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City of San Francisco Performance Metrics
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| Dept,Department,Owner,Program,Goal,KPI_CODE,Performance_Measure,Description,Technical_Description,Performance_Pattern,Unit_of_Measure,FY_2012_Total_Actual_Data,FY_2013_Total_Actual_Data,FY_2014_June_Actual_Data,FY_2014_Total_Actual_Data,FY_2014_Total_Target_Data,FY_2014_Total_Projected_Data,FY_2015_Total_Target_Data,FY_2016_Total_Target_Data,FY_2014_Yr_End_Actual_Explanation,FY_2014_Yr_End_Dept_Comment,Major_Service_Area,Annual_Performance_Measure_Report,City_Survey_Report,CAFR_Report,Government_Barometer_Report,Mayors_Budget_Book,Performance_Appraisal_Report | |
| AAM,ASIAN ART MUSEUM,"Trujillo, Adrian",ASIAN ART MUSEUM,Increase museum membership,AAM.EEI.01.1.1,Number of museum members,"Total number of AAM members: includes general membership up to levels of $3,000 and above, as of the last day of the period. ","Collection Method: Records are developed and maintained in our database: Raiser's Edge. This database houses individual membership records including a member's history, gift date history, gift date, membership expiration, and membership category. The Information Systems staff ( Manager, Associate, and Assistant) enter gifts daily into Raiser's Edge as well provide reports and maintain the database as a whole. The Membership Manager has access to Raiser's Edge to extract reports and add or update biographical information in individual records. Membership data calculation process concludes 1 week after closing of each month. ",Above target is positive,General,13725,17066,12888,12888,14995,15000,15300,17000,"Our FY 14 Yr End Actual number of 12,888 member households - falling short of our projected 15,000 - was due to two key staff vacancies in Quarters 3 and 4 and lower-than-projected renewal rates for first-time members. Recapturing lapsed Terracotta Warriors members with a new Family level is a priority for FY15. Also, our new Membership manager has now been hired and is implementing ambitious plans to increase retention rates and visitor-to-member conversation rates. ","FY 14 Projected #. We had a dramatic increase in membership in FY13 due to our very popular exhibition: ""Terracotta Warriors"". In FY14, we are aiming to maintain as much of this growth as possible, but do anticipate some atrophy.",E Culture & Recreation,Yes,No,No,No,Yes,No | |
| AAM,ASIAN ART MUSEUM,"Trujillo, Adrian",ASIAN ART MUSEUM,Increase number of museum visitors,KPI110520516028371,City cost per visitor,The goal is to determine the cost per visitor based on the funding provided by the City.,"The City cost per visitor is calculated by dividing the Revenue (General Funds, Hotel Room Tax, Facility/Maintenance funds) by the total number of visitors to the Museum.",Above target is positive,Currency,34.15,20.73,26.31,26.31,32.86,28.71,29.48,25.1,For FY 14 we experienced a slight dip in attendance numbers and a reduction in City funding which affected our cost per visitor calculation. ,,,No,No,No,No,No,No | |
| AAM,ASIAN ART MUSEUM,"Trujillo, Adrian",ASIAN ART MUSEUM,Increase number of museum visitors,AAM.EEI.02.2.2,Number of museum visitors,Number of every museum visitor entering the front door.,"Collection Method: At the admission desk of AAM, all visitors (both paid and non-paid) are ticketed. The visitor data is collected from the computerized ticketing system. Timing: Daily/Weekly/ Monthly",Above target is positive,General,191404,318914,284135,284135,220000,300000,225050,362600,"FY14 Yr End Actual Annual Attendance reflects all visitors entering the museum through the front doors. Prior to Yr End FY14 our number had excluded school groups, and other specialized groups, etc. Our previously recorded FY14 Target of 220,000 reflected our previous counting method. Our FY14 attendance started modestly in July but experienced a significant bump in September thanks to our small but critically acclaimed Cyrus Cylinder exhibition. Later in the Spring our special exhibition Yoga: The Art of Transformation brought in large crowds during its final month thanks in part to a successful public programming schedule. ","As of FY14 Yr End, our Actual Number of Museum Visitors reflects all visitors entering the museum through the front doors. Prior to Yr End FY14 our number had excluded school groups, and other specialized groups, etc. Our previously recorded attendance numbers up until midyear FY14 (including FY14 Target) reflected our previous counting method.",E Culture & Recreation,Yes,No,Yes,Yes,Yes,No | |
| AAM,ASIAN ART MUSEUM,"Trujillo, Adrian",ASIAN ART MUSEUM,Provide quality programs on Asian art and culture,AAM.EEI.03.3.3,Number of education program participants,"Number of education program participants are organized into four categories: on-site school programs (school tours of children, teachers, and chaperones); off-site school programs (docent travels to school to teach a class/workshop); on-site educator program (teacher workshops and resource fairs); off-site educator programs (we do outreach to teachers regarding our programs. ",Collection Method: all on-site participants are ticketing through our front door ticketing system: Vista. Off-site participant counts are maintained in Filemaker Database managed by AAM Education Department. Timing: Quarterly - one month after close of quarter,Above target is positive,General,26956,37557,32918,32918,30000,30390,31000,31000,"In FY 14 school programs numbers exceeded expectations because the museum hosted the SFUSD Arts Festival for a second year. This program provided free admission to the museum and special exhibitions for over 6,000 San Francisco students, teachers, and families over a 10-day period. ","For ongoing school programs, the average rating for overall satisfaction was 9.1 out of a 10 point scale. Approximately, 35% of teachers completed an evaluation. ",E Culture & Recreation,Yes,No,No,No,Yes,No | |
| AAM,ASIAN ART MUSEUM,"Trujillo, Adrian",ASIAN ART MUSEUM,Provide quality programs on Asian art and culture,AAM.EEI.03.4.4,Number of public program participants,"Number of attendees at programs offered to the public including: family programs, adult programs (performance, lectures, classes, tea ceremony), Asia Alive, public tours.",Collection Method: Head Count taken by public program staff & registration data maintained by AAM Public Program Dept. Timing: Quarterly - one month after close of quarter,Above target is positive,General,52737,53569,52589,52589,40000,54044,41250,40000,"The public programs division of the AAM education department works to engage our general visitors, (ranging in ages from 3 years to 103), with the goal of using art and ideas to connect people, places, and times. The AAM's public programs are created in association with the special exhibitions with the purpose of deepening an understanding of Asian art and culture and to enhance the museum experience through meaningful engagement in programs such as cultural celebrations, performances, gallery talks, lecture demonstrations, artist engagements, evening mixer programs, art making, docent tours for adults and children, and storytelling. In FY 14 our public programs were able to showcase the cultural diversity of our special exhibitions. Japanese, Persian, Korean, Indian, and Contemporary Art were all celebrated.",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| AAM,ASIAN ART MUSEUM,"Trujillo, Adrian",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,AAM.XXX.01.5.5,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: [HR department manages a web-based Performance Management system for personnel.] Timing:Annually for full-time employees, (starting off with a 6 month review for new hires.)",Above target is positive,General,52,57,54,54,51,50,58,55,We always strive for 100% completion of written reviews. However headcount fluctuates depending on number of open positions and new employees must work through their six month probation period before having a first review. In FY 14 we had one employee out on family leave. ,,E Culture & Recreation,Yes,No,No,No,No,Yes | |
| AAM,ASIAN ART MUSEUM,"Trujillo, Adrian",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,AAM.XXX.01.6.6,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: [HR department manages a web-based Performance Management system for personnel.] Timing: Annually for full-time employees, (starting off with a 6 month review for new hires.)",Above target is positive,General,51,53,54,54,51,50,57,55,We always strive for 100% completion of written reviews. However headcount fluctuates depending on number of open positions and new employees must work through their six month probation period before having a first review. In FY 14 we had one employee out on family leave.,,E Culture & Recreation,Yes,No,No,No,No,Yes | |
| ADM,ADMINISTRATIVE SERVICES,pmadmin,311 CUSTOMER SERVICE CENTER,CSR Productivity,KPI12145751300332,Percentage of Customer Service Representatives that answer 17 calls per hour,"The percentage of Customer Service Representatives that answer 17 calls per hour, which is equivalent to 3000 calls per month. This metric was changed in July 2009 from ""calls per month"" to ""calls per hour"" in order to take into account planned and unplanned absences. ","Calculation: Total number of calls answered divided by the total number of hours staffed by on line Customer Service Reps. Data Source: Avaya's Call Management System (CMS) and Blue Pumpkin to determine the number of calls answered and the number of staffed hours, respectively. ",Above target is positive,Percent,0,0,0,0,0,0,0,0, ,,,No,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",311 CUSTOMER SERVICE CENTER,One Call Resolution,KPI323673271720926,Percentage of calls handled without a transfer,Provide requested information or handle intake of service requests to callers without phone transfer to other city agencies. This metric was developed in July 2008 as a performance measure for 311.,Calculation: Total number of calls not transferred out of the 311 center divided by the total number of calls answered. Source: Avaya's Call Management System (CMS) will be utilized to determine the number of calls answered and calls transferred. Frequency: Monthly,Above target is positive,Percent,0.965,0.9535,0.9395,0.94125,0.95,0.95,0.95,0.95,Slight decrease due to a reduction in the total number of calls answered as customers migrate to on line channels while the calls requiring a transfer has remained consistent. ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ADM,ADMINISTRATIVE SERVICES,pmadmin,311 CUSTOMER SERVICE CENTER,Public Self Service,KPI12145951325987,Percentage of Automated 311 Service Requests ,The number of automated service requests received by 311 via the internet and smart phone app. ,Calculation: Sum of the total number of automated requests received by 311 divided by the total number of requests received by 311 during the reporting period. Data Source: 311 Data Systems. ,Above target is positive,Percent,0,0,0.3524,0.3217,0.3,0.31,0.35,0.35,"On target. Continued improvements made to on line presence and functionality, including 311 smartphone app.",,,No,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",311 CUSTOMER SERVICE CENTER,Quality Assurance,KPI323665271330328,Quality assurance percentage score,"The quality assurance rating for 311 is determined by conducting observations of randomly selected calls into the call center by a quality manager and supervisors. The monitorings will cover all 8 key critical main elements: 1.) greeting, 2.) listening, 3.) speaking, 4.) call handling, 5.) assessment and issue solving, 6.) CRM procedural requirements, 7.) resource/application requirements, and 8.) closing. This metric was developed in July 2008 as a performance measure for 311.",Calculation: The number of quality assurance points earned by a CSR on a call divided by the total number of points possible. Source: The NICE recording application will be utilized to score a minimum of 5 calls per month per CSR. Frequency: Monthly,Above target is positive,Percent,0.9605,0.9613,0.9582,0.9571,0.92,0.95,0.92,0.92,On target. Continued focus on key aspects of customer service,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",311 CUSTOMER SERVICE CENTER,Service Level Percentage,KPI32381122604162,Percentage of calls answered in 60 seconds,The percentage of calls answered within 60 seconds versus the total number of calls received on a monthly basis. This metric of answering 50% of calls in 60 seconds was developed in July 2008 as a performance measure for 311. ,Calculation: The number of calls answered within 60 seconds divided the total number of calls received during the measurement interval. Data Source: Avaya�s Call Management System (CMS) and will be utilized to determine the number of calls answered within 60 seconds and the total number of calls received. Frequency: Monthly,Above target is positive,Percent,0.74,0.716,0.6238,0.6794,0.6,0.72,0.6,0.6,On target. Decrease in performance due to high volume of long duration calls related to the Treasurer and Tax Collectors office. Hiring additional as need staff in August 2014. ,,F General Administration & Finance,Yes,No,No,Yes,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",ANIMAL WELFARE,Decrease number of animals euthanized,ADM.AUA.01.11.11,Percentage of live animal releases,"As home of the ""No Kill"" movement, we came up with a formula that accurately measures the life saving successes of animal shelters. The ""Live Release Rate,” is the ratio of live animals impounded compared to live animals released. We separate dogs/cats/others/wildlife because many jurisdictions/animal shelters provide care, shelter or handle only dogs/cats. It is our mission to consider all animals that come through our door as a measure of success. The Live Release Rate is calculated by taking the total number of animals of any species impounded alive (exclusive of owners requesting euthanasia for sick or injured animal and those that die in kennels) and comparing what is adopted, redeemed back to owners, rescued or released back to nature, to the number we cannot save and euthanize. This measure has become the national standard for animal welfare organizations to monitor and compare life saving efforts. The national average for municipal animal control agencies is approximately 45%.","Collection Method: The data is collected by ""Chameleon,"" which is our in-house animal software program tracking all intakes and final disposition of animals. The documentation is located at our animal shelter facility at 1200 15th Street. Timing: Routinely available. ",Above target is positive,Percent,0.75,0.78,0.8,0.8,0.76,0.76,0.76,0.76, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",ANIMAL WELFARE,Decrease or maintain average field emergency response time,ADM.AUA.02.12.12,"Field service emergency response time, in minutes","Average field response time for emergencies involving sick, injured, dangerous and/or animals in distress throughout the City (time measured from when the call first comes in to the time our Animal Control Officer reaches the scene). This is an important measure in order for us to meet our primary responsibility to protect the public. It is linked to historic measures and is directly related to staffing resources available to our Department. This particular measure has been captured for many years and has improved from over 30 minutes to nearly 25.","Collection Method: The data is collected by ""Chameleon,"" which is our in-house animal management program that tracks all intakes and disposition of animals and activity calls. We wrote an in-house program to capture calls we consider an emergency and the accompanying response time. The documentation is located at our animal shelter facility at 1200 15th Street. Timing: Routinely available.",Below target is positive,General,22,21.25,20.62,20.62,23,23,23,23, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",CONTRACT MONITORING,"Ensure that CCSF does not contract with vendors that discriminate (a) based on defined protected classes, or (b) in providing benefits to employees with spouses and employees with domestic partners.",HRC-12B-1,Total Number of EBO (12B) Compliant CCSF Vendors,This measure captures the number of vendors doing business with the City and County of San Francisco that are compliant with the Equal Benefits