N/A 4 Employee inquiries regarding benefits and compensation are addressed within 3 working days 90% of the time
100% 100% 100%
Item 3.1
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Performance Measures
City Manager - Workers' Compensation Self-Insurance Program (516) Measure FY 23 FY 24 FY 25
1 90% of claims are responded to within 5 working days 100% 100% 100% 2 Number of recordable industrial injures 21 23 20
3 Percent of annual increase (decrease) in the number of recordable workrelated injuries5% 9% 13% Item 3.1
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Performance Measures
City Manager - Information Technology Program (547)
Measure FY 23 FY 24 FY 25
1 Core Business Applications will be available 98% of scheduled up-time 99% 99% 98% 2 Manage operational budget growth, excluding payroll and Capital budgets, not to exceed the core rate of inflation (CPI)* -12.4% N/A* N/A*
3 Execute 90-100% of Major Work Plan items for Fiscal Year 73% 84% 92% * No longer recording Performance Measure as of FY 24
Item 3.1
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Performance Measures
Recreation & Community Services - Administrative Services Program (524) Measure FY 23 FY 24 FY 25
1 Percent actual to budgeted revenue for overall department 110% 104% 100% 2 Percent actual to budgeted expenditures for overall department 96% 94% 93% 3 Attain 75% capacity or better in all recreation programs offered N/A* 75% 69% 4 80% of surveyed participants rate activities as satisfactory or better N/A* 95% 94% 5 50% of participants are residents N/A* 48% 50%
6 General Fund subsidy to entire department is $1.1M or less N/A* $45,275 $305,890 * New Performance Measure as of FY 2024
Item 3.1
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Performance Measures
Recreation & Community Services - Senior Nutrition Program (525) Measure FY 23 FY 24 FY 25
1 Total number of meals served as a percent of meals budgeted 101% 101% 96% 2 Average number of meals served per day as percent of meals budgeted 59 101%
66 110%
67 96%
Item 3.1
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Performance Measures
Recreation & Community Services - Adult Services Program (526) Measure FY 23 FY 24 FY 25
1 Attain 90% or better of desired membership base of 1,200 146% 1756
N/A* N/A*
2 Attain 80% enrollment in all classes 76% N/A* N/A*
3 45% of class participants are residents 54% N/A* N/A* 4 75% of surveyed participants rate activities as satisfactory or better 97% N/A* N/A* 5 Adult Center Membership grows by 3% annually from previous year's membership **
N/A 25% 4%
6 Ratio of gross revenues to division direct expenses is 40% or greater 61% 68% 73% * No longer recording Performance Measure as of FY 24
** New Performance Measure as of FY 24
Item 3.1
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Performance Measures
Recreation & Community Services - Campbell Community Center Program (527) Measure FY 23 FY 24 FY 25
1 80% of available short-term rental space is scheduled 72% 81% 81% 2 50% of available athletic field time is reserved 54% 53% 53% Item 3.1
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Performance Measures
Recreation & Community Services - Museum Services Program (528) Measure FY 23 FY 24 FY 25
1 Ainsley Gardens are rented 75% of the time during peak available days 52% 24/46
28%
12/44
18%
8/44
2 Museum Education reaches 5,000 school children annually (on site field trips and off-site outreach
1026 1949 2969
3 Visitor & event attendance reaches goals (5,000 total):
- Ainsley House visitors* - 1,500
- Historical Museum visitors* - 500
- Ainsley House Garden Events - 3,000
*general public and museum members
4056
AH/2061
CHM/206
AHG/1789
4374
AH/2578
CHM/891
AHG/905
3136
AH/2018
CHM/583
AHG/535
4 Museum volunteers complete 4,000 volunteer hours annually 3333 4765 6133 5 50% of museum donations are processed for accession into the collection within one year of donation
3/5
60%
12/12
100%
5/10
50%
Item 3.1
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Performance Measures
Recreation & Community Services - Heritage Theatre Program (529) Measure FY 23 FY 24 FY 25
1 60% of all prime dates are booked. 40% 40% 38%
2 Sponsorship revenue is 7% of overall Theatre expenses. 6.0% 4.8% 3.8% 3 Ratio of gross revenues (net of P&E) to expenses is 70% or greater. 78% 70% 70% 4 75% of available tickets for City Season shows will be sold. 73% 57% 62% 5 General Fund subsidy of Theatre Program to be $200,000/year or less. $201,870 $236,784 N/A
Item 3.1
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Performance Measures
Recreation & Community Services - Sports, Aquatics & Fitness Program (531) Measure FY 23 FY 24 FY 25
1 Attain 70% of capacity or better in all programs. 82% N/A* N/A 2 50% of participants are residents 87% N/A* N/A
3 75% of surveyed participants rate activities as satisfactory or better 93% N/A* N/A 4 Ratio of gross revenues to division expenses is 107% or greater. 125% 119% 109% * New Performance Measure as of FY 2024
Item 3.1
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Performance Measures
Recreation & Community Services – Pre-School, Day Camp & Enrichment Classes (532) Measure FY 23 FY 24 FY 25
1 Attain 75% of capacity in all programs. 73% N/A* N/A
2 75% of surveyed participants rate activities satisfactory or better 97% N/A* N/A 3 50% of participants are residents. 67% N/A* N/A
4 RaƟo of gross revenues to division expenses is 125% or greater. 128% 111% 110% * No longer recording Performance Measure as of FY 24
Item 3.1
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Performance Measures
Finance Department - Accounting Services Program (535)
Measure FY 23 FY 24 FY 25
1 90% of invoices are processed within 45 days. 100% 100% 100% 2 Number of A/P checks generated annually. 4208 4177 4150 3 Number of invoices processed annually. 6308 5975 6799 4 100% of the time, file all mandatory State and Federal reports within required timelines. 100% 100% 100%
5 Percent of time an unqualified audit opinion is received. 100% 100% 100% 6 80% of audit management letter comments implemented. 100% 100% 100% 7 95% of budget calendar milestones are met. 100% 100% 100% 8 90% of time miscellaneous accounts receivable billings are generated within 30 days. 100% 100% 100%
