City of Sacramento
Budget and Audit Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2024-01618 10/22/2024 Discussion Item 3.
Consideration of Measure U Community Advisory Committee Recommendations Regarding City Performance Measures
File ID: 2024-01618
Location: Citywide
Recommendation: Receive and provide direction on the attached Measure U Community Advisory Committee (Measure U Committee) recommendations regarding City performance measures and take one of the following actions:
1) Pass a Motion forwarding one or more Measure U Committee recommendations to the City Council for consideration;
2) Pass a Motion adopting the staff recommendation that the City Manager continue to direct departments to update their performance measures and that staff present the updated performance reporting to the Measure U Committee;
3) Pass a Motion directing the Measure U Committee and/or staff to conduct further review and come back to the Budget and Audit Committee with more information regarding the proposed recommendations; or
4) Pass a Motion dismissing the recommendations.
Contact: Ash Roughani, Special Projects Manager, (916) 808-7751, [email protected], Office of the City Manager Presenter: Marjorie Dickinson, Chair and Teddy Georgeoff, Member, Measure U Community Advisory Committee
Attachments:
1-Description/Analysis
2-Measure U Committee Recommendations Regarding City Performance Measures 3-Supplemental Budget Information - Item 1: Key Performance Indicators Description/Analysis
Issue Detail: On April 30, 2024, the Measure U Community Advisory Committee (Measure U Committee) included a recommendation to update the City’s performance measures in its Fiscal Year (FY) 2024/25 Budget Priorities and Recommendations to Council. On September 16, 2024, the
File ID: 2024-01618 10/22/2024 Discussion Item 3.
Measure U Committee approved follow-up recommendations regarding the City’s performance measures (Attachment 2).
Staff agrees with the Measure U Committee that performance measurement is extremely important in ensuring the City accomplishes its programmatic and service delivery goals. Currently, the City measures performance across its programs and services, and produces many performance metrics.
An example of the large array of performance measures can be found in Supplemental Budget Information - Item 1 (Attachment 3). As a follow-up to Council’s priority setting session, the City Manager has directed departments to review their existing measures and recommend updates that can support departmental goals and align with Council priorities. This initiative to update performance measures encompasses all City programming, including Measure U funded programs.
Staff is concerned that the Measure U Committee recommendation in its current form would be duplicative of efforts already underway and would require additional resources that are not available.
Therefore, staff is unable to support the Measure U Committee’s recommendations in their current form.
Policy Considerations: City Council Resolution 2018-0393 adopted October 2, 2018, outlines purpose and the powers and duties of the Measure U Committee; specifically, to ensure that the expenditures of City resources reflect Council and community priorities, the committee shall review, report, and make non-binding recommendations on revenue and expenditures of certain funds from the Transactions and Use Tax (Sacramento City Code chapter 3.27.).
Economic Impacts: None.
Environmental Considerations:
California Environmental Quality Act (CEQA): This report concerns administrative activities and governmental fiscal activities that do not constitute a “project” as defined by the CEQA Guidelines Sections 15378(b)(2) and 15378(b)(4) and are not subject to the provisions of CEQA (CEQA Guidelines Section 15060(c)(3)).
Sustainability: None.
Commission/Committee Action: On September 16, 2024, the Measures U Committee discussed and approved the recommendations attached to this report.
Rationale for Recommendation: If the Council were to approve the Measure U Committee’s recommendations in their current form, they would result in duplication of effort already underway and there is unknown impact to existing resources.
File ID: 2024-01618 10/22/2024 Discussion Item 3.
Financial Considerations: The direct financial impact of the recommendations is unclear.
Implementation may require additional resources and/or reallocation of resources that results in a reduction of performance in other areas.
Local Business Enterprise (LBE): None.
For Budget &Audit Subcommittee:
Thecityhasrecentlystartedaninitiativeto“refactor” our metricstoensuretheycanmoreaccuratelyspeaktoour toplevel objectives. It thenseemstimelytowritetoyouwithrecommendationstobeincorporatedintothat refactoringeffort. MeasureUhasbeenadvocatingmultipleyearsfor metricscapturechangesthat aimtoenhanceaccountability,efficiency, andcausal impact. Assomeonewithover adecadeof experienceindatascienceintheprivatesector, I hopetheserecommendationsarewell considered.
