HomeMy WebLinkAbout17 - Third Quarterly Report on Performance MeasuresCITY OF NEWPORT BEACH
CITY COUNCIL STAFF REPORT
Agenda Item No. 17
May 11, 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: Third 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 third quarter of 2009 -10. Once
again, it includes all of the performance measures approved by the Council in
Third Quarterly Report on Performance Measures
May 11, 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.
Since we still have less than a full year of data, it's still difficult to identify trends in
performance, but some increases or decreases in performance are explained in
comments. In addition, corrections to performance measure reporting are noted for
Development Review and the Police Department. 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.
• The percent of times that routine IT requests were addressed within 8 hours has
increased in each quarter of reporting, and is now at 95 %.
• The first non - inspection response to code and water quality complaints remained
under 24 hours — and significantly so, with staffs extra efforts to improve service
and an improved reporting method.
• Development plans continue to be approved over the counter at a rate of at least
55 %.
• All development services departments met the first plan review goal of 30 days at
least 95% of the time.
• 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.
• 85% of fire hazard complaints were resolved within 10 business days.
• 100% of streets were swept on schedule, as in the first two quarters.
• The percent of employees passing probation increased again, from 83% to 93 %.
• No employee grievances were filed in the third quarter.
• The citywide employee vacancy rate more than doubled from the first half of the
fiscal year, to 12.5 %, due to the Early Retirement Incentive Program.
• Average Library Secret Shopper ratings were 92% out of a possible 100 %.
• 100% of Facilities and Streets and Drainage 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 %)
• Nearly 100% 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 again, from
98% to 100 %.
Third Quarterly Report on Performance Measures
May 11, 2010
Page 3
As in the last quarter, 100% of electrical service requests were responded to
within 24 hours.
Submitted by:
Sharon Wood
Assistant City Manager
Attachment: Performance Measurement Report, 3rd Quarter 2009 -2010
HowttJ4re We Doing?,
MEASURING OUR PERFORMANCE'
C(TY OF NEWPORT BEACH 2,009-2010
___P
Qtr
2nd Qtr
3rd 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
Yes
reserve levels:
Yes
Yes
Yes
• General Fund Contingency Reserve
Yes
Yes
Yes
• Equipment Replacement Fund
• Facility Replacement Plan
Yes
Yes
Yes
• General Liability Reserve Fund
Yes
Yes
Yes
• Workers' Compensation Fund
Yes
Yes
Yes
• Compensated Absences
Yes
Yes
No
3`d Qtr minimum balance not met due to
ERIP and higher than normal volume of
leave payouts
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%
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
1" Qtr
2nd Qtr
3rd Qtr
4th Qtr
Comments
Jul -Sep
Oct -Dec
Jan -Mar
Apr -June
Cost of network support per workstation
This will be in an annual report; IT is still
working on a tracking mechanism
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
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
None
an issue that could escalate if not addressed
quickly (60 minutes)
• Priority 3 — Routine support requests that
89%
93%
95%
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%
100%
re -bid or protest
Dollars saved on purchase orders compared to total
$47,685
$33,487
$17,337
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
5
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
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
1s` Qtr
2nd Qtr
3rd Qtr
4th Qtr
Comments
Jul -Sep
Oct -Dec
Jan -Mar
Apr -June
City Attorney
Litigation Matters
% of Cases resolved in favor of the City and /or within
100%
100%
100%
Council-Approved settlement range
% 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
$70,000
Annual revenue from fees /charges
$50.00
$50.00
$50.00
Internal Customers: % of permanent documents
(ordinances, resolutions, minutes, agenda packets,
100%
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%
100%
accessibility and complexity of request).
