City Attorney’s Office
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
1 Departmental
Percentage of actual
expenditures to budgeted
expenditures for department
operations.
Performance <100% 48.5% <100%
2 Departmental
Number of claims received
and percent of claims acted
on within statutory
deadlines.
Workload - 24 -
Performance 100% 100% 100%
3 Departmental
Number of standard contract
reviews requested and
percent reviewed (or
returned to department for
further action) within five
business days.
Workload - 335 -
Performance 100% 100%A 100%
4 Departmental
Number of code
enforcement complaints
received and percent
receiving initial response
within 72 hours.
Workload - 88 -
Performance 100% 100% 100%
5 Departmental
Number of code
enforcement investigations
opened.
Workload - 88 -
a. Number of
investigations that lead to
an enforcement action
Workload - 4 -
b. Number of
investigations resolved
through informal means
(e.g. voluntary
compliance/education)
Workload - 78 -
c. Number of cases
reassigned to other
departments for
investigation or other
action
Workload - 191B -
D epartmental Number of Ask Mountain
View queries received. Informational - 270 -
A The City Attorney’s Office did not include contracts that experienced an unavoidable delay, such as contracts received when the assigned attorney was out of the office, when calculating this percentage.
B Of the 191 cases that were reassigned to other departments, 185 were reassigned when the initial complaint was received. Code Enforcement cases were not opened for these matters as the code violations alleged are not investigated by the Code Enforcement division. 6 cases were reassigned after an official Code Enforcement case was opened.
ATTACHMENT 1
City Clerk’s Office
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2025-26
Target
2025-26
6 Months
2026-27
Target
1 Departmental
Percentage of actual
expenditures to budgeted
expenditures for
department operations.
Performance <100% 45.8% <100%
2 Departmental
Number of official election
notices and percent
published without error and
on time.
Workload - N/A -
Performance 100% N/A 100%
3 Departmental
Number of meeting minutes
for City Council meetings
and percent prepared
without relevant error of
fact.
Workload - 6 -
Performance 100% 100% 100%
4 Departmental
Number of legal hearing
notices and percent
published and mailed within
deadlines and pursuant to
the City's noticing
guidelines.
Workload - 15 -
Performance 100% 100% 100%
5 Departmental
Number of Citywide public
records act requests and
total time spent on
providing response.
Workload - 375 -
Workload - 186h 45m -
6 Departmental
Number of public meeting
agendas and percent
published on time.
Workload - 12 -
Performance 100% 100% 100%
7 Departmental Number of Ask Mountain
View queries received. Informational - 557 -
City Manager’s Office
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2025-26
Target
2025-26
6 Months
2026-27
Target
1 Administration
Percentage of actual
expenditures to budgeted
expenditures for department
operations.
Performance <100% 54.1% <100%
2 Administration Pieces of legislation tracked
on behalf of the City. Workload - 15 -
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.
Workload - 9 -
Informational - 80% 1 -
4 Administration
Total number of City Council
meetings and average
meeting time (including
closed session and study
session meetings).
Workload - 11
4h 6m -
5 Administration Total number of agenda items
addressed by City Council. Workload - 119 -
6 Citywide
Number of items on the
Council Work Plan and
percent completed within
two-year plan horizon.
Workload - 16 -
Performance 90% 0% 2 90%
7 Citywide
Number of inquiries directed
to the Mayor and City Council
via Council Correspondence
and percent receiving initial
staff response within 72
business hours.
Workload - 137 -
Performance 100% 84% 100%
8 Communications Number of media inquiries. Workload - 111 3 - 9 Communications
Number of City-sponsored or
community-based outreach
events attended by the
Multicultural Engagement
Program Team.
Workload - 7 -
1 This metric reflects results from the 2025 legislative year (January through October) during which the City took positions on 15 issues, 12 of which resulted in legislation reflecting the City’s position. 2 The FYs 2025-27 Council Work Plan was adopted in June 2025. 3 Number of media inquiries through January 31, 2026.
City Manager’s Office
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2025-26
Target
2025-26
6 Months
2026-27
Target
10 Communications
Total number of
interpretation and translation
requests fulfilled by language:
a. Spanish (includes
translations &
interpretations)
Workload - 119 -
b. Chinese (includes
translations &
interpretations)
Workload - 92 -
c. Russian (includes
translations &
interpretations)
Workload - 9 -
11 Communications
Number of unique visitors to
the City's website and
percent increase/decrease
year-over-year.
