TO: HONORABLE MAYOR AND FROM: Dolan Beckel
CITY COUNCIL
SUBJECT: SEE BELOW DATE: February 24, 2023
Approved Date
2/24/2023
SUBJECT: SPECIAL MEETING OF THE CITY COUNCIL ON THE FISCAL YEAR 2023-2024 CITY COUNCIL PRIORITY-SETTING SESSION #2 –
ADMINISTRATION REPORT
RECOMMENDATION
(a) Accept the report on the Fiscal Year 2023-2024 priority setting process to develop a common understanding of:
(1) Key aspects of the structure, operations, and budget of the City Service Areas; (2) The Administration’s initial feedback on the Mayoral Transition Committee Report; and (3) The Mayor’s suggested Focus Areas and their relationship to the City Service Areas and other important work within the City Service Areas.
(b) Provide feedback on the report to, among other things:
(1) Inform the Mayor’s March Budget Message; and
(2) Inform the Fiscal Year 2023-2024 Budget Process.
SUMMARY AND OUTCOME
The City staff report and City Council discussion and feedback will:
• Promote a common understanding of the entire Priority Setting and Fiscal Year 2023-2024 (FY 23-24) Budget Process and identify the future milestones for additional community and City Council input on the City Council Priorities and Budget for FY 23-24; • Discuss the continuing execution of the forty-two initiatives on the City Council directed Fiscal Year 2022-2023 (FY 22-23) City Initiatives Roadmap unless otherwise directed by the City Council;
• Ensure common understanding of the role of the Priority Setting Process, the Mayor’s March Budget Message, and the FY 23-24 Budget Process within the City’s Service Delivery Framework;
• Understand the Mayor’s suggested Focus Areas and their relationship to the City Service Areas (CSAs) and other urgent, important, and continuing work within the CSAs to inform the FY 23-24 Budget Process;
SPECIAL MEETING: 02/28/23
HONORABLE MAYOR AND CITY COUNCIL
February 24, 2023
Subject: Special Meeting of the City Council on the Fiscal Year 2023-2024 City Council Priority-Setting Session #2 – Administration Report
• Provide an understanding of the initial, high level City staff analysis of the Mayoral Transition Committee Report and the Administration’s understanding of the role of the Report within the City’s Service Delivery Framework and the FY 23-24 Budget Process; and
• Allow City Council feedback to the Mayor on the suggested Focus Areas and other work prior to the release of the FY 23-24 Mayor’s March Budget Message.
BACKGROUND
The Priority Setting process, which is intended to help inform the Mayor’s March Budget Message and the formulation of the Annual Budget in any given year, evolves every year in response to the unique situations the City Council and the Administration face together as “One Team.” These expected and unexpected situations are driven by many factors including the current community sentiment, the current state of the local economy, and ultimately, the collective values and priorities of the current City Council.
As the Capital of Silicon Valley, the City of San José (the City) embraces innovation and experimentation. This year, as part of the Mayor’s transition, he included members of the community, Councilmembers, and the Administration to help develop recommendations and inform his priorities.
Consistent with past years, the Administration requests focus and alignment of the Priority Setting Process with the FY 23-24 Budget Process. As discussed in greater detail in the Analysis section below, City staff provides a wide range of services and projects on a daily basis. Given the City’s limited budgetary capacity and existing workload, it is important that the City Council prioritize – through the budget process – any initiatives that would substantially change current service delivery levels and outcomes. Priority setting through the budget development process allows for strategic alignment of the City’s limited resources with the City Council’s most important change objectives.
The key milestones and timeline for the FY 23-24 Budget Process are shown in Table 1.
Table 1. FY 2023-2024 Budget Process Timeline & Milestones Date Milestone(s) Description
January 18, 2023 Mayoral Transition
Committee Rules
and Open
Government
Committee
Memorandum
Approved
On Wednesday, January 18, five Mayoral Focus
Area Transition Committees were approved to
be established by the Rules and Open
Government Committee to provide
recommendations with associated success
metrics to inform the Mayor’s March Budget
Message and FY 23-24 Budget Process.
