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City Council Meeting - Council Workshop - Agenda - 06/06/2000
CITY OF Jim White, Mayor tNVICTA COUNCIL WORKSHOP AGENDA The Council Workshop will meet in Chambers East in Kent City Hall at 5:00 PM on Tuesday, June 6, 2000. Council Members: President Leona Orr, Sandy Amodt, Tom Brotherton, Tim Clark, Connie Epperly, Judy Woods, Rico Yingling Speaker Time 1. Update on Permit Process Jim Harris 15 min. 2. Performance Measures Report Dena Laurent, Jana King 45 min. The Council Workshop meets each month on the first Tuesday at 5:OOPM and the third Tuesday at 5:30 PM in Chambers East unless otherwise noted. For agenda information please call Jackie Bicknell at (253) 856- 5712. ANY PERSON REQUIRING A DISABILITY ACCOMMODATION SHOULD CONTACT THE CITY CLERK'S OFFICE AT (253) 856-5725 IN ADVANCE. FOR TDD RELAY SERVICE, CALL THE WASHINGTON TELECOMMUNICATIONS RELAY SERVICE AT 1-800-833-6388. 220 4th AVE.SO., /KENT,WASHINGTON 98032-5895/TELEPHONE (253)856-5200 Item 1 Council Workshop 6/6/00 Update on Permit Process irInformation Only T PERMIT SYSTEM UPDATE JUNE 29 2000 ❑ CO-LOCATED PERMIT CENTER • DESIGN OF THE CENTENNIAL BUILDING PERMIT CENTER IS FINISHED. • THE CENTER IS SCHEDULED TO OPEN IN FEBRUARY, 2001 AND WILL BE LOCATED ON THE FIRST FLOOR OF THE CENTENNIAL BUILDING. ❑ INTERIM PERMIT CENTER • A TEMPORARY PERMIT CENTER WILL OPEN ON THE THIRD FLOOR OF THE CENTENNIAL BUILDING IN OCTOBER, 2000. ❑ HIRING OF NEEDED STAFF • ELEVEN OF THE REQUESTED 13 NEW PERMIT PERSONNEL HAVE BEEN HIRED AND ARE ON THE JOB. ❑ PERMIT CENTER MANAGER • A NEW POSITION OF PERMIT CENTER MANAGER HAS BEEN CREATED AND ADVERTISED. • THE MANAGER IS EXPECTED TO BE HIRED IN JULY. • THE MANAGER WILL BE IN CHARGE OF THE INTERIM AND NEW PERMIT CENTER. ❑ OTHER PERMIT CENTER STAFF • FOUR PERMIT TECHNICIANS HAVE BEEN IDENTIFIED WHO WILL WORK IN THE PERMIT CENTER TAKING IN PERMIT APPLICATIONS. • OTHER PERMIT REVIEW STAFF HAVE BEEN IDENTIFIED; ONE EACH FROM PLANNING, BUILDING, FIRE AND PUBLIC WORKS. • OTHER PERMIT CENTER STAFF WILL CONSIST OF A RECEPTIONIST AND A FILE CLERK. ❑ CUSTOMER SERVICE TRAINING • PHASE 1 AND 2 HAVE BEEN COMPLETED. • PHASE 3 WILL BE CONDUCTED THIS FALL AND WILL CONCENTRATE ON TEAM BUILDING. • ADDITIONAL CUSTOMER SERVICE TRAINING IS CONTEMPLATED IN 2001. ❑ AUTOMATED PERMIT TRACKING SYSTEM (KIVA) • A TEMPORARY KIVA ADMINISTRATOR HAS BEEN APPOINTED AS OF ST JUNE 1 • THE ADMINISTRATOR WILL WORK ON KIVA ISSUES FOR APPROXIMATELY 18 MONTHS. ❑ TIMELINES • IN JULY, 1999 PERMIT STAFF REVIEWED EXISTING PERMIT TIMELINES AND DECIDED THAT IN MANY CASES THE TIMELINES COULD BE SPEEDED UP. • THE GOAL OVER THE PAST YEAR HAS BEEN TO MEET THE NEW TIMELINES. HOWEVER, TO DATE WE ARE NOT HITTING THESE NEW TIMELINES IN A CONSTANT MANNER. • IN ORDER TO MEET THESE NEW TIMELINES ALL FACETS OF THE NEW PERMIT SYSTEM NEED TO BE IN PLACE. ❑ COMMUNICATIONS • ALL DEPARTMENTS AND DIVISIONS ENGAGED IN THE PERMITTING PROCESS HAVE BEEN INVOLVED IN MORE INTENSIVE AND DIRECT COMMUNICATIONS AMONG THEMSELVES CONCERNING PERMITS DURING THE LAST YEAR THAN HAS BEEN THE CASE IN PAST YEARS. • MORE MEANINGFUL COMMUNICATIONS WITH CUSTOMERS HAS ALSO INCREASED IN THE PAST YEAR. Item 2 Council Workshop 6/6/00 f Performance Measures Report Information Only Performance Measurement Annual Report 1999 4r 400#,.O�0 S� �X$ - x �.. KENT W A S H i N G T O N Connecting for Success Table of Contents Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Direct Costs of Program. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Quality of Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Municipal Court . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 City Attorney's Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Police Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Fire and Life Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 Parks Department. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Planning Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 Public Works. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 Finance Department.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Employee Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Information Services . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . .31 Introduction Very few cities in Washington can challenge the growth rate that Kent has seen in the last ten years. Kent has almost doubled in population and has moved from the 14u' to the 8th most populated city in the state. The primary challenge associated with this kind of growth is the continued ability to deliver quality services to our citizens with limited resources. Although Kent has followed a path of continuous improvement over the years, a formal performance measurement program was not launched until last year. Early in 1999, with the help of a consulting group, Management Partners, Inc., city department heads and their representatives learned about and developed performance measures for their departments. This was followed with a citizen survey and an employee survey later in the year. First year baseline results were compiled soon after year- end, and the resulting report is published in this document. What is a Performance Measurement Program? Performance measurement is a permanent data collection and reporting system established to monitor and improve the results of government polices and programs. What is this information used for? ' As a management tool for operational improvement. ' For management to communicate program effectiveness. ' To ascertain if we are fulfilling our mission and accomplishing our objectives. - • Will assist in planning, budgeting and accountability processes. 1999 - First year review The first year of this program has been a learning process for everyone. City departments took the time to carefully select meaningful and possibly benchmarkable measures. It was not an easy process, but managers are discovering that a formalized performance monitoring system is beneficial to everyone. Managers are clearly motivated, taking ownership of the program, and are focused on performance. Throughout the year, performance measurements were selected, reviewed, and some were revised. Data collection methods were documented and in some cases, targets were set for next year. Some departments did extensive research and a central database was established with 380 indicators identified. The fact that performance measurement is a dynamic process quickly became clear to all. In short, the results from the baseline 1999 data suggest Kent is doing rather well. Kent provides valuable services, retains dedicated employees and has a vote of confidence from the citizens. The first section of this report examines quality of life indicators followed by city departmental results. Next year, additional measures will appear in the annual report as baseline data. These measures didn't have sufficient collection systems in place for the 1999 baseline report. 