6D
Date: December 16, 2024
To: Chair and Members of the Finance and Governmental Operations Committee From: Sheila Poisson, Finance Director | [email protected] Subject: Approve Key Performance Indicators for Departments. Expenditure: None.
RECOMMENDATION
Recommendation of the Finance Director that the Finance and Governmental Operations Committee:
1) Approve Key Performance Indicators (KPIs) for City Departments; and 2) Recommend to City Council to approve KPIs for City Departments.
FUNDING
None required.
DISCUSSION
Beginning with the Fiscal Year 2023-25 Operating Budget and Capital Improvement Plan , Key Performance Indicators (KPIs) for each department were included for the first time. Since that time staff have worked with departments to update these KPIs in an effort to better track department performance relative to the City’s Strategic Plan. This revised set of KPIs is designed to assign objective accountability measures for each department’s operational responsibilities.
This aligns with the recommendation of the Government Finance Officers Association (GFOA) that all organizations should identify, track, and communicate performance measures to monitor financial and budgetary status, service delivery, program outcomes, and community conditions .
The data collected using these performance measures can be used to make informed decisions at an operational, managerial, policy making, and community level. These KPIs may adjust over time to ensure that they are in alignment with the previously stated goals.
Staff started the initiative to develop a new set of department’s KPIs by conducting research of other cities, including Burbank, Glendale, and Pasadena. This research informed a set of sample KPIs, which was shared with each department. Using these as a reference, each department submitted a minimum of three KPIs along with target values (Attachment 1). These KPIs and their target values are readily understandable and provide additional clarity to the Department's operational outcomes.
Additionally, staff evaluated the City’s Strategic Plan and its’ sub -goals to link the Department’s KPIs to their assigned sub-goals, where feasible, which will help ensure that the KPIs are aligned 1 Finance and Governmental Operations Committee
December 16, 2024
with the City’s Strategic Plan . Moreover, t his will assist staff to evaluate the performance and allocate the City’s resources to needed areas more efficiently, which align with the City’s budget priorities and the Strategic Plans.
In the following fiscal year, staff will develop an online dashboard accessible to the public in order to communicate all of the department’s KPIs along with annual results and target values.
It is the recommendation of the Finance Director that the Finance and Governmental Operations Committee approve the Departments’ KPIs so that they can be presented to City Council on December 17, 2024 for approval. Upon approval, these will be incorporated into the FY2025 -27 Operating Budget and Capital Improvement Plan.
ATTACHMENT
1. Department’s Key Performance Indicators (KPIs) Summary Table 2 Attachment 1
Department Key Performance Indicator (KPI) Target Value (Annual) Description
City Attorney Number of civil litigation cases received and closed in the preceding year TBD
City Attorney Number of work requests received and closed in the preceding year TBD City Attorney Total number of training opportunities provided by the City Attorney's Office TBD
City Manager Percentage of Strategic Plan Subgoals Off Track <=5% This would be a measure as of a point in time, in percentage format, that would quantify the number of Strat Plan subgoals, as a percentage of total subgoals that are marked as “Off Track”.
City Manager Number change of unhoused indiviudal within the City <=0 This would be a measure of staff progress on combating homelessness. In this situation a zero means we have no increase/decrease in the population of those experiencing homelessness.
City Manager Viewer Retention Rate 30 seconds Achieve a monthly 30 second viewer retention rate average of 70% or better. (60-65% of viewers is considered "good" according to industry benchmarks) CIT Average amount of time to complete service requests Achieve a 2-hour
target in responding to
critical service
requests for a 98.5%
SLA
CIT Percentage of radios that are operational 100%
CIT Percentage of Cyber Security Incidents investigated and closed 100% of incidents
investiaged and
closed
CIT Percentage of Cyber Security threats prevented 100% of threats prevented
CIT Percentage of employees who complete cybersecurity training 100% employees complete the training
Community Development Number of revitalized and redeveloped commercial properties through the City's Commercial Facade Improvement Program. 3
Community Development Percentage of Code Compliance
Achieve 85% code
compliance through
the closing of code
enforcement cases
Community Development Customer Satisfaction Rate at Permit Center Achieve 90%
customer satisfaction
rate and 20%
reduction in wait
times
Community Services Number of public art pieces installed TBD 1 3
Attachment 1
Department Key Performance Indicator (KPI) Target Value (Annual) Description
Community Services Average number of attendees for library programs/ Number of library visitors/ Percentage of resources checked out TBD
Community Services Average enrollment rates of offered classes 75% Community Services Percentage of natural urban ecosystem and new green spaces and/or open spaces enhanced 5% Increase
Community Services Number of days to close a Community Services Service Requests 5 days Finance Percentage of internal audit recommendations implemented 100% Finance Total percentage of cooperative purchase agreements as a percentage of total purchase orders 33%
Finance Average number of days to complete requested change orders 3 days Finance Number of audit findings from 3rd party independent audits <=1 Finance Number of public engagement meetings >3
Finance Net change of new business added to the City Net positive Finance Average number of days to complete a Budget Transfer 3 days Fire Performance of 1st unit on-scene for all Fire incidents at the 90th percentile 6 min 24 secs
Fire Performance of 1st unit on-scene for all EMS incidents at the 90th percentile. 6 min 4 secs
Fire Percentage of initiated (performed) state-mandated inspection annually 100%
Fire Percentage of planned training at TUSD campuses that received fire and life safety training 100%
General Services Average time elapsed from submittal of facility work orders until project completed. <=3 days
General Services Number of gallons reduced through purchases of alternative fuel (green) vehicles.