Workload - 493,398 -
Performance +2% +8% +2%
12 Communications Open rate for the City's bi-
weekly newsletter. Performance 50% 59% 50%
13 Sustainability Carbon Disclosure Project
Grade. Performance A A A
14 Sustainability
Annual greenhouse gas
emissions and percent
reduction from baseline year
(2005).
Performance 37.5% 27%
4 37.5%
15 Human Services
Number of meetings held
with community-based
organizations for human
services collaboration and
coordination.
Workload -
5 10
16 Human Services
Number of
clients/households served
through City-funded
programs and partnerships.
5 Performance
350
clients
served
365
clients
served
350
clients
served
17 Human Services
Exits to permanent housing
from City-funded
homelessness programs.
2 Performance 85 60 85
Departmental Number of Ask Mountain
View queries received. Informational - 95 -
4 This metric reflects updated data and emissions from post-pandemic increased transportation and building energy use due to return-to-work mandates.
5 Outcome data for FY 24-25. Final metrics for FY 25-26 will be available in Q2 FY 26-27.
Community Development Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
1 Departmental
Percentage of actual
expenditures to budgeted
expenditures for
departmental operations.
Performance <100%
45.8% <100%
2 Departmental
Number of Department-
led outreach/community
meetings with the general
public/community groups.
Workload - 15 -
3 Departmental
Number of public records
act requests responded to
by the Department and
percent completed within
statutory deadlines.
Workload - 182 -
Performance 100% 100% 100%
4 Building
Number of building
permits received and
percent reviewed within
targeted timeframe
(business days in
parentheses
(A, C)):
a. Same-day permits
(single-family and
duplex residential
permits that can be
obtained online
instantaneously such
as reroof, water
heater replacements)
(1 day)
Workload - 628 -
Performance 100% 100% 100%
b. Fast-track permits
(commercial tenant
improvements)
(5 days)
Workload - 34 -
Performance 90% 52% 90%
c. Single-family
residential new
construction
(4 weeks)
Workload - 26 -
Performance 90% 41% 90%
d. Single-family
residential
addition/remodel
(4 weeks)
Workload - 164 -
Performance 90% 44% 90%
e. Accessory
dwelling units (2
weeks)
Workload - 51 -
Performance 90% 46% 90%
Community Development Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
f. Multi-family
residential new
construction
(6 weeks)
Workload - 24 -
Performance 90% 50% 90%
g. Multi-family
residential addition/
remodel (4 weeks)
Workload - 412 -
Performance 90% 31% 90%
h. Non-residential
new construction
(6 weeks)
Workload - 17 -
Performance 90% 35% 90%
i. Non-residential
tenant improvements
(4 weeks)
Workload - 95 -
Performance 90% 49% 90%
j. Electric vehicle
chargers - multi-
family residential and
commercial
(5 days)
(B)
Workload - 36 -
Performance 100% 13% 100%
k. Photovoltaic
(SolarApp+) - Same-
day single-family (1
day)
Workload - 110 -
Performance 100% 100% 100%
l. Photovoltaic
(Solar) – single-family
residential that does
not qualify for same-
day permit (3 days)
Workload - 58 -
Performance 90% 29% 90%
m. Photovoltaic –
multi- family
residential and
commercial (5 days)
Workload - 24 -
Performance 90% 29% 90%
5 Building
Percent of building permit
reviews by other City
departments/divisions
completed on-time (no
less than 2 business days
before the targeted
timeframe in Measure No.
5):
a. Fire Protection Performance 90% 94% 90%
b. Planning Performance 90% 91% 90%
c. Public Works
(incls. Land Performance 90% 98% 90%
Community Development Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
Development, Public
Services, Traffic,
Transportation, and
Solid Waste)
d. Community
Services/Urban
Forestry
Performance 90% 96% 90%
e. Fire and
Environmental
Protection
Performance 90% 96% 90%
f. Hazardous
Materials Performance 90% 89% 90%
g. Housing Performance 90% 95% 90%
6 Building
Number of inspections
scheduled and percent
completed as scheduled:
a. Building Workload - 7,767 -
Performance 100% 100% 100%
b. Fire Protection Workload - 192 -
Performance 100% 100% 100%
7 Planning
Number of planning
applications received at
each approval level:
a. Staff-level Workload - 73 -
b. Zoning
Administrator Workload - 6 -
c. City Council Workload - 8 -
8 Planning
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% 93% 90%
b. Fire Protection Performance 90% 89% 90%
c. Public Works/Land
Development Performance 90% 82% 90%
Community Development Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
d. Community
Services/Urban
Forestry
Performance 90% 88% 90%
e. Fire and
Environmental
Protection
Performance 90% 91% 90%
f. Hazardous
Materials Performance 90% 85% 90%
g. Housing Performance 90% 85% 90%
9 Planning
Number of General Plan
and Zoning Amendment
updates in process.