1 As the city moves ahead and analyzes trend data we will be taking the program to the next level. We will be able to focus on areas that need improvement, communicate our accomplishments better to the public, and integrate the measures with our overall strategic plan. Eventually, we expect to use the data to benchmark our performance with other municipalities. Definitions Effectiveness measure Identifies, with numerical values, progress toward achieving desired results. Efficiency measure Indicates how well resources are being used. Expressed as a ratio between the amount of input and the amount of output or outcome. Workload measure An indicator of the amount of work accomplished, or the internal activity Target Targets are goals set by departments. Target met or exceeded Check marks indicate excellent first year results. Direct Costs Performance Measurement Program 1999 Salary (1/2 FTE) Consultants $32,717 $19,735 Total $68,787 $15,712 Citizen Supplies and Seminar $623 Survey 2 Quality of Life Kent has begun tracking quality of life performance measures based on citizen and employee surveys. We asked residents about the value of city services received for their tax dollars, how people feel about Kent and what their primary concerns are. Also focus groups of citizens and city employees brainstormed on areas of primary concern. The City Council reviewed the results and came forward recently with the following primary goals: ' Valued Government Services ' Vibrant Downtown • Strong Local Economy • Safe Community • Effective Transportation System Progress in these areas will be closely monitored with the Performance Measurement program. Quality of life baseline results are positive. Less than 3% of surveyed citizens, on average, rated overall quality of life indicators as "poor'. When asked if Kent is headed in the right direction, 70.6% agreed that Kent is, and of the rest, 43% 'didn't know' or had `no opinion' on the subject. Almost half of the respondents confirmed that someone in their household volunteers in the community. This is an important measure because cities that enjoy high citizen involvement are generally better places to live and raise a family. Notably good results in the area of employee courtesy toward citizens reassures us that the Kent Cares philosophy is alive and well, and a 96% satisfaction rate among City of Kent employees regarding the city as an employer reveals that Kent Cares about them too. Although survey data has a reputation for being `soft data', it is a good indicator of general trends. The city used an independent research firm for the phone survey last year, and will continue to contract this out, in midsummer each year. The research group provides a lower margin of error that allows for better comparisons over time. 3 Target Performance Measure 1999 Target met or Actual exceeded Citizen:Perceptions Quality of Life Effectiveness 1. Value of city services received for tax dollars spent— percent 79.4% of citizens rating services as good or excellent 2. Kent as a place to live — percent rating city as good or 79.1% excellent 3. Quality of Kent schools — percent rating schools as good or 82.5% excellent 4. Race and cultural relationships—percent who rate them as 72.6% good or excellent 5. Physical attractiveness of Kent— percent rating Kent as good 71% or excellent 6. Availability of human services - percent rating the availability 79.6% as good or excellent 7. Volunteer work outside the home— percent who volunteer 47.4% 8. Is Kent headed in the right direction? — percent who agree 70.6% Kent is Key Public Concern Indicators 1. Traffic is an issue in Kent— percent of citizens identifying this 35.4% as an issue 2. Cut-through traffic - percent of citizens who perceive this to 47.1% be a problem in their neighborhood 3. Excess speed on side roads — percent of citizens who 65% perceive this to be a problem in their neighborhood 4. Growth Management is an issue in Kent— percent of citizens 21.5% identifying this as an issue 5. Quality of Schools is an issue in Kent - percent of citizens 14.9% identifying this as an issue 6. Crime and vandalism is an issue in Kent— percent of citizens 13% who identified this as an issue 7. Overcrowding is an issue in Kent— percent of citizens who identified this as an issue Citizen contact with Kent employees 1. Courteousness of Kent employees — percent rating good or 90.6% excellent 2. Employee willingness to help - percent rating good or 81.1% excellent 4 Target Performance Measure 1999 Target met or Actual exceeded 3. Employee's knowledge of issue at hand —percent rating 78.4% good or excellent Er nployee Satisfaction 1. Percent of permanent employees who plan to continue their 80.4% careers with the city for two or more years 2. Percent of employees who are satisfied with the City of Kent 96% as an employer 5 Administration City Administration includes the Mayor's Office, Administration and the City Clerk's Office. Along with the responsibility of city management, this office literally revolves around information and communication. Consequently, City Administration performance indicators measure the effectiveness of gathering, receiving, transmitting and recording city information. A good percentage of citizens, 71.4%, read the newsletter, Kent Connections in the Kent Reporter newspaper, and of those, 80.5% rate it as a good or excellent source of city information. Roughly a third of the citizens surveyed watch Kent Television on cable at least once a month. The city launched a web site in March 2000, which is revolutionizing the way citizens are getting information and how they do business with the city. The City Clerk's office baseline performance measure results speak for themselves. Both the accuracy and response times to requests for services produced excellent results. Over the past few years, this office has been scanning records into an electronic retrieval system. The process of retrieving records has been greatly improved with this system. A performance measurement on the percent of records scanned into the system was considered, but the data for this measure would have been an estimate. Target Performance Measure 1999 Target met or Actual exceeded Administration Mayor's Office '- Public Information Effectiveness 1. Watch Channel 21 at least once a month - percent who do 32.3% 2. Of those who watch Kent TV— percent receiving good or 73.1% excellent value 3. City of Kent Newsletter— percent rating it good or excellent in 80.5% keeping residents informed City Clerk Effectiveness 1. Accuracy of City Clerk's Office - percent of employees rating 97.3% ./ Clerk's Office as good or excellent 2. Response times and reliability of the City Clerk's Office - 99% ./ percent of employees who feel response times and reliability are good or excellent 6 Municipal Court The performance measures developed for the Municipal Court include the effectiveness of court operations, fine collection, and the probation program. In 1999, the internal employee survey asked police personnel who interact with the Municipal Court to rate operational services. Results were positive. In 2000, we will also ask this question to all city employees who connect with Municipal Court operations. The Court is also planning to measure the opinions of defense attorneys who regularly use the facility. The dollar amount of fine collections increased by 23.4% in 1999 over 1998. This indicates exceptional performance, especially when overall traffic violations decreased in 1999. The Court Administrator attributes the increase to using two collection agencies rather than just one, siting increased competition for business as a factor. The Court is tracking the effectiveness of a pilot program in which volunteers call and remind people a couple days before they are scheduled to appear in court. This project, known as the Failure to Appear Program, has reduced the number of warrants for failure to appear by 1.1.3% during ten months in 1999. Not only is this program saving money by utilizing volunteers, it also saves the costs of issuing and serving warrants, and in sentencing and jail time. Because of the success of the program, it has been expanded in 2000. The Probation Department is in the process of refining the measures that will reveal the degree of effectiveness of their program. Request for revocation data is a meaningful effectiveness measure which is in the process of being incorporated into the program in 2000. Target Performance Measure 1999 Target met or Actual exceeded Municipal,Court Effectiveness 1. Percent change in fine collection from previous year +23.4% 2. Municipal Court operations — percent of interacting employees 71.4% rating it good or excellent 3. Percent reduction in "Failure to Appear" warrants due to -11.3% volunteer reminder program 4. Number of requests for revocation - (request to judge because 962 probation is not working) Efficiency 1. Monthly caseload — average per Probation Officer. 