9 100% of bi-weekly payroll will be processed on schedule. 100% 100% 100% 10 100% of the time, all State and Federal required payroll reports will be prepared accurately and timely. 100% 100% 100%
11 Number of payroll checks generated annually. 7200 7200 7400 12 90% of business license billings will be generated within 30 days of scheduled expiration date. 100% 100% 100%
13 99% of idle funds placed in interest bearing investments. 98% 98% 98% 14 80% of time, bank statements will be reconciled to general ledger cash balances within ten working days of month-end close. 100% 100% 100% Item 3.1
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Performance Measures
Finance Department - Non-Departmental Program (540)
Measure FY 23 FY 24 FY 25
1 Number of liability claims filed. 26 23 25
2 Total annual liability and property claims expense. 101,552 $ 175,887 $ 93,320 $ 3 Liability and property claims premium no more than 3% of total annual payroll.
4% 5% 6%
Item 3.1
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Performance Measures
Community Development - Administration Program (550)
Measure FY 23 FY 24 FY 25
1 80% of inquiry phone calls and emails are returned within one business day
90% 90% 95%
2 100% of public notices are filed accurately. 90% N/A* N/A 3 75% of the customers surveyed annually are satisfied with the services provided by Community Development staff
85% 100% 80%
* No longer recording Performance Measure as of FY 24
Item 3.1
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Performance Measures
Community Development - Current Planning Program (551)
Measure FY 23 FY 24 FY 25
1 90% of Building Permits not requiring a separate Planning approval are reviewed within one week**
100% 100% 32%
2 90% of Building Permits requiring a separate Planning approval are reviewed within three weeks**
100% 100% 100%
3 90% of major planning approvals are at a public hearing within 60 days of project complete.**
100% 100% 100%
4 100% of completeness letters are sent out within 30 days. 96% 96% 100% 5 90% of administrative planning approvals are issued within 30 days of project complete.
96% 98% 98%
6 100% permit-streamlining to applicable projects are completed within six months.
100% N/A* N/A*
7 90% of hearings are held within 60 days of application completeness.
100% N/A* N/A*
* No longer recording Performance Measure as of FY 24
** New Measure as of FY 24
Item 3.1
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Performance Measures
Community Development - Policy Development Program (552) Measure FY 23 FY 24 FY 25
1 85% of policy development milestones and projects are completed according to the approved Work Plan.
75% N/A* N/A*
* No longer recording Performance Measure as of FY 24
Item 3.1
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Performance Measures
Community Development - Building Codes Regulation Program (554) Measure FY 23 FY 24 FY 25
1 85% of all plan check submittals are given first review for compliance with codes within ten days of submittal.
65% N/A* N/A*
2 90% of time all inspections are made the day following the request.
90% N/A* N/A*
3 80% of simple tenant improvements and minor permits are issued over-the-counter.
65% N/A* N/A*
4 90% of minor building permits (reviewed by Building only) are reviewed within one week.
90% 80% 99%
5 90% of major building permits (routed to other departments for review) are reviewed witin four weeks.
90% 80% 90%
6 90% of inspections requested are conducted the following day.** N/A 90% 90%
* No longer recording Performance Measure as of FY 24
** New Measure as of FY 24
Item 3.1
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Performance Measures
Community Development - Code Enforcement Program (559)
Measure FY 23 FY 24 FY 25
1 90% of all minor nuisance complaints resolved within 30 days. 90% 88% 84% 2 90% of code enforcement inquiries are responded to within three business days
90% 86% 92%
3 70% of all new code enforcement complaints are resolved within one year *
N/A 71% 67%
Item 3.1
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Performance Measures
Legal Services Program (560)
Measure FY 23 FY 24 FY 25
1 Complete review of 85% of all contract and other documents submitted for review within two (2) weeks of submission. 86% 92% 78%
2 Provide a response to 70% of all requests for a written opinion within four (4) weeks of submission.
99% 96% 98%
3 Provide a response to 85% of all requests for oral advice within two (2) working days of submission.
100% 100% 100%
4 Obtain a favorable outcome in at least 60% of all cases adjudicated to a final conclusion.
90% 82% 73%
5 Personally attend at least 85% of all regular City Council Meetings.
91% 100% 100%
6 Personally attend at least 85% of all regular Planning Commission Meetings. (Duty assumed by Associate in FY 25)
100% 100% 41%
7 Provide approximately 1,200 hours of legal assistance annually. 1783 hrs 1966 hrs 2362 hrs 8 Complete major workplan items within one (1) fiscal year. 7 1 3 9 Provide at least 250 office hours at City Hall each year. 360 hrs 353 hrs 367 hrs Item 3.1
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Performance Measures
Police - Administration Program (601)
Measure FY 23 FY 24 FY 25
1 Percent of regular and reserve officers who are in compliance with P.O.S.T. approved in-service training requirements. 100% N/A* N/A*
* No longer recording Performance Measure as of FY 24
Item 3.1
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Performance Measures
Police - Communications Program (602)
Measure FY 23 FY 24 FY 25
1 90% of incoming 9-1-1 calls are answered within ten seconds. 98% 97% 98% 2 90% of emergency calls for service are dispatched in less than two minutes.
95% 97% 97%
Item 3.1
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Performance Measures
Police - Records Program (603)
Measure FY 23 FY 24 FY 25
1 85% of report requests submitted to the Records Division will be processed within 7 business days of receipt
100% 98% 86%
Item 3.1
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Performance Measures
Police - Special Enforcement Program (604)
Measure FY 23 FY 24 FY 25
1 Traffic enforcement index of at least 21.
(Hazardous citations plus DUI arrests, divided by injury accidents)