HONORABLE MAYOR AND CITY COUNCIL
February 24, 2023
Subject: Special Meeting of the City Council on the Fiscal Year 2023-2024 City Council Priority-Setting Session #2 – Administration Report
January 13, 2023
to
February 9, 2023
Mayoral Transition
Committees Met
The five Mayoral Transition Committees met
three times from Friday, January 13 through
Thursday, February 9 to produce a report on
recommendations and success metrics to inform
the March Budget Message and FY 23-24
Budget Process
February 14, 2023 Study Session of
the City Council,
Priority Setting
Session #1 –
Special Meeting on
the Mayoral
Transition
Committee Report
On Tuesday, February 14, the Mayoral
Transition Committee City Council and
community Co-Chairs provided a report read-out
with follow-on discussions and feedback.
February 28, 2023 Special Meeting of
the City Council,
Priority Setting
Session #2 –
Administration
Report
On Tuesday, February 28, the City Council will
review the recommendation to accept the City
staff report on the FY 23-24 Priority Setting and
Budget Process which:
- Describes the entire Priority Setting and FY
23-24 Budget Process;
- Discusses the continuing execution of the FY
22-23 City Initiatives Roadmap;
- Provides a better understanding of the City’s
Service Delivery Framework;
- Identifies the Mayor’s suggested Focus
Areas and other urgent, important, and
currently continuing work within the CSAs;
- Provides City staff analysis of the Mayoral
Transition Committee Report; and
- Allows City Council feedback to the Mayor
on the Suggested Focus Areas and other
work to inform the March Budget Message
and FY 23-24 Budget Process.
March 14, 2023 Mayor’s March
Budget Message
Public Hearing and
City Council
Approval
In accordance with the City Charter, the Mayor
delivers a Budget Message that includes a
statement of fiscal priorities for the following
fiscal year, including any specific additions or
reductions.
The City Council holds a public hearing and
approves the Message on Tuesday, March 14
with any revisions or changes it deems
advisable. It should be noted this date may move
to March 21st.
HONORABLE MAYOR AND CITY COUNCIL
February 24, 2023
Subject: Special Meeting of the City Council on the Fiscal Year 2023-2024 City Council Priority-Setting Session #2 – Administration Report
April 26, 2023
to
May 5, 2023
City Manager’s
Proposed Budget
Documents
Released
The City Manager prepares and releases the
Proposed Capital Budget and Five-Year Capital
Improvement Program (Wednesday, April 26),
the Proposed Operating Budget (Monday, May
1), and the Proposed Fees and Charges Report
(Friday, May 5) that aligns with direction
provided by City Council’s approval of the
March Budget Message.
May, 2023
to
June, 2023
Community
Meetings and
Public Hearing
Community meetings are held throughout May
and into early June (schedule TBD) to review
and receive comment on the Proposed Budget
Documents, with a formal public hearing
scheduled on Tuesday, May 16.
May 10, 2023
to
May 17, 2023
City Council
Budget Study
Sessions
The City Council reviews the Proposed Budget
documents in depth with the Administration over
a multi-day period from May 10 through May
17. There will be a Study Session for each
Operating Budget CSA, the Capital Budget and
Capital Improvement Program, the Fees and
Charges Report, and a review of the
Administration’s recommended performance
measures that align to priorities identified in the
City Council-approved March Budget Message.
June 12, 2023
and
June 13, 2023
Mayor’s June
Budget Message
Public Hearing and
Approval
A final public hearing is held on the evening of
Monday, June 12 on the Mayor’s June Budget
Message and the Proposed Budget Documents.
City Council approves, with any revisions or
changes it deems advisable, the Mayor’s June
Budget Message on Tuesday, June 13 which
includes the City Manager’s Proposed Budget
Documents, along with any modifications as
recommended in the June Budget Message,
including specific Manager’s Budget Addenda
and City Council Budget Documents.
June 20, 2023 Council Budget
Adoption
The Administration provides the documentation
necessary for the City Council to formally adopt
and appropriate funding for FY 23-24 on
Tuesday, June 20.