286 175 Workload 1. Number of new referrals assigned to probation 1,244 2. Total number of court filings 19,366 7 City Attorneys Office The City Attorney's Office performance indicators measure the quality and responsiveness of the civil division, the effectiveness in defending litigation against the city, and the quality of city prosecution. The quality of legal advice received a very high rating from internal customers, although the responsiveness to requests fell below 80% satisfaction. Resource limitations contributed to less than optimal response times, but with the recent filling of two vacant positions, this area should improve. In city litigation defense, 1999 data revealed an impressive 100% resolved with no monetary payout. Performance measures in the prosecution division include an annual survey of police officers and personnel who work with prosecutors to rate the quality of prosecution services. The baseline results indicate a remarkable 100% approval rate. A new query software program, BRIO, at the Municipal Court will enable prosecution to extract reports on conviction, plea bargain, and acquittal and dismissal rates. Once installed, this data can be extracted for prior years as well, which will be part of the Year 2000 Performance Measurement Report. Target Performance Measure 1999 Target met or Actual exceeded Legal Department Civil[ Division Effectiveness 1. Quality of legal advice — percent of internal customers rating 95.5% legal advice good or excellent 2. Responsiveness of the Legal Department to requests for 78.7% service rated good or excellent by internal customers 3. Percent litigated claims closed resulting in no monetary 100% payout (sans legal fees) Workload 1. Number of formal legal work requests 120 2. Number of legal claims filed 75 claims 13 lawsuits Prosecution Division Effectiveness 1. Police Officer rating of quality of city prosecution — percent 100% rating prosecution division as good or excellent 8 Police Department - The Police Department mission is "To protect and serve with pride and integrity'. This simple yet powerful statement has captured the essence of what the Kent Police Department is and strives to be. Consequently, the performance measurement process was initially built around measuring partnerships, quality and high standards of work, as well as employee well-being and adequate staffing levels. Additional measures that incorporated citizen perception and more outcome-based indicators were developed soon after. Baseline indicators suggest that the citizens feel safe in Kent. The citizen survey revealed that 96.3% indicated they feel somewhat to very safe in Kent. In comparison, 1998 Bellevue data concluded that 91.8% of Bellevue citizens felt moderately to fully safe. The courtesy of Police employees was rated very high in Kent, which is a strong indicator of employee satisfaction and their commitment to providing excellent services. It is a positive indicator as well, for a successful recruiting system. Response time data indicates that from time of dispatch to arrival on scene, the average Kent Police response time for priority one calls is 4.7 minutes. Based on the standards developed by the League of California Cities, high-service-level departments should respond to emergencies within five minutes, and Kent fits well within those boundaries. Due to ever-increasing traffic and longer rush hours, improving on the response rate continues to be a major challenge for both the Police and the Fire Departments. The percent of acceptance of filings to prosecution from the Kent Police Department was an impressive 99% in 1999. This measure indicates the thoroughness in the preparation of police reports, and of gathering evidence to make a case. The Commission on Accreditation for Law Enforcement Agencies (CALEA) has set 469 standards for Kent Police to achieve national accreditation. The Kent Police Department was awarded this prestigious standing in 1996, and has continued ever since to maintain qualifying high standards. The number of volunteers increased by 28% in 1999 from 1998. Volunteers in Police Services serve throughout the department by fingerprinting, assisting seniors, operating the radar trailer, and disabled parking enforcement. Other groups of volunteers serve at the Corrections Facility and with the Drinking Driver Task Force. Areas Identified for Improvement The 1999 clearance rate for Part 1, or violent crimes in Kent was 20%. This is down 2 % from 1998 rates. The clearance rate indicates a case is "cleared by arrest" when primary suspects have been arrested or "cleared by exception" when the victim refuses to cooperate, the offender is deceased or when other circumstances preclude the placing of charges. The national crime clearance rate is 22%, and when applying a projected norm that includes factors such as population and region, a reasonable target for Kent could be 21.9%, however Kent Police has set for their target a clearance rate of 25%. Auto thefts in South King County have increased in recent years. Kent auto thefts increased by 3% from 1998 to 1999. In response, detectives monitor auto theft statistics monthly. Crime analysis pin 9 maps are kept up to identify areas of intensity. A bait car was implemented in 1999 with a low success rate, and has since been discontinued. Domestic and family violence continues to be a concern in Kent. Kent Police formed a Family Violence Unit in mid 1998, and a red flag program was set up in late 1999 to track repeat family violence offenders. Although reported assault decreased by 8% from 1998 to 1999, Kent Police continues to increase focus on this area. Juvenile drug use and acceptance as well as street racers are a growing issue. Kent Police continue to concentrate on connecting with youth through school liaison officers, sponsoring the "Game of Life" youth conference, and by participating in a Street Racing program at Seattle International Raceway. Target Performance Measure 1999 Target met or Actual exceeded Force Department Patrol Division Effectiveness 1. Overall feeling of safety in Kent - percent of citizens who feel 96.3% either somewhat or very safe 2. Police officer and employee courtesy— percent of citizens in 97.4% rating Police courtesy as somewhat or very courteous 3. Average response times in minutes — Priority 1 calls 4.7 (emergency calls — potential for loss of life or confirmed hazard) —from dispatch to arrival 4. Average response times in minutes - Priority 2 calls (no loss 10.5 of life potential or immediate danger indicated) from dispatch to arrival 5. Police Department has achieved current CALEA Yes Yes accreditation status (Commission on Accreditation for Law Enforcement Agencies) 6. Lost time due to injury — Police and Correction Officers — 63% percent change from prior year 7. Family violence crimes — percent change from prior year 2.7% 8. Volunteer hours - percent change from prior year +28% V/ 9. Police employee turnover due to retirement 1.1% 10. Police employee turnover due to resignation 3.7% 11. Police employee turnover due to transfer within city 0.5% Workload 1. Percent change in annual Part 1 crime rate - (serious -6% felonies) 2. Number of total calls for service (includes non-billable calls) 85,403 3. Number of disability claims filed 32 4. Lost time days — number of days lost due to disabilities 242 10 Target Performance Measure 1999 Target met or Actual exceeded 5. Employee attrition - number leaving department 10 6. Number of family violence crimes 888 investigations Effectiveness 1. Reported Part 1 crime clearance rate (cleared by arrest for 20% 25% serious felonies) 