CITY CLERK'S OFFICE
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
Elections 1. Percentage of official election notices
published without errors and on time. 100% 100% 100% N/A Legislative 2. Percentage of minutes prepared for a City Council meeting without relevant errors of
fact.(A)
>98% 100% >98% 100%
3. Percentage of legal hearing notices published
and mailed within legal deadlines and per the
City's noticing guidelines.
100% 100% 100% 100%
Administrative/
Support to Council
4. Percent of Council service requests
responded to within one working day of
receipt.
100% 100% 100% 100%
(A) Measure updated for Fiscal Year 2020-21 from “Percentage of minutes prepared for a City Council meeting without errors of fact."
Meets or exceeds target
Unfavorable by 10.0 percent or less
Did not meet target by more than 10.0 percent
Program Performance Measure/
Workload Measures
Attachment 1
CITY ATTORNEY'S OFFICE
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
1. Total cost of legal services, in-house and
outside counsel, as a percentage of General
Operating Fund expenditures.
<2% 1.3% <2% 1.3%
2. Percentage of claims entered into the claim
reporting system, reported to ACCEL, and
directed to appropriate departments for
response within five working days of receipt of
the claim.
>90% 100% >90% 100%
3. Percentage of standard contracts reviewed
within two working days. >85% 97% >85% 98%
4. Percentage of complex contracts reviewed
within 20 working days. >80% 99% >80% 100%
5. Percentage of code enforcement cases
responded to within five working days of
receipt of complaint or observation of violation.
>95% 97% >95% 98%
City Attorney's
Office
Program Performance Measure/
Workload Measures
CITY MANAGER'S OFFICE
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
1. Percentage of City Manager’s Office cost as a
percent of the General Operating Fund
expenditures.(A)
<2% 1.8% <2% 1.8%
2. Number of communications regarding the
City’s position on legislation or legislative
issues made annually to the State Legislature,
Congress, and other branches of government.
9 25(B) 9 19
3. Number of outreach and support activities
the Multicultural Engagement Program
conducted to support City initiatives (in-person
and virtual attendance at special events,
community, and resident meetings; and
interpretation requests fulfilled).
60 212(C) 80 141
4. Number of written translation requests the
Multicultural Engagement Program fulfilled to
support City initiatives.
New for
FY21-22 60 100
5. Number of Community Information and
Outreach Program products provided
(newsletters, press releases, Internet postings,
media contacts, etc.).
900 1,150(C) 900 400(D)
6. Number of media inquiries. New for
FY21-22 120 85
7. Engagement rate of City's social media
channels for:
• Twitter (@MtnViewGov) New for 0.75% 2%
• Facebook FY21-22 5.0% 5%
8. Number of film permits and inquiries. New for
FY21-22 25 14
City Management
Division
Communications
and Outreach
Division
Program Performance Measure/
Workload Measures
CITY MANAGER'S OFFICE
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
Program Performance Measure/
Workload Measures
9. Percentage of Sustainability Division
"Sustainability Action Plan" items completed. >80% 50%(E) >80% 38%
10. Increase in the number of community
engagement points of contact. 150 458(C) 150 331
11. Increase in the number of people
"Informed" or "Engaged" through Collaborate
Mountain View.
150 299(F) 150 90
12. Increase in the number of people who
participate in at least one program/event. 100 146 100 106
13. Percentage of event attendee survey
respondents who reported increased
knowledge.
>75% 100%(G) >75% 82%
(A) Percentage is for the City Management Division only. (B) Due to a higher volume of State/Federal legislative matters related to Council priorities, the City produced a higher volume of communications stating the City's position.
(C) Due to COVID-19, outreach activities increased and many were conducted virtually. (D) FY20-21 actual information and outreach products were greatly increased due to frequent COVID-19 communications.
Communication strategy was adjusted for FY21-22 to provide more focused COVID-19 messaging along with info
rmation of general City interest, while managing the frequency of communication to ensure effectiveness. (E) Lower than target completion rate due to COVID-19 and staff vacancy impacts. (F) Higher volume of online communication due to COVID-19. (G) One hundred percent reported increase in knowledge during events the first half of the fiscal year. No data is available for the second half of the fiscal year.
Sustainability
Division
HUMAN RESOURCES DEPARTMENT
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
1. Employee turnover rate.(A) <10% 8% <10% 8%
2. Percentage of recruitments/vacant positions
filled by existing personnel (excludes
promoting within positions classified as I/II).
