ATTACHMENT A — AN INITIAL SET OF PERFORMANCE METRICS
We should build on what the City already does. The budget already includes a “Performance Measures” block for each department — a genuine foundation, not something to replace. But most of those measures are workload counts: community outreach events held, false alarms, parking citations issued, animal-shelter impounds and adoptions, and the like. A few, such as emergency response times, begin to capture service quality. As activity tallies, they tell us how busy a department is, not whether it is achieving the result residents care about — and they cannot support the analysis good decisions require: is the program working, for whom, and at what cost. The step now is to evolve these into outcome and service measures.
Good metrics measure outcomes — results residents can feel — not activity. Each measure should fall into one of four types — outcome (what results are achieved), service (how well services are delivered), efficiency (how well resources are used), and workload (how much work is done) — with the emphasis on the first three. We should avoid the measures that look busy but prove nothing: counts of permits processed, calls answered, or hours billed, and any “100 percent always” target, which mostly invites gaming. The goal is a few metrics per department that a resident would recognize as mattering, tracked honestly over time.
City Attorney
Claims – volume and costs.
Litigation – costs and success rate.
Municipal prosecutor – volume and costs.
In-house service delivery – percentage of legal matters handled in-house versus by outside counsel City Manager
Presentation / implementation of a balanced budget
Operational growth rate kept at 4% (?) or below (not including CIPs).
Citywide customer satisfaction survey results at ___% or above Citywide employee Tenure, on Average (currently at ____ years).
Community Development
Average time when a completed application is with the City (as low as possible) Average time from Application “Deemed Complete” to Issuance of Building Permit (as low as possible)
Level of customer satisfaction at ___ or above
Departmental Employee Tenure, on Average (currently at 3.73 years).
Police
Type 1 and Type 2 Crime Rates
Crime clearance rates
Type 1 and Type 2 response times
Parking Citations Issued, Parking Citations voided or not paid Nuisance Violations issued – drunk in public, smoking on beach, trash, loud exhaust, (now) canopy violations
Departmental Employee Tenure, on Average (currently at ____ years). 13