During the February 14, 2023 Study Session of the City Council, Priority Setting #1 – Mayoral Transition Committee Report, the discussion and feedback identified the need for City staff to return to Council on February 28 with a report that:
HONORABLE MAYOR AND CITY COUNCIL
February 24, 2023
Subject: Special Meeting of the City Council on the Fiscal Year 2023-2024 City Council Priority-Setting Session #2 – Administration Report
• Describes the entire Priority Setting and FY 23-24 Budget Process and identify the future milestones for additional community and City Council input on the City Council Priorities and Budget for FY 23-24;
• Discusses the continuing execution of the forty-two initiatives on the City Council directed FY 22-23 City Initiatives Roadmap unless otherwise directed by the City Council; • Provides a better understanding of the role of the Priority Setting Process, the Mayor’s March Budget Message, and the FY 23-24 Budget Process within the City’s Service Delivery Framework;
• Identifies the Mayor’s suggested Focus Areas and describes their relationship to the CSAs and other urgent, important, and continuing work within the CSAs to inform the FY 23-24 Budget Process;
• Provides an understanding of the initial, high-level City staff analysis of the Mayoral Transition Committee Report and the Administration’s understanding of the role of the Report within the City’s Service Delivery Framework and the FY 23-24 Budget Process; and
• Allows City Council feedback to the Mayor on the suggested Focus Areas and other work prior to the release of the FY 23-24 Mayor’s March Budget Message.
ANALYSIS
FY 23-24 Priority Setting and Budget Process Milestones
The entire FY 23-24 Priority Setting and Budget Process milestones, dates, descriptions are summarized in Table 1 found above in the Background Section. Throughout the Budget Process milestones, there are many opportunities for community and City Council input.
Continuing Service Delivery for FY 22-23 City Initiatives Roadmap Initiatives
During the FY 22-23 Priority Setting Process, the City Council contemplated 70 items and approved 42 initiatives to be included in the FY 22-23 City Initiatives Roadmap and directed the Administration to execute on these 42 priorities. City staff continues to execute on those initiatives through the end of FY 22-23 and, given the overall volume of remaining work, most will need to be continued in 2023-2024 unless otherwise directed by the City Council.
It should be noted that the Mayor’s Rules and Open Government memorandum dated January 13, 2023 and approved on January 18, 2023 directed staff to suspend the detailed City Council reporting only and allow the City Council Committees and respective Chairs to determine the best reporting approach for the remainder of FY 22-23. The Administration has incorporated reporting of the 42 initiatives into the various Committee workplans for those initiatives which had not previously been reported to a Committee this fiscal year. A gap analysis confirms that there are no City Initiative Roadmap initiatives that have not or will not report to a Committee prior to the end of FY 22-23. While the reporting approach has been modified to allow staff to focus on service delivery, the City Council-directed work currently remains unchanged unless otherwise directed by the City Council.
HONORABLE MAYOR AND CITY COUNCIL
February 24, 2023
Subject: Special Meeting of the City Council on the Fiscal Year 2023-2024 City Council Priority-Setting Session #2 – Administration Report
Service Delivery Framework
The City’s Service Delivery Framework is shown in Figure 1. The CSAs integrate services provided in individual departments into the City’s five key lines of business – Community and Economic Development, Environmental and Utility Services, Neighborhood Services, Public Safety, and Transportation and Aviation Services. An additional CSA, referred to as “Strategic Support,” represents the internal functions that enable – are foundational to – the other five CSAs to provide services to the community. These cross-departmental CSAs provide a forum for strategic planning and investment decisions within the context of the Mayor and City Council policy priorities. Plans, policies, and investment decisions at the CSA level are then carried out through departmental operational core services and programs. In FY 22-23, there are 98 core services and 264 programs. The City’s 98 Core Service Areas may be found in Attachment A – City Service Area Core Service Map and the City’s 264 programs may be found in Attachment B – Programs by Department and City Service Area.
It is important to note that most of the City’s budgetary and staffing resources are dedicated to core services and programs that provide all of the routine services and public infrastructure rehabilitation projects that the community expects the City to perform on a day-to-day basis. While often considered “business as usual,” the implementation of these seemingly routine activities is the City’s primary function and absorbs the bulk of the City’s resources. However, on top of the day- to-day functions, there are several urgent and/or high priority workstreams within each CSA that require a high degree of leadership and management capacity to drive change within the organization that is often very complex.