2. Reported Part 2 crime clearance rate (cleared by arrest for 33% 40% lessor felonies and crimes against property) 3. Percent acceptance of filings for prosecution by the City 99% Prosecutor 4. Sustained citizen complaints against the Police Department - -28.5% percent change from prior year Efficiency 1. Average number of cases per full-time investigator 70 Workload 1. Number of arrests — Part 1 crimes (Data for 1998 1,465) 1,294 2. Number of arrests - Part 2 crimes (Data for 1998 1,347) 1,432 - 3. Number of case filings to King County Prosecutor 95 4. Number of criminal charge filings - City Prosecutor 5,464 5. Number of criminal citations - City Prosecutor 4,675 6. Number of sustained citizen complaints filed against the 7 Police Department Corrections Division Effectiveness 1. Percent of incarcerated utilizing alternative means of 22.4% detention Workload 1. Number of inmates housed during year 5,065 2. Number of occupied bed nights 62,132 3. Average daily inmate general population — (jail beds) 135 11 Department of Fire and Life Safety The performance measures listed below only partially reflect the department's progress. As identified in the beginning of the process our data gathering is strongly dependent on a couple of new software systems that are being implemented and should be in by year-end. In a couple of years we will have new data that we believe will enable us to refine measures to make them even more meaningful. In 1999 and 2000 the Chief of the Department put together a presentation which focused in significant part on the need for and the development of program and system performance measures. This presentation was given to all members of the Fire Department. Also within our Accreditation and Strategic Planning processes we will be strongly emphasizing the expectation for practical and meaningful program performance measures. For example an internal program has begun which will enable us to tie programs to Impact Objectives, which in turn tie directly back to the Department's Mission Statement. This program is in its beginning stages and will take a couple of years to refine. In the interim we have been working with Jana King to refine initially identified performance measures, city surveys, and applying department survey methods to monitor customer satisfaction with our emergency actions (e.g. reviewing the fire departments action after major fires with the occupants and neighbors) and non-emergency services. With respect to the data listed below - While the rating below reflects high citizen satisfaction with the department, we believe it will be beneficial to get larger samples from targeted types of non-emergency services to help us further enhance customer service in specific parts of the department. Participants in the CERT program continue to give high ratings on that program and keep requesting follow up information and training. While our current focus is on the upcoming disaster drill, we anticipate having a CERT class later this year and intend to further develop measures through the post class survey and personal follow up. Our percent of inspections completed was good however it only reflects the initial inspection. Many situations require follow up annual inspections that can go on for a period of time until the violation is corrected. We are exploring ways to enhance this measurement and are in the process of making several program changes to make the program even more efficient and effective. As KIVA computer software implementation is completed and data gathered over time, we will also be able to develop more system performance feedback on new construction permits and inspections. In regard to Fire Safety, lost time due to injury has gone up. A significant contributor was related to some members working through chronic/long term injuries. Other injuries are directly related to the naturally dangerous work environment and situations within which we deliver service. However, we do not assume that we have to accept injuries as a given, and work proactively to reinforce the high priority of general safety reviews and modification of operational procedures as needed. In addition, we continue to emphasize physical fitness, training, equipment testing, and reviews of specific accident/injury events. We are proud of the continued quality and professionalism displayed by our personnel in general and on the emergency ground. The public view is reflected in the city's citizens survey comments and through other program surveys with the public. 12 We can not claim the same sense of satisfaction with respect to our response time results. It is a result of the workload (number of alarms and simultaneous calls) and not related to any lack of effort on the part of our personnel. We are continuing to look for system refinements and technological changes that might give us more of an edge with respect to response time. At the same time we expect to see these issues receive significant attention during the upcoming strategic planning and accreditation processes. We anticipate that from those processes we will be able to identify system needs and other potential system performance measures. The last category relates to false alarms. When the new software is implemented it will allow us to more easily collect data. However, we are not waiting until then to make system improvements. We will be looking to implement a couple of programs in 2000 and 2001 that will allow us to partner with business to more effectively control the level of mechanical false alarms. The department considers these measures of systems and programs to be a beginning with the long term goal being to enable the personnel responsible for programs to more easily and effectively monitor, adjust and identify opportunities to improve our overall programs and service delivery. While we believe that the data will be useful, we feel that the continued professional and caring attitude of our personnel will be the greatest asset that will lead to the success of systems performance measures. Our continuing goal is to give our citizenry the best service possible with the resources available. Therefore we will be building in a incremental manner, through time, a series of internal measures that are useful at the street level and reflected in the higher level measures that are presented to Council. Target Performance Measure 1999 Target met or Actual exceeded Fire, and Life Safety Effectiveness 1 Of those receiving non-emergency Fire Department 100% -T---,/ services - percent rating them as good or excellent Fire Prevention Effectiveness 1. Participants in the Community Emergency Response Team 98% CERT training who rated their preparation for emergency response as good or excellent as a result of the training 2. Percent of required inspections completed within cycle time 88% of one year Workload 1. Number of fires or explosions investigated 163 2. Number of initial annual permitted inspections 1,177 3. Number of plans reviewed — initial review 1,241 4. Number of CERT trained during the year 75 5. Number of public education classes 700 6. Number of public education contacts 95,000 13 Target Performance Measure 1999 Target met or Actual exceeded 7. Number of schools contacted 35 Fire Safety' Effectiveness 1. Lost time hours - percent change in lost time due to injury +148% from previous year 2. Average lost time per injured full time employee in 3.9 shifts suppression function Shift = 24 hours "Fire Suppression ; Effectiveness 1. Of those receiving emergency Fire or Medical services— 96.3% percent rating them as good or excellent 2. Response time — percent of time from dispatch to first unit 41.9% on scene in more than 6 minutes 3. Response time — Percent of time that from dispatch to first 42.7% unit on scene is between 4 - 6 minutes 4. Response time - Percent of time that