Attachedyouwill findapresentationaswell asametricsladder sampledocument toassist intheunderstandingof therecommendations.
Recommendation#1:Eachprogramshouldhavetrackableoutputs(stats) andoutcomes(goals) whichladder totoplevel objectivesassociatedwithMeasureU. Thosegoalsandoutput statscouldthenbeaddedtotheMeasureUProgrammingUpdate.
Recommendation#2:Tomaximizethevalueof our performancemetrics, I proposeincludingcomparisonswithsimilarcitiesfor MeasureUprogramsinour quarterlyupdatesandannual budgets. Thisbenchmarkingwill enableustoevaluateour effectivenessandidentifyareasfor improvement, ensuringthat weoperateefficientlyandeffectively.
Recommendation#1- LongForm:MeasureUcommunityadvisorycommitteeisabodythat ischargedwithensuringtheexpendituresof theTransactionsandUseTaxfollowtheexpectationsof thecity. Thisincludes“reviewingperformancemeasuresandevaluationof cityexpenditures.” However metricsreportedaregenerallycitylevel, makingtheobjectiveevaluationof individual MeasureUprogramsdifficult. Henceweproposeacommonprivatesector practiceof ladderingmetrics.Fromlowlevel outputs->outcomes(“proxymetrics”) ->totoplineobjectives.
Additionally, includingthesegoalsandoutputsinour quarterlybudget report will addsignificantvaluetoanyonewhoistryingtounderstandwhat aprogramhasdone, if their goalsareontrack, theROI for that project, andwhywehavetheproject. Hereisanexamplebeforeandafter:
Withthissmall changeI cannowseethenumber valueof workthat hasbeendone, andwhat isplannedonbeingdone. I canseewhat thisprogramladdersuptoasacitygoal, andI canevaluatethisprogram'sROI of $400,000moreeasilywithother programstomakebudgetarydecisions.
Creatingexplicit goalsandladder upgoalsfor programscreatesthefacilitiesfor internal staffandthepublictohaveproductiveconversationsandacontinuousimprovement cycle.
Recommendation#2- LongForm:
Thevalueof performancemetricsliesinmakingcomparisons. WhilecontrolledexperimentslikeA/Btestscanbechallenginginpublicenvironments, theyshouldstill beusedthroughpilotprogramswhenfeasible. Sincecompetition-drivenefficiencyseenintheprivatesector doesn'tnaturallyoccur inthepublicsector, benchmarkingandcomparingprogramperformancewithsimilar citiesisessential toensureweareoperatingefficiently.
Thisseemstohaveonlybeendoneonceinthe547pagebudget withour policeforce:
UsingthisdataI cancalculatethecost per capitaper year for our policeforceandcomparebetweencities, andseethat Sacramentoisactuallyout performingFresnointermsof costsforour policeforce- $456per capitainSacvs$501for Fresno. Aswell asresolvedcrimes, crimerates, andmoreascomparedtoother like-cities. Thisallowsustohoneinandfocusonprogramsthat deservecommendingandwhichwecanimprove.
Givenhowuseful thisis, it'sour recommendationtotryanddothiscomparisonwhenpossible.Partnershipswithother citieswill makethiseasier andmoreimpactful.
InSummary
Inlight of our city’sstructural deficit, it iscrucial that weutilizeour fundsefficientlyandstriveforhigher returnsoninvestment. Byrefiningour metricsandadoptingamorestrategicapproach,wecanenhanceour analysisandbegintheprocessof continuousimprovement.
Onbehalf of all thecommissionersof MeasureU, welookforwardtodiscussingtheseproposalsfurther andworkingtogether toimproveour metricsprogramsfor thebenefit of our community.
MeasureUCommunityAdvisoryCommittee
A Data Driven Sacramento
Teddy GeorgeoffMeasure U Community Advisory Committee
Recommendations:
Recommendation #1
- Each program should have trackable outcome goals which ladder to top level objectives associated with Measure U. Those goals could then be added to the Measure U budget program updates.
