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Home My WebLink About17 - Performance Measures Fourth Quarterly ReportCITY OF NEWPORT BEACH CITY COUNCIL STAFF REPORT Agenda Item No. 17 August 10, 2010 TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: City Manager's Office Sharon Wood, Special Projects Consultant 949 - 644 -3222, swood @newportbeachca.gov SUBJECT: Fourth Quarterly Report on Performance Measures ISSUE: Performance of City departments according to the performance measures adopted by the City Council in September 2008. 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. Fourth Quarterly Report on Performance Measures August 10, 2010 Page 2 How Are We Doing? Attached is the performance measurement report for the fourth quarter of 2009 -10. As for earlier quarters, the report includes all of the performance measures approved by the Council, whether or not data is available yet. As we noted in earlier reports, 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 when data is available and reported. This report concludes our first full fiscal year of reporting and trends in performance, or "normal" performance standards, are beginning to emerge. The report continues to explain increases or decreases in performance 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. • Routine IT requests were addressed within 8 hours 95% of the time in the second half of the year. • 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 %. • The Building and Planning Departments continue to have the lowest percent of projects approved after first review (7% and 21 %, respectively), with incomplete submittals and lack of code compliance as the major reasons for corrections (12% and 88 %, respectively). • All development services departments met the first plan review goal of 30 days at least 95% of the time. • 95% of building inspections were provided on the day requested. • 100% of non life safety fire hazard complaints were responded to within 2 business days during the last three quarters of the year. • Over 80% of fire hazard complaints were resolved within 10 business days during the last three quarters of the year. • 100% of streets were swept on schedule through the entire fiscal year. • No employee grievances were filed in the third and fourth quarters. • The citywide employee vacancy rate more than doubled in second half of the fiscal year, due to the Early Retirement Incentive Program. • Average Library Secret Shopper ratings were 92% out of a possible 100°/x. • 100% of Traffic and Water CIP projects were completed within the original construction contract cost plus 10 %. (Target: 95 %) Fourth Quarterly Report on Performance Measures August 10, 2010 Page 3 • 100% of all CIP projects in the second half of the fiscal year were completed within two months of the approved baseline completion date. (Target: 85 %) • Nearly 100% of senior transportation clients were taken to their destinations within 5 minutes of scheduled time, throughout the fiscal year. The percent of streetlights repaired within 7 days of notice was nearly 100% during the last three quarters. • 100% of electrical service requests were responded to within 24 hours during the last three quarters. Submitted by: Sharon Wood Special Projects Consultant Attachment: Performance Measurement Report, 4th Quarter 2009 -2010 ' W Af`e ;We Doing? MEASURING OUR PERFORMANCE CITY OF'NEWP,ORT BEACH - 2009 -2010 1" 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 reserve levels: • General Fund Contingency Reserve Yes Yes Yes Yes • Equipment Replacement Fund • Facility Replacement Plan Yes Yes Yes Yes • General Liability Reserve Fund Yes Yes Yes Yes • Workers' Compensation Fund Yes Yes Yes Yes • Compensated Absences Yes Yes Yes Yes 3`d Qtr minimum balance not met due to ERIP Yes Yes No Yes 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 Yes • Facility Replacement Plan Yes • General Liability Reserve Fund Yes Reported on annual basis at end of fiscal year • Workers' Compensation Fund Yes • Compensated Absences Yes • Retiree Insurance Liabilities Yes • Employee Pension Liabilities Yes • Retiree Insurance Liabilities Yes The City has received the GFOA Award for CAFR Award announcement made in Excellence Yes May 2010 Administrative Services Information and