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Home My WebLink About10 - Performance Measures - Second Quarterly ReportCITY OF NEWPORT BEACH CITY COUNCIL STAFF REPORT Agenda Item No. 10 March 9. 2010 TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: City Manager's Office Sharon Wood, Assistant City Manager 949 - 644 -3222, swood @newportbeachca.gov SUBJECT: Second Quarterly Report on Performance Measures RECOMMENDATION: Receive and file. DISCUSSION: Background: The City Council approved the final report from ICMA on performance measures and benchmarks on September 8, 2009. Staff began collecting data for the majority of the measures (except those requiring internal or external survey data) at the start of Fiscal Year 2009 -10, and the City Manager and I provided a status report to the City Council on November 24, 2009. Staff provided the first quarterly report on performance measures at the City Council priority setting session on January 9, 2009. Council members made some comments on performance, but did not direct staff to make any changes in performance measures or the reporting format. As a reminder, we differentiate performance measures from benchmarks this way: • A performance measurement is a way to measure ourselves internally, including by comparing our actions against the same action over consecutive quarters or years, or our costs to provide a service against our cost in a previous period. • Benchmarks are ways to measure ourselves externally against other jurisdictions that provide similar services. How Are We Doing? Attached is the performance measurement report for the second quarter of 2009 -10. Once again, it includes all of the performance measures approved by the Council in Second Quarterly Report on Performance Measures March 9, 2010 Page 2 September, whether or not data is available yet. As we noted in November, data is available for the majority of measures, with the exception of measures requiring a survey. For measures that are reported annually rather than quarterly, comments are made to indicate whether data was reported in the first quarter or will be reported later in the year. Two quarters of data are not sufficient to see trends in performance, but some increases or decreases in performance are explained in comments. The following positive performance highlights are shown in the report: • All reserve balances continued to meet or exceed Council policy. • The City's IT network and major subsystems continued to be available for use 99.9% of the time. • 100% of litigation matters continued to be resolved in favor of the City or within Council approved settlement range. • The percent of times that routine IT requests were addressed within 8 hours increased from 89% to 93 %. • The first non - inspection response to code and water quality complaints remained under 24 hours. • 55% of development plans were approved over the counter. (The 1st Quarter report of 32% was in error, and should have been 56 %.) • Staff error was noted as the reason for a plan correction being required. We aren't proud of staff errors, but it is noteworthy that staff took responsibility for the error and helped make this a meaningful measure. • All development services departments met the first plan review goal of 30 days at least 90% of the time. • City custody of tenant improvement plans decreased from 50 days to 36 days. • 94% of building inspections were provided on the day requested. • 100% of non life safety fire hazard complaints were responded to within 2 business days. • The percent of fire hazard complaints resolved within 10 business days increased from 53% to 82 %, and the percent resolved within 20 days increased from 60% to 100 %. • 100% of streets were swept on schedule, as in the 1st Quarter. • The percent of employees passing probation increased from 76% to 83 %. • FBI UCR Part I crime rates decreased from 318.44 to 224.15. • 100% of CIP projects were completed within the original construction contract cost plus 10 %. (Target: 95 %) • 100% of all CIP projects were completed within two months of the approved baseline completion date. (Target: 85 %) • 100% of non - emergency signal maintenance requests were responded to within 5 days (Target: 90 %) 1�_ Second Quarterly Report on Performance Measures March 9, 2010 Page 3 • 99% of senior transportation clients continued to be taken to their destinations within 5 minutes of scheduled time. • The percent of streetlights repaired within 7 days'of notice increased from 85% to 98 %. • 100% of electrical service requests were responded to within 24 hours. In addition, the report shows some areas in which staff is working to improve our performance. • The percent of development plans approved after first review increased from 6% - 39% to 9% - 45 %, depending on department. Although improved from the 15t Quarter, staff is working on ways to further improve performance in this area. • The average number of review cycles for development plans continued to be in the range of 2 to 4, depending on type of project. Staff continues to work on this performance measure, in conjunction with the previous measure. • 73% of Employee Performance Evaluations were completed on time, a slight decrease from the 16t Quarter. A staff task force is close to finishing revisions to the form and online procedures to make it easier to complete evaluations. Submitted by: Sharon Wood