Recommendation #2
- Include other like-city comparisons for Measure U programs & City departments where possible in the quarterly program update and/or yearly budget.
The Goal
Measure U is charged with
Resolution 2018-0393
The Goal
This includes:
Resolution 2018-0393
Reviewing of performance
measures are not only
explicitly stated, but are
also critically important for
the above charges to
review, recommend, and
advise.
Problem #1
Performance Measures of Measure U funds are generally reported with Department or Division Level metrics.
What is needed to evaluate programs funded by measure U, is Program Level metrics, and measurable program level outputs.
Without established goals, you
can't be evaluated on meeting
expectations.
Problem #2
Localized Program outputs need to ladder up to outcome goals and then those to city top objectives.
Vibrant Neighborhoods
Resident
Satisfaction Survey
x Tons of garbage
removed from streets
& OUTCOMES
OUTPUTS
What Are Our Top Objectives of Measure U
- Equity
- Vibrant & Livable Neighborhoods
- Safe Neighborhoods
- Youth
- Economic Opportunity
Resolution 2018-0393
Ladder Outcomes
Equity
- Sac Equity Index
- Equity GIS tool
- % of Homes With Internet Access
Vibrant & Livable Neighborhoods
- % of homes within 10 min walking distance to park
- Property values
- Net migration in/out of city
- Rec Center Attendees
- Park Acres Maintained
Youth
- HS graduation rates
- Youth participation in recreation programs
- Public School Rankings
- School & Childcare capacity vs demand
Economic Opportunity
- Total businesses established in Sac
- % unemployed
- % homes with income below poverty level
- State/Federal Grant Funding Obtained
Safe Neighborhoods
- Crime Rates
- Fire Response Times
- % Population Homeless
- Average Medical Expenses per family
Recommendation #1
Each program should have trackable outcome goals which ladder to top level objectives associated with Measure U. Those goals could then be added to the Measure U budget program updates.
Current:
Quarterly Financial Report 03/31/24
Recommendation #1 (cont.)
Ideal:
Program … Purpose of Program Goals & Objectives Current Status Citywide pool assessment &
repair
Repair or replace various
of pools owned by
the City.
Inspect and conduct all required maintenance for
cities all 12 pools.
% of homes within walking distance of recreation ->
Vibrant & Livable Neighborhoods
7 pools inspected, 15
repairs made.
Fleet Acquisitions Acquisition of vehicles needed to
complete operations for Measure U
funded departments, including
Youth Parks and Community
Enrichment, and Community
Development
35 new vehicles ordered
Provide supporting logistics for other Youth and Park
programs. -> Youth & Vibrant & Livable
Neighborhoods
A total of 28 of the 35 units
have been ordered.
Fiscal and Management
Services
Provide resource development and capital
grant management, lease management,
and utility management for YPCE as well
as Golf Administration, human resources
support, and support to Parks and
Recreation
Commission, Land/Henschel Commission
and Gifts to Share, Inc. in addition to broad
administrative/fiscal/special
projects/customer
service support.
Process 95% of financial transactions within 3
business day target timeframe.
Fiscal Support for other Youth and Park Programs ->
Youth & Vibrant & Livable Neighborhoods
96% of transactions
completed within 3 business
day. Mean time of 2.1 days.
Problem #3
Comparisons are what make Performance Metrics valuable.
Controlled experiments such as A/B tests, are sometimes difficult to carry out in a public environment, but we should have the mental model to do so as much as possible with pilot programs.
The efficiency that comes from competition in the private sector does not happen in the public sector. To mimic this benefit, comparing our programs performance with other like cities is important to ensure we are operating efficiently. - “Benchmarking” We have done it, once!
This is the one example in the full
547 pg budget of a chart of using
comparison metrics between
other like cities, and the
information it provides is
outstanding.
Using expenditures to calculate ROI
Costs to each city per capita in combination with results allows us to calculate ROI FresnoSacramento
$456 per capita $501 per capita
Recommendation #2
Include other like-city comparisons for Measure U programs where possible in the quarterly program update.
Desired Outcomes
Goals and metrics create the structure for how we approach problems and facilitates discussions for improvement.
