1 Attachment B
Strategic Support CSA and Appointees Metric Definitions Table 1. CSA Workforce Indicators and Performance Measures Outcome 1: Excellent City service delivery that enhances internal and external customer experience and engagement.
Workforce Indicators:
• Community Resourcing Revenue and Spending. Per capita community resourcing. (Finance).
• Employee to Community Demographics. City employee demographics compared to San José community. (Human Resources).
• Bilingual-Certified City Employees compared to Community Demographics. % of bilingual-certified City employees by language (oral and/or written) compared to community demographics. (Human Resources).
Performance Measures:
• Information Technology Customer Satisfaction Rates. % of Information Technology customers rating services as “Good” or “Excellent.” (Information Technology).
• Fleet and Equipment Services Customer Satisfaction Rates. % of Public Works customers who rate Fleet and Equipment Services service good or better. (Public Works).
• Facility Services Customer Satisfaction Rate. % of Public Works customers who rate facility services as good or excellent. (Public Works). • Revenue Management Call Timeliness. % of Revenue Management customer phone calls answered within 10 minutes. (Finance). • SJ311 Customer Satisfaction Score. % of San José 311 customers who rate their experience as “very good” or “good.” (Information Technology). • SJ311 Requests Meeting Time Targets. % of San Jose 311 service requests that meet turnaround time targets. (Information Technology). • Projects with Baseline Budget. % of Public Works projects completed within the approved baseline budget. (Public Works).
• Projects within Baseline Schedule. % of projects designed and constructed by Public Works within approved baseline schedule. (Public Works). • Average Days to Process Purchase Order. Average number of days to process and execute a purchase order after receipt of department request. (Finance).
• Labor Compliance Site Visits and Interviews. % of reviewed Labor Compliance projects receiving at least two site visits and worker interviews by project completion. (Public Works).
• Vendor Invoice Disbursements Paid. % of vendor invoices disbursements paid within 7 days of receipt from City departments. (Finance). 2 Outcome 2: Strategic investments in people, technology, and assets.
Community Indicators:
• Bond Rating. City’s General Obligation Bond rating: Moody’s; Standard & Poor’s; Fitch. (Finance).
• City’s Deferred Maintenance and Infrastructure Backlog. $ of ongoing infrastructure backlog unfunded needs. (Public Works).
• Fleet Vehicles Past Useful Life. % of vehicles past useful life. (Public Works).
Performance Measures:
• Uptime and Availability. % of Information Technology and Public Works uptime and availability. (Information Technology and Public Works). • Facility Condition Rating. % of facilities with a condition assessment rating of good or better. (Public Works).
• Vehicle and Equipment Availability. % of vehicles and equipment that are available for use when needed. (Public Works).
• Minimum Wage Case Resolution. % of minimum wage compliance cases resolved. (Public Works).
• Contracts Rejected Under Wage Theft Policy. % of contracts reviewed that are rejected due to wage theft policy noncompliance. (Public Works). • Cybersecurity Training Completion. % of employees completing monthly cybersecurity training. (Information Technology).
• Workers’ Compensation Claims Contact Completed. % of new workers’ compensation claims that receive contact with employee, the City, and the treating physician within 3 working days. (Human Resources). • Finance Contract Insurance Clearance Issued. % of Finance contracts processed for insurance clearance within 5 business days of receipt. (Finance).
Outcome 3: Inclusive, adaptive, and sustainable work environment.
Workforce Indicators:
• Employee Retirement Eligibility. % of employees that are eligible for retirement. (Human Resources).
• Sales Tax Revenue. San Jose Sales Tax revenue. (Finance).
Performance Measures:
• Human Resources Training Usage. % of employees who took a Human Resources-coordinated training in the last 12 months. (Human Resources). • Workers Compensation Claims Closure Rate. % of workers’ compensation claims closed. (Human Resources).
• Citywide Staffing Rate. % of positions filled as a total of budgeted positions. (Human Resources).
• Employee Turnover Rate. Employee Turnover Rate (excluding retirement). (Human Resources).
• Employee Engagement by Generational Breakdown. % of employees by generation. (Human Resources).
3 Table 2. Finance Department measures by core service
Core Service 1. Disbursements
Performance Measures:
• % of payroll payments made to employees accurately and timely on a biweekly basis.
• % of disbursements paid to vendors accurately and within 45 days. • Average number of days from invoice date to check issuance based upon date of receipt by the Finance Department.
Activity and Workload Highlights:
• # of vendor invoices paid.
• # of payroll disbursements paid accurately and timely. • # of payroll payments made.
Core Service 2. Financial Reporting
Performance Measures:
• Received Government Financial Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting award. • Received unmodified audit opinion on the Annual Comprehensive Finance Report (ACFR).
• Submission of the bimonthly Financial Report (BFR) accurately and timely.
Activity and Workload Highlights:
• # of Bimonthly Financial Reports (MFR) Completed.