Ordinance.,Calculation: Sum of the number of EBO compliant CCSF vendors at a point in time. Data Source: Excel.,Above target is positive,General,16018,17257,17780,17780,17200,17200,17900,18700, ,Achieved target.,,No,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,pmadmin,CONTRACT MONITORING,Increase and ensure participation of local businesses through City contracting and purchasing.,KPI12151651486618,"Total Minimum Dollars Awarded to LBE, PUC-LBE, NPE, and SBA Certified Firms",,,Above target is positive,General,0,0,254083940,332683940,200000000,150000000,200000000,200000000,CMD exceeded FY14 target due in large part to the award of 43 contracts at the PUC and 51 at DPW to LBEs as prime contractors. ,,,No,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,pmadmin,CONTRACT MONITORING,Increase and ensure participation of local businesses through City contracting and purchasing.,KPI12150851474593,Total number of awarded active CCSF contracts monitored by CMD,This measure represents the total number of contracts monitored by the CMD. ,Calculation: Sum of the total number of awarded active CCSF contracts monitored by CMD at a point in time. ,Above target is positive,General,0,0,752,1410,488,700,760,820,CMD exceeded the FY14 target due to an increase in 14B governed contracts awarded by DPW (75) and the PUC (59) in FY14. ,,,No,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,pmadmin,CONTRACT MONITORING,Increase and ensure participation of local businesses through City contracting and purchasing.,KPI12150451458105,"Total Number of LBE, PUC-LBE, NPE, and SBA Certified Firms","This measure captures the total number of LBE, PUC-LBE, SBA and NPE firms that have been certified by the CMD.","Calculation: Sum of the total number of LBE, PUC-LBE, SBA and NPE Certified firms that have been certified at a point in time. Data Source: Excel, LBE Certification Database.",Above target is positive,General,0,0,1411,2843,1500,1500,1525,1550, ,Did not achieve target. CMD did not have a Certification Supervisor until May of 2014. We expect a lot more outreach conducted soon after training is complete. ,,No,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",COUNTY CLERK SERVICES,Streamline delivery of County Clerk services,ADM.AME.01.7.7,Percentage of customers assisted within ten minutes from the time they are ready to be served,Percentage of customers assisted within 10 minutes from the time they are ready to be served (time from when forms are completed).,Calculation: Number of customers assisted within ten minutes divided by the total number of customers served. Data Source: Q-Matic.,Above target is positive,Percent,0.91,0.9565,0.9553,0.9553,0.9,0.9,0.9,0.9,Dept. was able to achieve average 95.53% between vital records and general office with additional temp employees.,Continued increased demand for marriage services. ,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,ADM.XXX.01.47.47,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection method: Manager and employee develop a plan for the new fiscal year. Performance Plan is scheduled for appraisal/review end of fiscal year. Source: Performance Plan is filed with manager and Human Resources department. Timing of Performance Appraisal is annual.,Above target is positive,General,48,316,0,0,400,0,537,0, ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,ADM.XXX.01.48.48,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection method: Manager and employee meet to discuss Performance Appraisal. Manager submits Performance Appraisal to Human Resources department for input into database and file. Source: Performance Plan is filed with manager and Human Resources department. Timing of Performance Appraisal is annual, after fiscal year closing. ",Above target is positive,General,174,91,0,0,400,0,537,0, ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",DISABILITY ACCESS,Conduct required plan and site reviews in a timely manner,ADM.FAV.01.14.14,Percentage of requests for plan reviews fulfilled within twenty business days,Percentage of requests for review of construction plan documents fulfilled within 20 business days. ,Calculation: The number of requests for plan reviews fulfilled within twenty days divided by the total number of requests received for plan reviews during the reporting period. Data Source: Excel.,Above target is positive,Percent,0.95,0.92,0.87,0.87,0.85,0.9,0.85,0.85,Performance measures met despite limited staff/unfilled vacancy. ,"Staff vacancy was filled at end of fiscal year. If current staffing levels continue, will exceed goals next year.",F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",DISABILITY ACCESS,Conduct required plan and site reviews in a timely manner,KPI1475308899139,Percentage of requests for site reviews fulfilled within seven business days,Percentage of requests for review of actual construction sites fulfilled within 7 business days. Site reviews are more time sensitive because they are part of the construction process. ,Calculation: The total number of site requests fulfilled within seven days divided by the total number of requests for site reviews. Data Source: Excel.,Above target is positive,Percent,0.97,0.97,0.96,0.96,0.95,0.96,0.95,0.95,Performance measures met despite limited staff/unfilled vacancy. ,"Staff vacancy was filled at end of fiscal year. If current staffing levels continue, will exceed goals next year.",,No,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",FLEET MANAGEMENT,Control citywide vehicle costs by reducing the number of vehicles assigned to departments,ADM.FFK.01.45.45,Number of vehicles assigned to departments,"Reduction in general purpose vehicles (light duty autos, pickup trucks and vans used for general passenger transportation, not operations, excluding emergency response vehicles) assigned to departments. This measures the number of assigned vehicles.",Collection Method: Central Shops vehicle inventory. Timing: Routinely available.,On target is positive,General,875,888,924,924,890,910,915,915,"MBO approved expansion of fleets at ADP and DBI, increasing the population of vehicles assigned to departments. ",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",FLEET MANAGEMENT,Control citywide vehicle costs by reducing the number of vehicles assigned to departments,ADM.FFJ.01.40.40,Percentage of survey respondents who rate satisfaction with Central Shops as above average or greater.,"Average customer satisfaction rating on a 5-point scale. Survey to be developed and administered by City Administrator central office, covering all of the internal services functions of the department. This survey will be conducted annually.",Collection Method: Online survey instrument to be developed. Timing: Survey to be conducted annually in the 2nd quarter. Data available within 30 days.,Above target is positive,Percent,,,,,,,,,,,F General Administration & Finance,Yes,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",FLEET MANAGEMENT,Transition the general purpose fleet to clean fuel technologies,ADM.FFK.02.46.46,Percentage of the general purpose fleet that is clean fuel,"Percentage of general purpose vehicles that are classified as clean fuel technology. General purpose vehicles are light duty cars, vans, and pickups, not used for emergency response.",Collection Method: Central Shops vehicle inventory in automated system called MAPCON. Timing: Routinely available.,Above target is positive,Percent,0.47,0.51,0.51,0.51,0.5,0.51,0.53,0.53,"Older clean vehicles are now being replaced, reducing net gains in the overall percentage of clean fuel vehicles. ",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",GRANTS FOR THE ARTS,Promote San Francisco as a tourist destination by supporting the arts and cultural community,ADM.FEQ.01.23.23,Number of attendees at programs and events supported by GFTA funding,"Attendance at all programs and events supported by Grants for the Arts (GFTA) funding, including tourist promotion activities. Grants for the Arts, established in 1961, is an internationally admired model of municipal funding and support of the arts and culture in San Francisco. Providing a stable, dependable base of support to the broadest spectrum of the City's arts community, GFTA fulfills its mission of ""promoting the City by supporting the arts"" through the funding of nonprofit arts and cultural organizations which help to make San Francisco as a premier destination for regional, national and international visitors. ",Collection Method: Reports submitted by grantees and entered into a database by GFTA staff. Timing: Data is submitted annually in grant applications and entered during the 6 month application review process. Reports can be generated in mid July. .,Above target is positive,General,9602611,9421838,9694680,9694680,9650000,9650000,9700000,9750000,"In FY 14, GFTA added four new applicants to the roster of grantees and was also able to provide token increases due to a small increase in the agency’s overall budget. It is assumed that these tiny increases in funding helped CBOs modestly increase their marketing effort in hopes of attracting a few more audience members. ",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ADM,ADMINISTRATIVE SERVICES,pmadmin,LABOR STANDARDS ENFORCEMENT,Implement and enforce Prevailing Wage requirements,KPI12229357818714,Back wages assessed for violation of prevailing wage requirements,Dollar value of back wages assessed during the fiscal year resulting from violations of prevailing wage requirements.,Calculation: Sum of back wages assessed for violation of prevailing wage requirements during the current reporting period. Data Source: Excel,Above target is positive,General,0,0,603537,789662,0,300000,250000,300000,"Represents total back wages recovered from 69 contractors/subcontractors. Includes $210,194 assessed against The Robbins Company, the largest single prevailing wage enforcement action ever taken by OLSE.",,,No,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,pmadmin,LABOR STANDARDS ENFORCEMENT,Implement and enforce San Francisco labor laws,KPI12146251334968,Percent of MWO claims resolved within one year of filing,Percentage of MWO claims resolved within one year of filing during the reporting period. ,Calculation: (MWO claims filed during the period 12 months prior to the reporting period and resolved within one year of filing) / (MWO claims filed 12 months prior to the reporting period). Data Source: Excel and Access Reporting frequency: Semi-annual report for the calendar year and fiscal year report for the end of year figure. ,Above target is positive,General,0,0,94,190,0,93,93,93,"Of the 62 MWO cases filed in the rolling reporting period (FY2013), 58 were resolved within 365 days. ",,,No,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",MEDICAL EXAMINER,Complete cases and investigations in a timely manner,KPI146166402315321,Percent of toxicology exams completed within 90 calendar days of submission,The current goal is a standard set by the National Association of Medical Examiners (the Office of the Medical Examiner is accredited by NAME). Cases can be Medical Examiner cases (deaths) or tests of live persons (e.g. DUI). This parameter has the greatest effect on the turnaround time for death certificates.,"Calculation: The sum of toxicology exams completed within 90 days, divided by the total number of toxicology exams in the reporting period. Data Source: Access. ",Above target is positive,Percent,0.81,0.62,0.673,0.673,0.9,0.625,0.9,0.9,"Performance is mainly attributable to the re-assignment of Forensic Laboratory Division personnel's time and efforts to tasks related to the Toxicology Division’s accreditation efforts and staffing vacancies. In addition, the Laboratory Division has replaced obsolete analytical equipment, which refocuses staff attention to validation and training. That being said, the Office of the Chief Medical Examiner and the City Administrator’s Office have taken the necessary steps to hire Laboratory personnel and modernize laboratory equipment and we anticipate that the improvement trend will continue in the next quarters.",,,No,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",MEDICAL EXAMINER,Complete cases and investigations in a timely manner,ADM.ASG.01.8.8,Percentage of all notifications of families completed within 24 hours,"Notification of a family of a death requires a sequence of events to occur: investigation, identification and notification of families, all completed within 24 hours. The Investigative Section is made up of the Medical Examiner's Investigators and Administrator. Their responsibility is to go to the scenes, investigate deaths, and communicate with grieving families.","Calculation: Sum of investigations, identifications and notifications of families completed within 24 hours divided by the total number of investigations, identifications and notifications of families completed in the current reporting period. Data Source: Access.",Above target is positive,Percent,0.94,0.94,0.911,0.911,0.9,0.915,0.9,0.9,"Increased number of cases involving the deaths of infants/children with grieving family members. Notification of these family members proved routinely more difficult. Increased number of unidentified “Doe” cases which unfortunately required more extensive investigations to confirm identity (i.e. dental examination, DNA comparison, medical implant comparison, etc.). Lastly, increased number of deaths with relatives residing outside the United States.",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",MEDICAL EXAMINER,Medical Examiner customer satisfaction,ADM.ASG.02.10.10,Percentage of survey respondents who rate satisfaction with Medical Examiner as above average or greater.,Percentage of survey respondents who rate satisfaction as above average or greater.,Collection Method: Online survey instrument to be developed. Timing: Survey to be conducted annually in the 2nd quarter.,Above target is positive,Percent,,,,,,,,,,,F General Administration & Finance,Yes,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",PROCUREMENT SERVICES,Achieve cost savings and make the purchasing process more efficient,ADM.FCC.01.18.18,Average number of days to convert requisitions not requiring formal bidding into purchase orders,"Number of working days elapsed, from the day a requisition first reaches a Purchasing level approval box in the purchasing system, to the day the requisition is posted as a purchase order, for transactions not requiring Invitation to Bid process. The measure is an average of 90% of all transactions, excluding the slowest 10% because those transactions include rejected documents that would skew the average.","Calculation: The sum of the number of working days elapsed, from the day a requisition first reaches a Purchasing level approval box in the purchasing system, to the day the requisition is posted as a purchase order divided by the total number of requisitions during the reporting period. Data Source: Extracts run by Controller's staff from ADPICS. ",Below target is positive,General,4,6,4.7,4.7,3.8,7.5,7.5,7.5,Tech Store continues to bring average up.,"●Consistent with previous calculation, the slowest 10% of transactions are excluded, assuming issued with specs or other requirements. (In previous years, all transactions that took > 14 days to process were excluded). ●Average processing time for Tech Store transactions is approx. 