As our city is in a time of structural deficit, its apparent that we need to become much more efficient with our funds, and ensure higher ROI for all programs of the city.
Gathering metrics can cost time and resources, which are removed from the work of creating impact, so we should not create metrics or processes that are over burdening.
This program will allow Measure U to conduct its analysis in a more effective way to give the best advice possible.
City of Sacramento Page 1
BUDGET AND AUDIT COMMITTEE
Mayor Darrell Steinberg, Chair
Karina Talamantes, Vice Chair, District 3
Eric Guerra, District 6
Mai Vang, District 8
COMMITTEE STAFF
Mindy Cuppy, City Clerk
Howard Chan, City Manager
Farishta Ahrary, Interim City Auditor
Matthew Ruyak, Assistant City Attorney
Leyne Milstein, Assistant City Manager
Budget and Audit
Committee
City Hall Complex
915 I Street, Sacramento, CA 95814
Published by the Office of the City Clerk
(916) 808-7200
SUPPLEMENTAL MATERIAL
Description: Attached is additional supplemental material received after publishing the agenda for Item 9, FY2024/25 Supplemental Budget Information (SBI) Log.
For the Meeting of: Tuesday, May 7, 2024 at 5:00 p.m.
Agenda Item: Discussion Item 9
9. Fiscal Year (FY) 2024/25 Proposed Budget Overview
File ID: 2024-00819
Location: Citywide
Recommendation: Receive and consider for final budget adoption.
Contact: Peter Coletto, Finance Director, (916) 808-5416, [email protected]; Mirthala Santizo, Budget Manager, (916) 808-5078, [email protected], Department of Finance
SBI #
Date of
Request District Request Department (s) Status
1 4/9/2024 3,8 Key performance indicators (KPIs) that the City collects for Council review.
City Manager's Office Submitted as
Supplemental
Material for 5pm
5/7/2024 City Council
Meeting
2 5/2/2024 4 Additional staffing information on Police
Department's reductions. How many people in the
specified divisions/units conduct the work that's in
the proposed reductions? Would like to see
organizational charts.
Police In progress
3 5/2/2024 4 Police's Departments Overtime Policy – Would like to see General Orders, Callback guidelines, OT
guidelines, etc.
Police In progress
FY2024/25 Supplemental Budget Information (SBI) Log
Gray = Previously Delivered and White = To Be Delivered (items not complete by Budget Adoption will be added to the Council follow up log) 1 Supplemental Budget Information – Item 1
Question: Key performance indicators (KPIs) that the City collects for Council review.
Response:
Citywide Departments have been tracking core services and programs for many decades. Departments use this data for benchmarking and informing management decisions – namely seeking efficiencies and tracking trends.
Overview of the City’s Performance Measures Program
The City Manager’s Office (CMO), in 2017, hired a Special Projects Manager to oversee and assist departments in effectively using data as a tool to drive management decisions. At that time, departments tracked more than 1,000 performance measures. In collaboration with the CMO, departments enhanced their focus and reduced that number to approximately 500 performance measures.
Many performance measures are specific to an individual division and only reviewed by division managers and/or Department Directors due to the granularity of detail. For example, the Department of Utilities tracks the condition of the City’s water pipe infrastructure – among many other metrics – using the following variables: a) Inspection Miles, b) Water Mainline Survey Miles, c) Total Miles of Pipe Inspected by Division, and d) Leaks per Mile. While data at this level of detail may be useful to division managers, they do not necessarily inform strategic citywide management decisions until they are translated into higher-level business intelligence and insights.
Of the roughly 500 performance measures, approximately 80 were identified to have Citywide operational significance and are published internally to a CMO Executive Dashboard.
City Budget Includes Baseline Performance Measures
For nearly 15 years, the City’s Budget document has included performance measures for each department. The FY2024/25 Proposed Budget contains a total of 88 performance measures and are presented at the end of each individual department’s section of the budget document. Because these performance measures are regularly updated, they may serve as a basis for considering which performance measures might be labeled as citywide key performance indicators (KPIs).
Table 1 at the end of this document is an inventory of the performance measures included in both the FY2024/25 Proposed Budget and CMO Executive Dashboard from departments that report to the City Manager.