8.77 N/A N/A*
2 80% of abandoned vehicle complaints responded to within 48 hours of receipt.
100% N/A* N/A*
* No longer recording Performance Measure as of FY 24
Item 3.1
Tuesday, February 17, 2026 31 of 60
Performance Measures
Police - Field Services Program (605)
Measure FY 23 FY 24 FY 25
1 Respond to 90% of emergency calls for service within five minutes
92% 93% 92%
2 Respond to 90% of non-emergency calls for service within twenty minutes
92% 91% 92%
Item 3.1
Tuesday, February 17, 2026 32 of 60
Performance Measures
Fire Protection Services Program (610)
Measure FY 23 FY 24 FY 25
1 Respond to 90% of all fire related calls for service within seven minutes or less
100% 94% 100%
2 Respond to 90% of all medical related calls for service within eight minutes or less
100% 84% 100%
Item 3.1
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Performance Measures
Public Works - Environmental Services Program (715)
Measure FY 23 FY 24 FY 25
1 City of Campbell Solid Waste Maximum Disposal
(pounds/person/day)

5.42 5.15 4.98
Item 3.1
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Performance Measures
Public Works - Transportation Engineering Program (720) Measure FY 23 FY 24 FY 25
1 Percentage of Congestion Management Program (CMP)
roadways meet CMP Level Of Service standards (Target: 95%) 100% 100% 100%
2 Number of pedestrian accidents and percent of total of all accidents
13 5.3%
14 4.8%
6 2.0%
3 Number of bicycle accidents and percent of total of all accidents 11

4.5%
12 4.2%
18 6.0%
4 Number of injury accidents and percent of total of all accidents 72

29.1%
87**

30.1%
79**

26.3%
5 Percentage of Traffic Service Requests responded to within 30 days (Target: 80%)
96% 98% 99%
*Total includes one fatal accident
**Total includes two fatal accidents
Item 3.1
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Performance Measures
Public Works - Engineering (730)
Measure FY 23 FY 24 FY 25
1 Average cost of design and construction engineering (percentage of project)
23% 23% 31%
2 75% of City’s pavement network is at a PCI of 70 or greater 84% N/A* N/A* 3 Overall PCI of City’s pavement network (Target: 70 PCI) 68 66 64 * No longer recording Performance Measure as of FY 24
Item 3.1
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Performance Measures
Public Works - Land Development / Environmental Programs (740) Measure FY 23 FY 24 FY 25
1 Percentage of development application reviews completed within ten working days (Target: 80%)
88% 93% 95%
Item 3.1
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Performance Measures
Public Works - Vehicle & Equipment Maintenance Services Program (750) Measure FY 23 FY 24 FY 25
1 Percentage of preventative maintenance is completed on schedule (Target: 80%).
98% 98% 98%
2 Public Safety vehicle availability (Target: 90%) 95% 96% 96% Item 3.1
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Performance Measures
Public Works - Street Maintenance Program (760)
Measure FY 23 FY 24 FY 25
1 Percentage of emergency call-outs responded to within two hours (Target: 95%)
100% 100% 99%
2 Percentage of sidewalk repair requests are inspected and marked whting five working days ( Target : 90%)
99% 99% 95%
3 Percentage of traffic work orders completed within 20 days (Target: 80%)
99% 99% 90%
Item 3.1
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Performance Measures
Public Works - Signals and Lighting Maintenance Program (770) Measure FY 23 FY 24 FY 25
1 Percentage of emergency call-outs responded to within two (2) hours (Target: 95%)
99% 99% 99%
2 Percentage of streetlight outages repaired within ten (10) working days. (Target: 95%)
100% 100% 98%
3 Percentage of Underground Service Alert utility location requests responded to within seven (7) working days. (Target: 100%) 100% 100% 96%
Item 3.1
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Performance Measures
Public Works - Parks Maintenance Program (775)
Measure FY 23 FY 24 FY 25
1 Percentage of emergency tree work is mitigated within one day. (Target: 95%)
95% 95% 95%
2 Percentage of landscaped medians, parks and civic grounds maintained at a rating of 3 (4 point scale/bi-annual survey) (Target: 90%)
85% 88% 85%
Item 3.1
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Performance Measures
Public Works - Building Maintenance Program (780)
Measure FY 23 FY 24 FY 25
1 Cost per square foot to maintain City buildings $5.50 $7.25 $7.85 2 Percentage of work orders are completed within three working days (Target: 50%)
96% 96% 90%
Item 3.1
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CITY MANAGER
510 – Administration
Advance the City’s priorities and protect local interests by actively tracking legislation and collaborating with the City Council Legislative Subcommittee to advocate on issues that impact the Campbell Community.
• In 2025, ## of advocacy actions were taken on behalf of the City, such as position letters, testimonies, or coordinated regional responses.

