City Attorney's Office
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2024-25
Target
2024-25
6 Months
2025-26
Target
1 Departmental Percentage of actual expenditures to budgeted expenditures for department operations. Performance <100% 51.2% <100% Workload - 32 -
Performance 100% 100% 100%
Workload - 303 -
Performance 100% 100% 100%
Workload - 739 -
Performance 100% 98%
Number of code enforcement investigations opened. Workload - 137 - a. Number of investigations that lead to an
enforcement action Workload
- 0 (A) -
b. Number of cases reassigned to other
departments for investigation or other action Workload
- 7 -
6 Departmental Number of Ask Mountain View queries received. Informational - 279 - (A) To date, all complaints have been resolved through neighborhood education and by obtaining voluntary compliance. 2 Departmental Number of claims received and percent of claims acted on within statutory deadlines.
5 Departmental
Number of standard contract reviews requested and
percent reviewed (or returned to department for
further action) within five business days.
4 Departmental Number of code enforcement complaints received and percent receiving initial response within 72 hours. 3 Departmental
ATTACHMENT 1
City Clerk's Office
Responsible
Division/
Section
Measure Measure Type 2024-25
Target
2024-25
6 Months
2025-26
Target
1 Departmental Percentage of actual expenditures to budgeted expenditures for department operations. Performance <100% 34% <100% Workload - 5 -
Performance 100% 100% 100%
Workload - 8 -
Performance 100% 100% 100%
Workload - 25 -
Performance 100% 100% 100%
Workload - 246 -
Workload -
146 Hours -
Workload - 12 -
Performance 100% 100% 100%
7 Departmental Number of Ask Mountain View queries received. Informational - 504 - Number of legal hearing notices and percent
published and mailed within deadlines and pursuant
to the City's noticing guidelines.
Number of Citywide public records act requests and
total time spent on providing response.
Number of public meeting agendas and percent
published on time.
2 3
4 5
6 Departmental
Departmental
Departmental
Departmental
Departmental
Number of official election notices and percent
published without error and on time.
Number of meeting minutes for City Council meetings
and percent prepared without relevant error of fact.
City Manager's Office
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2024-25 Target 2024-25
6 Months 2025-26 Target
1 Administration Percentage of actual expenditures to budgeted expenditures for department operations. Performance <100% 49.8% <100% 2 Administration Pieces of legislation tracked on behalf of the City. Workload - 1,860 -
Workload - 4 -
Informational - 50% -
5 Administration Total number of agenda items addressed by City Council. Workload - 115 -
Workload - 17 -
Performance 90% 35% 90%
Workload - 92(A) -
Performance 100% 65%(A) 100%
Workload - 30(B) -
Performance 100% 83%(B) 100%
9 Communications Number of media inquiries. Workload -4 9- 10 Communications
Number of City-sponsored or community-
based outreach events attended by the
Multicultural Engagement Program Team.
Workload
-
11 -
Total number of interpretation and translation
requests fulfilled by language:
a. Spanish (includes translations &
interpretations) ** Workload - 157 -
b. Chinese (includes translations &
interpretations)** Workload - 106 -
c. Russian (includes translations &
interpretations)** Workload - 53 -
Workload - 456,496 -
Performance +2% +24% increase +2%
13 Communications Open rate for the City's bi-weekly newsletter. Performance 30% 57% 50% 14 Sustainability Carbon Disclosure Project Grade. Performance A A A 12 Communications
15 Sustainability 37.5%
Number of inquiries directed to the Mayor and
City Council via Council Correspondence and
percent receiving initial staff response within
72 business hours.
11 Communications
7 Citywide
Citywide8
Number of inquiries directed to the Mayor and
City Council via Ask MV and percent receiving
initial staff response within 72 business hours.
-
3 Administration
Number of positions taken on legislative issues
outside the City (County/State/Federal) and
percent resulting in legislation that reflects the
City's position.
6 Citywide
Number of Priority A items on the Strategic
Roadmap Action Plan and percent completed
within two-year plan horizon.
4 Administration
Total number of City Council meetings and
average meeting time (including closed session
and study session meetings).
Number of unique visitors to the City's website
and percent increase/decrease year-over-year.
Annual greenhouse gas emissions and percent
reduction from baseline year (2005).