>30% 38% >30% 40%
3. Percentage of new employee orientations
conducted within seven days of hire. >98% 100% >98% 100%
4. Percentage of retirement planning
informational meetings conducted with retiring
employees.
>90% 95% >90% 96%
5. Percentage of employee benefit inquiries
responded to within two working days. >90% 97% >90% 100% (A) Includes voluntary separations only.
Human Resources
Program Performance Measure/
Workload Measures
INFORMATION TECHNOLOGY DEPARTMENT
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
1. Cost of information technology as a
percentage of total City department
expenditures.
<3% 2.7% <3% 2.7%
2. Percentage of time the City's website is up. >98% 99% >98% 99%
3. Percentage of IT Helpdesk Tickets responded
to within SLA targets.(A) >90% 96% >90% 96%
(A) IT Service Level Agreement (SLA) targets:
• Critical Priority within 30 business minutes (system down or work stopped for multiple business units). • Medium Priority within one business hour (system degraded or performance affected for multiple users). • Low Priority within eight business hours (system degraded or performance affected for single user).
Information
Technology
Program Performance Measure/
Workload Measures
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
1. Accuracy of final budget numbers—
percentage of budget corrections needed due to
error.
<2% 0.1% <2% 0.0%
2. Percentage of time portfolio’s market-risk
target (modified duration) is within:
— 3.0 percent of the benchmark (policy
requires 25.0 percent of time within 3.0
percent).
>50% 92% >50% 100%
— 15.0 percent of the benchmark (policy
requires 100.0 percent of time within 15.0
percent).
100% 100% 100% 100%
3. Percentage of utility accounts and accounts
receivables written off as a percent of total
receivables.
<2% 0.03% <2% 0.0%(A)
4. Percentage of correcting accounting entries
to total accounting entries. <10% 4% <10% 4.0%
5. Percentage of month-end closes completed
within 10 working days (target assumes June
and July will not close within 10 working days
due to year-end workload).
83% 83% 83% 83%
6. Cost of Accounts Payable processing as a
percentage of total dollars spent. <1% 0.2% <1% 0.2%
7. Cost per payroll check issued (cost of payroll
operation to total paychecks issued). <$30.00 $30.60 <$32.00 $27.65
8. Percentage of reissued payroll checks due to
errors versus total issued.(B) <1% 0.00% <1% 0.00%
9. Payroll checks issued. 21,500 19,316 21,500 10,248
Financial
Management
Accounting
Program Performance Measure/
Workload Measures
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
Program Performance Measure/
Workload Measures
10. Cost of procurement services as a
percentage of total dollars spent. <5% 3% <5% 2%
11. Percentage of time purchase orders issued
timely. >89% 89% >89% 92%
12. Percentage of time City Council documents
are completed timely. >90% 98% >90% 99%
13. Percentage of time non-City Council
documents are completed timely. >90% 99% >90% 99%
14. Percentage of time Copy Center documents
are completed timely. >90% 92% >90% 99%
15. Percent of Workers’ Compensation
program costs to total payroll. <5% 2.1% <5% Reported
Annually
16. Percentage of hours lost to occupational
injury compared to total hours worked. <2.5% 0.9% <2.5% Reported Annually
17. Percentage of dollars recovered compared
to expenditures paid to repair damage to City
property.
>85% 95% >85% Reported
Annually
(A) The collection process for utilities and other accounts receivable is on hold due to the COVID-19 pandemic. (B) Measure updated in Fiscal Year 2020-21 from "Percentage of reissued payroll checks versus total issued." Purchasing and
Support Services
Risk Management
COMMUNITY DEVELOPMENT DEPARTMENT
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
1. Percentage of on-time response rates by
Project Coordinating Committee members. (A) >75% 32%(B) >75% 57% (C) Economic
Development
2. Number of new and existing Mountain View
businesses assisted.
New for
FY21-22 60 42
3. Percentage of Federally funded contracts
carried out in compliance with City and
Federal requirements.
100% 100% 100% 100%
4. Number of low-/moderate-income persons
served by City housing programs. 4,500 5,549(D) 4,500 3,899(E)
5. Percentage of time where City provides 24-
hour building inspection response for those
inspection requests received by 3:00 p.m. on
weekdays.
100% 100% 100% 100%
6. Number of Inspections Performed. 35,000 55,282 40,000 56,295(F)
7. Number of Plan Checks Performed. 4,200 4,779 3,800 5,129(F) (A) Response rates for a three-week time frame by Departments/Divisions (Building, Public Works, Fire, CSD, etc.) providing comments regarding planning applications to the Planning Division. (B) Lower due to high volume of submittals and staffing vacancies. For Fiscal Year 2020-21, Planning received 382 on-time comments out of 1,179 items.