Core Service 3. Purchasing and Risk Management
Performance Measures:
• % of purchase orders to be processed and executed within 90 calendar days of receipt of department request.
Activity and Workload Highlights:
• $ of value procured through purchase orders.
• $ of cost savings achieved through the purchase order process. • # of purchase orders (POs) processed and executed.
• # of contracts processed for insurance clearance.
• # of property loss prevention engineering visits.
4 Core Service 4. Revenue Management
Performance Measures:
• Return on Investment (ROI) for Revenue Management delinquent account collections.
• % of refunds processed within time targets.
Activity and Workload Highlights:
• Revenue Management Aging Receivable Balance for Current Receivables ($). • Revenue Management Aging Receivable Balance for Delinquent Receivables ($).
Core Service 5. Debt and Treasury Management
Performance Measures:
• Average return on investments and Comparison Benchmarks. • City’s current credit rating for non-general obligation bond debt.
Activity and Workload Highlights:
• $ of debt portfolio managed.
• $ of the City’s investment portfolio.
• Total volume and $ amount of revenue posted.
Table 3. Human Resources Department measures by core service Core Service 1. Employee Benefits
Performance Measures:
• Cost of benefits administration per Full Time Equivalent (FTE) employee. • % of employees contributing to Deferred Compensation. • % of employees enrolled in the in-lieu of plan.
• % of employees utilizing annual Primary Care Provider (PCP) check-ups/well visits.
• Ratio of benefitted employees to benefits staff.
Activity and Workload Highlights:
• Annual $ contributions to Deferred Compensation.
• # of benefit enrollments and changes processed.
• Leave usage in hours.
Core Service 2. Employment Services
Performance Measures:
• % of City employee gender compared to community demographics. • % of employees hired that are (Internal hires; External hires). • % of City’s hiring goals that are met.
5 Activity and Workload Highlights:
• # of positions filled.
• # of hired employees that are external versus internal.
Core Service 3. Health and Safety
Performance Measures:
• Expenditure for Workers’ Compensation per $100 of total City salaries, benefits, and retirement.
• % of unduplicated employees trained in safety.
• Rate of injuries and illnesses per 100 full-time workers (Total Recordable Incident Rate).
Activity and Workload Highlights:
• # of total Workers’ Compensation claims status.
• # of Workers’ Compensation disability hours.
Core Service 4. Training and Development
Performance Measures:
• % employees rating the effectiveness of training classes as “good” to “excellent.”
• % attendees who say that the training class met their objectives. • Annual Human Resources training investment per employee.
Activity and Workload Highlights:
• # of unique training courses offered, hours provided, registrations processed, and attendees.
• # of career-related outreach events.
• # of employees engaging in Citywide Mentorship Program.
Table 4. Information Technology Department measures by core service Core Service 1. Business Solutions
Performance Measures:
• % of project management office project success rate based on scope, timeliness, and budget.
• % of Microsoft security standards met for applications, data, devices, and identity (Microsoft Secure Score).
• % of Payroll Cycles completed in three days.
Activity and Workload Highlights:
• # of business systems managed.
• # of successful financial cycles closed on systems.
• # of successful payroll cycles processed on systems.
6 • # of successful pay, benefits, tax, and union agreement changes implemented prior to Finance/Human Resources/Employee Relations deadlines. • # of live technology deployments.
Core Service 2. San José 311
Performance Measures:
• % of Customer Contact Center contacts answered.
• % of San José 311 phone contacts resolved at first call. • % of San José 311 customers rating representative contact as professional, courteous, and knowledgeable.
• Average caller wait time.
• Average call duration.
Activity and Workload Highlights:
• # of Customer Contact Center Contacts.
• # of active SJ311 application and website users.
• # of total SJ311 requests.
• # of hang ups/lost calls.
Core Service 3. Technology Infrastructure and Operations Performance Measures:
• % of overall Technology Help Desk ticket volume resolved. • % of Technology Help Desk tickets resolved within 2 business days. • Average length of unplanned network outages.
• % of employees that have taken a privacy, data upscaling, or AI training in the last 12 months.
Activity and Workload Highlights:
• # of unplanned network outages.
• # of Severity 1 infrastructure service outages.
• # of Technology Help Desk tickets.
Table 5. Public Works Department measures by core service Core Service 1. Facilities Management
Performance Measures:
• % of City-owned buildings that are in full compliance with the Building Performance Ordinance (energy and water usage) including beyond benchmark requirement.
• % of preventative maintenance work orders completed.
• % of non-health and safety work completed within time standards.
Activity and Workload Highlights:
• # of corrective and preventative work orders completed. 7 • # of square footage maintained.
Core Service 2. Fleet and Equipment Services
Performance Measures:
• % of fleet in compliance with replacement cycle.
• % of fleet that is alternate fuel vehicles.
• $ per mile or hours, by equipment class and fuel type. • Average vehicle downtime that is out of service due to service or repair.
Activity and Workload Highlights:
• # of repair and preventative work orders.
• # of vehicles and equipment.