2 City’s New Data and Analytics Office was Recently Established to Tackle Challenges Resulting from the City’s Abundance of Data
“Big data" has transformed the way we think about information, offering vast opportunities for innovation, problem-solving, and strategic decision-making. City data is generated from numerous sources, including sensors, work order and financial systems, customer relationship management (CRM) tools, contractor and performance reports, and many other application databases. The sheer volume, variety, and velocity of accessible data means that we have more data than we can currently put to good use.
Simply having a large volume of data is not enough; it is the ability to derive insights and use those insights to make meaningful data-driven decisions that truly matter.
Recognizing these challenges, the City’s Information Technology (IT) Department established a new Data and Analytics Office (DAO) earlier this year. One of the DAO’s first priorities is to develop a Data Strategy and Governance Plan for the City. This strategy aims to improve business-level decision making by governing how the City acquires, manages, stores, shares, and uses its data and analytics. While implementation of this strategy will help automate the collection and reporting of many City performance measures, the City will need to be strategic in prioritizing which data pipelines it wants to focus on improving.
City staff is prepared to assist and/or present in greater detail for further discussion and direction with City Council.
3 Table 1: Inventory of City Performance Measures1
FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
City Manager’s Office
Office of Innovation &
Economic Development
Number of businesses in
the city
Number of jobs in the city
Employment rate
Total investments made in
Sacramento, by building
permit valuation
Community Development
Animal Care Services
Division
Building Division
Percent of animals that are
adopted, transferred, sent
to rescue, or returned to
owner (live release rate)
Percent of development
inspections performed on
the day scheduled
Live Release Rate for Cats
and Dogs
Number of Hours until
Completion of First
Response for a Priority 1
Call
Number of Days until
Completion of First
Response for a Priority 2
Call
Number of Days until
Completion of First
Response for a Priority 3+
Call
1 When similar measures are published to both the Budget and CMO Executive Dashboard, they appear on the same line.
4 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Code Enforcement
Division
Planning Division
Percent of residential
building permits issued
within two days
Percent of vehicle cases
closed within 21 Days
Percent of director-level
planning files completed
within 90 days
Percent of Vehicle Cases
Closed within 21 Days
Percent of Code Cases
Closed through Voluntary
Compliance
Percent of Code Liaison
Cases Closed within 30
Calendar Days
Percent of Graffiti Cases
Closed within 21 Calendar
Days
Community Response2
Number of 311 calls
responded to
Number of unique clients
services provided
Number of Homeless
Management Information
System (HMIS)
enrollments
Number of rapid
placements
Number of 311 Calls
Received
Number of 311 Calls
Closed
Number of Client
Engagements
Number of Homeless
Management Information
System (HMIS)
Enrollments
Number of Rapid
Placements
2 The Department of Community Response was not established at the time the CMO Executive Dashboard was created. Performance measures included in the public Homelessness Response Dashboard are instead listed in the CMO Executive Dashboard column. 5 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Number of Coordinated
Access System (CAS)
Referrals
Number of Homeless
Manage
Number of Compliances
Obtained by Code
Violation (from PD)
Number of
Arrests/Citations (from PD)
Number of Vehicles Towed
(from Code Enforcement)
Number of Vehicles
Tagged (from Code
Enforcement)
Number of Trash-related
Calls Received
Number of Trash-related
Calls Closed
Pounds of Trash Removed
Convention and Cultural Services
Convention Center
Complex Division
Number of events and
performances
Number of tickets sold
Amount of total revenue of
in-house vendors
Operating Net Results
Venue Occupancy Rate
6 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Crocker Art Museum
Division
Center for Sacramento
History Division
Office of Arts and Culture
Division – Public Art
Program
Office of Arts and Culture
Division – Any Given Child
Program
Number of attendees
Number of memberships
Number of researcher
interactions (in-person,
online, by phone)
Number of users
accessing online records
Number of items listed in
collection’s databases
Number of exhibitions
produced
Number of artworks
conserved, maintained, or
repaired
Number of public art
projects in completed
(installed)
Number of permanent art
projects in progress
Number of special events,
workshops and lectures
Number of arts education
school assemblies
organized
Number of participants
reached through arts
education school
assemblies
Number of professional
development events for
7 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Office of Arts and Culture
Division – Cultural Arts
Awards (CAA) Program
Office of Arts and Culture
Division – Film and Media
artists and classroom