Technology Services Percentage of time the City's network and major subsystems such as email, voicemail, Pentamation 99.9% 99.9% 99.9% 99.9% Financial package, etc. are available for use Cost of central network support per hour the network is This will be in an annual report, beginning 1" available (for each major sub - system) Qtr 2010 -2011 1" Qtr 2 n 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, beginning 1'` Qtr 2010 -2011 IT Operations and Maintenance (O &M) expenditures Reported on annual basis at end of fiscal year as percentage of jurisdiction O &M 1.4% timely resolution of IT issues: • Priority 1 —A problem impacting a significant None 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 an issue that could escalate if not addressed None None None None quickly (60 minutes) • Priority 3 — Routine support requests that 89% 93% 95% 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% 98% re -bid or protest Dollars saved on purchase orders compared to total $47,685 $33,487 $17,337 $53,667 cost submitted on re uisitions Purchasing administrative cost as percentage of total Reported on annual basis at end of fiscal year purchase 47% Average number of calendar days from receipt of requisition to Purchase Order Issuance for bid amounts 9,89 10 5 7 of $10,000 to $25,000 City Attorney Contract Approval Cost of representation by in -house OCA compared with $17.46/ eased 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 lst 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 $81,995 $63,841 3,d Qtr updated actual amount; 4th Qtr subject to change as numbers are finalized Annual revenue from fees /charges $50.00 $50.00 $50.00 $50.00 Internal Customers: % of permanent documents (ordinances, resolutions, minutes, agenda packets, 100% 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% 100% accessibility and complexity of request). City Manager Community Code Compliance Rates of complaint resolution /compliance obtained through: No new code enforcement cases referred to • Phone call, meeting, letter the City Attorney's Office • Notice of Violation (NOV) • Administrative Citation 100% 100% 100% 100% Code Compliance expenditures per capita $5.35 Based on FY budget Average days from complaint to first non - inspection 3rd & 4th Qtrs reflect improved performance, response .75 .75 .16 .07 as well as improved accuracy in reporting City Manager Water Qualit (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 .91 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 4 1" Qtr 2nd Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June Beach Report (Newport Beach at Balboa Pier and Data for this measure is reported annually in Newport Beach at Newport Pier) 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% 59% 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 for line. 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% 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) • Building 6% 9% 11% 7% 3`d Qtr correction to remove projects • 26% 37% 36% 50% approved over the counter from data; V and Fire 47% 45% 35% 29% 2nd Qtrs adjusted for consistency • Planning 26% 27% 24% 21% • Public Works 23% 37% 39% 33% % of corrections required due to: • Incomplete submittal 12.6% 14.5% 12% 12% • Staff error 0 .21% .33% • Lack of code compliance .11% • Project changes 87% 85.2% 88% 88% .43% 0% .11% 0% Average number of review cycles, by project type: roects approved pproved in 3 rd 2 new commercial j • Residential w/ valuation < $200,000 2 2 2 2 Qtr: one proposed floor area above GP limit • Residential w/ valuation > $200,000 4 4 4 4 and did not provide shoring plans and design • New Commercial • Commercial addition /alternation/TI 4 N/A 5 N/A calculations; one was for work done without 3 3 3 3 a permit that required special approvals and document recordation 4 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% 99% • Fire 95% 97% 100% 96% • Planning 97% 100% 98% 97% • Public Works 95% 97% 97% 98% 95% 90% 95% 96% Number of days with City /applicant, by project type: Average number of days are cumulative, not • Residential w/ valuation < $200,000 9/17 10/16 12/18 6/16 consecutive • Residential w/ valuation > $200,000 51/94 56/94 38/62 46/93 No new commercial projects approved in 2nd • New Commercial 136/140 N/A 121/272 N/A & 4th Qtrs • Commercial addition /alternationlTl 24/38 18/24 19/39 18/31 3rd Qtr correction to eliminate double counting; 1s` 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% 95% • of construction related complaints investigated on 959/. 