11/13/2024
TO: PUBLIC SAFETY, FINANCE
AND STRATEGIC SUPPORT
COMMITTEE
FROM: Dolan Beckel
SUBJECT: See Below DATE: November 6, 2024
Approved Date:
SUBJECT: Strategic Support City Service Area Performance Modernization Status Report
RECOMMENDATION
Accept the status report on performance modernization updates for the Strategic Support City Service Area, including mission, outcomes, strategic goals and workforce indicators, performance measures, and activity and workload highlights.
BACKGROUND
As part of the City Manager’s Foundational Strategic Support Focus Area, Driving Organizational Performance, the Administration has been modernizing the City Service Area (CSA) to improve performance management. The two primary drivers of this modernization are:
1. The CSA performance management framework has not been updated in over 15 years, during which dynamic economic, environmental, and social priorities have changed dramatically, requiring a refresh to reflect a contemporary context; and
2. While the City of San José’s CSA framework is considered a national best practice, it was initially designed around program and service performance (“how well?” and “how much?”) and did not include a mechanism for outcome monitoring (“what impact?”). A high-performing local government must measure program and service performance and community and workforce impact.
The Strategic Support City Service Area and the corresponding departmental Core Services underwent a performance management modernization in Fiscal Year (FY) 2024-2025. This initiative included modernizing the elements of the Strategic Support CSA structure and the corresponding departmental Core Services performance PSFSS COMMITTEE AGENDA: 11/21/24
ITEM: (d)2.
PUBLIC SAFETY, FINANCE AND STRATEGIC SUPPORT COMMITTEE
November 6, 2024
Subject: Strategic Support City Service Area Performance Modernization Status Report
measures and activity and workload highlights for the Finance Department, Human Resources Department, Information Technology Department, and Public Works Department. The CSA modernization also added workforce indicators into the CSA structure to better measure outcomes that inform the equity, efficiency, and effectiveness of the City’s service delivery system and how it impacts the City’s workforce (see Attachment A for a glossary of terms). This differs from the other CSAs, which include community indicators that are focused on the impact service delivery systems have on the community the City serves. Appointee Offices, including the City Attorney, City Auditor, City Clerk, City Manager, and Retirement Services, all accepted the opportunity to participate in updating their missions, outcomes, performance measures, and activity and workload highlights. The Independent Police Auditor chose to participate in the performance modernization process alongside the Public Safety CSA in FY 2023-2024. Appointees are each structured with a mission statement, outcomes, performance measures, and activity and workload highlights. Data for the updated measures will be published in the FY 2025-2026 Operating Budget. A full list of measures and definitions for the Strategic Support CSA and Appointees can be found in Attachment B.
The performance modernization initiative is a collaboration between the Strategic Support CSA and departmental and office partners, the City Manager’s Office of Administration, Policy, and Intergovernmental Relations, the City Manager’s Budget Office, the Office of Racial and Social Equity, and the Information Technology Department.
This Public Safety, Finance and Strategic Support Committee item is consistent with the 2024-2025 City Manager’s Foundational Strategic Support Focus Area of Driving Organizational Performance and is complementary to the City Council Focus Area direction. The ongoing work plan includes:
• For FY 2024-2025, two additional City Service Areas and those related departmental Core Services will undergo performance management modernization: Environmental and Utility Services and Transportation and Aviation Services.
• Recognition that in the spirit of “iterate to improve,” key lessons from the initial modernization of each CSA may require the team to revisit previous work and incorporate new opportunities into a previously modernized CSA.
ANALYSIS
The City uses a performance-based budget as required by City Council Policy 1-18. All performance at the Core Service level must be consistent with the mission statements at the CSA and department levels and the outcomes of the CSA at the City level, meeting the performance, budget goals, and policies established by the Mayor and City
PUBLIC SAFETY, FINANCE AND STRATEGIC SUPPORT COMMITTEE
November 6, 2024
Subject: Strategic Support City Service Area Performance Modernization Status Report
Council. The CSA performance modernization initiative allows the Administration to report more meaningful measures and performance targets and forecasts in the budget.