teachers
Number of arts and
classroom teachers served
in professional
development
Number of students served
in six- or 10-week
residences
Number of CAA grantees
Amount of CAA grants
awarded
Number of in-person
attendees
Number of digital
attendees
Amount of total
expenditures by arts
organizations
Number of paid positions
(FT, PT, independent
contractors) by arts
organizations
Number of film permits
issued
Number of film days
Amount of total spending
by production companies
in Sacramento
Number of local hires
8 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Number of hotel nights
Finance
Accounting Division
Finance Administration
Division
Procurement Division
Percent of vendors paid
within 30 days
Number of days for
Accounting to review and
approve a vendor invoice
and process a payment
Amount of total “Prompt
Payment” discounts taken
Amount of total "Prompt
Payment" discounts lost
Percent of discounts taken
Obtain unmodified audit
opinion on Annual
Comprehensive Financial
Report (ACFR)
Obtain Government
Finance Officers
Association Certificate of
Achievement for ACFR
Proposed balanced budget
presented to City Council
60 days prior to the
beginning of the fiscal year
Obtain California Society
of Municipal Finance
Officers Operating &
Capital Budgeting Awards
Number of days for
Procurement Services to
Percent of Vendors Paid
within 30 Days of Invoice
Receipt
Dollars Saved through
Prompt Payment Discount
Dollars Lost through
Failure to Meet Prompt
Payment Condition
9 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Revenue Division
review a requisition and
issue a purchase order
Percent of delinquent
receivables collected
Dollar Amount of
Purchases Made via P-
Card/Credit Card as
Percentage of All
Purchases
Business Operations Tax
(BOT) Total Dollars
Collected
Fire
Emergency Operations
Division
Average response time
Unit Hour Utilization (UHU)
Percent Average of
Engines Arriving on Scene
within 240 Seconds (4
Minutes) 1st in District
Percent Average of
Engines Arriving on Scene
within 240 Seconds (4
Minutes) Out of District
Average Time of Engine
Arriving on Scene
(Seconds) - Out of District
Average Time of Engine
Arriving on Scene
(Seconds) - 1st in District
Percent of Billing Rate
Recovered for Medical
Transport
10 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Fire Administration Division
Percent of fire plan reviews
completed on time
Number of Development
Services fire inspections
conducted
Percent of Fires Contained
to Room of Origin
Percent of Calls within 90
Seconds (Engine Turnout
Time)
Percent of Inspections
Completed within 2-Week
Time Frame Target
Percent of Investigations
with a Determined Fire
Cause
Percent of Arson/Fire
Related Crime Cases
Cleared
Human Resources
HR Administration Division
Labor Relations Division
Risk Management
Administration
Percentage of EEO and
ADA complaints resolved
resulting in cause and/or
monetary settlements
Percentage of grievances
that come to the
Department and are
resolved internally
Maintain number of City-
owned vehicle related
claims against the City
under 120
Total Number of EEO
Cases
Auto Liability - Number of
Claims per Million Miles
Driven for City Vehicles
Workers Comp - Number
of Works Comp Claims
times Payroll
11 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
General Liability - Number
of Liability Claims times
Payroll
Information Technology (IT)
311 Division
Regional Support Division
IT Operations Division
Enterprise Applications
Division
Percent of 311 calls that
are answered
Percent of respondents
rating the quality of IT
service as good or
excellent
Percent of network
services available – public
safety systems
Percent of network
services available – all
other systems
Percent of enterprise
database systems
available
Percentage of Calls
Answered per Month
Percentage of Calls
Handled within Service
Level
Customer Satisfaction
Overall Ratings of Very
Satisfied or Satisfied
Customer Satisfaction
Ratings for
Professionalism and
Understanding
Percent of Respondents
Rating the Quality of IT
Services as Good or
Excellent
Percent of Network Uptime
Number of Datasets
Published on Open Data
Portal
12 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Police
Department-wide
Field Services Division
Part 1 crimes per 1,000
residents
Part 1 crimes reported per
sworn full-time equivalent
(FTE) position
Percent of sworn SPD
employees who are
women or minorities
Percent of new hires into
sworn or Hiring Pipeline
Program vacancies that
are women or minorities
Median response time for
priority 2 and 3 calls
(mm:ss)
Percent of 911 calls
answered within 15
seconds
Number of Part 1 Crimes
Average Response Times
(minutes)
Percent of 9-1-1 Calls
Answered within 15
Seconds
Number of Incoming Calls
Received
Duration of Longest 9-1-1
Ring (seconds)
Number of Overtime Hours
Number of Sworn Police
Staff
Public Works
Facilities & Real Property
Management Division
Percent of all facility work
order requests completed
within a 30-day
performance standard
Time to Complete
Maintenance Work Orders
Received
13 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Fleet Management
Division
Maintenance Services
Division
Parking Services Division
Marina Division
Recycling & Solid Waste
Division
Percent of Vehicles
Available for Service at
6:00 a.m.