Workload -
11 meetings
averaging about 4.5
hours each
37.5% 37.5%Performance
City Manager's Office
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2024-25 Target 2024-25
6 Months 2025-26 Target
16 Human Services
Number of meetings held with community-
based organizations for human services
collaboration and coordination.
Workload - 4 -
Workload - -
Performance 350 clients
served
350 clients
served
18 Human Services Exits to permanent housing from City-funded homelessness programs.
Performance 85
Outcome data is
not available until
end of FY.
85 19 Departmental Number of Ask Mountain View queries
received. Informational - 91 -
(A) Ninety-two (92) total emails were received via City Council that warranted a response. 60 of the 92 inquiries received action within 3 business days. 12 of the 92 inquiries received action within 4 or 5 business days. 20 of the 92 inquiries received a response after 5 business days.
(B) Thirty (30) total AskMV inquiries were directed to Councilmembers. Of the 30 inquiries, 21 were from the same resident regarding RV's. 25 of the 30 inquiries received a response within 3 business days. 2 of the 30 inquiries received a response within 4 or 5 business days. 3 of the 30 inquiries received a response after 5 business days. 17 Human Services Number of clients/households served through City-funded programs and partnerships
Outcome data is
not available until
end of FY.
Community Development Department
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2024-25
Target
2024-25
6 Months 2025-26 Target
1 Departmental Percentage of actual expenditures to budgeted expenditures for departmental operations. Performance < 100% 46.5% < 100% 2 Departmental Number of Department-led outreach/community meetings with the general public/community groups.
Workload - 12 -
Workload - 142 -
Performance 100% 100% 100%
4 Departmental Number of Ask Mountain View inquiries received. Informational - 86 - Number of building permits received and percent
reviewed within targeted timeframe (business days in
parentheses1):
Workload - 320 -
Performance 100% 100% 100%
Workload - 33 -
Performance 90% 20% 90%
Workload - 23 -
Performance 90% 85% 90%
Workload - 338 -
Performance 90% 84% 90%
Workload - 30 -
Performance 90% 67% 90%
Workload - 41 -
Performance 90% 96% 90%
Workload - 489 -
Performance 90% 81% 90%
Workload - 5 -
Performance 90% 75% 90%
Workload - 123 -
Performance 90% 83% 90%
Workload - 50 -
Performance 90% 37% 90%
Workload - 10 -
Performance 100% 0% 100%
Workload - 29 -
Performance 100% 100% 100%
Workload - 66 -
Performance 90% 30% 90%
Workload - 5 -
Performance 90% 0% 90%
Percent of building permit reviews by other City
departments/divisions completed on-time (no less than 2 a. Fire Protection Performance 90% 97% 90%
b. Planning Performance 90% 78% 90%
c. Public Works (incls. Land Development, Public
Services, Traffic, Transportation, and Solid Waste) Performance 90% 88% 90% d. Community Services/Urban Forestry Performance 90% 94% 90% e. Fire and Environmental Protection Performance 90% 93% 90% f. Hazardous Materials Performance 90% 96% 90%
g. Housing Performance 90% 88% 90%
i. Non-residential tenant improvements (4 weeks)
j. Electric vehicle chargers - single-family residential and ADUs (3 days)
m. Photovoltaic (Solar) - single-family residential that does not qualify for same-day permit (3 days)
n. Photovoltaic - multi-family residential and
commercial (5 days)
l. Photovoltaic (SolarApp+) - Same-day single-family (1 day)
3 3 Departmental
Number of public records act requests responded to by
the Department and percent completed within statutory
deadlines.
5 Building
a. Same-day permits (single-family and duplex
residential permits that can be obtained online
b. Fast-track permits (commercial tenant
improvements) (5 days)
c. Single-family residential new construction (4 weeks) d. Single-family residential addition/remodel (4
weeks)
e. Accessory dwelling units (2 weeks)
f. Multi-family residential new construction (6 weeks) g. Multi-family residential addition/remodel (4 weeks) h. Non-residential new construction (6 weeks)
6 Building
k. Electric vehicle chargers - multi-family residential and commercial (5 days
2)
Community Development Department
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2024-25
Target
2024-25
6 Months 2025-26 Target
Number of inspections scheduled and percent completed
as scheduled:
Workload - 6,342 -
Performance 100% 100% 100%
Workload - 283 -
Performance 100% 100% 100%
Number of planning applications received at each
approval level:
a. Staff-level Workload - 76 -
b. Zoning Administrator Workload - 22 -
c. City Council Workload - 3 -
I. Percent planning comment letters on formal
development applications are sent to applicants within 30 calendar days, consistent with State law.