11 days which is also skewing overall average.",F General Administration & Finance,Yes,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",PROCUREMENT SERVICES,Achieve cost savings and make the purchasing process more efficient,ADM.FCC.01.17.17,Percentage of all purchases made through term contracts (excluding professional services),Spending is assumed to be the amount of ADPICS standard vouchers and direct vouchers with post dates within each fiscal year.,Calculation: The sum of total term contract spending divided by the total contract spending amount during the reporting period. Excludes professional services. Data Source: Extracts run by Controller's staff from ADPICS.,Above target is positive,Percent,0.49,0.5,0.71,0.71,0.4,0.5,0.5,0.5, ,"New Term Contracts developed, but larger projects will no longer go through the Tech Store.",F General Administration & Finance,Yes,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",REAL ESTATE SERVICES,Keep rental rates for City tenants below market rates,ADM.FFI.03.35.35,Average occupancy rate in City-owned buildings managed by Real Estate,"Occupancy: A department or third party is paying for the space. That might mean a space is under construction or is unoccupied, but it is under a department's or third party's control and they are making rental or work order payments (or capitalized interest payments are being received) for the space.",Collection Method: Manual records maintained by Real Estate. Timing: Routinely available.,Below target is positive,Percent,0.998,0.99932,1,1,0.95,1,0.95,0.95,Last remaining vacancy was filled by DT during last 1/2 of FY.,,F General Administration & Finance,No,No,No,No,Yes,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",REAL ESTATE SERVICES,Keep rental rates for City tenants below market rates,ADM.FFI.03.36.36,Average per sq ft cost of City-operated buildings compared to listing rates in Civic Center,"Costs of six City-owned buildings managed by the department, including 25 Van Ness, 30 Van Ness, One South Van Ness, 555 7th Street, 1660 Mission, and 1650 Mission, compared to Civic Center and South of Market area rents. ""Cost"" of city owned space is the per square foot rate charged to city dept, calculated as the combined total cost (debt service plus O&M) for all six bldgs, divided by the total sq. ft. of space. ",Collection Method: Costs are directly from budget. Area rents are from CB Richard Ellis company. Timing: Quarterly,Below target is positive,Percent,0.59,0.588,0.55,0.55,0.9,0.55,0.9,0.9,$41.25/sf was CBRE ave listing rate in civic center/van ness vs. $22.56/sf actual for city owned bldgs.,,F General Administration & Finance,No,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",REAL ESTATE SERVICES,Keep rental rates for City tenants below market rates,ADM.FFI.03.38.38,Average per sq ft cost of office space lease portfolio compared to market rates,"Rental costs paid to lessors for City offices compared to market rates. We beat the market on owned space, and on space we lease, which is what this metric measures. By averaging the cost per sq. ft. of office space leased in Civic Center, and dividing by the market rate, we get this metric. The lower the percent, the better we are doing for compared to market. ",Collection Method: Lease records maintained by Real Estate staff. Timing: Routinely available,Below target is positive,Percent,0.724,0.5184,0.45,0.45,0.85,0.52,0.85,0.85, ,,F General Administration & Finance,No,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",TOURISM EVENTS,Promote San Francisco as a convention destination by providing high quality services,ADM.EIJ.01.13.13,Percentage of client post-convention survey ratings in the above average or higher category. *2014-2015 and 2015-2016 Targets reflect Moscone Center construction that is scheduled to begin fall 2014 and continue through 2016.,Average of client survey responses. Clients are surveyed after each convention.,"Calculation: The convention operator (SMG) conducts the survey via an online form. All events are surveyed, but not all return the instrument. ",Above target is positive,Percent,0.87,0.86,0.83,0.83,0.8,0.8,0.7,0.7, ,Business and attendee satisfaction experiences continued in a very positive manner throughout the second half of FY14. ,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",VEHICLE & EQUIPMENT MAINTENANCE & FUELING,Maintain a reasonable average maintenance cost per vehicle,ADM.FFJ.03.44.44,Average annual maintenance cost per general purpose vehicle,"For general purpose vehicles that are part of the vehicle leasing program, the average annual maintenance cost for all types of repairs performed.","Collection Method: Central Shops automated vehicle maintenance system called MAPCON. Data entered by shop supervisors. Billing charges calculated by system. Timing: Routinely available, but special reports must be run out of MAPCON, a cumbersome process.",Below target is positive,Currency,1255,1365,1156,1156,1100,1100,1200,1200,We are retiring older vehicles when major repairs are needed. ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",VEHICLE & EQUIPMENT MAINTENANCE & FUELING,Maintain a reasonable average maintenance cost per vehicle,ADM.FFJ.03.43.43,Average annual maintenance cost per Police vehicle,"For Police black and white (not undercover) vehicles, the average annual maintenance cost for all types of repairs performed.","Collection Method: Central Shops automated vehicle maintenance system called MAPCON. Data entered by shop supervisors. Billing charges calculated by system. Timing: Routinely available, but special reports must be run out of MAPCON, a cumbersome process.",Below target is positive,Currency,4531,5317,4492,4492,5200,5200,5300,5300,Average cost reduction may be due to addition of new patrol cars. ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",VEHICLE & EQUIPMENT MAINTENANCE & FUELING,Maintain availability of City vehicles for department use,ADM.FFJ.02.42.42,Percentage of repairs of general purpose vehicles performed in less than 3 days,"For general purpose vehicles that are part of the vehicle leasing program, the elapsed time from creation of a maintainance job order to posting as completed.","Collection Method: Central Shops automated vehicle maintenance system called MAPCON. Data entered by shop supervisors. Timing: Routinely available, but special reports must be run out of MAPCON, a cumbersome process.",Above target is positive,Percent,0.75,0.8,0.69,0.69,0.7,0.7,0.67,0.65,"Since new vehicles are not being added to the leasing program, average age increases every year and more extensive repairs are needed. ",,F General Administration & Finance,Yes,No,No,No,No,No | |
| ADM,ADMINISTRATIVE SERVICES,"Nguyen, Adam",VEHICLE & EQUIPMENT MAINTENANCE & FUELING,Maintain availability of City vehicles for department use,ADM.FFJ.02.41.41,Percentage of repairs of Police vehicles performed in less than 3 days,"For Police black and white (not undercover) vehicles, the elapsed time from creation of a maintainance job order to posting as completed.","Collection Method: Central Shops automated vehicle maintenance system called MAPCON. Data entered by shop supervisors. Timing: Routinely available, but special reports must be run out of MAPCON, a cumbersome process.",Above target is positive,Percent,0.71,0.6,0.72,0.72,0.69,0.7,0.69,0.69,"Department efficiency has improved with ongoing reorganization and replacement of lost staff, but aging of fleet may outweigh department efficiency. ",,F General Administration & Finance,Yes,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",ADMINISTRATION - ADULT PROBATION,Increase collection of fines and fees.,ADP.ASH.01.64.64,Amount of fines and fees,"This measure includes all fines and fees collected for APD. Effective November 2007 the APD transferred the collection of revenues including fines, fees and restitution to the Courts Collections Unit pursuant to a change in state law. The Courts Collections Unit collects and disburses restituion payments for APD which is not included in this measure and is recorded in the Courts Collections Unit Financial System.",Actual funds collected according to accounting records.,Above target is positive,Currency,386484,461745,462756,527547,267000,260000,267000,267000,Increase in Probation Fees due to system tracking and collection enforcement. ,,A Public Protection,Yes,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",ADMINISTRATION - ADULT PROBATION,Maximize staff effectiveness,ADP.ASH.02.65.65,Percentage of available employees receiving performance appraisals,"This measure represents the percentage of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months in June.",All performance appraisals will be completed in June.,Above target is positive,Percent,1,1,1,1,1,1,1,1,Performance appraisals were completed for all active targeted employees.,,A Public Protection,Yes,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",ADMINISTRATION - ADULT PROBATION,Maximize staff effectiveness,ADP.ASH.02.66.66,Percentage of eligible APD peace officer employees completing a minimum of 40 hours of mandated training,"The State of California Corrections Standards Authority requires that all Deputy Probation Officers complete a minimum of 40 hours of annual training as prescribed in Title 15 of the California Code of Regulations, Sections 130 et sequitur. The requirement is waived for employees on long term leaves of absence.",The Training Officer collects and retains this data in a computerized training database. This training database is updated on a monthly basis as proof of completed hours that are received from the Corrections Standards Authority approved training providers.,Above target is positive,Percent,1,1,0.98,0.98,1,1,1,1,All sworn staff with the exception of 2 Deputy Probation Officers (DPO) completed all the training hours as required. The two DPO that were unable to meet this requirement were on extended leave of absence.,,A Public Protection,Yes,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",ADMINISTRATION - ADULT PROBATION,Maximize staff effectiveness,ADP.ASH.02.67.67,Percentage of newly appointed peace officer staff that have completed mandatory CORE training,"The State of California Corrections Standards Authority requires that all peace officer staff completes basic CORE training during the first 12 months of job assignment as prescribed in Title 15 of the California Code of Regulations, Sections 130-132. The Department has Chief, Chief Deputy, Division Director, Supervising Probation Officer positions that are subject to this requirement during an employee's first year in the classification.",The Training Officer collects and retains this data in a computerized training database. This training database is updated on a monthly basis as proof of completed hours that are received from the Corrections Standards Authority approved training providers.,Above target is positive,Percent,1,1,1,1,1,1,1,1,Three newly hired Deputy Probation Officer staff completed their CORE training (196 hours) within the first 3 months of employment. All newly hired or promoted Supervising Probation Officer staff completed 80 hours of CORE training.,,A Public Protection,Yes,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",ADMINISTRATION - ADULT PROBATION,Maximize staff effectiveness,KPI111980626429577,Probation officer cost per active probationer,,,Above target is positive,Currency,863.45,1775,1978.74,1978.74,2000,921.26,2000,2000,Cost increase due to active probationer count decrease.,,,No,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",ADMINISTRATION - ADULT PROBATION,Maximize staff effectiveness,KPI111979626424553,"Probationers, PRCS, Mandatory Supervision clients per Probation Officer","Average number of active clients on community supervision (probation, Mandatory Supervision, and Post Release Community Supervision) supervised by the Adult Probation Department per case-carrying Deputy Probation Officer, as of the end of the reporting period.",Data on active clients and their supervising Deputy Probation Officer is entered and maintained in the department's case management system and reported weekly.,Above target is positive,General,102,81,70,70,50,75,50,50,"As of the end of June 2014, APD supervised 4,626 active clients and had 66 case-carrying DPOs, for an average caseload size of 70:1. This represents an average across the department, including high-high intensity supervision caseloads, high-intensity supervision caseloads, medium-intensity supervision caseloads, mixed-intensity supervision caseloads, low-intensity supervision caseloads, and administrative caseloads.",,,No,No,No,No,Yes,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",COMMUNITY SERVICES,Provide protection to the community through supervision and provision of appropriate services to adult probationers,ADP.AKB.01.49.49,Maximum established caseload size per probation officer in the domestic violence unit,"Maximum caseload size per probation officer in the Domestic Violence unit. The Department has a case management system for managing the caseload size of each officer. A lower caseload size improves public safety by allowing the officers to be more pro-active in their supervision services. The Department has implemented strategies that have resulted in fewer referrals, thereby improving public safety.","Data is maintained in the Department's case management system and is verified with actual monthly statistical checks by the supervising probation officer. The caseload size depends upon the number of cases, the number of staff vacancies within the unit, and reassignment of officers from other caseloads when vacancies occur. The average caseload size is a point in time calculation measured at the end of each reporting period.",Below target is positive,General,82,96,80,80,70,82,70,70,"Maximum caseload size is 80 for one caseload. The Unit has been able to decrease the maximum caseload size by creating a limited supervision caseload to which clients are transferred. These clients must have completed the mandated 52 weeks Batterer Intervention Program (BIP), completed 25 hours community service, and paid fines, fees and restitution, and have been free of law enforcement contact for 90 days beyond successful completion of the BIP. ",,A Public Protection,Yes,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",COMMUNITY SERVICES,Provide protection to the community through supervision and provision of appropriate services to adult probationers,ADP.AKB.01.52.52,Number of batterer treatment programs certified or renewed by Department,"Number of certifications issued and renewed as defined in Penal Code 1203.097 and 1203.098. All programs are required to be recertified annually. The certifications provide for quality batterer treatment programs in our community, which helps to improve outcomes for the probationers and safety in our community. The goal of a batter treatment program is to stop domestic violence. As described per Penal Code 1203.097, Probation Departments issue certifications to batterer treatment programs consisting of lectures, classes, group discussions and counseling, taking into consideration the following components: A) strategies to hold the defendant accountable for the violence in a relationship; B) a requirement that the defendant participate in ongoing same-gender group sessions; C) supervision and evaluation of the defendant's progress in the program.",The treatment programs are certified annually during the second half of the fiscal year. Certification process records and data are maintained by the unit supervisor.,Above target is positive,General,11,10,10,10,8,11,12,12,APD recertified 10 programs. A total of 10 programs are currently certified.,,A Public Protection,Yes,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",COMMUNITY SERVICES,Provide protection to the community through supervision and provision of appropriate services to adult probationers,ADP.AKB.01.57.57,Number of cases successfully terminated,"Number of cases successfully terminated. Successful cases are defined as official adult probation cases terminated due to normal expiration, court terminations, earned discharge, and not sentenced to state prison or terminated unsuccessfully.",The statistics are maintained by the Division Directors and reported on a monthly basis by the probation officers.,Above target is positive,General,1324,1309,902,1705,900,1600,1100,1100,"From January through June 2014, 1,705 probation cases were terminated successfully, exceeding the target for the period. This is due to a department-wide effort to reduce caseload sizes, implement evidence-based supervision practices, improve client's access to services and resources, and provide training in evidence-based supervision practices to all officers.",,A Public Protection,Yes,No,No,No,Yes,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",COMMUNITY SERVICES,Provide protection to the community through supervision and provision of appropriate services to adult probationers,ADP.AKB.01.50.50,Number of cases under limited supervision,"The Department has a case management system for managing the caseload size of each officer. When a case is assigned to limited supervision, minimal direct supervision services are being provided. Probationers are required to submit required fines and fees. If there are any issues or concerns generated from this caseload, probationers or the public are encouraged to contact the officer assigned