Through this modernization effort, the number of total measures reported decreased by 7% while workforce indicators were added, enabling a clearer focus, reduced administrative burden, and a more effective logic model structure. In addition, the qualitative elements of the CSA were updated, including the mission, outcomes, and strategic goals.
During the process, department staff were asked to review and propose more meaningful measures using the following guidelines:
• Frequency: How often is the measure collected and reported? Does the measure adopt an adequate time horizon for impact? Can the measure be collected reliably over a specific period? Is there a lag between the collection and the reporting time?
• Equity: Can the measure be disaggregated by race/ethnicity, geographic location, income, and other categories to measure disparities? • Credibility: Is the measure used by other agencies? Is it peer-reviewed, evidence-based, or part of a standard? Can it be used to benchmark against other cities or jurisdictions across categories that matter to the policy or program? Is the methodology sufficiently accurate and precise? • Scope: Is the measure representative in ways that matter to the population impacted by the policy or program? What perspective and scale does the measure capture, including human, economic, material, environmental, and social? Is the measure strengths-focused and culturally responsive? • Relevancy: Does that measure align with an organizational or community goal? Is it meaningful to a range of stakeholders? Is it actionable? Is it understandable to all audiences?
The results of the Strategic Support CSA modernization effort are included in the tables below and include changes to the mission, outcomes, strategic goals, CSA performance measures, Core Service performance measures, and activity and workload highlights.
For the Appointee Offices, changes only include changes to the Appointee Core Service missions, outcomes, performance measures, and activity and workload highlights. A summary of the tables is:
• Table 1. CSA Mission, Outcomes, and Strategic Goals;
• Table 2. CSA Workforce Indicators and CSA Performance Measures; and • Table 3: Appointee Missions, Outcomes, Performance Measures, and Activity and Workload Highlights.
The full set of Strategic Support CSA workforce indicators, performance measures, and activity workload highlights can be found in Attachment B. This includes all Core Service
PUBLIC SAFETY, FINANCE AND STRATEGIC SUPPORT COMMITTEE
November 6, 2024
Subject: Strategic Support City Service Area Performance Modernization Status Report
measures for the departmental and office partners that comprise the CSA and full measure definitions.
Table 1. CSA Mission, Outcomes, and Strategic Goals
Mission: Shape an empathetic, engaged, and high-performing workforce with reliable infrastructure, technologies, and finances to enable accessible City services.
Outcome 1:
Excellent City service
delivery that enhances
internal and external
customer experience and
engagement.
Outcome 2:
Strategic investments in
people, technology, and
assets.
Outcome 3:
Inclusive, adaptive, and
sustainable work
environment.
Strategic Goal 1.1:
Set and exceed customer
expectations.
Strategic Goal 1.2:
Work as one team to
facilitate a seamless
customer experience.
Strategic Goal 2.1:
Ensure customers have the
well-maintained facilities,
tools, and equipment they
need.
Strategic Goal 2.2:
Protect customers with
timely review and
enforcement of regulations.
Strategic Goal 3.1:
Ensure a safe, healthy, and
well-trained workforce.
Strategic Goal 3.2:
Attract and retain a highperforming workforce.
Table 2. CSA Workforce Indicators and Performance Measures Outcome 1: Excellent City service delivery that enhances internal and external customer experience and engagement.
Workforce Indicators:
• Per capita community resourcing: Revenue generated; Government spending (Finance).
• City employee demographics compared to San José community demographics we serve: 2 or More; American Indian or Alaska Native; Asian / Pacific Islander; Black, African American; Mexican, Hispanic, Latino or Spanish Origin; Not Specified; White (Human Resources).
• % of bilingual-certified City employees by language (oral and/or written) to community demographics we serve: Spanish; Vietnamese; Chinese; Other Languages (Human Resources).
Performance Measures:
• Information Technology Customer Satisfaction Rates (Information Technology).
• Fleet and Equipment Services Customer Satisfaction Rates (Public Works). • Facility Services Customer Satisfaction Rate (Public Works).