Workload - 9 -
10 Economic
Development
I. Number of companies
receiving business
assistance from the City.
Workload - 75 -
II. Number of jobs created
or retained by those
companies receiving
assistance.
Informational - 214 -
Department Number of Ask Mountain
View inquiries received. Informational - 111 -
Department Number of public hearing
items presented by Dept. Informational - 44
Department Number of contracts
executed Informational - 32
__________________________________
(A) Represents the time to receive a City response on a building permit application based on the type of permit/development. (B) State Law (AB 1236) requires a City response in 5 days. (C) The Building Division had numerous leaves of absences and vaca ncies of Permit Center staff during this reporting period, which impacted on-time response rates. The Division continues to train and on-board consultant staff to assist with permit volumes.
Community Services Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
1 Departmental
Percentage of actual
expenditures to
budgeted expenditures
for department
operations.
Performance <100% 51.3% <100%
2 Administration
Open space acres per
1,000 population
(including North
Bayshore).
Performance >3 >3 >3
3 Center for
Performing
Arts
Number of
performances for the
Mountain View Center
for the Performing
Arts:
a. Main stage Performance 250 145 240 (A)
b. Second stage Performance 170 86 160
4 Urban Forestry
Number of trees
trimmed and percent
trimmed as a total of
trees maintained.
Workload 5,000 5,686 6,000
Performance 16% 19% 20%
5 Urban Forestry Number of trees
planted. Workload 200 32 300
6 Parks
Number of park and
open space acres
maintained and cost of
maintenance per acre
(excluding natural
habitat).
Workload - N/A
(B) -
Performance <$25,000 $20,939 <$25,000
7 Parks Per park acre water
consumption. Performance <900 units 419 <900 units
8 Parks
Number of playground
inspections completed
and percent of
playgrounds inspected.
Workload - 307 -
Performance 100% 50% 100%
9 Recreation
Total number of
recreation program
participants that are:
a. Youth Workload - 6,055 -
b. Adults Workload - 434 -
10 Recreation
Percent of recreation
program participants
that are Mountain
View residents.
Performance >85% 91% >85%
Community Services Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
11 Recreation
Number of
Department-led
special event days.
Workload - 47 -
12 Recreation
Percent of capacity for
facility use (hours
booked/total hours
available):
a. Community
Center Performance >25% 23% >25%
b. Senior Center Performance >35% 25% >35%
c. Adobe Building Performance >35% 16% >35%
d. Gyms Performance >50% 34% >50%
e. Athletic Fields Performance >30% 19% >30%
f. BBQ Areas Performance >30% 25% >30%
13 Recreation
Percent of growth in
number of Recreation
program participants.
Performance 5% Reported
Annually 5%
14 Golf
Percent of cost
recovery for golf
operations.
Performance 100% 100% 100%
Departmental
Number of Ask
Mountain View queries
received.
Informational - 320 -
Departmental
Number of students
that attended Deer
Hollow Farm for
school-year field trips.
Informational - 1,477 -
Departmental
Number of trees
delivered to residents
through the Arbor Day
Tree Giveaway
program
Informational - 192 -
Departmental
Number of meals
provided through the
Senior Nutrition
Program.
Informational - 23,624 -
Departmental
Number of tickets sold
for performances at
the Center for the
Performing Arts.
Informational - 33,208 -
Departmental
Number of hours
reserved at the
Community Center,
Informational - 38,254 -
Community Services Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
Senior Center, Historic
Adobe Building,
gymnasiums, BBQ
areas and athletic
fields.
Departmental
Number of recreation
class and camp
enrollment
transactions
processed.
Informational - 3,928 -
Departmental
Number of teens that
attended Teen Job
Fairs.
Informational - 0(C) -
Departmental
Number of visitors to
the Rengstorff House
through the historic
home tours program.