from dispatch to first 15.4% unit on scene is 4 minutes or less 5. Percent of false alarms responded to that were due to 9.4% mechanical or human error 6. Percent of false alarms responded to that were due to false 1.4% intent Workload 1. Total calls for service --J-13,040 14 Parks Department The mission of the Parks and Recreation is to enhance the quality of life in Kent. We provide quality recreation and cultural activity choices, diverse park environments and well-maintained facilities so that citizens and visitors alike enjoy many enhanced personal, social, environmental and economic benefits. With emphasis on youth, seniors and special populations, effort is expended to reach out and connect people to the many activities that are offered. Comprehensive programs have been designed that teach leadership, computer and social skills, and some programs, such as the `Big Blue' bus, takes park programs out to where kids live, enabling easy access to healthy activities. Park program performance measures are designed to monitor customer satisfaction and citizen participation with the recreation and cultural activities provided throughout the community. Measurements also include the number of participants and the number of recreation events and activities offered each year. The Parks and Facilities Divisions are measuring the effectiveness and efficiency of maintenance practices. These include measures such as cost per acre of park land maintained, costs per square foot of buildings maintained, and customer satisfaction. The Parks Planning and Development Division measures the acreage of neighborhood and community park land per 1,000 citizens, as well as the number projects completed within budget and timeline constraints. Volunteer hours and cost savings are being tracked, as well as contributions. The Golf Complex is intent on increasing the profitability by increasing business and improving the efficiency of management and maintenance practices. Measures reflecting this progress will begin with 2000 baseline data. Customer satisfaction is also an integral part of this program. Target Performance Measure 1999 Target met or Actual exceeded .Parks Department General Recreation Effectiveness 1. Percent of citizens that participate in leisure and recreational 76.7% activities within the City of Kent Workload 1. Number of General Recreation program offerings 1,259 2. Number of participants in General Recreation programs 32,724 15 Target Performance Measure 1999 Target met or Actual exceeded Youth/Teen Programs Effectiveness 1. Percent of capacity - Youth and Teen programs filled 65.5% 2. Percent of capacity - Youth Camps 84.0% 3. Percent of camp participants that return the following season 24.0% Workload 1. Number served in youth programs 3,308 2. Number served in teen programs 14,209 3. Number of youth/teen sessions offered 87 4. Number of participants served in camp programs 1,228 5. Number of camp sessions offered 34 Specialized Recreation Workload 1. Number of specialized recreation programs/sessions 125 2. Number of residents served in a specialized recreation setting 1,263 Cultural Programming Effectiveness 1. Percent of capacity at cultural performances 77% 85% 2. Percent of donated outreach tickets redeemed at 46% 66% performances 3. Percent of returning craft vendors - Canterbury Faire 47% 33% 4. Percent of artists and vendors rating their experiences as good 96% 95% or excellent Workload 1. Number of cultural performances presented annually 57 2. Number of special events produced annually 7 7 3. Number of residencies, workshops and outreach activities 6 10 presented annually 4. Number of public art projects completed annually 4 5. Total attendance at all performances 58,700 65,000 16 Target Performance Measure 1999 Target met or Actual exceeded 6. Number of participants served in Cultural Programs events 70,000 75,000 s Effectiveness 1. Percent of capacity of senior program trips 90.5% 2. Percent of capacity of senior program classes and workshops 90.0% 3. Percent of capacity of senior programs meals 88.0% Workload 1. Number of senior classes and workshops offered 111 2. Number of Senior Center meals served 28,094 Parks Planning Effectiveness 1. Parks annual volunteer hours 2,139 2,250 Efficiency 1. Volunteer value and contributions received for each $1 of $1.74 $1.75 Adopt-a-Park staffing costs Workload 1. Acres of neighborhood park land per 1,000 residents 1.45 1.45 2. Acres of community park land per 1,000 residents 13.72 13.72 3. Number of parks planning projects completed within budget 9 10 4. Number of parks planning projects completed on time 6 8 Park Maintenance Effectiveness 1. Percent of inventory than is replaced according to schedule 100% 100% (5% per year) Efficiency 1. Cost per acre of parks maintained $2,277 Workload 1. Number of acres of parks and common ground maintained 1,136 2. Number of street trees in inventory 4,009 3. Number of street trees receiving maintenance 880 17 Target Performance Measure 1999 Target met or Actual exceeded ` Faci[ifies Maintenance Effectiveness 1. Timeliness of response in requests for service - percent of 84.1% employees who rate the crew's timeliness as good or excellent 2. Office building condition - percent of employees rating their 74.4% office building condition as good or excellent 3. Attractiveness and maintenance of landscaping around city 81.3% office buildings — percent of employees rating landscaping good or excellent 4. Custodial cleaning - percent of employees rating quality as 72.8% good or excellent Efficiency 1. Cost per square foot of facility maintained $11.78 Workload 1. Number of city buildings maintained 30 2. Square footage of city buildings maintained 389,720 Riverbend Golf Course Effectiveness 1. Percent change in golf revenue from previous year _F_0% Efficiency 1. Cost of daily maintenance - 18 hole course - peak season $1,404 2. Cost of daily maintenance - 18 hole course - non-peak season $1,258 3. Cost of daily maintenance - 3 par course - peak season $351 4. Cost of daily maintenance - 3 par course - non-peak season $314 Workload 1. Number of 18-hole rounds of golf played 65,089 2. Number of Par 3 rounds of golf played 45,496 3. Number of Miniature Golf rounds played 17,036 4. Number of buckets of balls bought for the driving range 75,099 18 Plannina Department Permit Center The proposed permit center will provide one place where all permit applications are received processed and issued. Representative plan review staff from the Building and Development Services Office, Planning Office, Engineering and Fire Prevention will be co-located in the Center to directly review simple permit applications for approval, coordinate plan review efforts, and assist customers and Center staff. Significant improvements in permit process customer service are expected to result from the Permit Center. An interim center will become operational on the 3`d floor of the Centennial Building in October, while the new Center will open on the 1 st floor in February 2001. Performance measures developed to gauge the success of the Permit Center's operations include customer ratings of quality of service and responsiveness. While a baseline has been reported for 1999, the results came from a random survey of over 400 citizens, of which less than 6% had applied for a permit in the past year. With these thin numbers, and possible disruptions due to the new Permit Center implementation, it may be year 2001 before we have truly representative permit process data. A feedback system with comment cards and follow-up calls will be implemented with the new center. Housing and Human Services The performance measures developed by the Office of Housing and Human Services measure the effectiveness of the Home Repair Program and Human Services contract monitoring. The performance measures also serve as indicators