90% 94% 96% 2nd 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 $54 % of non -life safety complaints responded to within 2 93% 100% 100% 100% business days. % of complaints resolved within 10 business days. 53% 82% 85% 839/6 • of complaints resolved within 10 -20 business days 60% 18% 15% 0% 4th Qtr had 2 complaints unresolved after 20 days • of complaints unresolved 0 0 1" Qtr 2nd Qtr rd 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% 100% 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 1.58 Percentage of emergency calls in which the first unit 65% 63% 65% 66% 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% 85% % of structural fire calls in which the first Truck Ability to meet standard depends on driving Company arrives within 8 minutes of call entry by Fire 87,5% 67% 78% 83% time Dispatch General Services Beach and Pier Maintenance # of service requests by type & area: • Type: • Infrastructure (restrooms, fire rings) 0 0 4 3 • Appearance (natural debris on sand, foreign debris on sand) 16 7 13 17 • Area: • Beach Areas 1-6 13 7 14 19 • Little Corona 0 0 0 0 • Balboa Island 0 0 3 1 • Bayside /Misc. 1 0 0 0 Total annual maintenance cost: • per beach -mile N/A Based on FY budget • per acre $1,544 Staff - hours /month 1,926 1,721 1,502 1,635 General Services Park Maintenance # of service requests by type & facility: • Type: • Infrastructure (restrooms, irrigation) 11 9 6 5 • Appearance (natural debris in landscaping, foreign debris in 8 3 5 30 4`h Qtr reflects Springtime Increase in insects landscaping, natural debris on turf, foreign debris on turf, foreign debris in 1" Qtr 2nd Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June native /sensitive areas • Maintenance cost/contract acre $3,965 Based on FY budget • Maintenance cost/in -house acre $4,705 • Maintenance cost/developed acre $4,049,640 Based on FY budget • Maintenance costlundevel0 ed 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 104 105 206 162 3`d 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% 91% by the next business day (city operated routes only) General Services Street Sweeping Percent of streets swept on schedule 100% 100% 100% 1 100% Operating and maintenance expenditures per linear $16.82 Based on FY budget mile swept Time between sweepings 1 week 1 week 1 week 1 week Human Resources Employee Relations Average Length of Employment 11.7 yrs 11.1 yrs 11.3 11.2 2nd Qtr reduction due to retirement of 30 employees through ERIP % of Grievances resolved before passing from 100% 100% N/A N/A No grievances filed 3rd &4th Qtrs management control • of timely responses to grievances filed 100% 100% N/A N/A No grievances filed 3`d & 4`h Qtrs • of Employee Performance Evaluations completed on 75% 73% 76% 66% Decrease may be result of staffing changes time and increase in new supervisors Human Resources Employment Services Citywide Turnover Rate 1.4% 4.1% 3.4% .95% 2nd & 3`d Qtrs reflect ERIP retirements; 4th Qtr reflects normalization Citywide Vacancy Rate 4.8% 1 5.8% 12.5% 14.06% 3rd & 4th Qtrs reflect ERIP retirements % of Employees passing probation 76% 83% 93% 85% Cost of central HR per City FTE $1,103 Based on FY budget ist Qtr 2n° Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June Cost per Hire for: • Executive Recruitments $16,030 $13,470 $0 $17,439 4th Qtr Executive includes Police Chief & • Police /Fire • Non - Police /Fire $3,735 $3,005 $4,866 $2,512 Assistant City Manager; increase in Non - $376 $402 $326 $696 Police /Fire due to more background checks for field positions % of time Hiring Timeline Goals are met: Outside Excludes executive recruitments conducted Recruitments & Internal Promotions 77.8% 100% 63% 76% by consultant Average days to hire: Excludes executive recruitments conducted • Outside Recruitments 49 36 41 36 by consultant; Police /Fire promotions subject • Internal Promotions 21 N/A 39 37 to CSB approval Library Customer Service Number of reference transactions per FTE 791 701 794 802 High ratings from Secret Shoppers indicating that 91.3891. N/A 92.38% 