PUBLIC SAFETY, FINANCE AND STRATEGIC SUPPORT COMMITTEE
November 6, 2024
Subject: Strategic Support City Service Area Performance Modernization Status Report
• Revenue Management Call Timeliness (Finance).
• SJ311 Customer Satisfaction Score (Information Technology). • SJ311 Requests Meeting Time Targets (Information Technology). • Projects within Baseline Budget (Public Works).
• Projects within Baseline Schedule (Public Works).
• Average Days to Process Purchase Order (Finance).
• Labor Compliance Site Visits and Interviews (Public Works). • Vendor Invoice Disbursements Paid (Finance).
Outcome 2: Strategic investments in people, technology, and assets.
Workforce Indicators:
• 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).
• % of vehicles past useful life by type: Police Patrol; Fire; General Fleet; Off Road; Other (Public Works).
Performance Measures:
• Uptime and Availability (Information Technology and Public Works). • Facility Condition Rating (Public Works).
• Vehicle and Equipment Availability (Public Works).
• Minimum Wage Case Resolution (Public Works).
• Contracts Rejected Under Wage Theft Policy (Public Works). • Cybersecurity Training Completion (Information Technology). • Workers’ Compensation Claims Contact Completed (Human Resources). • Finance Contract Insurance Clearance Issued (Finance).
PUBLIC SAFETY, FINANCE AND STRATEGIC SUPPORT COMMITTEE
November 6, 2024
Subject: Strategic Support City Service Area Performance Modernization Status Report
Outcome 3: Inclusive, adaptive, and sustainable work environment.
Workforce Indicators:
• % of employees that are eligible for retirement (Human Resources). • San Jose Sales Tax revenue (Finance).
Performance Measures:
• Human Resources Training Usage (Human Resources).
• Workers Compensation Claims Closure Rate (Human Resources). • Filled Positions (Human Resources).
• Employee Turnover Rate (Human Resources).
• Employee Engagement by Generational Breakdown (Human Resources).
Table 3. Appointee Missions, Outcomes, Performance Measures, and Activity and Workload Highlights
Appointee: Office of the City Attorney
Mission: The Office of the City Attorney is committed to providing excellent legal services and advice consistent with the highest professional and ethical standards, with the goal of protecting and advancing the City’s interests in serving the people of San José.
Outcomes:
• City Business is Conducted Lawfully.
• City’s Interests are Protected and Business Goals are Advanced.
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: City Attorney’s Office average hourly rate; Outside Legal Counsel average hourly rate.
• % 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: Claims filed against the City; Lawsuits filed against the City; Lawsuits and administrative actions filed or initiated by the City.
• # of Council/Board/Manager memoranda: Prepared; Reviewed. • # of documents prepared/reviewed by type: Resolutions; Ordinances; Agreements, and legal opinions/advice.
PUBLIC SAFETY, FINANCE AND STRATEGIC SUPPORT COMMITTEE
November 6, 2024
Subject: Strategic Support City Service Area Performance Modernization Status Report
Appointee: Office of the City Auditor
Mission: Identify ways to increase the economy, efficiency, effectiveness, equity, and accountability of City government by independently assessing and reporting on City operations and services.
Outcomes:
• Identify Ways to Increase the Economy, Efficiency, Effectiveness, Equity, and Accountability of City Government.
• Provide Independent, Reliable, Accurate, and Timely Information to the City Council, city management, and the general public.
Performance Measures:
• % of audit recommendations implemented (cumulative over 10 years). • Ratio estimated monetary benefit to audit cost (cumulative over 3 years). • % of proposed work plan completed or substantially completed during the fiscal year.
Activity and Workload Highlights:
• # of reports issued.
• # of reports per auditor.
• Estimated monetary benefits.
Appointee: Office of the City Clerk
Mission: Provide strategic support services and leadership to maximize public access to municipal government.
Outcome:
• The Municipal Legislative Process is Accessible and Open to the Community.
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. • % of customers rating customer service experience with the Clerk’s Office as “good” or “excellent.”
Activity and Workload Highlights:
• # of meetings staffed: City Council Meetings and Study Sessions; Council Committee Meetings; Other.