Performance 100% 100% 100%
II. Percent of planning permits reviewed by other City
departments/divisions within 15 calendar days:
a. Building Performance 90% 77% 90%
b. Fire Protection Performance 90% 98% 90%
c. Public Works/Land Development Performance 90% 86% 90% d. Community Services/Urban Forestry Performance 90% 72% 90% e. Fire and Environmental Protection Performance 90% 92% 90% f. Hazardous Materials Performance 90% 91% 90%
g. Housing Performance 90% 75% 90%
10 Planning Number of General Plan and Zoning Amendment updates in process. Workload - 6 -
I. Number of companies receiving business development
assistance from the City. Workload - 11 -
II. Number of jobs created or retained by those companies receiving assistance. Informational - 54 -
1 Represents the time to receive a City response on a building permit application based on the type of permit/development. 2 State law (AB 1236) requires City response in 5 days. 3 CDD is adding the additional metric "Photovoltaic (SolarApp+) - Same-day single-family " since it represents the number of SolarApp+ online permits we process. The addition is to cover single-family residential solar installation that qualify for permit approval through "Solar APP+", an automated system that allows online applications for solar permits to receive instant approval through online code compliance verification. This is compared to the standard longer approval process of submission and manual review. The addition/revision shows the different types of solar permits more clearly. 4 Public Works does not utilize ProjectDox (one of our internal project tracking systems) in a manner that allows performance data to be segregated by individual units (e.g., Land Development, Public Services, Solid Waste). As a result, the Community Development Department (CDD) is requesting to modify the metric to represent Public Works as a single group, combining all subgroups, to ensure accurate and consistent reporting of performance measures. a. Building
b. Fire Protection
9 Planning
11 Economic
Development
7 Building
8 Planning
Community Services Department
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2024-25
Target
2024-25
6 Months
2025-26
Target
1 Departmental Percentage of actual expenditures to budgeted expenditures for department operations.
Performance <100% 51% <100%
2 Administration Open space acres per 1,000 population (including North Bayshore). Performance >3 13.5 >3
Number of use days for the Mountain View Center
for the Performing Arts:
a. Main stage Performance 250 247 250
b. Second stage Performance 100 94 170
Workload - 859 -
Performance 10% 3% 10%
5 Forestry Number of trees planted. Workload - 337 -
Workload - 217 -
Performance <$25,000 $19,403 <$25,000
7 Parks Per park acre water consumption. Performance <850 units 598 units <900 units Workload 306 612
Performance 100% 50% 100%
Total number of recreation program participants
that are:
a. Youth Workload - 8,370 -
b. Adults Workload - 817 -
10 Recreation Percent of recreation program participants that are Mountain View residents. Performance >85% 92% >85%
11 Recreation Number of Department-led special event days. Workload - 41 - Percent of capacity for facility use (hours
booked/total hours available):
a. Community Center Performance >25% 25% >25%
b. Senior Center Performance >35% 25% >35%
c. Adobe Building Performance >35% 11% >35%
d. Gyms Performance >50% 35% >50%
e. Athletic Fields Performance >30% 17% >30%
f. BBQ Areas Performance >30% 28% >30%
13 Golf Percent of cost recovery for golf operations. Performance 100% 121% 100% 14 Departmental Number of Ask Mountain View queries received. Informational - 271 - 3 Center for
Performing Arts
4 Forestry
Number of playground inspections completed and
percent of playgrounds inspected.
Number of trees trimmed and percent trimmed as
a total of trees maintained.
6 Parks
Number of park and open space acres maintained
and cost of maintenance per acre (excluding
natural habitat).
12 Recreation
8 Parks
9 Recreation
Finance and Administrative Services Department
Measure
Number
Responsible
Division/
Section
Measure Workload/
Performance
2024-25
Target
2024-25
6 Months
2025-26
Target
1 Departmental Percentage of actual expenditures to budgeted expenditures for department operations. Performance <100% 58.7% <100% 2 Departmental
Number of annual awards received in relation to
number of awards applied for from professional
associations.