Assistant City Manager Attachment: Performance Measurement Report, 2nd Quarter 2009 -2010 31 How Are We Doing? MEASURING OUR PERFORMANCE CITY OF NEWPORT BEACH - 2009 -2010 1" Qtr 2nd Qtr rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June Administrative Services Budgeting Key Reserve balances meet or exceed target Council Yes Yes reserve levels: Yes Yes • General Fund Contingency Reserve Yes Yes • Equipment Replacement Fund • Facility Replacement Plan Yes Yes • General Liability Reserve Fund Yes Yes • Workers' Compensation Fund Yes Yes Compensated Absences Annual Contributions toward replacement plans and long -term liabilities meet or exceed the Council policy requirement for each program: • Equipment Replacement Fund • Facility Replacement Plan • General Liability Reserve Fund To be reported on annual basis at end of • Workers' Compensation Fund fiscal year • Compensated Absences • Retiree Insurance Liabilities • Employee Pension Liabilities • Retiree Insurance Liabilities The City has received the GFOA Award for CAFR Award announcement to be made in Excellence May 2010 Administrative Services Information and Technology Services Percentage of time the City's network and major 99.9/ 99.9% subsystems such as email, voicemail, Pentamation Financial package, etc. are available for use Cost of central network support per hour the network is This will be in an annual report; IT is still available (for each major sub - system) working on a tracking mechanism Cost of network support per workstation This will be in an annual report; IT is still working on a tracking mechanism 1" Qtr 2nd Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan-Mar Apr -June IT Operations and Maintenance (O &M) expenditures To be reported on annual basis at end of as percentage of jurisdiction O &M fiscal year %timely resolution of IT issues: • Priority 1 — A problem impacting a significant None None group of users or any mission critical IT service affecting a single user or group of users (30 minutes) • Priority 2 — Non - critical, but significant issue, or None None an issue that could escalate if not addressed quickly (60 minutes) • Priority 3 — Routine support requests that 89% 93% impact a single user or non - critical software or hardware error 8 hours Administrative Services Purchase Requisition /Ordering Percent of supplier bids awarded without delay due to 100% 100% re -bid or protest Dollars saved on purchase orders compared to total $47,685 $33,487 cost submitted on requisitions Purchasing administrative cost as percentage of total Information will be provided at end of fiscal purchase year Average number of calendar days from receipt of requisition to Purchase Order Issuance for bid amounts 9,89 10 of $10,000 to $25,000 City Attorney Contract Approval Cost of representation by in -house OCA compared with $17.46/ Based on FY budget benchmark cities and outside firms capita 7 cities in comparison group of 12 have higher costs for in -house OCA Responsiveness by OCA to form contract review and 3.3 N/A July survey of mgmt team; 3 = Meets approval as to form Expectations; 4 = Exceeds Expectations Responsiveness by OCA to complex contract and Ordinance review and approval as to form City Attorney Litigation Matters % of Cases resolved in favor of the City and /or within 100% 100% Council-Approved settlement range M 1" Qtr 2nd Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June % of Code Enforcement cases referred to OCA which Reported to City Council in closed session result in substantial compliance 3 criminal code enforcement cases resolved 2nds Qtr Cost per case litigated City Clerk Records Management Overall expenditures to manage records $77,759 $73,200 Annual revenue from fees /charges $50.00 $50.00 Internal Customers: % of permanent documents (ordinances, resolutions, minutes, agenda packets, 100% 100% etc.) entered into Alchemy record system within six business days All Customers: Provide requested paper or electronic documents within time targets (TBD based on type, 100% 100% accessibility and complexity of request). City Manager Community Code Compliance Rates of complaint resolution /compliance obtained through: No new code enforcement cases referred • Phone call, meeting, letter to the City Attorney's Office • Notice of Violation (NOV) 100% 100% • Administrative Citation Code Compliance expenditures per capita $5.35 Based on FY budget Average days from complaint to first non - inspection response .75 .75 City Manager Water Quality/Environmental Protection # of Beach Mile Days when beach water quality AB411 period covers summer only; warnings are posted during the summer (AB411) .73 N/A information not available for 2 "d and 3rd period Quarters Average Star Rating (5 Star maximum) of City Beaches by the Natural Resources Defense Council Annual Data for this measure is reported annually Beach Report (Newport Beach at Balboa Pier and Newport Beach at Newport Pier) n arrears Costs for compliance with NPDES permit regulations $5.8M As reported in NPDES Annual Report for FY 1009 -10 M 1s` Qtr 2nd Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June City Manager Public Information /Communication Percentage of customers that were able to find the Data will be available for 3`d Quarter information desired on the City Web site City web site usage - % of total services transacted on Measure is too broad; needs to be refined line. for