Informational - 876 -
(A) Targets slightly lower for FY26-27 as maintenance will be occurring at MVCPA. (B) Number of acres maintained annually is currently measured at 216 acres. Acres maintained is not tracked monthly so there is no 6 month actual to report.
(C) Teen job Fairs are in spring season.
Finance and AdministraƟve Services Department
Measure
Number
Responsible
Division/
SecƟon
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
1 Departmental
Percentage of actual
expenditures to budgeted
expenditures for
department operations.
Performance <100% 60.8% <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 4:2
(A) 5:5
3 Departmental
Number of regulatory
reports filed and percent in
compliance and on time.
Workload - 4 -
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%
6 Revenue
Number of utility billing
cycles processed and
percent completed within
20 days of the meter
reading.
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 218 vendors.
Performance >1% 7% >1%
Finance and AdministraƟve Services Department
Measure
Number
Responsible
Division/
SecƟon
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
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% 89.3% >89%
11 Purchasing
Number of solicitations and
percent awarded within
agreed upon timeframe.
Workload - 450 -
Performance >85% 89% >85%
12 Purchasing Number of contracts and
agreements. Workload - 352 -
13 Purchasing
Number of contracts issued
timely:
Standard Agreements: 15
days
Non-standard Agreements:
30 days
Workload - 293 -
14 Purchasing
Number of Copy Center
work orders and percent
completed within agreed
upon timeframe.
Workload - 124 -
Performance >99% 100% >99%
15 Risk
Management
Total cost of workers'
compensation program as a
percentage of payroll.
Performance <3% 3.2% <3%
16 Risk
Management
Ratio of workers'
compensation claims closed
to claims opened.
Performance 1:1 1.14:1 1:1
Finance and AdministraƟve Services Department
Measure
Number
Responsible
Division/
SecƟon
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
Departmental Number of Ask Mountain
View queries received. Informational - 31 -
(A) Annual Comprehensive Financial Report (ACFR) and Budget (California Society of Municipal Finance O fficers [CSMFO]) awards have been submiƩed for. Popular Annual Financial Report (PAFR) award will be submiƩed for. Results are unknown but it is anƟcipated that the City will conƟnue to receive these awards.
Fire Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
1 Departmental
Percentage of actual
expenditures to budgeted
expenditures for
department operations.
Performance <100% 47.4% <100%
2 Fire Protection
Total number of prehospital
emergencies, rescues, and
small fires, and percent
where:
Workload - 2,432 -
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% 26%(A) >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% 86%(A) >90%
3 Fire Protection
Total number of building
fires and percent where: Workload - 15 -
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% 43%(A) >90%
c. The travel time for all
Mountain View units
is eight minutes or
less
Performance >90% 92% >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%
Fire Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
e. Fire Spread Confined
to Object of Origin Informational - 53% -
f. Fire Spread Confined
to Room of Origin Informational - 87% -
g. Fire Spread Confined
to Building of Origin Informational - 100% -
4 Fire Prevention
Total number of plan checks
conducted by the Fire
Prevention Division and
percent completed within
15 working days of receipt.
Workload - 705 -
Performance 100% 100% 100%
5 Fire Prevention
Total number of inspections
conducted by the
Environmental Safety
Section and percent of
assigned inspections
completed.
Workload - 881 -
a. Hazardous
materials storage Performance 100% 100% 100%
b. Wastewater
discharge Performance 100% 100% 100%
6 Fire Prevention
Number of rental housing
units inspected and percent
with no correction notices
issued.
Workload - 853 -
Performance 100% 100% 100%
7 OES
Emergency
Response
Number of disaster
preparedness, response,
and recovery trainings held
and total number of
participants trained.
Workload - 0 -
Workload - 0 -
8 OES
Emergency
Response
Number of Community
Emergency Response Team
members and percent
increase/(decrease) year-
over-year.
Workload - 1,328 -
Workload - +1.7% -
Fire Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
Departmental
Number of Ask Mountain
View queries received: 50
a. Fire and
Environmental
Protection
Division (FEPD)
Informational - 49 -
b. Office of
Emergency
Services (OES)/
Public Information
Officer (PIO)
Informational - 1 -
* Standard based on National Fire Protection Association (NFPA) recommendation.