City Manager
Community Code Compliance
Rates of complaint resolution /compliance obtained
through:
• Phone call, meeting, letter
No new code enforcement cases referred
• Notice of Violation (NOV)
to the City Attorney's Office
• Administrative Citation
100%"
100%
100%
Code Compliance expenditures per capita
$5.35
Based on FY budget
Average days from complaint to first non - inspection
3`d Qtr reflects improved performance, as
response
.75
.75
.16
well as improved accuracy in reporting
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
N/A
information not available for 2 "d and 3`d
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
1" Qtr
2nd Qtr
3rd Qtr
4th Qtr
Comments
Jul -Sep
Oct -Dec
Jan -Mar
Apr -June
Newport Beach at Newport Pier)
in arrears
Costs for compliance with NPDES permit regulations
$5.8M
As reported in NPDES Annual Report for FY
1009 -10
City Manager
Public Information /Communication
Percentage of customers that were able to find the
58%
Based on Google analytics "bounce rate'
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%
56%
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)
• Building
6%
9%
11%
3rd Qtr correction to remove projects
• EMP
26%
37%
36%
approved over the counter from data; 1"
• Fire
47%
45%
35%
and 2nd
Qtrs adjusted for consistency
• Planning
26%
27%
24%
• Public Works
23%
37%
39%
% of corrections required due to:
• Incomplete submittal
12.6%
14.5%
12%
• Staff error
0
.21%
• Lack of code compliance
.33%
• Project changes
870
85.2%
88%
.43%
0%
.11%
Average number of review cycles, by project type:
2 new commercial projects approved in 3'd
• Residential w/ valuation < $200,000
2
2
2
Qtr: one proposed floor area above GP limit
• Residential w/ valuation > $200,000
4
4
4
and did not provide shoring plans and
• New Commercial
• Commercial addition /alternation/TI
4
N/A
5
design calculations; one was for work done
3
3
3
without a permit that required special
approvals and document recordation
1' Qtr
2nd Qtr
3rd Qtr
4th Qtr
Comments
Jul -Sep
Oct -Dec
Jan -Mar
Apr -June
Application fees
Budget expenditures per $1,000 valuation of permits
$17.18
Based on FY budget
issued
Percentage of first plan reviews completed in 30 days,
by department:
• Building
• EMP
98%
98%
99%
• Fire
95%
97%
100%
• Planning
97%
100%
98%
• Public Works
95%
97%
97%
95%
90%
95%
Number of days with City /applicant, by project type:
Average number of days are cumulative,
• Residential w/ valuation < $200,000
9/17
10/16
12/18
not consecutive
• Residential w/ valuation > $200,000
• New Commercial
51/94
56/94
38/62
No new commercial projects approved in
• Commercial addition /alternation/TI
136/140
N/A
121/272
2nd Quarter
24/38
/
18 24
/
19 39
/
re Qtr correction to eliminate double
3
counting; 1" and 2nd Qtrs adjusted for
consistency
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%
94%
% of construction related complaints investigated on
959/.
90%
94%
2 "d Qtr decrease is attributed to data entry
the next business day after the complaint is received
errors, not actual time to investigate
Fire
Fire and Life Safety Hazard Complaint Resolution
Cost per complaint investigated.
$139
$80
$81
% of non -life safety complaints responded to within 2
93%
100%
100%
business days.
"/o of complaints resolved within 10 business days.
53%
82%
85%
• of complaints resolved within 10 -20 business days
60%
18%
15%
• of complaints unresolved
0
0
1" Qtr
2nd Qtr
3rd Qtr
4th Qtr
Comments
Jul -Sep
Oct -Dec
Jan -Mar
Apr -June
Fire
Emergency Response
Percentage of structure fires confined to room of origin
80%
81%
67%
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
1.58
Percentage of emergency calls in which the first unit
659/.
639/.