to demonstrate progress in meeting the community outcomes used by the Office of Housing and Human Services. The outcomes used by Housing and Human Services are: • Increase the ability of seniors to remain independent in their own home. Increase the home safety of low to moderate-income homeowners. • Increase the availability of human services to the Kent community The Home Repair Program increased the number of minor repairs in 1999 by 94%. A client telephone survey conducted by Human Service Planners showed that 90% of the clients served felt more self- sufficient due to the services they received but only 76% felt their health and safety in their home had improved. In 2000 a greater emphasis will be placed on educating clients on safety issues such as fall prevention, kitchen safety, etc. In 2000, Home Repair will focus on increasing the number of new clients entering the program. In 1999, there were 32 new clients and the goal for 2000 is 50. One hundred percent of the agencies that contract with the city to provide human services in the community met and in some cases exceeded their contract goals. Staff anticipates the same high level of service in 2000. Human service staff worked with several agencies to expand the capacity of their agency by developing partnerships with other agencies in the community. 19 Target Performance Measure 1999 Target met or Actual exceeded Planni, 'De art#me�' ©evetopmenfal Services Effectiveness 1. Permit process quality of service and responsiveness - 63.6% percent of customers rating process good or excellent _F Workload 1. Number of permits reviewed 2,609 2. Number of building permits issued - commercial/industrial 1,815 3. Number of building permits issued - residential 794 Human Service Programs Effectiveness 1. Emergency calls for home repair - average response time 4 hours 2. Satisfaction with home inspections - percent of clients 76% satisfied with health and safety issue inspections 3. Increased self-sufficiency— percent of clients identifying that 90% outcome 4. Human Services contracts — percent complying with outcome 100% and performance measure requirements Efficiency 1. Number of inspections per full-time employee 18 2 Cost of minor repairs per household $250 3. Cost per major loan processed $5,530 Workload 1. Number of new home repair clients 32 2. Number of smoke detectors installed 49 3. Number of emergency calls responded to 395 4. Number of home repairs conducted 1,162 5. Number of human service contractors 18 agencies 9 ro rams 20 Public Works Transportation Management This section of Engineering manages all the traffic systems in the city. This division is also responsible for the Neighborhood Traffic Control and the Commute Trip Reduction programs. Full reporting on performance measurements in this program will begin in 2000, and in a few cases, full year measures will be first reported in 2001. These include the percentage of time the traffic signal system is fully operational without any signals off-line or malfunctioning. Any outages due to power failures will be factored out of the data. As an indicator of service responsiveness, the percent of time that requests for service and traffic complaints are responded to within two days is being tracked. Neighborhood Traffic Control is monitoring the effectiveness of programs initiated in neighborhoods with a confirmed speeding problem. Street Maintenance This section provides street maintenance for the city. This group repairs roads and sidewalks, maintains street signs, and manages a roadway striping and street cleaning program. The performance measures developed for this group involve effectiveness indicators in these areas. The Street Department has a comprehensive pavement management system that helps determine the pavement condition rating of the total road network. A score of 100 would indicate a new street with no defects. In 1999, Kent scored 79.6 points, which reflects good roads. The 1999 citizen survey asked about the condition and cleanliness of city streets and sidewalks, and the results were positive. Of the citizens surveyed, over 90% responded with a rating of good. Water Division The Kent Water Department provides drinking water for 75% of city residents and businesses. Experts continually monitor city water to maintain rigid health standards as it travels through a network of pipelines, reservoirs and pump stations. Our main objective is to supply clean quality water, and to keep the supply updated to meet the future needs of the community. Apart from making sure the water meets or exceeds Washington State Safe Drinking Water Standards, Water Department performance measures include tracking of citizen perceptions of taste, pressure and clarity, and in the monitoring of system efficiencies. Sewer Division The mission of the Sewer Division is to protect, maintain, operate, and administer the city's sanitary sewer collection system in a manner which ensures Public Health and Safety, protects the environment, and meets the requirements of Federal, State, County, and Local agencies. The effectiveness of work performed by sewer section personnel is measured by the percent of work completed in the scheduled timeframe. Continually shifting work schedules increases the time required to plan and prepare for the work to be performed. Although some schedule changes cannot be avoided, the goal of the sewer section is 95% of the work scheduled is completed within the time frame allotted. 21 High priority requests such as sewer blockages require quick response time. For 1999 the sewer section averaged Y2 hour response time during work hours. This performance measure may be difficult to improve upon. The same holds true with high priority requests for services after work hours with an average response time of one and one half-hours to respond. The percentage of scheduled work rather than emergency response work reflects the maintenance frequency for the system. Currently the frequency for cleaning and TV Inspection of pipelines and structures is once every five years. This five-year cycle allows the city to view the system as it ages and repair or provides for the repair of deficiencies before they become an emergency. The cost per foot to maintain the city's sewer system includes cleaning, inspecting, repairing, and replacing pipelines and structures. In 1999 this was calculated at cost of$ .40 per foot. A comparison of other agency costs and the cost to perform the work by contractors will be done prior to the preparing the 2001 budget. Emergency repairs cost approximately 3.35 times that of scheduled maintenance or repairs. In the last half of 1999, the city repaired 821 linear feet of pipe under emergency conditions compared to scheduled maintenance of 56,521 linear feet. The percentage of emergency versus scheduled maintenance is 1.4%. Our goal is to keep these responses under 2% of the total work accomplished. Storm Water Drainage The mission of the Storm Water Drainage is to protect, maintain, operate, and administer the city's natural and developed storm and surface water systems for the purpose of discharging waters that meet the clean water requirements of Federal, State, County, and Local agencies. The effectiveness of work performed by stormwater drainage personnel is measured by the percent of work completed in the scheduled time frame. Continually shifting work schedules increases the time required to plan and prepare for the work to be performed. Although some schedule changes can not be avoided, the goal of the sewer section is 95% of the work scheduled is completed within the timeframe allotted. High priority requests such as regional and local flooding require a quick response time. For 1999, the drainage section average response time was '/2 hour during work hours. This performance measure may be difficult to improve upon. The same holds true with high priority requests for services after work hours with an average response time of one and one-half hours. The percentage of scheduled work rather than emergency response work reflects the maintenance frequency for the system. Currently the frequency for cleaning and TV inspection of pipelines and structures is once every five years. This five-year cycle allows the city to view the system as it ages and repair deficiencies before they become an emergency. The city inspects private multi-family, commercial, and industrial drainage facilities. Our goal is to complete 200 inspections per year per inspector. The average cost per inspection, which does not include research time, is approximately $100 per inspection. These costs will vary depending upon the difficulty of the inspection. 