(A) Below target as a result of traffic congestion and simultaneous incident activity at peak hours of the day. The average travel time for the first-due unit to arrive for prehospital emergencies, rescues, and small fire incidents is 4 minutes 47 seconds. The average total response time for the first-due unit to arrive for prehospital emergencies, rescues, and small fire incident s of the time from the receipt of the 9-1-1 call is 5 minutes 55 seconds. This average response time is below the required response time of 7 minutes and 59 seconds established by the County of Santa Clara Em ergency Medical Services System. The average travel time for the first-due unit to arrive for a building fi re incident is 3 minutes 32 seconds. Population growth has also contributed to below target travel times. Ov er the past 10 years, the population has increased by 8%, while, on average, 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 repo rt conducted by Citygate Associates: "Community Hazard and Risk Assessment, Stands of Cover Study, and Location Analysis (2020)."
Housing Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
1 Departmental
Percentage of actual
expenditures to budgeted
expenditures for
departmental operations.
Performance <100% 52.7% <100%
2 Affordable
Housing
Number of households
served by CDBG public
service programs.
Performance 1,032 N/A (C) 1,032
3 Affordable
Housing
Number of deed-restricted
affordable housing units
(BMR and NOFA units)
approved.
Workload - 61 -
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).(A)
Performance 2,000 1,811 2,500
5 Rent
Stabilization
Number of community
members staff connected
with through Rent
Stabilization Program
outreach efforts,
workshops, and trainings.
Performance 3,000 2,350 3,000
6 Rent
Stabilization
Percentage of properties in
compliance with annual
registration requirements.(B)
Performance 75% 0% 75%
7 Rent
Stabilization
Percentage of properties in
compliance with annual fee
payment requirements.(B)
Performance 90% 0% 90%
Departmental Number of Ask Mountain
View queries received. Informational - 5 -
_________________________
(A) Response to all intake requests to the division. Acronyms:
CSFRA - Community Stabilization and Fair Rent Act
MHRSO - Mobile Home Rent Stabilization Ordinance
TRAO - Tenant Relocation Assistance Ordinance
MVMP - Mountain View Mediation Program
(B) Registration and Fee Payment Requirements are due in January of each fiscal year and will be reported at the end of each fiscal year.
(C) Payments to CDBG subrecipients for FY 2025–26 have not yet been issued due to new administrative requirements associated with federal executive orders. Consequently, no performance data can be collected or reported at this time.
Human Resources Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
1 Departmental
Percentage of actual
expenditures to budgeted
expenditures for
department operations.
Performance <100% 49.5% <100%
2 Recruitment
and Retention
Number of voluntary
separations and overall
turnover rate for regular
positions.
Workload - 28 -
Performance <10% 3.93% <10%
3 Recruitment
and Retention
Number of recruitment
appointments, not including
promotions for flexibly-
staffed positions, and
percent of:
Workload - 44 -
a. Recruitments/vacant
positions filled with
internal candidates
Performance >30% 36.36% >30%
b. Recruitments in
which eligibility lists
are delivered to the
department in
accordance with
established timeline
Performance >90% 93.1% >90%
c. Retention of new
hires in their first
year
Performance >90% 96.3% >90%
4 Benefits
Number of new employee
benefit orientation sessions
and percent conducted
within three working days of
hire.
Workload - 14 -
Performance >98% 100% >98%
5 Benefits
Number of retirement
planning meetings
conducted and percent of
retiring employees served.
Workload - 11 -
Performance >90% 100% >90%
6 Benefits
Number of employee
benefit inquiries and
percent responded to within
two working days.
Workload - 177 -
Performance >98% 100% >98%
7 Organizational
Development
Number of department led
or organized in-house
trainings and:
Workload - 18 -
Human Resources Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
a. Percent of total
trainings offered
with at least 75% of
participants rating
the training as very
good or excellent
overall
Performance >90% 85% >90%
b. Cumulative number
of training hours
received by
employees.
Workload - 1,132 -
8 Organizational
Development
Number and percentage of
total employees
participating in a
department led, organized,
or sponsored training.
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%
10 Wellness
Number and percentage of
employees participating in
the voluntary Wellness
Incentive Program.
Workload - Reported
Annually
-
Performance >33% Reported
Annually >33%
Departmental Number of Ask Mountain
View queries received. Informational - 3 -
Information Technology Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
1 Departmental
Percentage of actual
expenditures to budgeted
expenditures for
department operations.