Figure 1. City of San José Service Delivery Framework
Given the need to ensure effective implementation of day-to-day activities, change initiatives must be limited in number and focused on the most high-priority community needs. This prioritization becomes more important after considering that the vast majority of the City’s budget has restricted and/or specialized uses. The FY 22-23 Adopted Budget of $6.0 billion is comprised of over 135 funds, most of which can only be legally spent for relatively narrowly defined purposes (e.g.,
HONORABLE MAYOR AND CITY COUNCIL
February 24, 2023
Subject: Special Meeting of the City Council on the Fiscal Year 2023-2024 City Council Priority-Setting Session #2 – Administration Report
revenues from Airport operations can only be spent on Airport-related expenditures). Even within the General Fund, which is approximately 30% of the City’s total budget, the level of discretionary spending is much less than what is commonly assumed.
The City Manager’s Budget Office is currently working on the Fiscal Year 2024-2028 Five-Year General Fund Forecast which is anticipated to be released the week of February 27. Much of this effort involves forecasting and comparing the ongoing level of revenues estimated to be received over the five year period with the expected costs of providing ongoing services previously authorized by the City Council (General Fund Base Budget) over that same period. This work is critical to understanding if the General Fund faces a budget shortfall or will experience a surplus in FY 23-24 and the four following years.
Even within the General Fund Base Budget, however, it is important to note that not all of the budget is truly discretionary. For example, Figure 2 below displays a breakdown of the discretionary versus non-discretionary spending for the Fiscal Year 2020-2021 (FY 20-21) General Fund Base Budget, the last time this breakdown was calculated; this figure will be updated for the FY 23-24 Base Budget in the February 28 meeting presentation materials. Of the total FY 20-21 General Fund Base Budget expenditures of $1.2 billion, only approximately 57% was truly discretionary. Much of the City’s spending is mandated by various Federal, State, and City laws, regulations, and policies and is paid for by various rate-payer fees or outside grants that cannot be spent on other uses (23% in FY 20-21), or are retirement contributions related to the City’s unfunded actuarial liability (UAL) for pensions and other pensionable benefits (OPEB) for retiree healthcare that the City is obligated to pay regardless of current year staffing levels (20% in FY 20- 21).
Figure 2. FY 20-21 General Fund Base Budget: Discretionary vs. Non-Discretionary Spending
HONORABLE MAYOR AND CITY COUNCIL
February 24, 2023
Subject: Special Meeting of the City Council on the Fiscal Year 2023-2024 City Council Priority-Setting Session #2 – Administration Report
As a result, and given the City’s constrained General Fund budgetary condition and historical budget challenges1, there is always a limited availability of truly discretionary resources in the General Fund. Without a significant increase in revenue, any large changes to enhance ongoing services in one area would need to consider the tradeoff of decreased ongoing services within another area.
Mayor’s Suggested Focus Areas and Other CSA Urgent, Important, Continuing Work
The Mayor’s suggested Focus Areas are shown in Figure 3 in addition to examples of other CSA urgent, important, and continuing work. This work has been previously directed by the City Council and will continue unless otherwise directed by City Council’s approval of the Mayor’s March Budget Message.
The Administration will develop a governance and execution framework, scorecard, and progress reporting cadence on any Focus Areas that are approved as part of the March Budget Message. This will allow the Administration and City Council to concentrate City Council deliberation and City resources on prioritizing progress towards the City’s most important goals as part of the FY 23-24 Budget Process.
Figure 3. Mayor’s Suggested Focus Areas and Other CSA Urgent, Important, and Continuing Work
1 For historical information on the City’s budgetary challenges, please see the City Council Study Session held on January 14, 2022 titled, 2022-2023 Preliminary General Fund Forecast and Budget:
https://sanjose.legistar.com/MeetingDetail.aspx?ID=921795&GUID=740F1E0C- 8A47-4B31-8EE6- 63186C09E22B&Options=info|&Search=
HONORABLE MAYOR AND CITY COUNCIL
February 24, 2023
Subject: Special Meeting of the City Council on the Fiscal Year 2023-2024 City Council Priority-Setting Session #2 – Administration Report
The totality of Focus Areas, CSA urgent, important, and continuing work, 98 CSA Core Services, and 264 Programs must be considered and balanced during the FY 23-24 Budget Process.