• # of City-operated charging stations.
• # of new vehicles delivered.
Core Service 3. Plan, Design, and Construct Public Facilities and Infrastructure Performance Measures:
• Departmental project delivery costs compared to target industry norm.
Activity and Workload Highlights:
• # of construction projects delivered.
• $ of project construction costs.
Core Service 4. Strategic Support
Performance Measures:
• % of projects that have labor compliance issues.
• Average City-staff Geographic Information System (GIS) web requests served per month.
• Average monthly usage of public-facing Geographic Information System (GIS) web services and applications.
• Average time of compliance (restitution paid to workers).
Activity and Workload Highlights:
• # of contracts reviewed for Public Works construction vs. Service and Maintenance.
• # of contracts with labor compliance violations identified (# of contractors; # of violations leading to a fine; # of workers with restitutions paid; # minimum wage; # prevailing wage; # of living wage).
• # of minimum wage compliance cases.
• # of contractors’ employees and workers owed restitution. 8 Table 6. Office of the City Attorney measures by core service Appointee: Office of the City Attorney
Performance Measures:
• % of time final case results are within staff analyses and/or recommendations.
• Cost of representation and advice and documentation compared to law offices of similar size, practice, and expertise, including other governmental law offices.
• % of survey respondents rating legal services satisfactory or better based on quality, cycle time, and professionalism.
Activity and Workload Highlights:
• # of claims and lawsuits filed.
• # of Council/Board/Manager memoranda prepared and reviewed. • # of documents reviewed.
Table 7. Office of the City Auditor measures by core service Appointee: Office of the City Auditor
Performance Measures:
• % of audit recommendations implemented (cumulative over 10 years). • Ratio estimated monetary benefit to audit cost (cumulative over 3 years). • % of proposed workplan completed or substantially completed during the fiscal year.
Activity and Workload Highlights:
• # of reports issued.
• # of reports per auditor.
• $ of estimated monetary benefits.
Table 8. Office of the City Clerk measures by core service Appointee: Office of the City Clerk
Performance Measures:
• % of Public Records Act requests received and fulfilled by the Clerk’s Office within 10 days of Request.
• % of Resolutions/Ordinances posted online within 3 business days of receipt from the City Attorney’s Office.
• % of Council draft minutes completed and posted online within 3 business days after the Council meeting.
• Estimated cost to document and track legislative actions per Council meeting.
9 • % of customers rating customer service experience with the Clerk’s Office as “good” or “excellent.”
Activity and Workload Highlights:
• # of meetings staffed.
• # of Council Actions recorded, processed, and tracked; # of Ordinances and Resolutions processed; and # of Brown Act agendas posted online. • # of grants processed (Council Office and Arena Community Fund); # of Onboarded Council staff (employees and volunteers).
• # of Public Records Act requests processed; # of documents supplied. • # of elections conducted.
Table 9. Office of the City Manager measures by core service Appointee: Office of the City Manager
Performance Measures:
• % of the public having contact with City employees who are satisfied or very satisfied with the: timeliness of City employees; courtesy of City employees; competency of City employees).
• % of CSA and Core Services performance measures meeting or exceeding their performance targets levels established by the City Council. • % of residents who are “satisfied” or “very satisfied” with the City’s quality of services.
• Digital Communication Scores: City Website Accessibility Score (Automated Testing); City Website Reading Level Score.
• % of residents who say they trust the City of San Jose. • General Purpose Reserves as a % of General Fund operating expenditures (CC Policy 1-18).
• % of City Council Referrals completed.
• % of Leadership and Supervision Academy participants who rate the Academy’s core courses as “good” or “excellent.”
• % of City employees that understand how racial equity, inclusion, disability access, accessibility, and intersectionality relate to their role (4 or better on a 5-point scale).
Activity and Workload Highlights:
• # of investigations conducted by the Office of Employee Relations; # of formal disciplines processed; # of Meet and Confer Issues (labor negotiations).
• # of City Council agenda reports; # of contracts/agreements approved; # of public record act requests processed by the City Manager’s Office. • $ budgeted towards operating and capital service delivery. 10 • # of social media and website interactions; # of e-notifications emails opened (news releases, flash reports, city news, etc.); # of language access vendor requests made by departments from Citywide Open Purchase Orders. • # of employees who take Citywide trainings.
Table 10. Office of Retirement Services measures by core service Appointee: Office of Retirement Services
Performance Measures:
• Actuarial Funded Status: Federated Pension Plan; Police and Fire Pension Plan.
• Trailing 10-year history of annual performance vs. discount rate. • Ratio of active (working) members to retired members.
Activity and Workload Highlights:
• # of employees retired by pension plan type: Tier 1; Tier 2; Tier 2B. • # of customer interactions received by type: Main customer service desk via calls; Email; Walk-in.
• Total $ amount in each plan type: Pensions (Federated; Police and Fire); Healthcare (Federated; Police and Fire).
• # of pension benefit applications processed.