Performance <100% 53.5% <100%
2 Departmental
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%
3 Departmental
Number of IT helpdesk
tickets and percent
responded to during normal
business hours within:
Workload - 1754 -
a. One hour for issues
prioritized as critical
(system down for
multiple business
units or customers)
Count /
Performance >90% 29
89.66%* >90%
b. Four hours for issues
prioritized as
medium (system
degraded for
multiple users)
Performance >90% 482
>90% >90%
c. Eight hours for issues
prioritized as low
(system degraded for
one user)
Performance >90% 1243
>90% >90%
4 Departmental
Number of Geographic
Information System
requests and average time
to respond.
Workload - 92
-
Performance 90% < 8
hours 97.83% 90% < 8
hours
5 Departmental
Number of client devices
supported:
a. Personal computers
and laptops Workload - 745 -
b. Voice over Internet
Protocol (VoIP)
phones
Workload - 697 -
c. Mobile devices Workload - 269 -
6 Departmental
Number of survey
respondents and percent
rating Desktop Support
Informational - 5
-
Performance >85% >85% >85%
Information Technology Department
Measure
Number
Responsible
Division/
Section
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
Services as good or
excellent.
7 Departmental
Number of end-user
application implementations
and upgrades underway and
number of applications in
the queue.
Workload - 6 -
Workload - 7 -
8 Departmental
Number of devices
supported with malware
software and percent with
up-to-date software.
Workload - 981
-
Performance >99% >99% >99%
Departmental Number of Ask Mountain
View queries received. Informational - 2 -
(A) Does not include scheduled maintenance.
* Metric not meeting standard due to reduced staffing levels.
Library Department
Measure
Number
Responsible
Division/
SecƟon
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
1 Departmental
Percentage of actual
expenditures to budgeted
expenditures for department
operations.
Performance <100% 47.1% <100%
2 Departmental Total number of visits to the
Library. Workload - 189,585 -
3 Departmental
Total circulation: Workload - 686,697 -
a. Physical items
(number and
percent of total)
Workload - 512,386
-
Workload - 75% -
b. Electronic items
(number and
percent of total)
Workload - 174,311 -
Workload - 25% -
4 Departmental
Total number of Library
programs offered and
patrons served.
Workload - 236 -
Performance 20,000 18,398 20,000
a. Number of author talk
programs and patrons
served.
Informational - 19 -
Informational - 460 -
b. Number of early
childhood literacy
and youth
enrichment
programs and
patrons served.
Informational - 119 -
Informational - 12,368 -
c. Number of finance
and economic vitality
programs and patrons
served.
Informational - 0 -
Informational - 0 -
d. Number of health and
wellness programs
and patrons served.
Informational - 22 -
Informational - 1,068 -
e. Number of lifelong
learning programs
and patrons served.
Informational - 16 -
Informational - 349 -
f. Number of
multicultural
programs and patrons
served.
Informational - 35 -
Informational - 1,260 -
g. Number of
sustainability and
livability programs
and patrons served.
Informational - 19 -
Informational - 2,481 -
Informational - 6 -
Library Department
Measure
Number
Responsible
Division/
SecƟon
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
h. Number of tours and
class visits and
patrons served.
Informational - 412 -
5 Departmental
Number of new items
received and percent put
into circulation within 10
days of receipt.
Workload - 8,896
-
Performance 100% 72.3% 1 70%
6 Departmental
Number of items returned
and percent available for
checkout within 1 business
day.
Workload - 323,838
-
Performance 100% 100% 100%
7 Departmental
Total Library cardholders. Workload - 61,559 -
a. New cardholders
added Workload - 10,845 -
b. Percent change year-
over-year Performance >5% 4% >5%
8 Departmental
Total hours the study rooms
were in use and percent of
time booked.
Workload - 11,248 -
Workload - 70% -
9 Departmental
Total hours of operation for
the Bookmobile. Workload - 491 -
a. Visitors served Workload - 3,958 -
b. Materials circulated Workload - 9,642 -
c. New Library cards
issued from
Bookmobile
Workload - 126
-
d. Number of regular
stops Workload - 164 -
e. Number of programs
offered Workload - 16 -
10 Departmental
Number of deliveries to
homebound clients and total
items delivered.
Workload - 48
-
Workload - 126 -
11 Departmental
Number of community
events with Library
representation and number
of interactions.
Workload - 5 -
Performance 3,000 1,477 3,000
a. Number of community
events featuring
the Bookmobile and
visitors served.