High Level Analysis of the Mayoral Transition Committee Reports
On January 18, 2023, the Rules and Open Government Committee approved five Mayoral Transition Committees – on Clean Neighborhoods, Community Safety, Downtown Vibrancy, Homelessness, and Planning and Permitting – to generate a list of actionable and measurable recommendations to address these Mayor’s suggested Focus Areas and inform the Mayor’s March Budget Message and FY 23-24 Budget Process2. The Mayoral Transition Committee Reports are found in the February 14 Council memorandum.3
Initial staff analysis on the recommendations and success metrics is summarized in Attachment C – Mayoral Transition Committee Report Analysis. To the extent that City Council approval of the FY 23-24 Mayor’s March Budget Message provides direction to include any of these recommendations and success metrics into the budget, the Administration will conduct further analysis for feasibility and costs and incorporate them into the FY 23-24 City Manager’s Proposed Budget, as appropriate.
EVALUATION AND FOLLOW-UP
The discussion, feedback, and any direction provided by the City Council will be used to inform the FY 23-24 Mayor’s March Budget Message and the City Manager’s Proposed Budget.
COORDINATION
This memorandum and related documents were prepared in coordination with the City Attorney’s Office, the Housing Department, the Parks, Recreation, and Neighborhood Services Department, the Planning, Building, and Code Enforcement Department, the Police Department, the City Manager’s Budget Office, the City Manager’s Office of Administration, Policy, and Intergovernmental Relations, and the City Manager’s Office of Economic Development and Cultural Affairs.
PUBLIC OUTREACH
This memorandum will be posted on the City’s Council Agenda website for the February 28, 2023 City Council Special Meeting.
2 https://sanjose.legistar.com/View.ashx?M=F&ID=11576956&GUID=CD161BD5- F6F3-4F46-A5E9-688DA78397CE 3 https://sanjose.legistar.com/View.ashx?M=A&ID=1079688&GUID=E5A6E0C9- 2AF8-497A-9A44-B5D6741D0B44
HONORABLE MAYOR AND CITY COUNCIL
February 24, 2023
Subject: Special Meeting of the City Council on the Fiscal Year 2023-2024 City Council Priority-Setting Session #2 – Administration Report
COMMISSION RECOMMENDATION AND INPUT
No commission recommendation or input is associated with this action.
CEQA
Not a Project, File No. PP17-009, Staff Reports, Assessments, Annual Reports, and Informational Memos that involve no approvals of any City action.
PUBLIC SUBSIDY REPORTING
This item does not include a public subsidy as defined in section 53083 or 53083.1 of the California Government Code or the City’s Open Government Resolution.
DOLAN BECKEL
Chief of Staff for the City Manager
City Manager’s Office
For questions, please contact Dolan Beckel, Chief of Staff for the City Manager, [email protected].
ATTACHMENT A – CITY SERVICE AREA - CORE SERVICE MAP
ATTACHMENT B – PROGRAMS BY DEPARTMENT AND CITY SERVICE AREA ATTACHMENT C – MAYORAL TRANSITION COMMITTEE REPORT ANALYSIS
ATTACHMENT A
CITY SERVICE AREA CORE SERVICE MAP
A-1
ATTACHMENT B
PROGRAMS BY DEPARTMENT AND CITY SERVICE AREA
B-1
ATTACHMENT B
PROGRAMS BY DEPARTMENT AND CITY SERVICE AREA (Cont’d)
B-2
ATTACHMENT B
PROGRAMS BY DEPARTMENT AND CITY SERVICE AREA (Cont’d)
B-3
ATTACHMENT B
PROGRAMS BY DEPARTMENT AND CITY SERVICE AREA (Cont’d)
B-4
ATTACHMENT B
PROGRAMS BY DEPARTMENT AND CITY SERVICE AREA (Cont’d)
B-5
ATTACHMENT C
MAYORAL TRANSITION COMMITTEE REPORT ANALYSIS
C-1
On January 18, 2023, the Rules and Open Government Committee approved five Mayoral Transition Committees – on Clean Neighborhoods, Community Safety, Downtown Vibrancy, Homelessness, and Planning and Permitting – to generate a list of actionable and measurable recommendations to address these Mayor’s suggested Focus Areas and inform the Mayor’s March Budget Message and FY 23-24 Budget Process1.