22 Fleet Services - The Fleet Services Division is a work unit within Public Works Operations for the purpose of providing motor vehicles and construction type equipment to the entire city. In addition, Fleet Services provides repair and maintenance services to a fleet inventory of over 350. Our performance goals include timely and quality services as well as cost effectiveness. Vehicle operators are surveyed on different aspects of our program, which provide us with valuable information on how we can improve services. In our effort to reduce emergency repairs, monitoring preventative maintenance versus emergency repairs is a meaningful measure. By comparing ourselves to the private sector, we are able to measure our ability to provide cost effective services. Target Performance Measure 1999 Target met or Actual exceeded Public Works Transportation Management Effectiveness 1. Commute Trip Reduction — percent of employees at CTR- 23% affected sites who participate in activities that reduce single occupant vehicle commutes Workload 1. Number of traffic signals maintained 005 Street Maintenance Effectiveness 1. Cleanliness of Kent streets overall — percent of citizens who 92.8% rate streets good 2. Surface and pavement condition of Kent streets overall — 93.8% percent of citizens who rate streets good 3. Average pavement rating (out of 100 possible points - PAVER 79.6 85 system) 4. Percent of planned roadway resurfacing where work is 100% completed 5. Surface and pavement conditions in neighborhoods - percent of 93.1% citizens rating the condition of city streets in their neighborhood as good 6. Cleanliness of neighborhood streets— percent of citizens rating 90.5% neighborhood street cleanliness as good 7. Sidewalk condition - percent of citizens with sidewalks rating the 94.9% condition as good Efficiency 1. Cost per square yard to repair roadways $23.74 23 Target Performance Measure 1999 Target met or Actual exceeded 2. Cost per lane mile resurfaced $14,273 Workload 1. Number of lane miles of city maintained roads 508 2. Number of lane miles repaved/rehabilitated 22.83 Water Division Effectiveness 1. Water taste — percent of customers rating water taste as good 77% or excellent 2. Water pressure— percent of customers rating water pressure 89% as good or excellent 3. Water clarity - percent of customer rating water clarity as good 92% or excellent 4. Number of days water demand exceeded supply 0 0 Efficiency 1. Cost per hundred cubic feet of water produced $1.07 Workload 1. Number of customer connections served by Kent Water 12,062 2. Peak water daily demand in gallons 13.1 mil 3. Average water daily demand in gallons 8.4 mil Sewer Division Effectiveness 1. Percent of planned sewer work completed in scheduled 70% timeframe based on Y2 ear data throughout report) 2. Average response time in hours to potential high-priority .5 requests for service for sewer work—during work hours 3. Average response time in hours to potential high-priority 1.5 requests for service for sewer work—after work hours 4. Percent of sewer work that is scheduled rather than emergency 98% or unscheduled Efficiency 1. Cost per mile of preventative maintenance on collection pipe $.40 foot Workload 24 Target Performance Measure 1999 Target met or Actual exceeded 1. Cost per foot of emergency repairs to collection pipe $1.34 per ft 3. Number of sewer manholes inspected, cleaned, repaired, 21557 replaced Storm Division ' Effectiveness 1. Percent of planned work completed in scheduled timeframe 80% 2. Ratio of costs for preventive work to emergency repairs 99% 3. Average response time to potential high-priority requests for 0.5 hours service - during work hours 4. Average response time to potential high-priority requests for 1.5 hours service - after work hours Efficiency 1. Cost per foot of preventive maintenance work on storm pipe $.47 per ft systems 2. Cost for inspection services per inspection - private storm drain $96.46 Fleet Services Effectiveness 1. Preventative costs — percent of Fleet Service maintenance 61% 70% costs that are preventative rather than unscheduled 2. Timely repairs - percent of using employees satisfied with the 73.7% 80% Fleet Maintenance Unit's timeliness in making repairs 3. Quality of repairs — percent of using employees satisfied with 80% 90% the Fleet Maintenance Unit's quality of repairs 4. Helpfulness of Fleet Maintenance crew - percent of employees 71.4% 80% satisfied with the level of helpfulness from crew Efficiency 1. Percent of savings on city light vehicle rental rate versus 51% 50% ./ commercial rates 2. Percent of savings on city shop hourly rates versus commercial 19% 20% market rates Workload 1. Number of emergency vehicles in inventory 58 2. Number of non-emergency vehicles in inventory 294 3. Number of service work orders per year 2,100 25 Finance Department The Finance Department mission is to provide effective, timely and responsible administration of all the financial affairs in the city by being accountable, and upholding the public trust through financial excellence. One of the most effective methods of evaluating our financial management is by the city bond rating. We are proud that Kent recently attained upgrades from both Moody's and Standard and Poor's, with ratings that come very close to the best a city of our size could possibly have. March 15, 1999, Standard and Poor's reported a stable outlook for Kent, "with economic diversification, strong financial management, and significant alternative sources of financial flexibility'. Other indicators measure our effectiveness by focusing on best practices, as demonstrated by our consecutive years of achieving the GFOA awards for excellence in financial reporting and for the annual budget. Conformance to the high standards set by this agency reflects our department's commitment to excellence. Over the past years, due to the personal computer and related technology, this department has been able to automate many processes, which has greatly improved productivity. From utilizing databases, to developing complex spreadsheets and models, by conducting research over the Internet, and by using e-mail to communicate information, technology has contributed much toward improving our department's performance. As we head toward the full implementation next year of a new financial and human resource automation system, we anticipate even greater integrated solutions and online information available to the public. The Finance Department is also monitoring performance in the ability to deliver quality services to our customers. This is especially so with the Customer Service Division of Finance who handle all utility billing for the city, and are also the main reception and city mail center. Customer satisfaction survey measures are in place for both internal and external customers. Target Performance Measure 1999 Target met or Actual exceeded Finance Department Effectiveness 1. Quality of services in the Finance Department - percent of 89.2% 90% internal customers rating department