(C) This measure will be replaced for FY22-23.
(D) The actual number of people served came in much higher than the target due to new programs and projects during the fiscal year, such as Project Homekey.
(E) Trending higher due to high use of rent relief services during the COVID-19 pandemic and the end of the eviction moratorium.
(F) Numbers reflect Building and Fire services during the reporting period.
Planning
Housing and
Neighborhood
Services
Building Inspection
Program Performance Measure/
Workload Measures
PUBLIC WORKS DEPARTMENT
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
1. Pounds of disposed waste per person per
day. <7.8 4.2 <7.8 3.2
2. Percentage of Facilities Section work orders
completed in 30 days or fewer. >90% 87%(A) >90% 90%
3. Percentage of Fleet Section work orders
completed in 30 days or fewer. >95% 96% >95% 96%
4. Percentage of time frontline fleet units are
available (Public Services and Community
Services field vehicles).
>95% 98% >95% 98%
5. Percentage of construction projects
completed with less than 10.0 percent time
increase over the original contract award.
>85% 100% >85% 100%
6. For capital improvement projects, the
percentage of time the low bid is within 25.0
percent of the Engineer’s Estimate.
>75% 89% >75% 83%
7. Percentage of time all tentative maps and
private development applications are reviewed
within the departmental standard review time.
>70% 55%(B) >70% 81%(C)
8. Percentage of time building plans are
reviewed within the departmental standard
review time.
>90% 69%(D) >90% 80%
9. Pavement condition index (PCI) for asphalt
(Metropolitan Transportation Commission
rating scale of 0-100, 70-100 being good to
excellent).
>75 72(E) >75 72(F)
Transportation and
Business Services
Engineering
Program Performance Measure/
Workload Measures
PUBLIC WORKS DEPARTMENT
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
Program Performance Measure/
Workload Measures
10. Number of feet of sewer mains cleaned. >500,000 901,092 >500,000 444,586
11. Total number of sanitary sewer overflows. <6 4 <6 1
12. Total number of water main breaks. <6 15(G) <6 6
13. Total number of water quality reportable
events. 0 1(H) 0 0
14. Total number of air and/or water quality
reportable events at the closed landfills. <4 0 <4 0
(A) Significant temporary reductions in work force due to COVID-19 resulted in work order completion delays. (B) Three hundred thirty-five (335) out of 548 excavation permits and 121 out of 282 planning commentaries were reviewed within the standard time. The increase in review time was due to continued high level and complexity of the workload performed by existing staff resources and COVID-19 pandemic impacts on work processes. Additionally, staff resources for FY20-21 were not fully filled and new staff needed to be trained on processes. (C) Two hundred fifty (250) out of 313 building plans were reviewed within the standard time. The increase in review time was due to the continued high level and complexity of workload performed by existing staff resources and COVID-19 pandemic impacts on work processes. Staff resources are fully filled, but new staff need to be trained on processes.
(D) Five hundred six (506) out of 731 building plans were reviewed within the standard time. The increase in review time was due to the significant increase in volume of plans and complexity of the work performed by the existing staff resources. Additionally, staff resources for FY20-21 were not fully filled and new staff needed to be trained on processes.
(E) The MTC hired a new consulting firm to assess the City’s PCI in FY20-21 (different firm than the 2 previous assessments). The firm has completed and certified the recent assessment and determined the PCI is higher than the previous assessments. The City still strives to reach a PCI target of 75 and since FY19-20 has continued to allocated more funding to street reconstruction and resurfacing projects. (F) The City still strives to reach a PCI target of 75 points. Staff met with the Metropolitan Transportation Commission staff in 2021 to evaluate the data integrity from the 2018 pavement evaluation. MTC and the City agreed that there were significant data issues that called into question the accuracy of the 2018 PCI value for the City's network. This value will not be used in the City's 3-year average or for considering future funding. (G) Four of the breaks were mains due to be replaced in FY21-22 and one break was on a main replaced in FY20-21.
Eight of the 15 were “beam breaks” attributed to ground movement and seven breaks were from to holes in the main due to aging infrastructure.
(H) The positive bacteriological sample was due to a sampling error. The sample was retaken and came back negative.
Public Services
COMMUNITY SERVICES DEPARTMENT
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
1. Number of open space acres per
1,000/population:
Including North Bayshore area >3 13.5 >3 13.5
Excluding North Bayshore area >3 2.7(A) >3 2.8(A)
2. Number of use days.(B) >450 79(C) >255(D) 174
3. Number of performances. >390 77(C) >195(D) 162
4. Percentage of clients surveyed who rate the
theatre experience as “very good” or
“outstanding”.