The scope of each committee was bounded by one or two goals as shown in Table 1.
Table 1. Mayoral Transition Committees and Goals
Mayoral Transition Committees
Clean
Neighborhoods
Community
Safety
Downtown
Vibrancy
Homelessness Planning and
Permitting
Goals
Support City
beautification by
mitigating and
diminishing
vehicle blight,
graffiti, trash in
public spaces,
illegal dumping,
code violations,
weeds, and
overgrowth
Increase pedestrian
and traffic safety
Catalyze
momentum for
downtown to
become a
destination for
residents and
investment
Reduce
unsheltered
homelessness
Improve the
ease, speed,
and efficacy
with which
businesses can
engage with
San José
Reduce street level
crime and improve
felt experience of
safety for residents
and small
businesses
Mitigate impacts
of encampments
on local
communities
Each Mayoral Transition Committee Report identified three items:
• Outcomes – Outcomes define what success looks like from a holistic community impact or state of wellbeing perspective and are intended to align with City Service Area (CSA) Outcomes so that all efforts by the City are driving towards achieving the same (shared) outcomes for the community.
• Recommendations – Three to five recommendations were produced to help inform the FY 23-24 Budget Process, and three to five recommendations produced for the longer term (within the next two years). While the structure for the recommendations was flexible, the actual recommendations are largely related to existing core services and programs.
• Success Metrics – Outcomes and recommendations should be measurable via a success metric such as a community indicator, which is a performance measure that quantifies trends affecting outcomes (the well-being of communities). Success metrics are typically expressed as a rate or percentage and should be disaggregated by race and location to identify disparities and take action to close the disparities.
1 https://sanjose.legistar.com/View.ashx?M=F&ID=11576956&GUID=CD161BD5- F6F3-4F46-A5E9- 688DA78397CE
ATTACHMENT C
MAYORAL TRANSITION COMMITTEE REPORT ANALYSIS (Cont’d)
C-2
The Mayoral Transition Committee Reports are found in the February 14 Council memorandum.2
Initial staff analysis on the recommendations and success metrics are included below. To the extent that City Council approval of the FY 23-24 Mayor’s March Budget Message provides direction to include any of these recommendations and success metrics into the budget, the Administration will conduct further analysis for feasibility and costs and incorporate them into the FY 23-24 City Manager’s Proposed Budget, as appropriate.
Initial Analysis of Mayoral Transition Committee Recommendations
Each recommendation was evaluated across two dimensions:
1. Feasibility – could the Administration deliver the recommendation in FY 23-24?
2. Alternative– is there an alternate specific measurable recommendation that can drive the Outcome at similar scale?
The initial analysis of Mayoral Transition Committee Recommendations is found in Table 2.
Table 2. Mayoral Transition Committee FY 23-24 Recommendation Analysis
Clean
Neighbor-
hoods
Community
Safety
Downtown
Vibrancy
Homeless-
ness
Planning and
Permitting Overall
Percentage of total Recommendations Per Committee Avg
Feasible 100% 100% 100% 100% 100% 100%
Alternative 38% 13% 9% 30% 25% 23%
All the recommendations were feasible. For 23% of these recommendations, City staff proposed an alternative recommendation which would drive the outcome in the same direction at a similar scale.