65%
arrives within 5 minutes of station dispatch
Percentage of emergency calls in which the first unit
arrives within 8 minutes of station dispatch
80%
83%
85%
% of structural fire calls in which the first Truck
Ability to meet standard depends on
Company arrives within 8 minutes of call entry by Fire
87.5%
67%
78%
driving time
Dispatch
General Services
Beach and Pier Maintenance
# of service requests by type &area:
• Type:
o Infrastructure (restrooms, fire rings)
0
0
4
o Appearance (natural debris on sand,
foreign debris on sand)
16
7
13
• Area:
• Beach Areas 1 -6
13
7
14
• Little Corona
0
0
0
• Balboa Island
0
0
3
• Bayside /Misc.
1
0
0
Total annual maintenance cost:
• per beach -mile
NSA
Based on FY budget
• per acre
$1,544
1,926
1,721
1,502
General Services
General Services
Park Maintenance
# of service requests by type & facility:
• Type:
• Infrastructure (restrooms, irrigation)
11
9
6
• Appearance (natural debris in
landscaping, foreign debris in
8
3
5
landscaping, natural debris on turf,
foreign debris on turf, foreign debris in
1" Qtr
2"d Qtr
3rd Qtr
4th Qtr
Comments
Jul -Sep
Oct -Dec
Jan -Mar
Apr -June
native /sensitive areas
• Maintenance costicontract acre
$3,965
Based on FY budget
• Maintenance costlin -house acre
$4,705
• Maintenance cost/developed acre
$4,049,640
Based on FY budget
• Maintenance cost/undeveloped acre
$1,455,339
General Services
Refuse Collection
In compliance with State mandated recycling rate
Yes
Annual report
Number of non - routine issues /requests for service
104
105
206
3rd Qtr improved reporting of requests
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%
96%
by the next business day (city operated routes only)
General Services
Street Sweeping
Percent of streets swept on schedule
100%
100%
100%
Operating and maintenance expenditures per linear
$16,82
Based on FY budget
mile swept
Time between sweepings
1 week
1 week
1 week
Human Resources
Employee Relations
Average Length of Employment
11.7 yrs
11.1 yrs
11.3
2nd Qtr reduction due to retirement of 30
employees through ERIP
% of Grievances resolved before passing from
100%
100%
N/A
No grievances filed 31d Qtr
management control
• of timely responses to grievances filed
100%
100%
N/A
No grievances filed 3`d Qtr
• of Employee Performance Evaluations completed on
75%
73%
76%
time
Human Resources
Employment Services
Citywide Turnover Rate
1.4%
4.1%
3.4%
2 "d Qtr increase due to ERIP retirements
Citywide Vacancy Rate
4.8%
5.8%
12.5%
Increase due to ERIP retirements
% of Employees passing probation
76%
83%
93%
Cost of central HR per City FTE
$1,103
Based on FY budget
Cost per Hire for:
In Qtr
2"" Qtr
3rd Qtr
4th Qtr
Comments
Jul -Sep
Oct -Dec
Jan -Mar
Apr -June
• Executive Recruitments
$16,030
$13,470
$0
Increase in Police /Fire reflects additional
• Police /Fire
$3,735
$3,005
$4,866
costs of Police Lt. and Sgt. promotional
• Non - Police /Fire
$376
$402
$326
exams
% of time Hiring Timeline Goals are met:
Excludes executive recruitments conducted
• Outside Recruitments
77.8%
100%
63%
by consultant
• Internal Promotions
Average days to hire:
Excludes executive recruitments conducted
• Outside Recruitments
49
36
41
by consultant
• Internal Promotions
21
N/A
39
Increase for promotions due to 4
Police /Fire recruitments subject to CSB
approval
Library
Customer Service
Number of reference transactions per FTE
791
701
794
High ratings from Secret Shoppers indicating that
91.38%
N/A
92.38%
accurate answers were received quickly
Costs per checkout item in relation to the operating
$3.97
$3.81
$3.82
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
$6.85
As of 1/1/10 Library has 3 fewer Librarian
reference staffing costs
positions
Amount of time it takes for a new item to go from initial
2 days
-1 day
.receipt to the shelf
Police
Crime Prevention
Percentage of residents who participate in some form
529/.