1. Annual Comprehensive Financial Report (ACFR)
Award
2. Budget Awards (two)
3. Procurement Award
4. Popular Annual Financial Report (PAFR)
Award
Performance 5:5 3:1
(A) 5:5
Workload - 3 -
Performance 100% 100% 100%
4 Treasury Maintain the City's credit rating at AAA. Performance Yes Yes Yes 5 Budget
Percentage variance between estimated actuals from
midyear budget update and final actuals for major
revenues (property tax, sales tax, transient occupancy
tax, and rent/leases).
Performance + / -5%
Reported
Annually + / -5%
Workload - 30 -
Performance 90% 100% 90%
7 Accounting
The City's annual financial report is certified by the
independent audit firm and receives an unmodified
opinion.
Performance Yes Yes Yes
8 Accounts
Payable
Increase in percentage of vendors/customers using
direct deposit for payment, based on 210 vendors. Performance >1% 4% >1% 9 Payroll Percent of payroll payments processed outside of the normal cycle, based on 11,622 payments. Performance <1% <1% <1% 10 Purchasing
Percentage of time purchase order issued timely:
7 days (Purchases not requiring additional bids or
documents)
14 days (Purchases requiring additional documents)
30 days (Informal purchases requiring bids with
specifications or scope of work)
60 days (Formal purchases requiring bids and
noticing)
90 - 120 days Request for Proposals and other
complex purchases)
Performance >89% 89% >89%
Workload - 346 -
Performance >85% 89% >85%
12 Purchasing Number of contracts and agreements. Informational - 293 - 13 Purchasing
Number of contracts issued timely:
Standard Agreements: 15 days
Non-standard Agreements: 30 days
Workload - 79% -
11 Number of regulatory reports filed and percent in
compliance and on time.
Number of utility billing cycles processed and percent
completed within 20 days of the meter reading.
Number of solicitations and percent awarded within
agreed upon timeframe.
Departmental
Revenue
Purchasing
3 6
Finance and Administrative Services Department
Measure
Number
Responsible
Division/
Section
Measure Workload/
Performance
2024-25
Target
2024-25
6 Months
2025-26
Target
Workload - 114 -
Performance >99% 100% >99%
15 Risk
Management
Total cost of workers' compensation program as a
percentage of payroll. Performance <3% 3.6% <3%
16 Risk
Management
Ratio of workers' compensation claims closed to
claims opened. Performance 1:1 1:1.4 1:1
17 Departmental Number of Ask Mountain View queries received. Informational -5 2- anticipated that the City will continue to receive these awards. (A) Annual Comprehensive Financial Report (ACFR) and Budget awards have been submitted for. Results are unknown but it is 14 Number of Copy Center work orders and percent
completed within agreed upon timeframe.Purchasing
Fire Department
Measure
Number
Responsible
Division/Section Measure Measure
Type
2024-25
Target
2024-25
6 Months
2025-26
Target
1 Departmental Percentage of actual expenditures to budgeted expenditures for department operations. Performance <100% 48.6% <100% Total number of prehospital emergencies, rescues,
and small fires, and percent where: Workload - 2347 -
a. The turnout time is two minutes or less Performance >90% 100% >90% b. The travel time for the first-due unit is four
minutes or less* Performance >90%
30%(A),
average
response
time
0:04:37
>90%
c. The first-due unit arrives within 7 minutes, 30
seconds of the time from the receipt of the 9-1-1
call
Performance >90% 88.75%
(B) >90%
Total number of building fires and percent where: Workload - 9 - a. The turnout time is two minutes or less Performance >90% 94% >90% b. The travel time for the first-due unit is four
minutes or less* Performance >90%
60%(A),
average
response
time
0:05:34
>90%
c. The travel time for all Mountain View units is
eight minutes or less Performance >90% 97% >90%
d. The multiple-unit effective response force (ERF)
of 15 personnel arrives within 11 minutes, 30
seconds from the time of the receipt of the 9-1-1
call
Performance >90% 100% >90%
e. Fire Spread Confined to Object of Origin Informational - 67% - f. Fire Spread Confined to Room of Origin Informational - 89% - h. Fire Spread Confined to Building of Origin Informational - 100% - Workload - 1118 -
Performance 100% 93% 100%
Total number of inspections conducted by the
Environmental Safety Section and percent of assigned
inspections completed.