Percent of alternative
fueled vehicles purchased
Percent of roads with a
Pavement Condition Index
above 70 (good rating)
Percent of 311 service
requests for potholes
responded to within 48
hours
Percent of tree inventory
pruned per annual cycle
Revenue generated per
parking meter
Marina slips occupancy
rate
Percent of City collected
waste diverted from landfill
Number of Maintenance
Work Orders Received
Percent of Vehicles
Available for Service at
6:00 a.m.
Percent of alternative
fueled vehicles purchased
Percent of 3-1-1 Service
Requests Responded by
Goal (Pavement) - Goal:
48 Hours
Percent of 3-1-1 Service
Requests Responded by
Goal (Sidewalk) - Goal: 72
Hours
Percent of Reported Meter
Malfunctions (compared to
successful transactions)
Number of Parking
Citations Issued (as a
result of 3-1-1 dispatches)
Number of Complains
Received from Residents
14 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Engineering Services
Division
Transportation Division
Number of complaints of
missed pickups per 1,000
containers
of Missed Container
Pickups per 1,000
Accounts
Average # of Days to
Remove a Reported Illegal
Dumping Pile
Illegal Dumping Tons
Disposed
Percent of Public Works
Private Development Off-
Site Plan Check On-Time
Reviews
Percent of Public Works
Private Development On-
Site (Building Permit) Plan
Check On-Time Reviews
Number of Public Works
Private Development Off-
Site & On-Site (Building
Permit) Plan Check
Reviews
Number of Fatalities
Number of Killed or
Seriously Injured
Number of Killed or
Seriously Injured on High
Injury Network
Number of Reported
Collisions
Utilities
Business Services Division
Average call center wait
time
15 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Engineering & Water
Resources Division
Operations & Maintenance
Division
Percent of water
conservation achieved
(year-over-year)
Number of Sanitary Sewer
Overflows (SSOs) per 100
miles of pipe
Youth, Parks, & Community Enrichment
Park Operations Division
Park Safety Division
Park Planning &
Development Services
Division
Park maintenance cost per
acre
Number of developed park
acres maintained per FTE
Number of volunteer hours
managed per developed
park acre
Number of safety calls
responded to per Park
Ranger
Number of On-Demand
Service Requests
Responded to within 2
Business Days
Percent of On-Demand
Work Orders Responded
to within 2 Business Days
Number of Pounds of
Debris Removed from
Homeless Clean-ups
Number of Calls
Responded to Monthly
Number of Crime Related
Calls per Month
Percent of Comment
Letters for Development
Project Review Delivered
by Comment Period
Deadline
16 FY2024/25
Proposed Budget
Performance Measures
CMO
Executive Dashboard
Performance Measures
Landscape & Learning
Program
Percent of Commercial
Landscape Plans
Reviewed within Permit
Cycle Deadlines
Percent Over or Under
Timeline Target for
Completing Park
Improvements, New Park
Development or Parks
Rehab
Response Time (in Days)
for Sending Out Park
Planning Comment Memos
for Development Project
Application Review
Attrition Rate of Applicants
Hired
Number of Applicants
Received
Number of Placements
Made