4%
2.33%
of neighborhood watch as sponsored by the Police
Department
Broad distribution of crime alert in January
Crime prevention expenditures per 1,000 population
$107.37
$112.27
$108.01
Police
Emer enc Response
Average response time to top priority calls (from receipt
2.3 min.
3.1 min.
3.0 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%
90%
seconds
% of emergency calls (police response with lights and
94%
99%
95%
In Qtr
2nd Qtr
3rd Qtr
4th Qtr
Comments
Jul -Sep
Oct -Dec
Jan -Mar
Apr -June
sirens responded to by field officers within 5 minutes
Police
Investigations
FBI UCR Part I Crime rates
318.44
224.15
235.75
% of reported UCR Part I crimes (including Police-
25 9/.
35%
33%
initiated cases ) that received criminal investigations
% of investigated UCR Part I crimes cleared (including
43%
34%
57%
crimes cleared by Patrol Officers
Percentage of UCR part I crimes cleared
30%
23%
42%
Expenditures per UCR Part I crime cleared
$5,926
$10,515
$6,345
Percentage of crimes investigated within time targets
369/.
45%
39%
3 d Qtr correction to eliminate spreadsheet
(30 days)
error; 1" and 2nd Qtrs adjusted for
consistency
Public Works
Capital Improvement Plan Delivery
M aintain a citywide minimum average Pavement
To be reported annually in 4 `h 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 4`' Quarter
city parking lots at a minimum of every 8 years
Deliver 95 percent of CIP projects (by category)
Data provided only for types of projects
scheduled for completion within a Fiscal Year within
the original construction contract cost plus 10%:
completed during the quarter
• Facilities
50%
100%
100%
• Parks, Harbors, Beaches
50%
33%
• Streets and Drainage
60%
100%
• Traffic
100%
• Water
100%
Substantially complete 85% of all CIP projects (by
Data provided only for types of projects
category) scheduled for completion within a Fiscal Year
completed during the quarter
within two months of the approved baseline completion
date:
• Facilities
75%
100%
100%
• Parks, Harbors, Beaches
100%
100%
• Streets and Drainage
80%
100%
• Traffic
50%
• Water
100%
10
1" Qtr
2nd Qtr
3rd Qtr
4th Qtr
Comments
Jul -Sep
Oct -Dec
Jan -Mar
Apr -June
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
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
$30.12
% of Transportation requests scheduled within one
98%
gg%
gg�o
business day
% of Trips client gets to destination /appointment within
99%
100%
99.7%
5 minutes of schedule time
Utilities
Drinking Water Supply
Number of leaks /breaks per 100 miles piping (AWWA)
1
6
1
Percentage of days in full compliance with regulations
100%
100%
100%
AW WA
Number of unplanned disruptions affecting more than
0
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%
100%
Data gathering began 11/1/09
within 24 hours
Utilities
Electrical Services
Percentage of Planned vs. Unplanned Streetlight
96%
Data gathering began 11/1/09
Maintenance hours
Operations & Maintenance Cost Ratios: O &M cost per
$81,62
Based on FY budget
10
11
1" Qtr
2nd Qtr
3rd Qtr
4th Qtr
Comments
Jul -Sep
Oct -Dec
Jan -Mar
Apr -June
streetlight
Percentage of streetlights repaired within 7 days of
859/.
98%
100%
notice
Percentage of service requests responded to within 24
100%
88%
Data gathering began 11/1/09
hours
Utilities
Wastewater Collection
Collection System Integrity — number of collection
system failures each year per 100 miles of collection
0
3
0
system piping
Number of sewer overflows per 100 miles collection
1
1
0
system pip in AWWA
Beach mile days of beach closures
From Orange County Health Care Agency
annual report
Operations &Maintenance Cost Ratios:
• O &M cost per account
$22
Based on FY budget
• O &M cost per mile
$2,000
Percentage of customer service requests responded to
100%
100%
Data gathering began 11/1/09
within 24 hours
11