Foster civic engagement and expand educational and enrichment opportunities for youth and families by collaborating with the City Council Education Subcommittee, local schools, the Santa Clara County Library, and community partners. • In 2025, ## of collaborative meetings, programs, or initiatives were conducted with the Education Subcommittee and partner organizations.

Support a safe, resilient community by coordinating and implementing the City’s Emergency Operations Plan to ensure effective and timely emergency response. • In 2025, ## of hours of training were provided to staff assigned to Emergency Management Operations.

Ensure responsive and transparent City services by addressing resident concerns in a timely and accountable manner.
• In 2025, all resident concerns directed to the City Manager’s Office were provided responses.

Support a collaborative, well-functioning organization by fostering transparency and a positive work culture through clear communication and shared direction. • In 2025, ## of city-wide meetings were organized with %% of participation from employees.
511 – City Clerk
Ensure City Council business is conducted transparently by providing clear, timely public hearing notices that support meaningful community awareness and participation.
• In 2025, XX% of legal notifications were published on time.

Prepare and maintain City Council minutes, resolutions, and ordinances in a timely, organized and accessible manner and prepare accurate minutes to support effective implementation and clear public understanding of Council actions. • In 2025, XX% of City Council Meeting minutes, resolutions and ordinances were prepared for approval at the next regular Council Meeting.

Item 3.1
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Strengthen public trust and accountability by providing timely, respectful, and transparent access to public records, ensuring the community remains informed and engaged in City government.
• In 2025, ## of public records requests were received and responded to within the minimum number of days, while ## of public requests were filed for an extension to be completed.
515 – Human Resources
Work together with Department Heads, to ensures timely hiring of employees who meet the City’s service delivery needs. Efficient recruitment keeps essential services fully staffed and responsive, supporting safe, reliable, and high-quality service residents expect in a vibrant small-town community. • In 2025, ## of recruitments of ## of funded vacancies were completed Responsive HR services promote employee well-being, trust, and engagement, which directly contribute to a safe, innovative, and people-focused City. • In 2025, ## of employee inquiries were resolved in a timely manner.

Volunteerism is a cornerstone of a thriving small-town culture. By facilitating meaningful volunteer opportunities, HR helps foster civic pride, community connection, and shared responsibility which enhances programs that enrich residents’ quality of life.
• In 2025, HR supported ## of volunteer hours throughout the organization.

Ensure the timely completion of employee evaluations to promote clear expectations, professional growth, and accountability across the organization.

Regular feedback strengthens performance, engagement, and service excellence for the community.
• In 2025, % of employee evaluations were completed on time. 516 - Worker’s Compensation Self-Insurance
Promptly responding to worker’s compensation claims, supports employees during times of need while maintaining fiscal responsibility. Timely claim management helps ensure employees can return to work safely and services to the community remain uninterrupted.
• In 2025, ## of workers’ compensation claims were acknowledged and processes within established timelines.

Work to minimize recordable industrial injuries, to promote a safe and healthy work environment. Fewer injuries protect employee well-being, reduce service disruptions, and support reliable service delivery for the community. • In 2025, the City experience ## recordable industrial injuries.

Item 3.1
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Monitor work-related injuries and identify trends to proactively address risk and support continuous improvement in workplace safety. Using data to guide prevention efforts helps create a safer workplace and strengthens the City’s commitment to innovation and people-first practices.
• In 2025, injury trends were reviewed ## times and targeted safety prevention actions were implemented.
547 – Information Technology
Support efficient operations and consistent service delivery for the community by providing and maintaining core business applications. Reliable systems enable staff to work effectively and help ensure residents receive timely, high-quality services.
• In 2025, ## of core business applications were maintained and operable all year.

Timely technical support strengthens organizational effectiveness and supports uninterrupted service to the community.
• In 2025, ## of help desk requests were resolved.

Protect City computer systems and data by implementing best practices and meeting vulnerability compliance requirements. Strong cybersecurity safeguards public information, ensures continuity of services, and supports a safe and trustworthy organization.
• In 2025, ## of identified system vulnerabilities were identified and resolved.

Economic Development
Support a positive and resilient business environment by working collaboratively with local businesses.
• In 2025 this was accomplished through ## of outreach calls or meetings to brokers and businesses.

Strengthen the local economy by assisting businesses through connections to City, regional, and partner resources and opportunities in Campbell. • In 2025 ## of business connections were provided to local businesses.

Support business retention by providing targeted outreach to key employers and strategic business partners to ensure a stable economic climate in Campbell. • In 2025, ## of business were assisted to ensure they relocated within the city.