to monitor the Limited Services Caseload. Therefore, a higher number of cases under limited supervision will indicate that these cases have minimal direct supervision.",The caseload size is an average of the reporting period. Data is maintained in the Department's case management system. Positive results are on or below target. ,Below target is positive,General,1380,1407,1079,1079,700,1100,800,800,"As of the end of the reporting period, there were 1,079 cases on limited supervision. Due to APD's review of the limited supervision caseloads, and efforts to identify those clients eligible for release or transfer, the number of limited supervision cases has decreased.",,A Public Protection,Yes,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",COMMUNITY SERVICES,Provide protection to the community through supervision and provision of appropriate services to adult probationers,ADP.AKB.01.53.53,Number of community meetings attended by probation staff,Meetings attended by probation staff in neighborhoods and at community based organizations. Attendance at these meetings allows the community to discuss issues affecting public safety. These meetings also provide insight for the department to focus resources on specific community issues.,Staff report community meeting attendance to their supervisors monthly.,Above target is positive,General,376,333,117,248,200,256,200,200,Exceeded target by 24% as we continue to prioritize staff engagement in community outreach.,,A Public Protection,Yes,No,No,No,Yes,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",COMMUNITY SERVICES,Provide protection to the community through supervision and provision of appropriate services to adult probationers,ADP.AKB.01.59.59,Number of incoming and outgoing jurisdictional transfers initiated,"Many San Francisco Probationers reside in another county. Pursuant to Section 1203.9 of the Penal Code, the Department's policy is to refer these cases to the County of Residence for jurisdictional transfer and also process jurisdictional transfer requests as they are received.","The Community Services Division Director maintains monthly data on jurisdictional transfers. Once it is determined that a probationer resides in another county, officers initiate the process to transfer the probation matter to the receiving county per the statue.",Above target is positive,General,804,850,388,805,250,835,600,600,Exceeded target of 250 with 639 initiated transfers after 3 quarters.,,A Public Protection,Yes,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",COMMUNITY SERVICES,Provide protection to the community through supervision and provision of appropriate services to adult probationers,ADP.AKB.01.60.60,Number of probationers age 18-25 referred to supportive services,The number of probationers age 18-25 referred to appropriate treatment services. Studies have shown that offenders with appropriate treatment services reoffend less. Officers conduct assessments using the CAIS needs and risk assessment to determine supervision and supportive service needs. Referrals for supportive services are initiated as appropriate.,Referrals are reported by officers to the supervisors who maintain the statistics.,Above target is positive,General,791,829,839,1064,500,726,500,500,APD continues to focus on increased client referrals.,,A Public Protection,Yes,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",COMMUNITY SERVICES,Provide protection to the community through supervision and provision of appropriate services to adult probationers,ADP.AKB.01.56.56,Number of referrals to treatment and support services ,Number of probationers referred to treatment and support services. Studies have shown that recidivism rates decrease when offenders participate in appropriate treatment and support services.,Officers provide monthly data to their supervisors.,Above target is positive,General,3671,3206,1357,3262,3000,3000,3000,3000,The actual number of probationers referred to sevices have exceeded the target.,,A Public Protection,Yes,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",COMMUNITY SERVICES,Provide protection to the community through supervision and provision of appropriate services to adult probationers,ADP.AKB.01.51.51,Number of site visits made to batterer treatment programs,"Number of probation officer visits to batterer treatment programs. Per Penal Code 1203.097 C, the Probation Department has the authority to approve the issuance, denial, suspension, or revocation of approval and to cease new enrollments or referrals to batterer treatment programs. The Department reviews information relative to a program's performance, failure to adhere to standards, or both. These visits enable the Department to monitor outcome of programs for probationers, which leads to improved community safety.",Actual number of monitoring visits made by probation officers. Information is maintained continuously by the supervisor of the unit and is retrieved every six months for performance measure reporting.,Above target is positive,General,94,66,41,73,60,60,60,60,Data supports the projected 60 visits: 73 total visits at end of FY 2014.,,A Public Protection,Yes,No,No,No,Yes,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",COMMUNITY SERVICES,Provide protection to the community through supervision and provision of appropriate services to adult probationers,ADP.AKB.01.58.58,Number of visits by probationers and victims to the Department for services,"Number of probationers and victims who physically come to Adult Probation for services. These services include meeting with probation officers for intake, monthly reporting, interviews for court reports, etc. In rare instances, victims come to the Department to present documentation of financial loss and to discuss the probationer and the case with the probation officer.",Records and Reception staff log on a daily basis the number of probationers and victims that come to the Department. Statistics are kept on a monthly basis of this activity and reported to the Division Director.,Above target is positive,General,19700,25379,21926,38503,20000,30570,20000,20000,"Due to implementation of case management standards, client visits to the department have increased.",,A Public Protection,Yes,No,No,No,Yes,No | |
| ADP,ADULT PROBATION,pmadmin,COMMUNITY SERVICES,Provide protection to the community through supervision and provision of appropriate services to adult probationers,KPI117335786130107,Percentage of closed cases successfully terminated,"Percentage of cases successfully terminated. Successful cases are defined as official adult probation cases terminated due to normal expiration, court terminations, earned discharge, modifications to court probation, transfers to other countries, and not sentenced to state prison or terminated unsuccessfully. ",Statistics are compiled from ADP's and the Superior Court's case management systems and are reported monthly to the Department of Justice. ,Above target is positive,Percent,0,0.78,0.87,0.87,0.85,0.85,0.8,0.8,"The percentage of closed cases that were successfully terminated from January through June 2014 was 87%, exceeding the period's aggressive target. This is due to a department-wide effort to reduce caseload sizes, implement evidence-based supervision practices, improve client's access to services and resources, and provide training in evidence-based supervision practices to all officers.",,,No,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",COMMUNITY SERVICES,Provide protection to the community through supervision and provision of appropriate services to adult probationers,ADP.AKB.01.54.54,Percentage of new domestic violence probationers attending domestic violence orientation,Percentage of domestic violence probationers attending orientation. Each domestic violence probationer referred to the Department is required to attend an orientation. The Department mandates that all new domestic violence probationers attend orientation to understand the duties and responsibilities outlined in the court order. The Department also provides information and makes referrals to required batterer treatment programs. The Department initiates corrective action for those who fail to attend the scheduled orientation. ,Actual data is maintained continuously by the domestic violence supervisor who conducts the domestic violence orientation unit and is retrieved every six months for performance measure reporting.,Above target is positive,Percent,0.87,0.75,0.84,0.84,0.95,0.95,0.95,0.95,100% of new DV probationers were scheduled for orientation. 84% appeared due to their availability and 16% were unavailable due to custody status or absconding.,,A Public Protection,Yes,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",COMMUNITY SERVICES,Provide protection to the community through supervision and provision of appropriate services to adult probationers,ADP.AKB.01.55.55,Percentage of new probationers receiving intake ,"Percentage of new probationers receiving intake. Probationers referred to the Department should be given an intake in addition to an orientation. The intake is a one on one process between the probation officer and the probationer. The purpose is to assess the probationer's needs, level of supervision, establish a case supervision plan, refer the probationer to supportive services as appropriate, and explain the terms and conditions of probation. (NOTE: This measure was changed as of January 1, 2008 from number attending intake to percentage attending intake to provide a more meaningful measurement.)",Monthly statistics are provided by the supervisors and maintained by the division directors.,Above target is positive,Percent,0.38,0.31,0.68,0.68,1,1,1,1,"The department identified a Community Service Division data collection issue in the method by which officers used to record intake appointments conducted on their caseloads. Staff received training on how to avoid under-reporting of completed intakes within the Division. As a result of this effort, there is a significant increase of this activity during this reporting cycle. Custody status and client absconding continues to be a contributing factor to intake availability. 11,400 client office visits were completed by staff during this reporting period. ",,A Public Protection,Yes,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,ADP.XXX.01.68.68,# of available employees for whom performance appraisals were scheduled,"This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. (Reports are not prepared for staff unavailable due to long-term leave.)",Data is maintained by Personnel Analyst. Actual number of appraisals scheduled.,Above target is positive,General,104,139,135,135,140,140,145,145,Performance appraisals were completed for all active targeted employees.,,A Public Protection,Yes,No,No,No,No,Yes | |
| ADP,ADULT PROBATION,"Flores, Annalie",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,ADP.XXX.01.69.69,# of available employees for whom scheduled performance appraisals were completed,"This is the number of employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. (Reports are not prepared for staff available due to long-term leave.)",Data is maintained by Personnel Analyst. Actual number of appraisals completed.,Above target is positive,General,104,139,135,135,140,140,145,145,Actual total reflects the number of active employees in the department for whom performance appraisals were to be conducted and completed during the fiscal year.,,A Public Protection,Yes,No,No,No,No,Yes | |
| ADP,ADULT PROBATION,"Flores, Annalie",POST RELEASE COMMUNITY SUPERVISION,Provide protection to the community through supervision and provision of appropriate services to adult probationers,KPI9271248900163,Number of new cases supervised under Post Release Community Supervision,"Number of individuals released from State Prison to the Post Release Community Supervision (PRCS) program during the fiscal year. Prior to the implementation of AB109 on October 1, 2011, these individuals were released to State parole under the supervision of California Department of Corrections and Rehabilitation. The PRCS unit provides comprehensive reentry services and community supervision to this population. Measure Definition revised March 15, 2013. NOTE: This is a new measure for FY2012-13. No target or reporting for FY 2011-12.",Pre-release packets are received from the California Department of Corrections and Rehabilitation. Data is maintained in the Department’s case management system and verified by the supervising probation officer. Unit counts are reported weekly.,Above target is positive,General,0,203,125,259,312,270,312,312,"From January through June 2014, APD received 66 new PRCS cases from CDCR and 59 new Mandatory Supervision cases. The PRCS projection for FY 2015 is based on CDCR's projection of PRCS releases to San Francisco and the average rate at which the actual number of PRCS clients received has exceeded CDCR's projections since October 2011 and the Mandatory Supervision projection is based on the average number of cases received per month in FY 2013.",,,No,No,No,No,No,No | |
| ADP,ADULT PROBATION,pmadmin,POST RELEASE COMMUNITY SUPERVISION,Provide protection to the community through supervision and provision of appropriate services to adult probationers,KPI9316699166282,Percent of individuals completing Mandatory Supervision who complete successfully.,"Of individuals who complete Mandatory Supervision, the percentage who complete successfully. Successful completion is defined as cases terminated due to expiration of the term, court termination, and not sentenced to state prison or county jail or otherwise terminated unsuccessfully. Measure Definition revised March 15, 2013. NOTE: This is a new measure for FY2012-13. No target or reporting for FY 2011-12.",Statistics are maintained by the Division Directors and reported on a monthly basis by the probation officers. Data is entered into the department's case management system.,Above target is positive,Percent,0,0.82,0.51,0.51,0.85,0.7,0.85,0.85,"51% of individuals who completed Mandatory Supervision between July 2013 and June 2014 completed successfully. Due to the fact that most Mandatory Supervision clients have not yet reached the end of their term, which average over 2 years, more of those that have completed thus far have been terminated unsuccessfully prior to the end of their term, thus increasing the proportion of unsuccessful terminations. ",,,No,No,No,No,Yes,No | |
| ADP,ADULT PROBATION,pmadmin,POST RELEASE COMMUNITY SUPERVISION,Provide protection to the community through supervision and provision of appropriate services to adult probationers,KPI9316599161812,Percent of individuals who have been on PRCS for at least twelve months that have successfully completed PRCS.,"Percentage of individuals who have been on PRCS for at least twelve months who have successfully completed PRCS. Successful completion is defined as cases terminated due to expiration of the term, court termination, Returned to Custody completions, and not sentenced to state prison or county jail or otherwise terminated unsuccessfully. Individuals who have died while on PRCS are not considered successful or unsuccessful completions. Individuals on PRCS for more than six months who do not re-offend or violate conditions of their supervision for six consecutive months are eligible for early release from PRCS, at the discretion of the Chief Adult Probation Officer. Individuals on PRCS for 12 months are mandatorily discharged from PRCS if they do not re-offend or violate conditions of their supervision and result in custody time.Without early release, an individual's PRCS term terminates after three years. ","Statistics are maintained by the Division Directors and reported on a monthly basis by the probation officers. Data is entered into the department’s case management system. Please note that the Measure Definition was revised on March 15, 2013.",Above target is positive,Percent,0,0.42,0.54,0.54,0.75,0.5,0.75,0.75,"While ADP has not met our target of 75% during this reporting period, the percentage of successful PRCS completions has increased since the prior Fiscal Year. With average of 8 prior felony convictions, and very high risk nature of population, ADP has been unable to yet reach 75%. ADP expects that through utilization of risk/needs assessment and development and use of individualized treatment and rehabilitation plans, as well as maximizing utilization of Reentry Pod and the Community Assessment and Services Center (CASC), that ADP will increase the percentage of successful completions of PRCS clients.",,,No,No,No,No,Yes,No | |