Workload - 873 -
a. Hazardous materials storage Performance 100% 100% 100% b. Wastewater discharge Performance 100% 100% 100%
Workload - 997 -
Performance 100% ~1% 100%
Workload - 1 -
Workload - 105 -
Workload - 18 -
Workload - 1.43% -
Number of disaster preparedness, response, and
recovery trainings held and total number of
participants trained.
8 OES Emergency
Response
Number of Community Emergency Response Team
members and percent increase/(decrease) year-over-
year.
7 OES Emergency
Response
Total number of plan checks conducted by the Fire
Prevention Division and percent completed within 15
working days of receipt.
5 Fire Prevention
6 Fire Prevention Number of rental housing units inspected and percent with no correction notices issued.
3 Fire Protection
4 Fire Prevention
2 Fire Protection
Fire Department
Measure
Number
Responsible
Division/Section Measure Measure
Type
2024-25
Target
2024-25
6 Months
2025-26
Target
Number of Ask Mountain View queries received:
a. Fire and Environmental Protection Division
(FEPD) Informational - 20 -
b. Office of Emergency Services (OES)/
Public Information Officer (PIO) Informational - 2 -
(A) Below target as a result of traffic congestion and simultaneous incident activity at peak hours of the day.
Population growth has also contributed to below target travel times. Over the past 10 years, the population has increased by 8%, while call volume has increased by 44%, which implies an exponential relationship between population increase and call volume. 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). (B) 8%, or a count of 170, of the reported incidents had a Dispatch Call Processing time that exceeds 1 minute 30 seconds. Call Processing is a factor that impacts overall response time. According to the Commission on Fire Accreditation International Standard, 1 minute 30 seconds is the Call Processing/Dispatch goal. If the 170 reported incidents met the Call Processing/Dispatch standard time of 1 minute 30 seconds, this performance metric would be met. * Standard based on National Fire Protection Association (NFPA) recommendation.
Departmental
Housing Department
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2024-25
Target
2024-25
6 Months
2025-26
Target
1 Departmental Percentage of actual expenditures to budgeted expenditures for departmental operations. Performance <100% 54.1% <100% 2 Affordable
Housing
Number of households served by CDBG public service
programs. Performance 1,032 1,216 1,032
3 Affordable
Housing
Number of deed-restricted affordable housing units
(BMR and NOFA units) approved.1 Informational 574 575 574 4 Rent
Stabilization
Number of community members assisted through the
Rent Stabilization program, concerning CSFRA,
MHRSO, TRAO, Help Center, MVMP (email, phone,
and in person).
2 Performance 2,000 1,420 2,500
5 Rent
Stabilization
Number of community members staff connected with
through Rent Stabilization Program outreach efforts,
workshops, and trainings.
Performance 5,000 1,632 3,000
6 Rent
Stabilization
Percentage of properties in compliance with annual
registration requirements.
3 Performance 75% 95% 75%
7 Rent
Stabilization
Percentage of properties in compliance with annual
fee payment requirements.3 Performance 90% 96% 90%
8 Departmental Number of Ask Mountain View queries received. Informational - 19 - 1 2024-25 target based on the City’s three affordable housing and two BMR pipeline projects. 2 Response to all intake requests to the division. Acronyms: CSFRA - Community Stablization and Fair Rent Act, MHRSO - Mobile Home Rent Stabilization Ordinance, TRAO - Tenant Relocation Assistance Ordinance, MVMP - Mountain View Mediation Program.
3 Reported per calendar year.
Human Resources Department
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2024-25
Target
2024-25
6 Months
2025-26
Target
1 Departmental Percentage of actual expenditures to budgeted expenditures for department operations. Performance <100% 48.2% <100% Workload - 31 -
Performance <10% 4% <10%
Number of recruitment appointments, not including
promotions for flexibly-staffed positions, and percent
of:
Workload - 67 -
a. Recruitments/vacant positions filled with
internal candidates Performance >30% 39% >30%
b. Recruitments in which eligibility lists are
delivered to the department in accordance with
established timeline
Performance >90% 100% >90%
c. Retention of new hires in their first year Performance >90% 93% >90% Workload - 41 -
Performance >98% 100% >98%
Workload - 14 -
Performance >90% 87.50% >90%
Workload - 118 -
Performance >98% 99% >98%
Number of department led or organized in-house
trainings and: Workload - 15 -
a. Percent of total trainings offered with at least
75% of participants rating the training as very
good or excellent overall
Performance >90% 100% >90%
b. Cumulative number of training hours received
by employees. Workload - 1,094 -
Workload - Reported
Annually -
Performance >33% Reported
Annually >33%
9 Organizational
Development
Percent of legally-mandated employee trainings
(ethics, harassment, mandated reporter) completed
as required.