Enhance transparency and partnership by improving the quality, clarity, and consistency of City-to-business communications.
• In 2025, ## newsletters and other communications were distributed to local businesses.

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FINANCE
Deliver on community priorities by advancing Work Plan items that strengthen our safe, small-town feel and support a thriving, innovative environment. • This is accomplished by initiating or completing assigned Work Plan items within the fiscal year. In Fiscal Year 2025, XX% of workplan items were started or completed.

Support a well-run, responsive organization by processing invoices promptly to maintain strong vendor relationships and operational reliability. • This is accomplished by meeting all stated A/P invoice deadlines without incurring penalties. In 2025, XX% of invoices were processed on time.

Support strong financial stewardship and reliable City operations by ensuring Pcard (City Credit Card) activity is accurately reconciled and paid on time.

This is accomplished by reconciling, verifying, and processing monthly P-card (City Credit Card) statements within required deadlines and avoiding penalties. In 2025, XX% of statements met this standard.

Promote responsible stewardship of City resources by developing a balanced budget and CIP that supports a safe, vibrant community where people and innovation thrive.
• This is accomplished by preparing and adopting a balanced operating budget and fully funded CIP by June 30 each year. In Fiscal Year 2025, XX% of required budget and CIP components were adopted on time.

Uphold transparency and public trust by completing required financial reporting that supports accountable, well-managed City operations. • This is accomplished by finalizing the annual financial audit and submitting the ACFR to all required organizations by December 31 each year. In Fiscal Year 2025, XX% of required reports were completed and submitted on time.

Strengthen transparency and responsible financial management by ensuring all federally required reporting is completed accurately and on schedule. • This is accomplished by preparing and submitting the Single Audit Report (when applicable) to the appropriate organizations by March 31 each year. In Fiscal Year 2025, XX% of required submissions were completed on time.

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Maintain public trust and demonstrate strong financial stewardship by ensuring City financial statements are accurate, transparent, and compliant with all reporting standards.
• This is accomplished by preparing financial records and statements that meet all audit requirements, resulting in an unmodified/clean audit opinion. In Fiscal Year 2025, XX% of audit opinions received were unmodified.

Enhance accountability and continuous improvement by addressing recommendations from the annual audit to strengthen financial management and operations.
• This is accomplished by implementing all applicable audit management letter comments in a timely manner. In Fiscal Year 2025, XX% of audit recommendations were fully addressed.

Support efficient revenue collection and responsible financial management by ensuring timely billing of miscellaneous accounts receivable.

This is accomplished by generating all billings within 30 days of service or transaction. In 2025, XX% of billings were issued within this timeframe.

Promote operational efficiency and minimize rework by ensuring bi-weekly payroll is processed accurately and on schedule.
• This is accomplished by adhering to established payroll timelines and procedures.

In 2025, XX% of payrolls were processed on time without requiring corrections.

Support compliance and efficient use of resources by ensuring all State and Federal payroll reporting requirements are met accurately and on time. • This is accomplished by preparing and submitting all required payroll reports according to regulatory deadlines. In 2025, XX% of reports were completed accurately and on schedule.

Support the local business community and promote efficient City services by ensuring business license applications are processed promptly and completely. • This is accomplished by reviewing, approving, and issuing licenses within 30 days of submittal. In 2025, XX% of applications were processed within this timeframe and XX% of renewals were generated on schedule.

Promote responsible financial management and maximize public resources by ensuring idle funds are invested wisely to earn interest.

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• This is accomplished by placing available funds in interest-bearing investments according to City policies and market opportunities. In Fiscal Year 2025, XX% of idle funds were invested in interest-bearing accounts.

Ensure effective stewardship of public funds by achieving competitive returns on City investments.
• This is accomplished by managing the investment portfolio to meet or exceed the established benchmark rate. In Fiscal Year 2025, the City yielded XX% while the benchmark rate was XX%.

Promote accurate financial reporting and efficient use of staff time by ensuring timely reconciliation of bank statements to the general ledger. • This is accomplished by reconciling all bank statements to cash balances within ten working days of month-end close. In 2025, XX% of reconciliations were completed on time.

Promote transparency, accountability, and public trust by providing accessible online reporting of budget and financial information.
• This is accomplished by maintaining up-to-date, user-friendly online systems for public access to budget and financial reports. In Fiscal Year 2025, XX% of reports were posted accurately and made easily navigable.

Support efficient risk management and protect City resources by processing General Liability and Property Claims promptly and accurately. • This is accomplished by adhering to established process timelines and meeting all required statutory deadlines. In 2025, XX% of claims were processed within these timelines.

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PUBLIC WORKS
715 - Environmental Services
Promote environmental sustainability and public health by implementing SB1383 to reduce short-lived climate pollutants and divert organic waste from landfills. • This is accomplished by following the requirements of SB1383, a California law passed in 2016, to increase the City’s organic and recyclable waste and decrease solid waste disposal. In 2025, the City diverted ## tons of organic waste and ## tons of recyclable waste, while solid waste disposal totaled ## tons.

Protect public health, habitat, and recreation of local waterways by proper treatment of stormwater runoff from public streets.
• This is accomplished by implementing projects that treat stormwater before it reaches local creeks. In 2025, XXXX square feet of impervious area within public streets received treatment.
720 - Transportation Engineering
Enhance community safety and support a walkable, accessible City by addressing potential pedestrian hazards and preventing injuries.
• This is accomplished by tracking the number of injury-related crashes involving pedestrians to guide the planning and implementation of safety improvement projects. In 2025, there were ## injury-related crashes involving pedestrians.