>90% 100%(C) >90% 100%
5. Percentage of patrons surveyed who say
they enjoyed their experience at the MVCPA. >90% N/A >90% N/A(E)
6. Number of Rengstorff House rentals. >500 22(C) >350(D) 155
7. Number of paid rounds of golf. >63,700 79,355 68,549 42,384
8. Number of tournament rounds. >4,950 4,657(C) 5,109 2,720
9. Number of memberships. >740 508(C) >740 373
10. Average maintenance cost per landscaped
median acre. <$10,000 $13,157(F) <$14,000(F) $5,611
11. Number of trees planted. >256 180(C) >256 70(G)
12. Number of trees trimmed. >2,700 2,668 >2,700 1,678
13. Average maintenance cost per park acre
(not including Shoreline park). <$22,000 $23,796(H) <$22,000 $12,252
14. Average water consumption per park acre. <820 units 749 units <820 units 430 units Forestry
Parks and Open
Space
Administration
Center for the
Performing Arts
Shoreline
Shoreline Golf Links
Program Performance Measure/
Workload Measures
COMMUNITY SERVICES DEPARTMENT
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
Program Performance Measure/
Workload Measures
15. Percentage of class registrations completed
online (net, not including golf, tennis, drop-in
or lap swim).
>70% 89% >70% 84%
16. Number of participants registered in
Recreation classes. >8,300 6,834(C) >4,000(D) Reported
Annually
17. Number of facility rental bookings/hours:
Community Center >5,000 5,930(C) >3,000(D) 4,712(I)
Senior Center >800 130(C) >400(D) 575
Adobe Building >650 0(C) >325(D) 284
Gyms >5,940 479(C) >2,000(D) 1,655
Athletic Fields >30,000 21,323(C) >25,000(D) 14,464
18. Barbecue Rentals >6,000 2,408(C) >3,000(D) 4,356
19. Annual Citywide volunteer hours. >45,000 7,845(C) >10,000(D) 8,426
20. Number of Lap Swim participants. >26,000 22,550(C) >20,000(D) 13,353
21. Number of swim lesson participants. >2,200 242(C) >1,000(D) 1,822
22. Number of meals served through the Senior
Center Nutrition Program. >30,000 46,307 >30,000 26,162
23. Number of summer camp participants. >1,800 174(C) >600(D) 1,045
24. Number of preschool participants. >80 36(C) >40(D) 38
25. Number of participants in contract classes. >3,600 1,872(C) >1,000(D) 3,036
26. Number of attendees participating at teen
programs and events. >9,000 812(C) >4,000(D) 2,721
27. Number of permits issued for special events
and activities. >125 16(C) >60 51
Recreation
COMMUNITY SERVICES DEPARTMENT
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
Program Performance Measure/
Workload Measures
(A) Citywide target set at three acres per 1,000 population as defined by the City’s Park Land Dedication Ordinance. The City continues to develop new open space, but an increase in population has kept the actual below target. (B) Total includes rental of the rehearsal studio.
(C) Targets missed due to COVID-19 and Shelter-in-Place orders reducing or ceasing operations, services, and/or rentals.
For FY20-21, the number of use days for the Center for the Performing Arts is mostly for COVID-19 testing and a few actual Spring events; and rental bookings/hours for the Community Center reflect the usage as a Vaccination Site and Cooling Center.
(D) Target adjusted to account for COVID-19 and Shelter-inPlace orders reducing or ceasing operations, services, and/or rentals.
(E) Center for the Peforming Arts has not administered patron surveys during the COVID-19 pandemic but expect to transition to digital surveys in FY22-23.
(F) The Fiscal Year 2017-18 and 2018-19 actuals were incorrectly reported as $8,096 and $9,032, respectively, due to a miscalculation. As a result, the target was not updated and the increase in maintenance costs due to increases in salaries, benefits, and supplies over recent years was not captured. This target has been evaluated and updated for Fiscal Year 2021-22.
(G) FY21-22 decrease in tree plantings due to staff shortages, competing workload demands and need for process improvements. Operations and tree planting opportunities will be evaluated when vacant Forestry Manager position filled.
(H) Due to the addition of two new parks in Fiscal Year 2020-21 and increased maintenance costs over recent years, the average cost per acre has increased. Future targets will be evaluated and adjusted for additional parks and cost increases.