Performance 100% Reported
Annually 100%
Workload - Reported
Annually -
Performance >33%
Reported
Annuall
y >33%
11 Departmental Number of Ask Mountain View queries received. Informational - 2 - Number of employee benefit inquiries and percent
responded to within two working days.
3 Recruitment
and Retention
Recruitment
and Retention2 Number of voluntary separations and overall turnover rate for regular positions.
10 Wellness Number and percentage of employees participating in the voluntary Wellness Incentive Program.
4 Benefits
5 Benefits
6 Benefits
7 Organizational
Development
Number and percentage of total employees
participating in a department led, organized, or
sponsored training.
8 Organizational
Development
Number of new employee benefit orientation
sessions and percent conducted within three working
days of hire.
Number of retirement planning meetings conducted
and percent of retiring employees served.
Information Technology Department
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2024-25
Target
2024-25
6 Months
2025-26
Target
1 Departmental Percentage of actual expenditures to budgeted expenditures for department operations. Performance <100% 87% <100% Percentage of uptime for the City's:
a. Critical servers (A)
Performance >99.9% >99.9% >99.9%
b. Internet connectivity from the network (A)
Performance >99.9% >99.9% >99.9%
Number of IT helpdesk tickets and percent responded
to during normal business hours within:
a. One hour for issues prioritized as critical (system
down for multiple business units or customers)
Performance >90% 100% >90%
b. Four hours for issues prioritized as medium
(system degraded for multiple users) Performance >90% 86.60% >90% c. Eight hours for issues prioritized as low (system
degraded for one user) Performance >90% 99.00% >90%
Workload - 139 -
Performance 90% < 8
hours 99% 90% < 8
hours
Number of client devices supported:
a. Personal computers and laptops Workload - 892 -
b. Voice over Internet Protocol (VoIP) phones Workload - 815 - c. Mobile devices Workload - 255 -
Informational - 14 -
Performance >85% 100% >85%
Workload - 4 -
Workload - 9 -
Workload - 916 -
Performance >99% 100% >99%
9 Departmental Number of Ask Mountain View queries received. Informational - 5 - (A) Does not include scheduled maintenace.
2 Departmental
3 Departmental
4 Departmental Number of Geographic Information System requests and average time to respond.
Number of devices supported with malware software
and percent with up-to-date software.8 Departmental
5 Departmental
Number of survey respondents and percent rating
Desktop Support Services as good or excellent.
Number of end-user application implementations and
upgrades underway and number of applications in the
queue.
6 Departmental
Departmental7
Library Department
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2024-25
Target
2024-25
6 Months 2025-26 Target
1 Departmental Percentage of actual expenditures to budgeted expenditures for department operations. Performance <100% 48.8% <100% 2 Departmental Total number of visits to the Library. Workload - 176,494 - Total circulation: Workload - 683,727 -
a. Physical items (number and percent of total) Workload - 513,113 - b. Electronic items (number and percent of total) Workload - 170,614 - Workload - 219 -
Performance 20,000 14,884 20,000
Informational - 22 -
Informational - 466 -
Informational - 108 -
Informational - 10,512 -
Informational - 4 -
Informational - 35 -
Informational - 6 -
Informational - 375 -
Informational - 24 -
Informational - 520 -
Informational - 27 -
Informational - 807 -
Informational - 24 -
Informational - 3,808 -
Informational - 4 -
Informational - 211 -
Workload - 7,713 -
Performance 100% 100% 100%
Workload - 305,627 -
Performance 100% 100% 100%
Total Library cardholders. Workload - 59,033 -
a. New cardholders added Workload - 12,817 -
b. Percent change year-over-year Performance >5% -9%1 >5% Workload - 10,512 -
Workload - 66% -
Total hours of operation for the Bookmobile. Workload - 360 - a. Visitors served Workload - 3,062 -
b. Materials circulated Workload - 6,27 4 -
c. New Library cards issued from Bookmobile Workload - 108 - d. Number of regular stops Workload - 131 -
e. Number of programs offered Workload -1 9 -
Workload -4 6 -
Workload - 229 -
Workload -8 -
Performance 3,000 1,457 3,000
Informational -3 -
Informational - 897 -
a. Percent change year-over-year Performance 25% 42% 25% b. Percent of newsletters opened by recipients Performance >40% 45% >40% c. Average percent of communications
from government entities opened by
recipients.