Enhance community safety and support active transportation by addressing potential bicyclist hazards and preventing injuries on City streets. • This is accomplished by tracking the number of injury-related crashes involving bicyclists to guide the planning and implementation of safety improvement projects. In 2025, there were ## injury-related crashes involving bicyclists.

Promote accessibility, equity, and safe mobility by bringing the City’s traffic signals into compliance with the Americans with Disabilities Act (ADA) and current State guidelines over a 5-year period.
• This is accomplished by upgrading pedestrian signals with accessible pedestrian signals and countdown signals to enable visually impaired individuals to activate them independently. In year one, 2025, replacements were completed for ## accessible pedestrian signals and ## countdown signals.

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730 - Engineering
Ensure safe, durable, and well-maintained streets by maintaining the City’s pavement network at a high level of service.
• This is accomplished by monitoring the Pavement Condition Index (PCI) and performing preventative maintenance as needed. The Metropolitan Transportation Commission (MTC) considers a PCI of 70 as indicative of low distress requiring mostly preventative maintenance. In 2025, the City’s average network PCI was ##.

A PCI below 70 indicates significant pavement distress, requiring a combination of preventive maintenance and rehabilitation.

Promote responsible use of public funds and efficient project delivery by ensuring construction projects are evaluated and awarded based on accurate cost estimates.
• This is accomplished by preparing Engineer’s Estimates for all construction projects to serve as benchmarks for bid evaluation. In 2025, ## of ## CIP construction projects were awarded at or below the Engineer’s Estimate. 740 - Land Development
Promote efficient, coordinated City services by supporting timely review of Planning Applications and providing Public Works input to Planning staff. • This is accomplished by reviewing all Planning Applications within ten (10) working days to enable comprehensive comments to applicants within the required 30 calendar days. In 2025, XX% of Planning Applications were reviewed within this timeframe.
750 - Vehicle and Equipment maintenance
Reduce greenhouse gas emissions and build climate resiliency by converting the City’s fleet and large equipment to electric vehicles.
• This is accomplished by replacing conventional vehicles and equipment with electric alternatives to meet the City’s CAAP goal of converting 30% of the fleet to electric by 2030. In 2025, XX% of the fleet and large equipment had been converted to electric.

Ensure operational readiness and reliability of marked Public Safety vehicles to support a safe and desirable community for residents, workers, and visitors. • This is accomplished by maintaining vehicles proactively and replacing them as needed to minimize downtime. In 2025, X% of vehicles were fully operational, with X% scheduled for replacement due to reaching the end of their useful life or Item 3.1
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sustaining irreparable damage, ensuring the fleet continues to meet public safety needs.
760 - Street Maintenance
Promote safe, durable, and cost-effective road infrastructure by maintaining pavement conditions proactively.
• This is accomplished through regular preventive maintenance to extend the life of streets, reduce vehicle damage, and enhance safety for drivers and pedestrians.

In 2025, XX% of streets received scheduled maintenance or rehabilitation, and XX% of potholes and minor street maintenance requests were completed within five (5) working days.

Promote community safety, accessibility, and livable neighborhoods by maintaining sidewalks in good condition.
• This is accomplished through routine inspection, repair, and replacement of damaged sidewalks to ensure safe passage for all residents and visitors. In 2025, XX% of sidewalk maintenance requests were completed within fifteen (15) working days.
770 - Signals and Lighting Maintenance
Promote safe, efficient, and reliable movement of people and vehicles by proactively maintaining traffic signals and streetlight infrastructure. • This is accomplished through timely response and repair of signal and lighting issues. In 2025, XX% of emergency callouts were responded to within two (2) hours, and XX% of non-emergency traffic signal malfunctions were resolved within two (2) working days.

Promote safety, energy efficiency, and sustainability by maintaining street lights to be effective, properly directed, and long-lasting.
• This is accomplished through routine inspection, adjustment, and maintenance of street lighting. In 2025, XX% of streetlight malfunctions were repaired within ten (10) working days.
775 - Parks Maintenance
Promote safety and positive recreational experiences by systematically inspecting playground equipment at City parks.

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• This is accomplished through regular, scheduled inspections to identify and address hazards. In 2025, XX% of parks with playground equipment were inspected weekly.

Preserve Campbell’s urban forest, enhance streetscapes, and support climate action goals by replacing and planting trees along public right-of-way with appropriate species.
• This is accomplished through proactive tree maintenance and planting programs.

In 2025, XX% of emergency tree limb trimming requests were completed within 24 hours, and ## new trees were planted to support carbon dioxide mitigation and urban canopy growth.
780 - Building Maintenance
Maintain City building facilities to ensure public safety and health, preserve the City’s assets and value, and guarantee the functionality and efficiency of buildings for both public and private use.

This is accomplished through timely inspection, maintenance, and repair of building systems. In 2025, XX% of facility-related malfunctions were repaired within three (3) working days.