92.1% accurate answers were received quickly Costs per checkout item in relation to the operating $3.97 $3.81 $3.82 $3.59 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 $6.74 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 1 day receipt to the shelf Police Crime Prevention Percentage of residents who participate in some form .52% 4% 2.33% 1.84% 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 $108.01 $111.15 Police Emergency Response Average response time to top priority calls (from receipt 2.3 min. 3.1 min. 3.0 min. 2.8 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% 88% seconds % of emergency calls (police response with lights and 94% 99% 95% 92% sirens ) responded to by field officers within 5 minutes 1� Qtr 2 "d Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June Police Investigations FBI UCR Part I Crime rates 318.44 224.15 235.75 289.85 % of reported UCR Part I crimes (including Police- 25% 35% 33% 33% initiated cases ) that received criminal investigations % of investigated UCR Part I crimes cleared (including 43% 34% 57% 44% 3rd Qtr reflects clearing case loads by staff crimes cleared by Patrol Officers) leaving Detective Division Percentage of UCR part I crimes cleared 30% 23% 42% 27% 3`d Qtr reflects clearing case loads by staff leaving Detective Division Expenditures per UCR Part I crime cleared $5,926 $10,515 $6,345 $6,524 Percentage of crimes investigated within time targets 36% 45% 39% 38% 3`d Qtr correction to eliminate spreadsheet (30 days) error; 1" and 2 "d Qtrs adjusted for consistency Public Works Capital Improvement Plan Delivery Maintain a citywide minimum average Pavement Yes 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 Yes Reported annually in 4m 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 completed during the quarter the original construction contract cost plus 10%: 50% 100% 100% • Facilities Parks, Harbors, Beaches 50% 33% 80% • Streets and Drainage 60% 100% 50% • Traffic 100% 100% • Water 100% 100% Substantially complete 85% of all CIP projects (by Data rovided only for types of p y yp 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% 100% • Streets and Drainage 80% 100% 100% • Traffic 50% 100% • Water 100% 100% 10 1" Qtr 2nd Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June Public Works Traffic and Transportation Manage ent 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% 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% 66% 74% 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 $25.19 % of Transportation requests scheduled within one 98% 99% 98% 98% business day % of Trips client gets to destination /appointment within 99% 100% 99.7% 99.7% 5 minutes of schedule time Utilities Drinking Water Supply Number of leaks /breaks per 100 miles piping (AWWA) 1 6 1 1 Percentage of days in full compliance with regulations 100% 100% 100% 100% AW WA Number of unplanned disruptions affecting more than 0 0 0 0 1,000 customers Operation and Maintenance Cost Ratios: • O &M cost per account $106 $92 1" Qtr based on FY budget; 4'h Qtr based on • O &M cost per MG distributed $155 $135 actual expenditures for FY Percentage of customer service requests responded to 100% 100% 100% Data gathering began 11/1/09 within 24 hours Utilities Electrical Services Percentage of Planned vs. Unplanned Streetlight 96% 64% Data gathering began 11/1/09 Maintenance hours 10 11 I" Qtr 2nd Qtr 3rd Qtr 4th Qtr Comments Jul -Sep Oct -Dec Jan -Mar Apr -June Operations & Maintenance Cost Ratios: O &M cost per $81.62 $66 1" Qtr based on FY budget; 4`" Qtr based on streetlight actual expenditures for FY Percentage of streetlights repaired within 7 days of 859/. 98% 100% 99% notice Percentage of service requests responded to within 24 100% 88% 919,6 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 3 s stem oioino Number of sewer overflows per 100 miles collection 1 1 0 0.5 system piping (AWWA Beach mile days of beach closures 30.8 From Orange County Health Care Agency annual report Operations & Maintenance Cost Ratios: 1T` Qtr based on FY budget; 4`" Qtr based on • O &M cost per account $22 $20 actual expenditures for FY • O &M cost per mile $2,000 $1,800 Percentage of customer service requests responded to 100% 100% 100% Data gathering began 11/1/09 within 24 hours 11