• Legislative Support: # of Council Actions recorded, processed, and tracked; # of Ordinances and Resolutions processed; # of Brown Act agendas posted online.
PUBLIC SAFETY, FINANCE AND STRATEGIC SUPPORT COMMITTEE
November 6, 2024
Subject: Strategic Support City Service Area Performance Modernization Status Report
• Council Support: # of grants processed (Council Office and Arena Community Fund); # of Onboarded Council staff (employees and volunteers). • Public Records Act Requests: # of requests processed (includes internal information / documents processed); # of documents supplied. • # of elections conducted: Consolidated; Standalone; Retirement Boards.
Appointee: Office of the City Manager
Mission: Provide strategic leadership to support the Mayor and City Council in its public policy decisions and deliver accessible, equitable, and quality services, facilities, and opportunities to the City’s diverse residents, businesses, and visitors.
Outcomes:
• A responsible administrative, budgetary, and policy framework for Mayor and City Council public policy decision-making.
• Supported, engaged, and empowered employees who provide efficient, effective, and inclusive services, facilities, and opportunities to the community.
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 (City Council 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:
• Employee Relations and Labor: # of investigations conducted by the Office of Employee Relations; # of formal disciplines processed; # of Meet and Confer Issues (labor negotiations).
PUBLIC SAFETY, FINANCE AND STRATEGIC SUPPORT COMMITTEE
November 6, 2024
Subject: Strategic Support City Service Area Performance Modernization Status Report
• Administrative Processes: # 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. • Communications Engagement: # of social media and website interactions; # of e-notifications emails opened (news releases, flash reports, city news, etc.) (Comms); # of language access vendor requests made by departments from Citywide OPOs.
• # of employees who take Citywide trainings by type: Mandatory trainings (Language access; Racial and social equity; Customer service; Workplace violence; Harassment prevention); Voluntary trainings (Language access; Communication/Media; Disability inclusion equity; Digital accessibility).
Appointee: Office of Retirement Services
Mission: Provide and maintain financially sound pension and healthcare plans.
Outcomes:
• Retirement plans are properly administered.
• Ensure fiscally sound investments to satisfy Retirement Plans’ obligations.
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.
The City Manager’s Budget Office works with Departments and Offices to collect and publish data for the performance measures in the Proposed Operating Budget released in May of each year. This allows staff and the City Council to use the modernized CSA state throughout the budget deliberation process to assess resourcing requests in the context of service delivery performance targets and forecasts before the approval of the annual budget.
Collectively, the measures in this memorandum are used to manage the outcomes and performance of the Strategic Support CSA. As such, the Administration uses them to drive resource and policy decision-making, demonstrate accountability, guide service
PUBLIC SAFETY, FINANCE AND STRATEGIC SUPPORT COMMITTEE
November 6, 2024
Subject: Strategic Support City Service Area Performance Modernization Status Report
improvements, share progress and lessons learned, identify models for replication, solicit reflections and ideas, educate stakeholders, and influence change.
Data for the measures described in this memorandum will be brought to the City Council as part of the Proposed Operating Budget for FY 2025-2026.
As part of the Administration’s continuing dedication to driving organizational performance, the Administration is exploring ways to be most efficient with existing resources while also seeking to sustain the City’s focus on performance management.
Opportunities may include a more in-depth focus by the City Manager’s Budget Office on performance management.
COORDINATION
This memorandum was coordinated with the City Attorney’s Office, the City Manager’s Budget Office, the Office of Racial and Social Equity, the Finance Department, the Human Resources Department, the Information Technology Department, the Public Works Department, the Office of the City Attorney, the Office of the City Auditor, the Office of the City Clerk, the Office of the City Manager, and the Office of Retirement Services.
/s/
Dolan Beckel
Chief of Staff for the City Manager
The principal author of this memorandum is Jennifer Piozet, Senior Executive Analyst, City Manager’s Office. For questions, please contact [email protected].
ATTACHMENTS
Attachment A: City Service Area Glossary of Terms
Attachment B: Strategic Support CSA and Appointee Metric Definitions