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COMMUNITY DEVELOPMENT
550 - Administration
Surveying our customers supports responsive, high-quality services by helping the Department understand customer needs and improve operations. • This was accomplished in 2025 by sending a customer satisfaction survey to XX% of customers who obtained permits or approvals from the Department. • Customer Satisfaction Rating received from those surveys in 2025 was XX%. 551 - Current Planning
Timely review of Planning permits supports a vibrant, well-managed community by helping residents, businesses, and developers move projects forward efficiently while maintaining our small-town character and quality of life. • This was accomplished in 2025 by XX% of planning applications being reviewed and responded to within 30 days.
• This was accomplished in 2025 by XX% of planning applications being approved or denied by staff within 30 days of being deemed complete. • This was accomplished in 2025 by XX% of planning applications requiring hearings were scheduled before the Planning Commission or Council within 90 days of being deemed complete.
552 – Comprehensive Planning
Timely implementation of the City’s General Plan supports a well-planned, vibrant community by guiding development, infrastructure, and services to meet the needs of residents, businesses, and visitors.
• In 2025 XX% of General Plan initiatives and projects assigned to the Community Development Department were started or completed within the scheduled timeframe.
552 - Building
Timely response to customers obtaining Building permits and inspections supports successful construction and a well-managed community by helping residents, businesses, and developers move projects forward efficiently and safely.
• This was accomplished in 2025 by conducting XX% of inspections 1 day after the received request.

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• This was accomplished in 2025 by reviewing and responding to XX% of building permits that were submitted within 2 weeks of submittal. • In 2025 the average time from building permit submittal to permit issuance was XX weeks.
• In 2025 XX% of inspections passed.
557 - Housing
Support a safe, compassionate, and inclusive community by connecting unhoused Campbell residents with essential services and housing resources, while ensuring the City’s below market rate housing program is effectively managed to maintain long-term affordability for local households.
• This was accomplished in 2025 by XX% of BMR rental and ownership households being confirmed in compliance during annual recertifications. • This was accomplished in 2025 by conducting street outreach to XX unhoused Campbell residents and providing referrals to basic services such as food, clothing, and transportation.
• This was accomplished in 2025 by providing case management services to XX unhoused Campbell residents, including referrals to appropriate housing services within 30 days.
• This was accomplished in 2025 by distributing XX basic-needs supplies, such as hygiene products, water, and snacks, to unhoused Campbell residents. 559 – Code Enforcement
Ensure safe, well-maintained neighborhoods by responding to code enforcement concerns promptly and resolving violations efficiently, supporting a healthy, livable community for all Campbell residents.
• This was accomplished in 2025 by responding to complaints within 14 days. • This was accomplished in 2025 by resolving code enforcement cases in an average of 60 days.

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PUBLIC SAFETY
601 - Administration
Support a strong, well-prepared workforce by ensuring a fair, thorough, and efficient hiring and training process that reinforces professionalism, readiness, and high-quality service to the Campbell community.
• In 2025 ## of applications were received (listed per position). • In 2025 ## of applicant backgrounds were conducted.
• In 2025 ## of employees hired.
• In 2025 employees completed a total of ## hours of training. 602 - Communications
Support community safety by delivering fast, reliable, and professional emergency communications, working in partnership with the community to protect residents, businesses, and visitors during moments when timely, calm, and accurate response matters most.
• In 2025 XX% of incoming 9-1-1 calls were answered within 10 seconds. • In 2025 XX% of emergency calls for service were dispatched in less than 2 minutes.
• In 2025 there were ## of 9-1-1 calls per officer.
• In 2025 there were ## of radio transmissions
603 - Records
Support a safe, transparent, and well-informed community by maintaining accurate, accessible, public safety records, ensuring officers, partner agencies, and the public have timely access to information.
• In 2025 XX% of report requests were processed within 7 business days of receipt. • In 2025 XX% of warrants were processed and entered within 3 days of receipt • In 2025 ## of background checks were completed
• In 2025 ## of items of property and evidence were processed 604-Special Enforcement
Enhance public safety by proactively investigating crime and enforcing traffic laws in a way that reduces serious injury and fatal collisions, strengthens case outcomes, and supports a safe, vibrant community.
• In 2025 XX of new cases were assigned
• In 2025 XX cases were cleared
• In 2025 ## of traffic citations were issued
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• In 2025 ## traffic collisions involving serious injury or fatality occurred 605-Field Services Division
Deliver responsive, professional police services by working alongside the community to address calls for service, resolve problems, and maintain a safe environment where people feel supported and protected.
• In 2025 XX% of emergency calls for service were responded to within 5 minutes • In 2025 XX% of non-emergency calls for service were responded to within 20 minutes
• In 2025 XX of calls for service were responded to
• In 2025 XX of arrests were made per officer
• In 2025 XX of reports were written per officer
610 – Santa Clara County Fire Department Service Contract Ensure high-quality, reliable fire and emergency medical services for the Campbell community through effective oversight of the Santa Clara County Fire Department contract, emphasizing accountability, service quality, and coordination to support a safe, small-town environment.
• In 2025 XX% of all fire related calls for service responded to within 7 minutes or less
• In 2025 there were XX fire incidents
• In 2025 there were XX fires (Structure, Vegetation, Other) • In 2025, there were XX Medical Calls
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RECREATION & COMMUNITY SERVICES
524 – Administration
Ensure programs meet community needs, support financial sustainability and fosters a vibrant, engaged and healthy community.
• This is accomplished by having classes and programs operate at or near capacity.