(I) Majority of hours booked at the Community Center for the first six months are related to the County of Santa Clara's use as a COVID-19 Vaccination and Testing Site. Private rental hours are a small portion of this total.
LIBRARY SERVICES DEPARTMENT
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
Public Services 1. Number of visits to the Library. >600,000 74,328(A) >60,000(B) 124,711
2. Total circulation. >1,100,000 741,871(A) >650,000(B) 606,908
3. Total electronic items circulated. New for FY
2021-22 >200,000 116,433
4. Total physical items circulated. New for FY
2021-22 >425,000 490,475
5. Total questions answered. New for FY
2021-22 >3,000 7,466
6. Total attendees at Library programs. >50,000 16,207(A) >15,000(B) 4,732(A)
7. Satisfaction rate of Library programs. >90% 97% >90% 96% Support Services 8. Average number of calendar days between receipt of new item and availability to check
out.
<10 6.8 <10 9.6
9. New book and media items processed. >22,000 19,333(A) >17,000(B) 10,956
10. Number of public computer sessions in the
Library. >30,000 924(A) >1,000(B) 8,424
(A) The measures were affected by the Library closure due to COVID-19 global pandemic starting in March 2020. (B) The target has been adjusted for Fiscal Year 2021-22 due to continuing impacts of COVID-19.
Program Performance Measure/
Workload Measures
FIRE DEPARTMENT
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
1. For prehospital medical emergencies,
rescues, and small fires:
• Turnout time of two minutes.* New for
FY21-22 >90% 100%
• Travel time of four minutes for the first-
due unit.*
New for
FY21-22 >90% 42%(A)
• First-due unit should arrive within 7
minutes 30 seconds of the time from the
receipt of the 9-1-1 call.*
New for
FY21-22 >90% 96%
2. For building fires:
• Turnout time of two minutes.* New for
FY21-22 >90% 100%
• Travel time of eight minutes for all units.* New for
FY21-22 >90% 100%
• Multiple-unit effective response force (ERF)
of 15 personnel should arrive within 11
minutes 30 seconds from the time of 9-1-1
call receipt.*
New for
FY21-22 >90% 100%
5. Percent of plans checked within 15 working
days of receipt by division. 100% 100% 100% 100%
6. Number of inspections conducted by
Environment Safety Section. 1,500 1,605 1,500 851
(A) Below target as a result of traffic congestion and simultaneous incident activity at peak hours of the day. In addition, the department's training model of using the Engine 54 crew citywide with incident activity and traffic congestion thins out available crews too much at peak hours of the day. This deficiency is addressed in a report conducted by Citygate Associates: "Community Hazard and Risk Assessment, Stands of Cover Study, and Location Analysis (2020)." * Performance standards are based on best practice guidelines and criteria in the field of deployment analysis, including National Fire Protections Association (NFPA) standards, the Self-Assessment Criteria on the Commission of Fire Accreditation International (CFAI), Insurance Services Office (ISO), and Citygate's recommended best practices.
Suppression
Fire and
Environmental
Protection
Program Performance Measure/
Workload Measures
POLICE DEPARTMENT
PERFORMANCE MEASURES/WORKLOAD MEASURES
2020-21 2020-21 2021-22 2021-22
Target Actual Target 6 Months
1. Sustain a violent crime rate below the rate
most recently reported by the California
Department of Justice for Santa Clara County.
<315 178 <324 134
2. Sustain property crime rate below the rate
most recently reported by the California
Department of Justice for Santa Clara County.
<2,320 1,542 <2,427 1,368
3. Sustain a fatal and injury traffic collision rate
that is below the rate most recently reported by
the California Highway Patrol for Santa Clara
County.
<410.4 140 <401 95
4. Maintain an average response time (dispatch
to on-scene) of five minutes or less to
emergency (Priority 0) calls for service.
<5 2.8 <5 2.3
Special Operations 5. Continue an opt-in growth of 10 percent per year across digital media platforms. >10% 9.9% >10% 8.9%(A)
6. Sustain a violent and property crime
clearance rate above the rate most recently
reported by the California Department of
Justice for Santa Clara County.
>11% 18% >11% 14%
7. Answer incoming calls to 9-1-1 within nine
seconds. >95% 98% >95% 98%
8. Dispatch emergency (Priority 0) and urgent
(Priority 1) calls in fewer than two minutes. >95% 96% >95% 94% (A) Lower due to digital media platforms removing profiles for violating terms of service, as well as changes to how registered users are counted.
Field Operations
Public Safety
Support Services
Program Performance Measure/
Workload Measures