as good or excellent 2. Received unqualified State Audit Report No, golf 3. City Bond Rating - LTGO Bonds — Moodys (unlimited tax Aa3 Aa bonds 4. City Bond Rating - LTGO Bonds —Standard & Poors AA- AA 5. Yearend General Fund balance - percent as compared to 14.2% 10% expenditures for previous year 26 Target Performance Measure 1999 Target met or Actual exceeded 6. Number of consecutive years Kent has earned the 4 years Government Finance Officers Association Distinguished Bud et Award 7. Number of years out of the previous 10 that Kent received 7 years 10 years the Certificate of Achievement for Excellence in Financial Reporting from GFOA (1988 - 1997) 8. Utility payment arrangements — percent of delinquent 90% 90% accounts collected or arrangements made in lieu of utility shut-off Workload 1. Total budget dollars 1999 $124,627,344 2. Available percent of non-voted councilmanic debt capacity 36% as of 12/31/99 3. Total average portfolio debt as of 12/31/99 $99,991,293 4. Total average portfolio investments $86,765,892 5. Number of W2's processed 1,333 27 Emplovee Services Recruitment One of the greatest challenges this department faced in 1999 was in the area of recruitment. The performance measures for professional and technical candidate recruitment are indicative of the tight labor market and unemployment levels that continue at a 30-year low. To address these issues we are developing new and innovative recruitment and compensation strategies for our high-tech and engineering positions. Benefits The city's self-funded Health and Welfare program rates high among employees. To ensure the continued financial stability of the program the city is working with an employee taskforce, to include leaders from each Union, to develop cost containment strategies for the future. Employee Development During 1999, all city employees participated in the mandatory Diversity Training program. The training was favorably received by employees. This training will continue in 2000 for all employees new to the City. In 2000, our training program will include the "Kent University" program allowing employees to enroll in training and development classes of their choice. This is a new approach to employee training which we hope to expand in years to come. We have also begun to encourage and promote the notion of"internal experts" for some of our safety training. Examples include Fire Department staff providing First Aid/CPR training for all City employees and Public Works Operations staff providing Confined Space training to those required to have this training. This program encourages dialogue between employees about safety and is much more cost effective than having outside consultants provide the training. To ensure that ES continues to provide quality services that meet the needs of our customers, the ES managers' retreat in 2000 will focus on "Value added Service". Risk Management Risk Management seeks to plan, organize and direct a comprehensive self-insured risk management and loss control program. Performance measures identified by Risk Management focus on injuries that occur while City employees are at work. We believe we can develop and refine our safety programs to reduce both the frequency and severity of on-the-job injuries. In order to gauge the success of these programs, we have established performance measures that allow proper comparison to other municipalities. We will continue to work with departments to refine our measures to ease the analysis of risk and create value in modifying our safety programs to minimize employee injuries. 28 Target Performance Measure 1999 Target met or Actual exceeded Employee Services °Recruitment Program Effectiveness 1. Quality of administrative/clerical candidates - percent of those 83.8% involved in the hiring process rating them good or excellent 2. Quality of public safety candidates - percent of those involved in 90.5% the hiring process rating them good or excellent 3. Quality of professional candidates - percent of those involved in 74.70% the hiring process rating them good or excellent 4. Quality of technical candidates - percent of those involved in the 72.6% hiring process rating them good or excellent Workload 1. Number of regular full-time positions filled 92 2. Number of regular part-time positions filled 9 3. Number of temporary positions filled 315 4. Number of job descriptions written 105 100 5. Number of reclassifications processed 37 20 Benefits Program Effectiveness 1. Health insurance - percent of employees who feel it meets their 89.9% needs 2. Wellness Program - percent of employees who rate this 72.4% program good or excellent Efficiency 1. Cost of health insurance as a percentage of the city-wide total 11.7% compensation budget Workload 1. Total number of participants in the Wellness Program 550 Risk Management& Employee Development Effectiveness 1. Number of workers compensation claims per 100 employees 13.9 2. Number of lost-time days citywide per 100 employees 74.9 3. Percent change in lost-time days from prior year -1.3% 29 Target Performance Measure 1999 Target met or Actual exceeded 4. Employee Service sponsored training classes — percent of 87% employees rating classes as good or excellent Workload 1. Number of Employee Services sponsored classes offered 55 2. Total number of participants in ES sponsored classes 1,128 30 Information Services The performance measures for the Information Services Department include a variety of metrics to monitor the effectiveness of our organization, along with key workload and efficiency measures which illustrate the level of ongoing services we provide to our customers. We are tremendously proud of the 1999 Actual measures reported below. Our systems availability, critical to the operation of all departments, is outstanding. Our Training programs have been well received. The high quality of our graphics design services is clearly recognized by our customers. Our efficiency and workload measures related to PC support, combined with a slightly lower customer satisfaction with help desk call resolution, support the need to increase PC support staffing. A new position, funded in 2000, will enable us to improve in this area. We have made some improvements to our printing services in an effort to improve customer ratings of the timeliness in this area, however our workload is tremendous. Workload related to this area illustrates the incredible volume of printed material that we process for our customers. We reduced staffing and funding in this area as part of the 2000 Budget reductions. Target Performance Measure 1999 Target met or Actual exceeded Ini°ormation Services IT Services &Training Effectiveness 1. Percent scheduled system availability - Novell - 21 servers 99.8% 2. Percent scheduled system availability - NT - 9 servers 99.9% 3. Percent scheduled system availability - HP 9000 - 2 servers 99.8% 4. Percent scheduled system availability - HP 3000 - 2 servers 99.9% 5. Percent scheduled system availability -ATM - 12 devices 99.9% 6. Help desk call resolution — percent of employees rating it 76.5% good or excellent 7. Technical Training Program — percent of employees rating it 88.6% as good or excellent Efficiency 1. Number of personal computers supported per PC Technician 258 31 Target Performance Measure 1999 Target met or Actual exceeded Workload 1. Number of personal computers supported (includes laptop 645 computers) 2. Number of help desk calls 8,192 Effectiveness 1. Quality of graphic design services - percent of employees 91.2% rating the quality as good or excellent 2. Timeliness of in-house printing services — percent of 79.6% 85% employees rating timeliness as good or excellent Workload 1. Number of printing press imprinted impressions (both in- 2.19 Million _F_ house and bid out) 2. Number of copier imprinted impressions made 3.34 Million 32