Informational 29% 29% 29%
13 Departmental Number of Ask Mountain View queries received. Informational - 10 - 1 The Library deletes cards that have been inactive for three years every December. This temporarily reduces the number of the cardholders in the system.
-
3 Departmental
5 Departmental
Total number of Library programs offered and
patrons served.
a. Number of author talk programs and
patrons served.
b. Number of early childhood literacy
and youth enrichment programs and
patrons served.
4 Departmental
c. Number of finance and economic
vitality programs and patrons served.
d. Number of health and wellness
programs and patrons served.
e. Number of lifelong learning programs
and patrons served.
f. Number of multicultural programs and
patrons served.
g. Number of sustainability and
livability programs and patrons served.
h. Number of tours and class visits and
patrons served.
Number of new items received and percent put into
circulation within 10 days of receipt.
6 Departmental Number of items returned and percent available for checkout within 1 business day.
7 Departmental
8 Departmental Total hours the study rooms were in use and percent of time booked.
9 Departmental
10 Departmental Number of deliveries to homebound clients and total items delivered.
11 Departmental
Number of community events with Library
representation and number of interactions.
a. Number of community events featuring
the Bookmobile and visitors served.
25,362
12 Departmental
Number of subscribers to monthly email newsletter
and: Workload -
Police Department
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2024-25
Target
2024-25
6 Months
2025-26
Target
1 Departmental Percentage of actual expenditures to budgeted expenditures for department operations. Performance <100% 46.80% <100% Sustain a violent crime rate below the Countywide
rate:
a. Number of violent crimes Workload - 235 -
b. Rate of violent crimes in Mountain View per
100,000 population Performance < 393 272 < 380
c. Rate of violent crimes in Santa Clara County
(SCC) per 100,000 population Informational 393 Reported Annually 380
Sustain a violent crime clearance rate below the
Countywide rate:
a. Number of violent crimes cleared Workload - 94 -
b. Mountain View clearance rate Performance < 41.7 40 < 40.7 c. Santa Clara County clearance rate Informational 41.7 Reported Annually 40.7
Sustain a property crime rate below the Countywide
rate:
a. Number of property crimes Workload - 1183 -
b. Rate of property crimes in Mountain View per
100,000 population Performance < 2,540 1367 < 1,866
c. Rate of property crimes in Santa Clara County
per 100,000 population Informational 2,540 Reported
Annually 1,866
Sustain a fatal and injury traffic collision rate below the Countywide rate:
a. Number of fatal and injury traffic collisions Workload - 81 - b. Rate of fatal and injury traffic collisions in
Mountain View per 100,000 population Performance < 340 94 < 459 c. Rate of fatal and injury traffic collisions in Santa Clara County per 100,000 population Informational 340 Reported Annually 459
d. Number of directed traffic enforcement
operations in Mountain View Workload - 45 -
Workload - 31 -
Performance 90% 90% 90%
Workload - 12713 -
Performance 95% 97% 95%
8 Youth Services
Unit Number of youth participants in outreach programs. Workload - 221 - 9 Neighborhood
and Events
Services
Total number of community engagement events
participated in by Police Department personnel. Workload - 41 - Workload - 1366 -
Workload - 206 hours,
37 min -
11 Support
Services
Division
Mental health/crisis intervention calls as a percent of total incidents. Workload - 2.1% -
12 Departmental Number of Ask Mountain View queries. Informational - 596 - 2 Field
Operations
3 Support
Operations
4 Field
Operations
10 Records Total number of public records act requests received and total time spent on responses.
5 Field
Operations
6 Field
Operations
Number of priority 0 (highest priority) calls and
percent of those calls where an officer arrives on-
scene within 5 minutes.
7 Emergency
Comms. Center
Number of incoming 9-1-1 calls and percent
answered within nine seconds (National Emergency
Number Association standard is 15 seconds).