meaningful data collection Frequency of postings /edits to City Web site Measure is not well defined to provide useful information. Staff will redefine measure. Development Services Plan Check • of projects approved over the counter 56% 55% Includes ALL permits applied and approved same day, with and without plans • of projects approved after first review, after being taken in for review (by dept) 6.3% 8.8% • Building 27.8% 36.7% • FMP • Fire 39% 45.3% • Planning 26.4% 27% • Public Works 24.3% 37% % of corrections required due to: • Incomplete submittal 12.6% 14.5% • Staff error 0 .21% • Lack of code compliance 87% 85.2% • Project changes .43% 0% Average number of review cycles, by project type: • Residential w/ valuation < $200,000 2 2 No new commercial projects approved in • Residential w/ valuation > $200,000 4 4 2nd Quarter • New Commercial 4 N/A • Commercial addition /alternation/TI 3 3 Application fees Budget expenditures per $1,000 valuation of permits $17.18 Based on FY budget issued 1't Qtr 2nd Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June Percentage of first plan reviews completed in 30 days, by department • Building 98% 98% • EMP • Fire 95% 97% • Planning 97% 100% • Public Works 95% 97% 95% 90% Number of days with City /applicant, by project type: Average number of days are cumulative, • Residential w/ valuation < $200,000 23/32 20/23 not consecutive • Residential w/ valuation > $200,000 109/117 91/178 No new commercial projects approved in • New Commercial 92/180 N/A 2nd Quarter • Commercial addition /alternation/TI 50/37 36/36 Development Services Building Inspections Application fees Budgeted expenditures per $1,000 valuation permits $9.50 Based on FY budget issued % of inspections provided on the day requested 95% 94% % of construction related complaints investigated on 95% 90% Decrease is attributed to data entry errors, the next business day after the complaint is received not actual time to investigate Fire Fire and Life Safety Hazard Complaint Resolution Cost per complaint investigated. $139 $80 % of non -life safety complaints responded to within 2 93% 100% business days. % of complaints resolved within 10 business days. 53% 82% % of complaints resolved within-10-20 business days 60% 100% % of complaints unresolved 0 0 Fire Emergency Response Percentage of structure fires confined to room /structure 80% 81% of origin Fire & EMS operating expenditures per 1000 $318,399 Based on FY budget population Excludes all lifeguard costs Fire & EMS Staffing — FTE's per 1000 population 1.58 1.58 1s` Qtr 2 "a Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June Percentage of emergency calls in which the first unit 65% 63% arrives within 5 minutes of station dispatch Percentage of emergency calls in which the first unit arrives within 8 minutes of station dispatch g0% 83% % of structural fire calls in which the first Truck 87.5% 67% Ability to meet standard depends on Company arrives within 8 minutes of call entry by Fire driving time Dispatch General Services Beach and Pier Maintenance # of service requests by type & area: • Type: • Infrastructure (restrooms, fire rings) 0 0 • Appearance (natural debris on sand, foreign debris on sand) 16 7 • Area: • Beach Areas 1 -6 13 7 • Little Corona 0 0 • Balboa Island 0 0 • Bayside /Miser 1 0 Total annual maintenance cost: • per beach -mile NSA Based on FY budget • per acre $1,544 Staff- hours /month 1,926 1,721 General Services Park Maintenance # of service requests by type & facility: • Type: • Infrastructure (restrooms, irrigation) 11 9 • Appearance (natural debris in landscaping, foreign debris in g 3 landscaping, natural debris on turf, foreign debris on turf, foreign debris in native /sensitive areas • Maintenance cost/contract acre $3,965 • Maintenance cost/in -house acre $4,705 • Maintenance cost/developed acre $4,049,640 • Maintenance cost/undeveloped acre $1,455,339 A 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June General Services Refuse Collection In compliance with State mandated recycling rate Yes Number of non - routine issues /requests for service 104 105 Operating and maintenance expenditures for refuse $55.70 Based on FY budget collection per refuse collection account Comparison of costs /expenditures to annual HF &F Study not yet available study, selected cities in region % of non - routine issues /requests for service resolved 65% 90% by the next business day cif o erated routes only) General Services Street Sweeping Percent of streets swept on schedule 100% 100% Operating and maintenance expenditures per linear $16.82 Based on FY budget mile swept -1 Time between sweepings week 1 week Human Resources Employee Relations Average Length of Employment 11.7 yrs 11.1 yrs Reduction due to retirement of 30 employees through ERIP % of Grievances resolved before passing from 100% 100% management control • of timely responses to grievances filed 100% 100% • of Employee Performance Evaluations completed on 75% 73% time Human Resources Employment Services Citywide Turnover Rate 1.4% 4.1% Increase due to ERIP retirements Citywide Vacancy Rate 4.8% 5.8% Increase due to ERIP retirements % of Employees passing probation 76% 83% Cost of central HR per City FTE $1,103 Based on FY budget Cost per Hire for: • Executive Recruitments $16,030 $13,470 Executive costs include Administrative • Police /Fire $3,735 $3,005 Services Director recruitment • Non - Police /Fire $376 $402 A 1" Qtr 2nd Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June % of time Hiring Timeline Goals are met: Excludes executive recruitments conducted • Outside Recruitments 77.8% 100% by consultant • Internal Promotions Average days to hire: Excludes executive recruitments conducted • Outside Recruitments 49 36 by consultant • Internal Promotions 21 N/A Library Customer Service Number of reference transactions per FTE 791 701 High ratings from Secret Shoppers indicating that 91.38% N/A Next report available 3`d Quarter accurate answers were received quickly Costs per checkout item in relation to the operating 3.97 3.81 CDM Branch was closed for 3 weeks in July budget for public services Materials expenditures per capita $7.42 Based on FY budget Cost per Reference question in relation to the $7,83 $8.54 reference staffing costs Amount of time it takes fora new item to go from initial 2 days receipt to the shelf Police Crime Prevention Percentage of residents who participate in some form .52% 4% of neighborhood watch as sponsored by the Police Broad distribution of crime alert in January Department Crime prevention expenditures per 1,000 population $107.37 $112.27 Police Emergency Response Average response time to top priority calls (from receipt 2.3 min. 3.1 min. of call to arrival on scene % of emergency calls (present and imminent threat to life or property) answered by dispatchers within 5 89% 91% seconds % of emergency calls (police response with lights and 94% 99% sirens ) responded to by field officers within 5 minutes Police Investigations FBI UCR Part I Crime rates 318.44 224.15 of reported UCR Part I crimes (including Police- 25% 35% initiated cases ) that received criminal investigations l.t Qtr 2nd Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June % of investigated UCR Part I crimes cleared (including 43% 34% crimes cleared by Patrol Officers Percentage of UCR part I crimes cleared 30% 23% Expenditures per UCR Part I crime cleared $5,926 $10,515 Percentage of crimes investigated within time targets 96% 58% Number of UCR Part I crimes investigated (30 days) increased from 1" Qtr, and number of Detectives decreased temporarily Public Works Capital Improvement Plan Delivery Maintain a citywide minimum average Pavement To be reported annually in 4th Quarter Condition Index of 80 and minimum individual street ratings of 60 Slurry Seal all local and residential streets as well as To be reported annually in 4th Quarter city parking lots at a minimum of every 8 years Deliver 95 percent of CIP projects (by category) scheduled for completion within a Fiscal Year within the original construction contract cost plus 10 %: • Facilities 50% 100% • Parks, Harbors, Beaches 50% • Streets and Drainage 60% • Traffic 100% • Water 100% Substantially complete 85% of all CIP projects (by category) scheduled for completion within a Fiscal Year within two months of the approved baseline completion date: • Facilities 75% 100% • Parks, Harbors, Beaches 100% • Streets and Drainage 80% • Traffic 50% • Water 100% Public Works Traffic and Transportation Management Monitor corridor travel times (travel time /volume) for percent change Data collection to begin February 2010 Pavement Condition Index compared to Orange Based on OCTA data provided every 2 years County cities 10 1" qtr 2nd Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June Respond to and correct non - emergency signal 100% 100% maintenance requests within 5 days 90% of the time Recreation After School Programming % of total capacity filled with registered participants N/A 62% School year and program began 2nd Quarter Program cost recovery rate 35% Based on FY budget Council policy is 30% cost recovery Recreation Senior Transportation Cost per client trip $29.18 $25.41 % of Transportation requests scheduled within one 98% 99% business day % of Trips client gets to destination /appointment within 99% 100% 5 minutes of schedule time Utilities Drinking Water Supply Number of leaks /breaks per 100 miles piping (AWWA) 1 6 Percentage of days in full compliance with regulations 100% 100% AW WA Number of unplanned disruptions affecting more than 0 0 1,000 customers Operation and Maintenance Cost Ratios: • O &M cost per account $106 Based on FY budget • O &M cost per MG distributed $155 Percentage of customer service requests responded to 100% Data gathering began 11/1/09 within 24 hours Utilities Electrical Services Percentage of Planned vs. Unplanned Streetlight Data gathering began 11/1/09 Maintenance hours Operations & Maintenance Cost Ratios: O &M cost per $81.62 Based on FY budget streetlight Percentage of streetlights repaired within 7 days of 85% 98% notice Percentage of service requests responded to within 24 100% Data gathering began 11/1/09 hours 10 11 1st qtr 2nd Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June Utilities Wastewater Collection Collection System Integrity — number of collection system failures each year per 100 miles of collection 0 3 system pipi n Number of sewer overflows per 100 miles collection 1 1 system piping (AWWA) Beach mile days of beach closures From Orange County Health Care Agency annual report Operations & Maintenance Cost Ratios: • O &M cast per account $22 Based on FY budget • O &M cost per mile $2,000 Percentage of customer service requests responded to 100% Data gathering began 11/1/09 within 24 hours 11