Initial Analysis of Mayoral Transition Committee Success Metrics
The success metrics were evaluated across four dimensions:
• Collection:
o Yes - The City collects the defined metric today;
o Proxy - The City collects a similarly defined metric today; o No - The City does not collect metric or have a proxy today; and o N/A - The metric defined is not a metric (likely a deliverable/milestone). • Influence (Where the success metric is collected or there is a proxy):
o Strong – The City has a high degree of influence over ‘moving the needle’ on the success metric (no dependencies);
o Moderate – The City has a medium degree of influence over ‘moving the needle’ on the success metric (limited dependencies);
o Weak – The City has a low degree of influence over ‘moving the needle’ on the success metric (significant number of dependencies); and o None – The City has no influence over ‘moving the needle’ on the success metric.
2 https://sanjose.legistar.com/View.ashx?M=A&ID=1079688&GUID=E5A6E0C9- 2AF8-497A-9A44-B5D6741D0B44
ATTACHMENT C
MAYORAL TRANSITION COMMITTEE REPORT ANALYSIS (Cont’d)
C-3
• Disaggregation (Where the success metric is collected or there is a proxy):
o Yes (Race/Ethnicity) - The data can be broken down into race/ethnicity sub- categories;
o Yes (Location) - The data can be broken down into census tract or zip code; o Yes (Race/Ethnicity and Location) - The data can be broken down in both ways; o No - The City does not collect this data in this manner; and o Not Collected/Deliverable - The success metric is not collected or was defined as a deliverable.
• Frequency (Where the success metric is collected or there is a proxy):
o Every Two Years - Collection frequency is every two years; o Annually - Collection frequency is every year;
o Quarterly - Collection frequency is every 3-months;
o Monthly - Collection frequency is every 1-month;
o Ongoing - Collection occurs within service delivery; and o Not Collected/Deliverable - The success metric is not collected or was defined as a deliverable.
The summary of the analysis by dimension is:
• Collection - The City needs to improve data collection - 52% of success metrics are currently collected as defined or by a proxy.
• Influence - The success metrics defined are highly actionable - 78% of success metrics have ‘strong’ or ‘moderate’ control by the City.
• Disaggregation - The City needs to improve the ability to disaggregate data - 29% of success metrics are currently able to be disaggregated by race/ethnicity, location, or both. Not all success metrics defined by the transition committees lend themselves to collection methods where disaggregation by race/ethnicity and/or location is possible highlighting the challenge moving forward.
• Frequency - The City needs to improve the frequency of data collection at a high enough frequency for effective decision-making - 45% of success measures are collected quarterly, monthly, or during service delivery.
The detailed analysis of the Mayoral Transition Committee Success Metrics by Committee is found in Table 3.
Table 3. Mayoral Transition Committee FY 23-24 Success Metric Analysis Clean
Neighborhoods
Community
Safety
Downtown
Vibrancy
Homelessness
Planning and
Permitting
Collection
Yes 40% 67% 7% 48% 9%
Proxy 25% 8% 13% 3% 36%
No 30% 17% 60% 14% 9%
Deliverables 5% 8% 20% 34% 45%
ATTACHMENT C
MAYORAL TRANSITION COMMITTEE REPORT ANALYSIS (Cont’d)
C-4
Influence
Strong 25% 42% 13% 31% 55%
Moderate 60% 33% 67% 41% 36%
Weak 15% 25% 20% 28% 9%
None 0% 0% 0% 0% 0%
Disaggregation
Yes – Race/Ethnicity 5% 17% 0% 10% 0%
Yes – Location 25% 42% 7% 14% 0%
Yes – Both 0% 17% 0% 10% 0%
No 35% 0% 13% 17% 55%
Not Collected /
Deliverable
35% 25% 80% 48% 45%
Frequency
Every Two Years 0% 0% 0% 3% 0%
Annually 10% 8% 0% 7% 9%
Quarterly 0% 0% 13% 28% 0%
Monthly 0% 0% 0% 3% 9%
Ongoing 55% 67% 7% 14% 27%
Not Collected /
Deliverable
35% 25% 80% 45% 55%
This analysis highlights some of the gaps in the City’s performance reporting capabilities which require consideration of additional funding and staffing in FY 23-24. Further analysis will be included in the FY 23-24 City Manager’s Proposed Budget if directed by City Council’s approval of the Mayor’s March Budget Message.
In addition, the Administration proposes working with the City Council to iterate on performance scorecards and status reporting to ensure common expectations on methodology, content, and level of detail.