Public Works Department
Measure
Number
Responsible
Division/ Section Measure Measure Type 2024-25
Target
2024-25
6 Months
2025-26
Target
1 Departmental Percentage of actual expenditures to budgeted expenditures for department operations. Performance <100% 72.9% <100% Number of active Public Works Capital Improvement
Projects. Workload - 196 -
a. Average number of capital projects per full-time
equivalent capital project manager Workload - 9.3 -
b. Percent of capital projects exceeding $10 million Workload - 16% - c. Ratio of new projects added to existing projects
closed out Performance 1:1 1:2 1:1
Cumulative miles of bicycle facilities provided and
maintained, measured at the end of fiscal year:
a. Class I (Multiuse Path) Workload - 24.3 -
b. Class II (Bike Lane) Workload - 27.6 -
c. Class III (Bike Boulevard) Workload - 0.98 -
d. Class IV (Protected/Separated Bikeway) Workload - 2.03 - 4 Transportation and
Business Services
Citywide waste diversion rate (Goal of 90% Zero Waste
by 2030). Performance 85% 84% 85%
Community Shuttle ridership:
a. Average weekday riders Informational - 926 -
b. Annual riders Informational - 130520 -
c. Riders per service hour Informational - 20 -
d. Cost per rider Informational - 10.10 $ -
Workload - 1449 -
Performance 90% 91% 90%
Workload - 666 -
Performance 90% 95% 90%
Performance 12 events 9 12 events
Performance 3,500
students 2,700 3,500
students
Workload - 0.95 -
Performance PCI 70 68 PCI 70
Workload - 7 -
Performance >75% 57% >75%
Workload - 273 -
Performance 80% 89% 80%
Workload - 97 -
Performance 90% 92% 90%
Workload - 531 -
Performance 80% 96% 80%
Workload - 92 -
Performance 95% 100% 95%
Number of road miles repaved and average Citywide
Pavement Condition Index score.Engineering9
Public Services
Number of bicycle and pedestrian safety education
events and number of students educated.
Engineering
Number of construction projects awarded and percent
of time approved bid is within 25% of engineer's
estimate.
Transportation and
Business Services
-
Number of excavation permits issued and percent
reviewed within standard timelines.
Number of traffic signals and percent receiving
preventive maintenance or upgrades.
Number of planning application reviews and percent
reviewed within standard timelines.
Number of building plans reviewed and percent
reviewed within standard timelines.
8 14
12 13
15 10
11 Engineering
Engineering
Engineering
Engineering
6 7 Transportation and
Business Services
Number of work orders received by Fleet and percent
responded to within 30 days.
2 Departmental
3 Departmental
5 Transportation and
Business Services
Number of work orders received by Facilities and
percent responded to within 30 days.
Transportation and
Business Services
Number of sanitary sewer spills. Workload - 0
Public Works Department
Measure
Number
Responsible
Division/ Section Measure Measure Type 2024-25
Target
2024-25
6 Months
2025-26
Target
Informational - 0.8 MGD -
Informational - 7% -
Workload - 3,668 -
Performance 85% 99.9% 85%
Workload - 101 -
Performance 90% 100% 90%
Workload - 44 -
Performance 85% 95% 85%
Workload - 61 -
Performance 85% 82% 85%
Workload - 22 -
Performance 85% 91% 85%
Number of Ask Mountain View queries:
a. Traffic Engineering Informational - 319 -
b. Streets Informational - 248 -
c. Bicycle/Pedestrian Informational - 96 -
d. Other Informational - 434 -
>18 milesLength of sanitary sewer system inspected or cleaned annually.
Public Services
Public Services
Public Services
Public Services
25 Public Services23
Public Services24
22 Number of water main breaks.
26 Informational
Departmental
Percent of water quality tests in compliance with water quality standards in water system.
Number of air and water quality tests performed and
percent in compliance with regulatory standards at the
City's closed landfill.
Average daily recycled water delivery, calculated in
millions of gallons a day (mgd), and its percentage of
total water supply.
Public Services20
Public Services19
Number of City streetlight maintenance or repair
requests and percent completed within 5 business days.
Number of potholes/minor street maintenance requests
and percent repaired within 5 business days.
Number of raised sidewalk complaints and percent
addressed within 5 business days.
21 Number of graffiti abatement requests on City property or right-of-way and percent abated within 5 business
days.
Public Services
-
-
Number of water quality tests performed.Public Services18 Workload 833 - - 100%
17 16
-
Performance
Workload - 4
>18 miles 18.7