| ADP,ADULT PROBATION,pmadmin,POST RELEASE COMMUNITY SUPERVISION,Provide protection to the community through supervision and provision of appropriate services to adult probationers,KPI9316499152178,Percentage of individuals on Mandatory Supervision referred to services.,"The percentage of individuals sentenced under 1170h and supervised under Mandatory Supervision who are referred by their probation officer to at least one service provider and/or program for housing, vocational, educational, health, mental health, substance abuse, or other services and assistance, as appropriate.","Probation officers track service referrals and report on the number of referrals made to supervisors and Division Directors. For referrals to programs run by service providers under contract with the department, probation officers complete service referral forms and forms are collected by the Reentry Division.",Above target is positive,Percent,0,1,1,1,1,1,1,1,"All individuals released to Mandatory Supervision are referred to services, including medical, behavioral health, job readiness, benefits assessment, and housing services, in accordance with their Individualized Treatment and Rehabilitation Plan.",,,No,No,No,No,No,No | |
| ADP,ADULT PROBATION,pmadmin,POST RELEASE COMMUNITY SUPERVISION,Provide protection to the community through supervision and provision of appropriate services to adult probationers,KPI9316399145809,Percentage of individuals on PRCS referred to services.,"The percentage of individuals on PRCS who are referred by their probation officer to at least one service provider and/or program for housing, vocational, educational, health, mental health, substance abuse, or other services and assistance, as appropriate. NOTE: This is a new measure for FY2012-13. No target or reporting for FY 2011-12.","Probation officers track service referrals and report on the number of referrals made to supervisors and Division Directors. For referrals to programs run by service providers under contract with the department, probation officers complete service referral forms and forms are collected by the Reentry Division.",Above target is positive,Percent,0,1,1,1,1,1,1,1,"All individuals released to PRCS are referred to services, including medical, behavioral health, job readiness, benefits assessment, and housing services, in accordance with their Individualized Treatment and Rehabilitation Plan.",,,No,No,No,No,No,No | |
| ADP,ADULT PROBATION,pmadmin,POST RELEASE COMMUNITY SUPERVISION,Provide protection to the community through supervision and provision of appropriate services to adult probationers,KPI9316199132361,Percentage of individuals released to Mandatory Supervision that initially report to the Adult Probation Department.,"Of those sentenced under 1170h and released to Mandatory Supervision with no holds from other jurisdictions, the percentage that reports to APD as required. Measure Definition revised March 15, 2013. NOTE: This is a new measure for FY2012-13. No target or reporting for FY 2011-12.","This information is entered into the department's case management system, and reviewed regularly by Supervising Probation Officers and Division Directors. Data Collection Method and Frequency revised March 15, 2013.",Above target is positive,Percent,0,0.81,0.5,0.5,1,0.5,0.65,0.65, ,,,No,No,No,No,No,No | |
| ADP,ADULT PROBATION,pmadmin,POST RELEASE COMMUNITY SUPERVISION,Provide protection to the community through supervision and provision of appropriate services to adult probationers,KPI9315999109966,Percentage of individuals released to Post Release Community Supervision that receive a comprehensive risk and needs assessment.,"Percentage of individuals released to PRCS receiving a risk and needs assessment. Pre-release probation officers visit individuals who are housed at state prisons within a 50 mile radius prior to their release to PRCS and perform a comprehensive risk and needs assessment. Other individuals receive a risk and needs assessment during their initial intake at the Adult Probation Department. The purpose is to assess the individual's need, recommend the appropriate level of supervision, establish a case supervision plan, refer the individual to appropriate supportive services, and explain the terms and conditions of PRCS. Measure Definition revised March 15, 2013. NOTE: This is a new measure for FY2012-13. No target or reporting for FY 2011-12.","Statistics are entered into the department's case management system, and reported to supervisors and Division Directors on a weekly basis. Data Collection Method and Frequency revised March 15, 2013.",Above target is positive,Percent,0,0.77,0.92,0.92,1,0.95,1,1,"Ninety-two percent of all individuals on PRCS as of June 30, 2014 have had a risk and needs assessment. The Case Management Policy, implemented in January 2013, which requires officers to complete an assessment at intake, is increasing the proportion of PRCS clients with a completed assessment.",,,No,No,No,No,No,No | |
| ADP,ADULT PROBATION,pmadmin,POST RELEASE COMMUNITY SUPERVISION,Provide protection to the community through supervision and provision of appropriate services to adult probationers,KPI9316099122099,Percentage of individuals released to PRCS that report to the Adult Probation Department within 48 hours of their release.,"Of those released to PRCS, the percentage that reports to APD within two business days of their release from State Prison, as required. Measure Definition revised March 15, 2013. NOTE: This is a new measure for FY2012-13. No target or reporting for FY 2011-12.",Division Directors issue bench warrants for those individuals who do not report with 48 hours. This information is entered into the department’s case management system and reported weekly.,Above target is positive,Percent,0,0.94,0.88,0.88,0.9,0.9,0.9,0.9,"Ten of the 66 PRCS clients released to APD from January to June 2014, only seven did not report within 48 hours of their release from prison. Arrest warrants are issued when clients fail to report within 48 hours. Of the seven clients, six of the warrants have been served, 3 of which were served within two weeks.",,,No,No,No,No,No,No | |
| ADP,ADULT PROBATION,pmadmin,POST RELEASE COMMUNITY SUPERVISION,Provide protection to the community through supervision and provision of appropriate services to adult probationers,KPI9316299139331,Percentage of seriously mentally ill or physically disabled individuals released from State Prison to PRCS who are provided transportation from State Prison upon their release.,The percentage of seriously mentally ill or physically disabled individuals released from State Prison to PRCS who are provided transportation from Prison to San Francisco. NOTE: This is a new measure for FY2012-13. No target or reporting for FY 2011-12.,"Supervising probation officer monitors the needs of individuals to be released to PRCS through case by case communication with the CDCR liaisons, and determines and coordinates transportation needs, and enters information into the department's case management system. Data Collection Method and Frequency revised March 15, 2013.",Above target is positive,Percent,0,0.95,1,1,0.9,1,0.9,0.9, ,,,No,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",PRE-SENTENCING INVESTIGATION,Provide timely reports to guide the courts with rendering appropriate sentencing decisions,KPI329131260285593,Number of COMPAS risk/needs assessments and reassessments conducted,"Note: This is a new measure for Fiscal Year 2009-10, therefore there is no target or reporting for Fiscal Year 2008-09. Note: The Department transitioned to COMPAS Risk and Needs Assessment on July 2011. The name of ""Measure"", ""Measure Definition"", and ""Data Collection Method and Frequency"" were modified to reflect the change from CAIS to COMPAS risk/needs assessment on March 6, 2012. Evidence based practices for community supervision emphasize the need for a validated risk/needs assessment to inform supervision plans for probationers and identify underlying service needs. The Department uses the COMPAS risk/needs assessment. COMPAS generates an Individual Treatment Rehabilitation Plan for clients to address their needs.","The performance measure tracks the number of COMPAS assessments conducted, as well as the number of follow-up reassessments conducted. The number of reports will be obtained monthly from the secure website that manages the Department's COMPAS assessment data.",Above target is positive,General,1986,2365,1018,2268,1500,2000,1500,1500,"From January through June 2014, 2,268 COMPAS assessments and re-assessments were completed, exceeding the period's target by 51%. This is due to the implementation of case management standards across the department, which require all new clients to receive an assessment and existing clients to receive a re-assessment every 6 months.",,A Public Protection,Yes,No,No,No,Yes,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",PRE-SENTENCING INVESTIGATION,Provide timely reports to guide the courts with rendering appropriate sentencing decisions,ADP.AKG.02.62.62,Percentage of identifiable victims for whom notification was attempted prior to the sentencing of the defendant,"On every case where there is an identifiable victim with known contact information, the assigned probation officer is required to send a letter to the victim requesting victim information. The requested information includes, amount of loss to the victim, whether or not the victim has insurance to cover the loss, if the victim contacted the insurance company, and if the insurance company paid the loss. Additionally, the victim is requested to give their thoughts about the incident and the defendant. Victims are also informed of their rights to address the Court at the time of sentencing, where they can get services, and their right to file a civil claim in the matter. (Measure does not address cases with no identifiable victim, or those where a contact address or phone number cannot be obtained for an identified victim.)","Probation officers keep a log of all cases where there is an identifiable victim and the number of victims they attempted to contact. This information is forwarded to their supervisor on a monthly basis. The supervisor submits this information to the division director, who compiles the information for the division's monthly statistical report. The statistical report reflects the number of identifiable victims and the number of contacts attempted.",Above target is positive,Percent,1,1,1,1,1,1,1,1,Met target goal of 100% for victims with contact information.,,A Public Protection,Yes,No,No,No,Yes,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",PRE-SENTENCING INVESTIGATION,Provide timely reports to guide the courts with rendering appropriate sentencing decisions,ADP.AKG.02.63.63,Percentage of reports submitted to the Court prior to sentencing as defined in the Penal Code,"The California Penal Code mandates the circumstances under which the Adult Probation Department must submit a presentence report to the Superior Court. This report guides the Court in its sentencing decisions. The Penal Code stipulates that the presentence report be submitted to the Court and affected parties five days prior to the sentencing hearing. Due to the shortage of staffing resources, the Department and the San Francisco Superior Court have an agreement that presentence reports may be submitted two days prior to the sentencing hearing.",Supervising Probation Officers keep a log of all reports completed in time to meet the five day delivery. On a monthly basis they submit that information to the Division Director who prepares the statistical report for the Department.,Above target is positive,Percent,0.17,0.17,0.17,0.17,0.1,0.18,0.1,0.1,Exceeded target by 7%. Met the projected percentage.,,A Public Protection,Yes,No,No,No,No,No | |
| ADP,ADULT PROBATION,"Flores, Annalie",PRE-SENTENCING INVESTIGATION,Provide timely reports to guide the courts with rendering appropriate sentencing decisions,ADP.AKG.02.61.61,Percentage of reports submitted to the Court two days prior to sentencing as per agreement with the Courts,"The California Penal Code mandates the circumstances under which the Adult Probation Department must submit a presentence report to the Superior Court. This report guides the Court in its sentencing decisions. The Penal Code stipulates that the presentence report be submitted to the Court and affected parties five days prior to the sentencing hearing. Due to the shortage of staffing resources, the Adult Probation Department and the San Francisco Superior Court have an agreement that presentence reports may be submitted two days prior to the sentencing hearing.",Supervising Probation Officers (SPOs) submit the completed presentence reports to the Court on a daily basis. As part of the daily responsibilities they keep a log of all reports submitted and when they are submitted. On a monthly basis the SPOs submit that information to the Division Director who prepares the statistical report for the Department.,Above target is positive,Percent,0.94,0.97,0.95,0.95,1,1,1,1,Department submitted 95% of reports in a timely manner.,,A Public Protection,Yes,No,No,No,Yes,No | |
| AIR,AIRPORT COMMISSION,"Wheatley, Don","ADMINISTRATION, BUSINESS",Contribute to the strength of the local economy,AIR.BGF.01.70.70,"Amount of annual service payment to the City's General Fund, in millions","The Airline-Airport Lease and Use Agreement provides for a payment to the City's General Fund for indirect services that the City provides to the Airport. During the term of the Lease and Use Agreement which expires on June 30, 2021, the payment is calculated as 15% of Concession Revenues as defined in the Agreement or $5 million, whichever is greater. Concession Revenues include fees and rentals collected by the Commission from concession operations as follows: 1) restaurants, bars, news stands, gift shops, specialty shops, advertising displays, insurance, public telephone, and other merchandising concessions and consumer services in the Terminal Area; 2) courtesy vehicles, ground transportation services, car rental services, hotels, service stations and other concessions and services in the Groundside Area; and (3) automobile parking and traffic fines. ","Collection Method: The Annual Service Payment calculation is based on the cumulative totals from all concession sub-objects from FAMIS and multiplying by 15%. The Airport's Accounting Department keeps records of all supporting totals from the concession sub-objects used to calculate the Year-End Payment that is transmitted to the city. Timing: Can be calculated monthly, approximately 7 weeks after the end of each month. Payment made annually.",Above target is positive,Currency,34,36.5,38,38,36.9,37,38.1,39,"FY 14 year-end ASP is estimated to exceed target by 2.9% and exceed the prior year by 4.2%. Strong car rental revenues, robust groundside activity, higher food & beverage consumption, and increased duty free luxury merchandise sales all contributed to the increase.",,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| AIR,AIRPORT COMMISSION,"Wheatley, Don","ADMINISTRATION, BUSINESS",Contribute to the strength of the local economy,AIR.BGF.01.71.71,Percent change in domestic air passenger volume,"Percentage increase/decrease of enplaned passengers on domestic flights over prior period. Enplanements is defined as passengers boarding a flight at SFO and does not include any passenger already on the flight (""in-transit"").",Collection Method: Passenger enplanement data is reported monthly by air carriers and input into the Airport's Property Management and Billing System (PMBS). Airport passenger forecasts are prepared by Financial Planning & Analysis and an independent consultant. Timing: Data from PMBS is available approximately 20 days after the end of the reporting month.,Above target is positive,Percent,0.094,0.042,0.027,0.027,0.012,0.015,0.016,0.017,"The fiscal year started with a 1.0% decline in traffic in the first quarter due to flight cancellations in July resulting from the Asiana flight 214 accident and a high comparison base last summer. United Airlines and Virgin America continue to be the top two airlines in passenger volume, and accounted for a majority of domestic growth. Delta and Alaska Airlines also increased domestic service. Domestic enplanements reached 18.0 million, establishing a new peak.",,"B Public Works, Transportation & Commerce",Yes,No,Yes,No,Yes,No | |