Informational - 1 -
Informational - 748 -
Library Department
Measure
Number
Responsible
Division/
SecƟon
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
12 Departmental
Number of subscribers to
monthly email newsletter
and:
Workload - 31,464
-
a. Percent change year-
over-year Performance 25% 24% 25%
b. Percent of
newsletters opened
by recipients
Performance >40% 39%
>40%
c. Average percent of
communications
from government
entities opened by
recipients.
Informational - 34% -
Departmental Number of Ask Mountain
View queries received. Informational - 14 -
1. DisrupƟon among Library material vendors led to inconsistencies in receiving shipments, which increased the amount of Ɵme for items to reach the shelves, impacƟng the total percentage going into circulaƟon within 10 days.
Police Department
Measure
Number
Responsible
Division/
SecƟon
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
1 Departmental
Percentage of actual
expenditures to budgeted
expenditures for
department operations.
Performance <100% 51.2% <100%
2 Field
Operations
Sustain a violent crime rate
below the Countywide rate:
a. Number of violent
crimes Workload - 179 -
b. Rate of violent
crimes in Mountain
View per 100,000
population
Performance < 380 206.91 <422
c. Rate of violent
crimes in Santa Clara
County (SCC) per
100,000 population
Informational 380 -* 422
3 Support
Operations
Sustain a violent crime
clearance rate higher than
the Countywide rate:
a. Number of violent
crimes cleared Workload - 67 -
b. Mountain View
clearance rate Performance > 40.7 37.43** > 40.8
c. Santa Clara County
clearance rate
Informational 40.7 -* 40.8
4 Field
Operations
Sustain a property crime
rate below the Countywide
rate:
a. Number of property
crimes Workload - 1297 -
b. Rate of property
crimes in Mountain
View per 100,000
population
Performance < 1,866 1499.20 < 2,324
c. Rate of property
crimes in Santa Clara
County per 100,000
population
Informational 1,866 -* 2,324
5 Field
Operations
Sustain a fatal and injury
traffic collision rate below
the Countywide rate:
a. Number of fatal and
injury traffic
collisions
Workload - 182 -
Police Department
Measure
Number
Responsible
Division/
SecƟon
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
b. Rate of fatal and
injury traffic
collisions in
Mountain View per
100,000 population
Performance < 459 210.37 < 465
c. Rate of fatal and
injury traffic
collisions in Santa
Clara County per
100,000 population
Informational 459 -* 469
d. Number of directed
traffic enforcement
operations in
Mountain View
Workload - 82 -
6 Field
Operations
Number of priority 0
(highest priority) calls and
percent of those calls where
an officer arrives on-scene
within 5 minutes. (There is
no national standard for
police on-scene arrival
times.)
Workload - 36 -
Performance 90% 91.66% 90%
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).
Workload - 11304 -
Performance 95% 97% 95%
8 Youth Services
Unit
Number of youth
participants in outreach
programs.
Workload - 349 -
9 Neighborhood
and Events
Services
Total number of community
engagement events
participated in by Police
Department personnel.
Workload - 46 -
10 Records
Total number of public
records act requests
received and total time
spent on responses.
Workload - 1441 -
Workload - 453.30 -
11 Support
Services
Division
Mental health/crisis
intervention calls as a
percent of total incidents.
Workload - 2% -
Police Department
Measure
Number
Responsible
Division/
SecƟon
Measure Measure
Type
2025-26
Target
2025-26
6 Months
2026-27
Target
Departmental Number of Ask Mountain
View queries. Informational - 736 -
*Numbers are only posted annually.
**MVPD continues to monitor violent crime clearance rates. Different County agencies vary in how violent crimes are categorized and reported, as well as in their case-clearing practices, which affects the consistency and comparability of reported clearance rates across jurisdictions.
Public Works Department
*Cost per rider is lower because EV leases started later than expected leading to operation cost being lower than estimated
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2025-26
Target
2025-26
6 Months
2026-27
Target
1 Departmental
Percentage of actual
expenditures to budgeted
expenditures for
department operations.
Performance <100% 76.5% <100%
2 Departmental
Number of active Public
Works Capital Improvement
Projects.