In 2025 classes and programs attained 69% capacity in all programming.

Maximize financial sustainability by reducing reliance on limited public funds while generating revenue to maintain and expand quality programs and services. • This is accomplished by generating revenue to cover all direct departmental costs and minimizing the impact to the general fund. In Fiscal Year 2025 the department utilized $305,890 of General Fund support.

Encourage broad community participation by removing barriers, fostering unity, celebration, and a sense of belonging for all residents. • This was accomplished in 2025 by offering XX number of low cost or free events for the community.
525 – Senior Nutrition
Address senior hunger and health by providing nutritious meals, fostering social connections, and supporting overall well-being in partnership with Santa Clara County.
• This was accomplished in 2025 by offering XXX number of meals to seniors in need.

Promote social interaction and reduce isolation, improving senior’s mental health, emotional well-being, and overall quality of life.
• This was accomplished in 2025 by offering XXX of social activities during senior nutrition.
526 – Adult Services
Ensure seniors of all abilities and backgrounds can easily participate, fostering inclusion, social connection, and improved well-being.
• This was accomplished in 2025 by offering XX different types of classes and XX number of events that are low cost or free to seniors in our community.

Provide personalized support to help older adults navigate healthcare, housing, and social services, promoting independence and improving their quality of life. • This is accomplished through the case management services offered at the Adult Center. In 2025 XXX of hours of case management services were provided and XXX community members were served.

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Enhance program quality and capacity by bringing diverse skills and companionship, while fostering community connection and support for seniors. • This was accomplished by offering volunteer opportunities to older adults in our community. In 2025 XXX of volunteer hours were managed by Adult Services staff Support older adults in living independently and comfortably in their homes by promoting physical health, social connections, and overall well-being. • Adult Center participants are surveyed regularly and in 2025 XXX% of patrons reported improved well-being due to participation in programs offered through the Adult Center.
527 – Community Center
Provide flexible, affordable space for gatherings, events, and programs, helping to bring people together and support a community connection and local activities. • The Community Center is a vital hub for the community to gather and in 2025 XXX Number of facility reservations were permitted.

Ensure organized, safe, and consistent access to play spaces for youth and adult sports, supporting physical health, teamwork, and community engagement. • This was accomplished by issuing XXX of permits in 2025 for athletic fields and gymnasiums, maximizing community use and ensuring equitable access to quality recreational spaces.
528 – Historical Museum & Ainsley House
Preserve and share the community’s unique history and culture, fostering a sense of identity, pride, and lifelong learning for residents and visitors • This was accomplished by welcoming XXX visitors in 2025 to the Museum, Ainsley House, and related events, expanding access to the city’s rich cultural heritage.

Bring history to life for students through hands-on learning, helping them connect with the past and understand their community’s heritage in a meaningful way. • This was accomplished by engaging XXX school children in education programs during 2025, providing interactive experiences that deepened historical understanding and curiosity.

Encourage community engagement and learning by offering meaningful volunteer roles that help preserve local history and support the Museum and Ainsley House programs.

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• This was accomplished by managing XXX volunteer hours in 2025, strengthening community involvement and expanding the Museum’s capacity to deliver quality programming.

Strengthen community identity and understanding by celebrating diverse cultures and local history, fostering pride and social cohesion. • This was accomplished by presenting XXX cultural and historical events in 2025, creating inclusive opportunities for community members to learn, connect, and celebrate together.
529 – Heritage Theatre
Foster community involvement and skill-building by providing opportunities for people to contribute, learn, and connect through meaningful roles in the arts. • This was accomplished by managing XXX volunteer hours in 2025, empowering community members to support theatre operations while developing skills and fostering shared appreciation for the performing arts.

Preserve and celebrate local culture while providing a space for community expression, arts, education, and live performances for all ages. • This was accomplished by hosting XXX events at the Heritage Theatre in 2025, providing an accessible, professional venue where local organizations could host events and celebrate the community’s cultural diversity. 531 – Sports, Aquatics, Skatepark
Provide accessible pool-based exercise that supports lifelong physical and mental health for adults of all ages through low-impact aquatic activities. • This was accomplished by providing inclusive water-based exercise opportunities (excluding swim lessons) to XXX of participants in 2025, promoting wellness, mobility, and community engagement.

Teach life-saving skills that reduce the risk of drowning and build confidence, safety, and physical fitness in and around water.
• This was accomplished by instructing XXX swim lesson participants in Summer 2025, equipping community members with essentials swimming and water safety skills.

Ensure children within the community have a chance to participate, promoting inclusivity, physical health, skill development, and lifelong love of sports. • This was accomplished by engaging XXX children in sports programs during 2025, supporting active lifestyles, teamwork, and personal growth through accessible youth athletics.

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532 – Pre-school, Day Camp, Enrichment, and Fitness
Provide safe, structured outdoor play environment where children can develop socially through teamwork, friendship-building, and group activities, while supporting working families during out-of-school months. • This was accomplished by engaging XXX participants in our summer camp program in Summer 2025, fostering social development, active play, and a supportive environment for families.

Provide early childhood development opportunities that promote learning, social skills, and school readiness, support families and strengthen the community’s future.
• This was accomplished by serving XXX children in preschool and toddler programs in 2025, equipping young learners with foundational skills for academic and social success.

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