| AIR,AIRPORT COMMISSION,"Wheatley, Don","ADMINISTRATION, BUSINESS",Contribute to the strength of the local economy,AIR.BGF.01.72.72,Percent change in international air passenger volume,Percentage increase/decrease of enplaned passengers on international flights over prior period.,Collection Method: Passenger enplanement data is reported monthly by air carriers and input into the Airport's Property Management and Billing System (PMBS). Airport passenger forecasts are prepared by Financial Planning & Analysis and LeighFisher consultants. Timing: Data from PMBS is available approximately 20 days after the end of the reporting month.,Above target is positive,Percent,0.033,0.032,0.053,0.053,0.029,0.035,0.026,0.027,"FY 2013/14 International enplanements increased year-over-year by 5.3% to 5.0 million passengers, establishing a new peak. All regions experienced growth. New international services to Dublin by Aer Lingus, up gauges by Air Canada, and new United service to Chengdu, China and Taipei, as well as additional service by Aeromexico strengthened international traffic.",,"B Public Works, Transportation & Commerce",Yes,No,Yes,No,Yes,No | |
| AIR,AIRPORT COMMISSION,"Wheatley, Don","ADMINISTRATION, BUSINESS",Control airline cost per enplaned passenger,KPI32114097863664,Airline cost per enplaned passenger,"Control costs to airlines by controlling airline landing fees and terminal rental per passenger. The revenues budgeted for airline landing fees and terminal rentals represent the ""airline requirement"" based on the net of Airport expenditures and non-airline revenues. Rates for landing fees and airline terminal rentals are formulated from the budgeted airline revenue and forecasts for aircraft landed weight and leased terminal space. The target Cost Per Enplanement is a measure of the change in airline revenues, the numerator in this metric, in relation to changes in enplaned passengers, the denominator in this metric.","Collection Method: Quarterly calculation based on actual airline terminal rental revenue and airline landing fees paid/recorded in FAMIS and passenger enplanements data reported by airlines and entered to the Airport Business Manager (ABM) system and interfaced to the Airport's Cognos data warehouse. The airline terminal rental and landing fee revenues as collected in FAMIS are summed and divided by enplaned passenger data from Cognos data warehouse reports to calculate the CPE. Timing: This can be calculated monthly, approximately 7 weeks after the end of each month. Final figure available after year-end books close, usually in late September.",Below target is positive,Currency,14.41,15.1,16.01,16.01,15.91,16.08,16.79,17.65,"The value is based on preliminary year-end actuals for landing fees and terminal rentals, and actual FY2014 enplanements. The 2.8% increase in airline requirement, due to increased landing fees and airline leased space, was partially offset by a 2.2% increase in enplaned passengers. However, as the rate of increase in passenger activity did not keep pace with airline payments, this resulted in a preliminary year-end CPE slightly (0.6%) above target. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| AIR,AIRPORT COMMISSION,"Wheatley, Don","ADMINISTRATION, BUSINESS",Control airline cost per enplaned passenger,KPI32100895125137,Airline cost per enplaned passenger (in constant 2008 dollars),"Control costs to airlines by controlling airline landing fees and terminal rental per passenger. The revenues budgeted for Airline landing fees and terminal rentals represent the ""Airline Requirement"" based on the net of Airport expenditures and non-airline revenues. Rates for landing fees and airline terminal rentals are formulated from the budgeted airline revenue and forecasts for aircraft landed weight and leased terminal space. The target Cost Per Enplanement is a measure of the change in airline revenues, the numerator in this metric, in relation to changes in enplaned passengers, the denominator in this metric. The base for constant dollars was set to 2008 in the Airport's Strategic Plan in order to factor out inflation and, as such, is part of goal setting.","Collection Method: Quarterly calculation based on actual airline terminal rental revenue and airline landing fees paid/recorded in FAMIS and passenger enplanements data reported by airlines and entered to the Airport Business Manager (ABM) system and interfaced to the Airport's Cognos data warehouse. The airline terminal rental and landing fee revenues as collected in FAMIS are summed and divided by enplaned passenger data from Cognos data warehouse reports to calculate the CPE. Inflation since base year 07-08 is factored out by applying the change in the Consumer Price Index. Timing: Can be calculated monthly, approximately 7 weeks after the end of each month. Final figure available after year-end books close, usually in late September.",Below target is positive,Currency,13.54,13.86,14.23,14.23,14.22,14.36,14.63,15,"The value is based on preliminary year-end actuals for landing fees and terminal rentals, and actual FY 2014 enplanements. The 2.8% increase in airline requirement, due to increased landing fees and airline leased space, was primarily offset by a 2.2% increase in enplaned passengers and a half percentage point increase in actual inflation rate compared to Budget. The overall effect resulted in a CPE that is on target. ",FY15 & FY16 (Proposed) Targets provided previously were based on preliminary airline rates and charges calculation for FY 2015. Current FY15 Year End Target and FY16 Proposed Target are based on the approved FY 2015 airline rates and charges calculation. The FY16 Target will need to be reset at a later date based on the approved FY 2016 airline rates and charges calculation. ,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| AIR,AIRPORT COMMISSION,"Wheatley, Don","ADMINISTRATION, BUSINESS",Control airline cost per enplaned passenger,AIR.BGF.03.78.78,Domestic low-cost carrier share of total domestic enplanements,Domestic enplanements on currently operating Low-Cost Carriers (LCCs) as a percentage of total domestic enplanements.,"Collection Method: Passenger enplanement data is reported monthly by air carriers and input into the Airport's Property Management and Billing System (PMBS). For domestic enplanements, carriers are categorized into LCCs and other carriers. Timing: Data from PMBS is available approximately 20 days after the end of the reporting month.",Above target is positive,Percent,0.25,0.248,0.242,0.242,0.25,0.245,0.24,0.24,Low Cost Carrier (LCC) share of domestic enplanements decreased slightly by 0.6 percentage point to 24.2%. LCC enplanements were relatively flat with Virgin America increases offsetting Southwest/AirTran declines. ,Fiscal Year 2015 LCC share of domestic enplanements is expected to be similar to the prior fiscal year. The share was adjusted down slightly from the prior projection due to increases in mainline passengers outpacing increases in LCC passengers. Both continue to grow.,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| AIR,AIRPORT COMMISSION,"Wheatley, Don","ADMINISTRATION, BUSINESS",Increase concession revenues,AIR.BGF.02.74.74,Total concession revenue per enplaned passenger,"Concession revenues from food & beverage operations, retail shops including Duty Free, advertising, rental cars, groundside operations, taxi and public parking per enplaned passenger.","Collection Method: Monthly concession reports are generated by the Financial Planning & Analysis Office from detailed billing data in the Airport Business Manager (ABM) system for all concessionable revenue sources except Parking and Taxi revenues. ABM is interfaced to FAMIS on a summary level. Parking and Taxi revenues are remitted by New South Parking, the Airport's parking operator and entered into FAMIS. FAMIS is the system of record. Forecasted statistics are based on historical trends and current business conditions and are projected by the Financial Planning and Analysis Office. Enplaned passenger data is available in SFO air traffic reports and a Cognos data warehouse, approximately 35 days after the close of the month. Timing: Monthly, approximately 6 weeks after the end of each month.",Above target is positive,Currency,10.34,10.67,10.78,10.78,10.69,10.63,10.73,10.8,"FY 14 year-end actual increased 1.0% compared to prior year primarily from the combination of a 9.1% increase in car rental revenue, 29.5% increase in commercial vehicle trip fee revenue, 10.0% increase from food and beverage concessions, and 5.0% increase in Duty Free revenue. Revenue increases in the categories exceeded the enplanement growth rate of 3.2%. The 0.8% above-target performance is also due to the aforementioned drivers.",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| AIR,AIRPORT COMMISSION,"Wheatley, Don",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,AIR.XXX.01.85.85,# of employees for whom performance appraisals were scheduled,"This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: Supervisors provide information on employee performance using a performance appraisal form. Employees review the form and meet with supervisors to discuss and provide input. When the appraisal form is signed by the employee and supervisor, it is filed with SFO Personnel Department. Timing: Annually",Above target is positive,General,1291,1408,1425,1425,1434,1425,1487,1487,"1,425 performance evaluation forms were sent to Managers in July 2013. This is the number of scheduled performance appraisals for FY 2013/14. Although we ultimately expect 100% compliance for the program, due to leaves, separations and promotions of some employees it is not anticipated that all 1,425 scheduled performance appraisals will be completed. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,Yes | |
| AIR,AIRPORT COMMISSION,"Wheatley, Don",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,AIR.XXX.01.86.86,# of employees for whom scheduled performance appraisals were completed,"This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: Performance appraisals are conducted each fiscal year for all employees and must be filed with SFO Personnel Department by the end of September. Timing: Annually, approximately by mid-October.",Above target is positive,General,1113,1263,724,724,1321,1310,1331,1392,"1,425 performance evaluation forms were sent to Managers in July 2013. Due to leaves, separations and promotions of some employees only 1,289 performance appraisals must now be conducted in order to achieve 100% compliance for the program. As of 8/21/2014 only 724 completed performance appraisals have been returned to HR. This represents a completion rate of 56%.",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,Yes | |
| AIR,AIRPORT COMMISSION,"Wheatley, Don","FACILITIES MAINTENANCE,CONSTRUCTION",Enhance community relations and environmental commitments,AIR.BGH.01.84.84,All Title 21 requirements met (1 equals yes),"Prior to Fiscal Year 2008/09, the Noise Insulation Program was managed directly by neighboring cities and County of San Mateo. SFO partially funded the program. SFO performance was measured based on level of responsiveness and accuracy processing requests for funding by the cities to cover cost of easements and insulation of homes and incompatible non-residential structures (such as churches, schools, nursing homes, etc.), or payments of $5,000 to post 1989 property owners in the then current noise impact boundary. Since Fiscal Year 2008/09 the program is managed by SFO. Performance is measured in terms of Airport's ability to maintain compliance with State of California Noise Standard for Airports (Tilte 21). In this metric 1=Yes (All Title 21 requirements met) and 0=No (All Title 21 requirements not met).","Collection Method: Prior to FY 2008/09 noise easements and payment requests were sent by the Cities, County of San Mateo, or School Districts. A copy of each easement is on file with the Airport. Starting in FY 2008/09 data collection involves preparation of updated Noise Impact Boundaries, identification of any new incompatible land uses inside the updated boundary (if applicable) and review of County records to identify new properties that may be eligible for FAA-funded insulation improvements. Timing: Annually, approximately 4 weeks after the end of the fiscal year.",On target is positive,General,1,1,1,1,1,1,1,1,"All Title 21 requirements have been met. In addition, SFO has maintained noise monitors to determine the noise level in areas surrounding the Airport, and has continued submitting quarterly reports to the California Department of Transportation.",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| AIR,AIRPORT COMMISSION,"Wheatley, Don",SAFETY & SECURITY,Provide accessible and convenient facilities and superior customer service,AIR.BGG.02.83.83,Average immigration and customs wait times as a percent of the average of comparable airports,"SFO's average immigration and customs wait times, as a percent of the average of eight comparable airports. In FY 2011/12, this measure compared SFO's performance to six comparable airports. Prior to that, the comparison was to only five comparable airports.",Collection Method: Data compiled by the federal Customs and Border Protection (CBP). Monthly Airport Wait Times are published on the Customs and Border Protection website - http://awt.cbp.gov/. Timing: The data is typically available four days after the fact.,Below target is positive,Percent,1.028,1.125,1.331,1.331,1.17,1.25,1.15,1.1,"SFO had an increase of 5.3% in international passenger traffic. SFO Airport Wait Times are consistent with last year’s numbers; however, overall wait times at comparable airports went down significantly after they implemented Automated Passport Control (APC) kiosks in the customs area. Last year’s, Target and Projected values did not take into account the APC system rollouts. SFO’s APC kiosk program will launch in FY14/15. Customs and Border Protection (CBP) Port Area of SF will be getting 75 new officers over the next 18-24 months.",,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| AIR,AIRPORT COMMISSION,"Wheatley, Don",SAFETY & SECURITY,Provide accessible and convenient facilities and superior customer service,AIR.BGG.02.81.81,Overall rating of the airport (measured by passenger survey where 5 is outstanding and 1 is unacceptable),"Overall rating of the airport, measured by annual passenger survey where 5 is outstanding and 1 is unacceptable.",Collection Method: Survey contractor's staff interviewed departing passengers in gate areas and furnished data to Airport staff who conducted analysis. Completed questionnaire and data became property of the Airport. Timing: Annually. Survey usually taken in the spring with results available in the summer.,Above target is positive,General,4,3.98,3.98,3.98,4.1,4,4.1,4.1,"There has been no survey conducted in FY 2013/14. The score remains the same because the survey has been rescheduled away from the Runway Safety Area (RSA) project to a time when the traffic is similar to that of May - essentially, post holiday when the leisure vs. business mix is back to normal levels. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| AIR,AIRPORT COMMISSION,"Wheatley, Don",SAFETY & SECURITY,Provide for and enhance a safe and secure airport environment,AIR.BGG.01.80.80,Number of Airport-controlled runway incursions,"Runway incursions are one measure of a safe airport. The FAA defines a runway incursion as: Any occurrence at an airport involving an aircraft, vehicle, person, or object on the ground that creates a collision hazard or results in loss of separation with an aircraft taking off, or intending to take off, landing, or intending to land.","Collection Method: Data collection (Runway Incursion Incident Report) is through the Airfield Inspection Reporting System (AIRS). The location of the documentation is in the Airfield Operations office. Timing: Monthly, approximately 1 week after the end of each month.",Below target is positive,General,0,1,0,0,0,0,0,0,There were zero Airport-controlled runway incursions.,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",CIVIC COLLECTION,Maintain the City's Civic Art Collection,ART.EER.01.100.100,Number of major restorations of artwork in the Civic Art Collection,"Artworks are restored because of seriousness of condition and/or funding availability. Most pieces are selected due to age and some for curatorial value. All artworks are expertly restored by highly trained fine art conservators. Treatment goals are outlined and mutually agreed upon in a treatment proposal at the beginning of the project. These are used to establish critical milestones and site inspections. Work is initiated when a proposed treatment is agreed upon with conservator. Work is closely monitored through the entire project by the Civic Art Collection Registrar. Works are continually monitored after treatment and transferred from restoration status. Treatments are designed to give longevity to monuments' condition, appearance and stability.","Collection Method: On site examination by SFAC staff at contractual milestones, photographic documentation, final written report maintained at Arts Commission offices, 25 Van Ness, suite 70. Timing: Annually. At the end of fiscal year.",Above target is positive,General,7,5,20,21,4,4,4,5, ,,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",CIVIC COLLECTION,Maintain the City's Civic Art Collection,ART.EER.01.101.101,"Number of minor cleaning, repair and conservation projects completed","Number of city-owned artworks in need of repair or graffiti abatement that have work completed in the fiscal year. Artworks are monitored before, during and after completion of treatment by SFAC staff. Project is successful if stabilized and returned to appropriate and historical visual appearance.","Collection Method: On site examination and photographic documentation with final written report by conservator. Arts Commission offices, 25 Van Ness, suite 70 Timing: Annually.",Above target is positive,General,36,30,4,19,15,20,15,15, ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",CIVIC DESIGN,Ensure the quality of the built environment by providing design review of all City Building Projects.,ART.EEJ.01.87.87,Number of public building projects reviewed by the Civic Design Review Committee,The number of projects that the Civic Design Review Committee reviewed each fiscal year. Design review is required by the Charter and all buildings on public land are subject to review.,"Collection Method: Count number of projects reviewed documented in meeting minutes, Arts Commission offices, 25 Van Ness, suite 345. Regular Civic Design Review meeting is held once a month. All City building projects requiring Civic Design review have to apply in advance to the Arts Commission Civic Design Review Committee, and the numbers are counted on the review request received in the monthly meeting. Timing: At the monthly Committee meeting.",Above target is positive,General,49,50,32,57,50,50,50,50, ,,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",COMMUNITY ARTS & EDUCATION,Cultural Centers sustain and support the cultural centers programs.,KPI144811326938207,Number of required reports submitted annually by each Cultural Center,CAE staff will use the reports to evaluate the tenant organization’s overall financial and programmatic health.,"Collection Method: CAE requires each Cultural Center organization to submit 4 reports annually: Management plan, mid-year report, final report, and CA Cultural Data Project. ",Above target is positive,General,4,4,2,4,4,5,4,4, ,,,No,No,No,No,No,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",COMMUNITY ARTS & EDUCATION,Increase and improve arts education activities in San Francisco public schools.,KPI144810326921210,Number of youth participating in the DPW sponsored Where Art Lives program.,"To provide access to the arts for all communities for Where Art Lives, a school based program . New measure added for FY 2010.","Collection Method: This is a new program funded by DPW. Outcomes may change based on available funds. Measurement tools: Number of students served, number of school sites served.",Above target is positive,General,180,140,232,232,140,140,140,140, ,,,No,No,No,No,No,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",COMMUNITY ARTS & EDUCATION,New initiatives increase visibility and raise profile of Arts Commission,KPI144963332709578,Number of public murals created through the DPW sponsored Street SmARTS program.,Develop Street SmARTS mural program with artists and private property owners. This is a new initiative added at FY 2010.,"Collection Method: CAE staff will track number of properties and number of artists participation. (CAE will track number of Newsletter, News Paper report etc. - this measurement will be discontinued). ",Above target is positive,General,26,15,14,17,20,23,20,20, ,,,No,No,No,No,No,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",COMMUNITY ARTS & EDUCATION,"Provide access to the arts in all communities by providing creative writing classes to low income, immigrant & incarcerated youth.",ART.EEO.01.93.93,Number of youth participating in WritersCorps,Transform San Francisco youth and their communities through creative writing classes. Updated the goal and the description in 2010. ,"Collection Method: Intake forms are collected by teachers and entered into the DCYF content management database. JJC student numbers are provided by JJC. WritersCorps site intake reports, maintained at SFAC, 25 Van Ness, suite 345. Measurement tool: Number of students served, number of sites served and number of teaching artists. Program manager: Melissa Hung, 252-4655 http://www.writerscorps.org Timing: Monthly.",Above target is positive,General,922,1107,576,965,800,800,800,800, ,,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",CULTURAL EQUITY,"Facilitate access to assistance for potential grant applicants, especially first time applicants",ART.EEP.02.98.98,Number of community application workshops,Number of workshops offered that provide access and information of our grants programs. Goal is to familiarize a broader constituency with grant opportunities and gain input on Commission policies and procedures.,"Collection Method: Records of dates that workshops are offered Arts Commission offices, 25 Van Ness Ave., Suite 345. Informal accounting maintained by individual staff members. Timing: Monthly.",Above target is positive,General,16,9,2,9,12,7,12,7, ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",CULTURAL EQUITY,Provide financial support to cultural organizations to ensure all cultures of City are represented,ART.EEP.01.96.96,Number of grants awarded by the Commission in 5 core grant categories,"The number of grants awarded through the following grant categories: Individual Artist Commissions, Creative Space, Organization Project Grants, Cultural Equity Initiatives - Level 1, and Cultural Equity Initiatives - Level 2.","Collection Method: Records are maintained of grants awarded each year in FileMaker Pro data base. Arts Commission offices, 25 Van Ness Ave., Suite 345. Timing: Monthly.",Above target is positive,General,97,94,84,99,100,100,100,100, ,,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",CULTURAL EQUITY,Provide financial support to cultural organizations to ensure all cultures of City are represented,ART.EEP.01.97.97,"Total amount of grants, in millions in 5 core grant categories","The total dollar amount of grants awarded through the following grant categories: Individual Artist Commissions, Creative Space, Organization Project Grants, Cultural Equity Initiatives - Level 1, and Cultural Equity Initiatives - Level 2.","Collection Method: Records are maintained of grants awarded each year in FileMaker Pro data base. Arts Commission offices, 25 Van Ness Ave., suite 345 Timing: Monthly.",Above target is positive,Currency,1.516,1.47,1.19,1.78,1.5,1.19,1.5,1.7, ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,ART.XXX.01.103.103,# of employees for whom performance appraisals were scheduled,"This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Performance plans will be located in files at SFAC office. Timing: Semi-annually.,Above target is positive,General,31,35,36,36,36,35,36,36, ,,E Culture & Recreation,Yes,No,No,No,No,Yes | |
| ART,ARTS COMMISSION,"Krell, Rebekah",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,ART.XXX.01.104.104,# of employees for whom scheduled performance appraisals were completed,"Percentage of staff with completed performance evaluations (formerly EEJ Goal 03 Measure 01, moved to new HRD format). New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Performance plans will be located in files at SFAC office. Timing: Semi-annually.,Above target is positive,General,31,35,36,36,36,35,36,36, ,,E Culture & Recreation,Yes,No,No,No,No,Yes | |
| ART,ARTS COMMISSION,"Krell, Rebekah",PUBLIC ART,"Implement significant public art projects for the enjoyment of SF's residents and visitors, which are accessible to the blind and sight-impaired",ART.EEN.01.91.91,Number of public art projects completed during the year,"2% of the construction cost of new capital improvement projects is set aside for the acquisition of public art in accordance with Section 3.19 of the Administrative Code . Current projects include: Central Subway, San Francisco International Airport, General Hospital, the Public Safety Building, two branch libraries, and a number of parks and recreation areas, among others. In addition to mandated projects, the Arts Commission also managers a number of non-mandated public art projects funded privately, like the Veteran's Memorial project for Memorial Court, Transbay Terminal, and Daggett Park. The goal of the program is to commission high quality works of art that represent San Francisco's rich and diverse cultural heritage and contribute to the quality of the built environment. The number of art projects implemented is linked to the City's Capital Improvement program.","Collection Method: A Commission resolution documents final approval and acceptance into the City's Civic Art Collection. Documents and records are housed at the Arts Commission offices at 25 Van Ness Avenue, Suite 345, San Francisco, CA 94102. Timing: Annually.",Above target is positive,General,12,13,8,16,17,18,8,8, ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",PUBLIC ART,Provide information and access to programs through outreach,ART.EEN.02.92.92,Number of presentations made,"Number of presentations made to provide information about the public arts program to the public, city departments and colleagues in the field. Includes presentations made at art schools and universities to recruit talent and radio and television interviews.","Collection Method: Track the number of presentations made and the number of attendees present. Files maintained at Arts Commission office at 25 van Ness, Suite 240. Timing: Monthly.",Above target is positive,General,18,21,7,14,12,14,10,8, ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",STREET ARTISTS,Assist artists in supporting themselves through selling their work,ART.EEM.01.90.90,Number of first-time artists screened,"The number of artists who showed up at their scheduled screening and were approved for licensing; the number does not reflect the actual number of first-time artists who eventually paid for licenses. Some ""new"" licensees can waive screening because they have been approved for the same type of work in the past and subsequently let their license lapse.","Collection Method: Record of minutes of screenings conducted by Advisory Committee of Street Artists and Craftsmen Examiners, verifying that artists actually make the work they plan to sell. Arts Commission offices, 25 Van Ness, suite 345 Howard Lazar, Street Artist Program manager, 252-2583 Timing: 12 times a year. Reporting end of each month.",Above target is positive,General,163,132,66,108,176,84,176,175, ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",STREET ARTISTS,Assist artists in supporting themselves through selling their work,ART.EEM.01.88.88,Number of licensed street artists (annual average),"The number of street artist license holders who, through the year, renew their licenses quarterly or annually. Goals of the street artist licensing program are allow street artists to make their living; guarantee that street sellers made their crafts and ensure peaceful coexistence w/other merchants. 25%-33% of street artists are immigrants, and many may not speak English.","Collection Method: Program ledger books record issuances of new licenses and their quarterly and/or annual renewals as well as attrition from the program. Current number of license holders = previous number of license holders plus new licensees minus drop-outs in period. Number is updated monthly; monthly numbers are averaged for annual total. Arts Commission offices, 25 Van Ness, suite 345 Howard Lazar, Street Artist Program manager, 252-2583 Timing: 12 times per year. Reporting middle of each month.",Above target is positive,General,413,407.5,376,382.5,419,375,419,417, ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| ART,ARTS COMMISSION,"Krell, Rebekah",STREET ARTISTS,Assist artists in supporting themselves through selling their work,ART.EEM.01.89.89,Number of new licenses issued,"The number of new artists whose wares were screened and approved and who paid for licenses for the first time; this measure does not include renewals. However, a new license may be issued to someone who has been licensed in the past but let it expire. Licenses may be annual or quarterly; these are not tracked separately.","Collection Method: Program ledger book recording issuances of first-time licenses; receipts for payment in artist files. Licenses are numbered consecutively. For instance, license #5736 is the last issued on 6/30/01, and license #5925 is the first issued on 8/1/02; therefore 189 licenses were issued from 7/1/01 through 6/30/02. Arts Commission, 25 Van Ness, suite 345 Howard Lazar, Street Artist Program manager, 252-2583 Timing: Every 6 months. Reporting December 31st and June 30th.",Above target is positive,General,166,176,80,142,179,122,179,183, ,,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| ASR,ASSESSOR / RECORDER,"Kimura, Kimberlee",NON PROGRAM,All City employees have a current performance appraisal,ASR.XXX.01.132.132,Number of employees for whom performance appraisals are to be conducted.,"Measure was requested by Mayor. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: Performance measures are completed yearly, with a mid-year review. Managers are responsible for conducting performance appraisals for their respective divisions. Timing: Mid-year and yearly",Above target is positive,General,139,139,132,132,134,134,130,130, ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| ASR,ASSESSOR / RECORDER,"Kimura, Kimberlee",NON PROGRAM,All City employees have a current performance appraisal,ASR.XXX.01.133.133,Number of employees for whom scheduled performance appraisals were completed,"Measure was requested by Mayor. This is the number of employees in a department for whom a scheduled performance appraisal was completed. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: Performance measures are completed yearly, with a mid-year review. Managers are responsible for conducting performance appraisals for their respective divisions. Timing: Mid-year and yearly.",Above target is positive,General,131,124,130,130,134,134,130,130, ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| ASR,ASSESSOR / RECORDER,"Kimura, Kimberlee",NON PROGRAM,Provide outstanding customer service,ASR.XXX.02.134.134,Percentage of customers with a good or excellent experience,"Overall percentage of customers who rate their experience as good or excellent. Almost all staff interact with customers based on their specific issues (real property assessments, business personal property assessments, records, maps, exemptions, change in ownership). A printed survey brochure is available to all customers at the front counters of both offices to rate the customer experience. Using the ratings of excellent, good, fair, and poor, a satisfactory customer experience is based on an overall rating of good or excellent.","Collection Method: A printed survey brochure is available to all customers at the front counters of both offices to rate the customer experience. Using the ratings of excellent, good, fair, and poor, a satisfactory customer experience is based on an overall rating of good or excellent. The data is kept in a a spreadsheet. Timing: The data is available once information is taken from the completed brochures and stored in a spreadsheet.",Above target is positive,Percent,0.97,0.98,0,0.95,0.97,0.97,0.95,0.97, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| ASR,ASSESSOR / RECORDER,"McLean, Mark",REAL PROPERTY,Assess all taxable property within the City and County of San Francisco,KPI15336642698923,Number of Supplemental and Escape Assessments,The number of supplemental and escape assessments enrolled.,,Above target is positive,General,16153,8645,26698,26698,22131,22131,17500,17500, ,,,No,No,No,No,Yes,No | |