Reduce fuel by 5,000 –
7,000 gallons
annually.
General Services Average time elapsed from Dept. approval of Central Services work orders until project completed. <=3 days
General Services Average time elapsed from submittal of graffiti work orders until abatement completed. <=2 days
Human Resources Percentage of employees who attend the Benefits Fair Annual particpation increase of 10%
Human Resources Average number of days from NeoGov requisition to posting online 7 days Human Resources Average number of days to complete processing PAFs per pay period 3 days Human Resources Average number of days to complete processing NeoGov Req 2 days Human Resources Average number of days to enroll employees in benefits Decrease of timeline by 10%
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Attachment 1
Department Key Performance Indicator (KPI) Target Value (Annual) Description
Police Department Average Police Response Time to Emergency Priority One Calls 5 Minutes This KPI measures the average time taken by the Torrance Police Department to respond to emergency priority one calls—incidents requiring immediate police presence due to imminent threats to life or property. Monitoring and improving response times enhance public safety and demonstrate our commitment to effective and timely law enforcement services.
Police Department Increase Hiring of Police and Professional Staff Reduce vacancies by 50%
This KPI tracks the number of new police officers and professional safety staff hired within a given period. Increasing our qualified personnel enhances the department's capacity to provide superior public safety services, supports community policing efforts, and ensures we meet the growing needs of the Torrance community.
Police Department Number of Felony Criminal Charges Filed Increase filings by over 5% from prior year
This KPI measures the number of misdemeanor and felony arrests/bookings made and the actual filing of criminal charges. By monitoring these figures, we gain insights into crime trends, evaluate the effectiveness of law enforcement efforts, and assess the efficiency of the criminal justice process in our community.
Police Department Number of community engagement meetings/events/forums 24 Public Works City's Pavement Condition Index (PCI) rating Sustain a minimum PCI rating of 70
Public Works Percent of local water supply sold
7 to 10% annual
increase of local water
sold through 2029,
with an overall goal of
70%
Public Works Number of trees planted
Plant 1,750 new trees
each year through
June 2027, for a total
of 7,000 new trees
Transit Percent of Bus On-time Performance 80%
This KPI is used by most transit agencies in the US and worldwide to demonstrate how reliable is the service. To measure On-time Performance, all of our buses are equipped with Automatic Vehicle Locator (AVL) system to track their location. This system tracks when a bus actually reaches a defined location (timepoint) in real time, comapred to the scheduled time. A bus is considered on time when it arrives within 1 minute early or 5 minutes after the scheduled time at any defined timepoint. Torrance Transit currently has approximately 130 timepoints with over 750 trips weekly. The numbers are reported to planning staff on daily, weekly, monthly, and annual basis. National average is 75% 3 5
Attachment 1
Department Key Performance Indicator (KPI) Target Value (Annual) Description
Transit Total Transit Ridership (All Bus, TCTP and future Microtransit) by annual passenger trips
2,000,000 passenger
trips
This KPI is used by most transit agencies in the US. Ridership (or boardings) is the number of rides taken by passengers using public transit. To measure ridership, all Torrance Transit buses are equipped with automatic people counters at the front and rear door, where passengers enter and exit the buses. These counters uses latest sensor technology to count the number of people boarding and exiting our buses. The numbers are reported to planning staff on daily, weekly, monthly, and annual basis. These sensors are tested on a regular basis and re-certified every 3 years to the Federal Transit Administration (FTA).
Transit Average vehicle revenue miles between mechanical failures 6,000 miles This is a vehicle reliability performance indicator that measures the average distance in miles that a transit vehicle travels before failure of a vital component forces removal of the vehicle from service. Valid mechanical road calls usually cause a delay in service. National average is approximately 5,500 miles.
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