Workload - 184 -
a. Average number of
capital projects per full-
time equivalent capital
project manager
Workload - 9.2 -
b. Percent of capital
projects exceeding
$10 million
Workload - 5.78% -
c. Ratio of new projects
added to existing
projects closed out
Performance 1:1 1:1.35 1:1
3 Departmental
Cumulative miles of bicycle
facilities provided and
maintained, measured at
the end of fiscal year:
a. Class I (Multiuse Path) Workload - 25.97 -
b. Class II (Bike Lane) Workload - 27.6 -
c. Class III (Bike Boulevard) Workload - 0.98 -
d. Class IV (Protected /
Separated Bikeway) Workload - 5.78 -
4 Transportation
and Business
Services
Citywide waste diversion
rate (Goal of 90% Zero
Waste by 2030).
Performance 85% 85.3 85%
5 Transportation
and Business
Services
Community Shuttle
ridership:
a. Average weekday
ridership Informational 1,059 917 -
b. Average weekend day
ridership Informational 278 237
c. Total Annual riders Informational 297,572
129,981 -
d. Riders per service hour Informational 23 19.3 -
e. Cost per rider
Informational 10.89 10.72* -
Public Works Department
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2025-26
Target
2025-26
6 Months
2026-27
Target
6 Transportation
and Business
Services
Number of work orders
received by Facilities and
percent responded to within
30 days.
Workload - 1,089 -
Performance 90% 89.26% 90%
7 Transportation
and Business
Services
Number of work orders
received by Fleet and
percent responded to within
30 days.
Workload - 818 -
Performance 90% 95% 90%
8 Transportation
and Business
Services
Number of bicycle and
pedestrian safety education
events and number of
students educated.
Performance 12
events 12 events 12
events
Performance 3,500
students
3,500
students
3,500
student
s
9 Engineering
Number of road miles
repaved and average
Citywide Pavement
Condition Index score.
Workload - 6.86 6
Performance PCI 70 67 PCI 70
10 Engineering
Number of construction
projects awarded and
percent of time approved
bid is within 25% of
engineer's estimate.
Workload - 15 -
Performance >75% 80% >75%
11 Engineering
Number of excavation
permits issued and percent
reviewed within standard
timelines.
Workload - 314 -
Performance 80% 96% 80%
12 Engineering
Number of planning
application reviews and
percent reviewed within
standard timelines.
Workload - 101 -
Performance 90% 90% 90%
13 Engineering
Number of building plans
reviewed and percent
reviewed within standard
timelines.
Workload - 448 -
Performance 80% 92% 80%
14 Engineering
Number of traffic signals
and percent receiving
preventive maintenance or
upgrades.
Workload - 92 -
Performance 95% 100% 95%
15 Public Services Number of sanitary sewer
spills. Workload - 0 -
Public Works Department
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2025-26
Target
2025-26
6 Months
2026-27
Target
16 Public Services
Length of sanitary sewer
system inspected or cleaned
annually.
Performance >18 miles 20.2 >18
miles
17 Public Services Number of water main
breaks. Workload - 4 -
18 Public Services Number of water quality
tests performed. Workload 10,000 5500 10,000
19 Public Services
Percent of water quality
tests in compliance with
water quality standards in
water system.
Informational 100% 100% 100%
20 Public Services
Average daily recycled water
delivery, calculated in
millions of gallons a day
(mgd), and its percentage of
total water supply.
Informational - 0.7 MGD -
Informational - 7% -
21 Public Services
Number of air and water
quality tests performed and
percent in compliance with
regulatory standards at the
City's closed landfill.
Workload - 3,682 -
Performance 85% 99.9% 85%
22 Public Services
Number of graffiti
abatement requests on City
property or right-of-way and
percent abated within 5
business days.
Workload - 102
-
Performance 90% 97% 90%
23 Public Services
Number of potholes/minor
street maintenance requests
and percent repaired within
5 business days.
Workload - 38 -
Performance 85% 100% 85%
24 Public Services
Number of raised sidewalk
complaints and percent
addressed within 5 business
days.
Workload - 49 -
Performance 85% 88% 85%
Public Works Department
Measure
Number
Responsible
Division/
Section
Measure Measure Type 2025-26
Target
2025-26
6 Months
2026-27
Target
25 Public Services
Number of City streetlight
maintenance or repair
requests and percent
completed within 5 business
days.
Workload - 35 -
Performance 85% 83% 85%
26 Departmental
Number of Ask Mountain
View queries:
a. Traffic Engineering Informational - 353 -
b. Streets Informational - 207 -
c. Bicycle/Pedestrian Informational - 28 -
d. Other Informational - 187 -