| ASR,ASSESSOR / RECORDER,"Kimura, Kimberlee",REAL PROPERTY,Assess all taxable property within the City and County of San Francisco,ASR.FDJ.02.122.122,"Value (in billions) of working assessment roll (Secured Roll, excluding SBE Roll)","The total value of the Secured Real Property working assessed roll in billions. The Secured RP Working Roll does not include fixtures and secured personal property and also excludes the SBE roll. Article XIII of California constitution requires the Assessor to assess all taxable properties in San Francisco for the coming fiscal year and submit the Assessment Roll to the Controller by July 2. Real property consists of land, land improvement, and building. ",Collection Method: Report periodically on the growth of the working assessment roll. Timing: Updates are done on a daily basis. Reports are generated on an as-needed frequency.,Above target is positive,Currency,157.5,172.5,173.39,173.39,173,173,178.97,185, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ASR,ASSESSOR / RECORDER,"Kimura, Kimberlee",REAL PROPERTY,Assess all taxable property within the City and County of San Francisco,ASR.FDJ.02.123.123,Value of supplemental and escape assessments (in billions),The total value of supplemental and escape assessments (in billions). A supplemental assessment reflects the difference between the prior assessed value and the new assessment. This assessment can be for current year or prior years. An escape assessment is the increased amount in real property assessment over the regular assessed valuation for the current or prior fiscal year(s) due to a delayed reappraisal of the property and/or an erroneously applied homeowner's exemption valuation reduction. ,Collection Method: Report periodically on enrolled supplemental and escape assessed values. Timing: Updates are done on a daily basis. Reports are generated on an as-needed frequency.,Above target is positive,Currency,10.14,8.4,0.19,9.39,6.91,10.62,11.2,8, ,CON NOTE: this is an outdated measure and needs to be archived. make v2.0 measure with new updated methodology after 14 PM report is published.,F General Administration & Finance,Yes,No,No,No,No,No | |
| ASR,ASSESSOR / RECORDER,"Kimura, Kimberlee",REAL PROPERTY,Effectively defend and resolve assessment appeals,ASR.FDJ.03.127.127,Number of appeals resolved in a year,"This includes contested assessment appeals requesting reduction in taxes in taxes either withdrawn, stipulated, and decided by the Assessment Appeals Board for fiscal year 2006-2007. This includes residential and commercial properties.",Collection Method: All data received and located with AAB (Assessment Appeals Board) and Assessor's computer system Timing: Data is readily available in our computer system and the Assessment Appeal Board. Reports are prepared monthly.,Above target is positive,General,5563,5985,6092,6092,5500,5500,5500,4000, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ASR,ASSESSOR / RECORDER,"Kimura, Kimberlee",RECORDER,Collect all fees for recording of documents,KPI294121136210764,Number of documents recorded,"Total number of documents recorded. The Recorder records documents, maintains an index and issues copies of all recorded documents. The Recorder records only those documents permitted by State law, including the payment of proper fees. They include deed, deed of trust, reconveyance, request for notice, notice of default, tax liens, Board of Equalization liens, and other ad hoc documents. Fees are mandated by the SF Administrative code. ","Collection Method: Documents are recorded on a daily basis, and reports are run on the Department's Recorder system. Timing: Reports are generated on a daily basis.",Above target is positive,General,113163,123839,204083,204083,220000,220000,220000,220000,"Recording volume is down 21% compared to prior fiscal year, driven primarily by a decrease in Substitution of Trustee and Reconveyance recordings, due to rising interest rates (resulting in fewer refinancings). Volume for these two documents decreased by more than 44,000 (50%) compared to prior year. Also, although deed document volume decreased by about 6,000 (23%), deed of trust volume decreased by a much larger margin (18,000, or 75%) from 1213 to 1314, implying an increase in all cash sales. ",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ASR,ASSESSOR / RECORDER,"Kimura, Kimberlee",RECORDER,Collect all fees for recording of documents,ASR.FCG.02.109.109,Recording fees,"Total fees collected for documents recorded. The Recorder is responsible for recording documents related to real property, maintains an index and issues copies of all recorded documents. The Recorder records only those documents permitted by State law, including the payment of proper fees. They include deed, deed of trust, reconveyance, request for notice, notice of default, tax liens, Board of Equalization liens, and other ad hoc documents. Fees are mandated by the SF Admin code.","Collection Method: Documents are recorded and cashiered on a daily basis; fees are calculated automatically in the Department's Recorder system, based on document type and page count. Reports are run on the Department's Recorder system and reconciled in FAMIS by ASR accounting. Timing: Reports are generated on a daily basis.",Above target is positive,Currency,4258429,4265630,4011221,4011221,4100000,4100000,4300000,4300000,Lower than expected recording volume resulting in lower fees collected ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ASR,ASSESSOR / RECORDER,"Kimura, Kimberlee",RECORDER,Collect documentary transfer tax,ASR.FCG.03.112.112,Value of transfer tax from non-recorded documents and under-reported transactions,"Total transfer tax collected from non-recorded and under-reported documents. Under the law, transfer tax is due and payable on ""any writing"" transfers irrespective of whether the transfer instrument is submitted for recording. Recordation is merely a convenient mechanism for the collection of the tax. Some changes in ownership do not require the documents to be recorded (such as transfer of partnership or other equity interests, which interests themselves are personal property, not real property; corporate mergers, etc.), but payment of the applicable transfer tax is required. Therefore, Documentary Transfer Tax is imposed on all non-recorded real property transactions which constitute realty sold involving consideration or value in excess of $100. These transactions include Statement of Change in Control and Ownership of Legal Entities (LEOP) received from the State Board of Equalization.","Collection Method: For non-recorded documents, a fee structure is used to calculate the value (per Part III, Article 12C San Francisco Municipal Code). Timing: Transfer tax calculations are done on a daily basis. Reports are generated on an as-needed frequency.",Above target is positive,Currency,23837262,3330012,28460334,28460334,17500000,17500000,3000000,3000000,"As noted above, there has been significant increase in commercial transactions in FY 13-14, with about 9% of the total transfer tax collected attributed to Legal Entity Ownership changes; by comparison, only about 2% of FY 1213 transfer taxes were attributed to these unrecorded transactions. Ownership entities took advantage of strong market conditions to cash out. Of the total noted, $5M was attributed to under reported transactions, with virtually all of this related to one transaction, 750 Kearny. ",,F General Administration & Finance,Yes,No,No,No,No,No | |
| ASR,ASSESSOR / RECORDER,"Kimura, Kimberlee",RECORDER,Collect documentary transfer tax,ASR.FCG.03.111.111,Value of transfer tax from recorded documents,"Total transfer tax collected from recorded documents. Documentary Transfer Tax is imposed on all recorded real property transactions which constitute ""realty sold"" involving consideration or value in excess of $100 (i.e., grant deeds, easements, developmental transfer rights). These represent Documentary Transfer Tax paid at the time of recording. Transfer tax exclusions are codified under local ordinance and may be granted if written substantiation is provided. The total value of transfer tax collected fluctuates based on market conditions.","Collection Method: Transfer tax is collected at the time of document recording, and collections are delivered to and reconciled by TTX for posting in FAMIS. Timing: Transfer tax calculations are done on a daily basis. Reports are generated on a weekly basis.",Above target is positive,Currency,233591131,234460920,267210000,267210000,225000000,225000000,220000000,210000000,"Commercial transaction volume increased significantly, bolstered by strong tenant demand for space (due to the continued strengthening of San Francisco's economy, particular in the technology sector), resulting in increased rental rates and lower vacancy rates, making these properties attractive to institutional investors. The hospitality sector experienced similar demand drivers, resulting in several hotels trading in the fiscal year, including Hotel Palomar. ",,F General Administration & Finance,Yes,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Assessment Appeals Board (AAB),"Notify filers of California Form 700, Statement of Economic Interests, and related forms, of their filing obligations within established time frames",KPI12892649634265,Percentage of identified AAB filers notified of filing obligations for the Statement of Economic Interests (SEI) Form 700 and related forms within established time frames,"The State of California requires that certain state and local employees file Form 700, Statement of Economic Interest, and the Certificate of Ethics Training within certain time frames of assuming and leaving roles. The City and County of San Francisco requires the Sunshine Ordinance Declaration annually. ","Collection Method: Form notification and completion for the Form 700 and Certificate of Ethics Training is monitored by the Assessment Appeals Board for its commissioners. In addition to the Ethics Commission notifications, the AAB also notifies filers of required filings annually prior to April and on assuming and leaving office. ",Above target is positive,Percent,0,0,1,1,1,0,1,1, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Assessment Appeals Board (AAB),"Provide response and support to the Assessment Appeals Board, other department/agencies and general public on Assessment Appeals Board matters",KPI12892349586443,Average response time (in days) to AAB public information requests,"""Information requests under the Public Records Act and Sunshine Ordinance are responded to within 10 days in accordance to mandate. The requests are for public records. The department holds itself to a higher standard pursuant to its mission to provide information as quickly as possible. Most Assessment Appeals Board (AAB) requests are processed within 5 days. The self-imposed target for Assessment Appeals Board (AAB) are for requests to be processed within 3 days.",Collection Method: Hard copies are located at the AAB. The hard files are copies of responses sent via email. Timing: 95% of Assessment Appeals Board (AAB) requests are processed within 5 days. ,Above target is positive,General,0,0,2.15,2.15,3,0,3,3, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Assessment Appeals Board (AAB),"Provide response and support to the Assessment Appeals Board, other department/agencies and general public on Assessment Appeals Board matters",KPI12891749447886,Percentage of Assessment Appeals Board meeting agendas continued due to improper notice and/or missed publication within required timeframes,Items must be continued if not properly noticed. Agendas are posted at least 48-72 hours prior to meeting. ,Collection Method: Maintained at the Office of the Clerk of the Board. Timing: Agendas posted 48-72 hours prior.,Above target is positive,Percent,0,0,0,0,0,0,0,0, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Assessment Appeals Board (AAB),"Provide response and support to the Assessment Appeals Board, other department/agencies and general public on Assessment Appeals Board matters",KPI12891949508500,Percentage of assessment appeals heard and decided pursuant to legal requirements,"Assessment Appeals Board (AAB) will hear assessment appeals within two years of a filed appeal, unless waived by appellant or tolled by AAB. ","Collection Method: Database generates a report. Database is maintained with the AAB. Timing: Assessment Appeals Board will hear appeals within two years of filing, unless waived by appellant or tolled by AAB. ",Above target is positive,Percent,0,0,1,1,1,0,1,1, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Assessment Appeals Board (AAB),"Provide response and support to the Assessment Appeals Board, other department/agencies and general public on Assessment Appeals Board matters",KPI12892149555138,Percentage of hearing notifications issued to parties within the required timeframe,"Percentage of notifications to parties processed in accordance with required timeframes. This includes sending out hearing notices to appellants, and timely posting of meeting agendas and minutes. ","""Collection Method: AAB appeals system. Hearing notices are issued in accordance with Revenue & Taxation Code (10, 30, or 45 days, unless waived). Meeting agendas and minutes tracking maintained at the Office of the Clerk of the Board. Draft minutes are posted within 24-48 hours of meeting."" ",Above target is positive,Percent,0,0,1,1,1,0,1,1, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Clerk of the Board - Administration,"Notify filers of California Form 700, Statement of Economic Interests, and related forms of their filing obligations within established time frames",KPI12892949945677,Percentage of identified COB filers (except AAB) notified of filing obligations for the Statement of Economic Interests (SEI) Form 700 and related forms within established time frame,"The State of California requires that certain state and local employees file Form 700, Statement of Economic Interest, and the Certificate of Ethics Training within certain time frames of assuming and leaving roles. The City and County of San Francisco requires the Sunshine Ordinance Declaration annually. ","Collection Method: Form notification and completion is monitored by the Clerk of the Board. The department notifies filers of required filings upon assuming office, annually prior to April, and leaving office. The department submits a Filing Officers Report annually to the Ethics Commission on April 1 to notify the Commission of all noncompliant filers. ",Above target is positive,Percent,0,0,1,1,1,0,1,1, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Clerk of the Board - Administration,"Provide response and support to the Board of Supervisors, Committee, Commissions, Task Force, other departments/agencies and general public on legislative or policy related matters.",KPI12302359795207,Number of hits on BOS website,The number of hits on the BOS website indicates the level of access to the information the department provides. ,Collection Method: Report from website service. Timing: Monthly reporting. Goal 2.5M monthly hits ,Above target is positive,General,0,0,2272706,3353411,2500000,3580000,2500000,2500000, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Clerk of the Board - Administration,"Provide response and support to the Board of Supervisors, Committee, Commissions, Task Force, other departments/agencies and general public on legislative or policy related matters.",KPI155319345377107,Percentage of Board or Committee legislative items continued due to improper notice and/or missed publication within required timeframes,,,Above target is positive,Percent,0.06,0,0.01,0.01,0,0,0,0, ,,,No,No,No,No,Yes,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Clerk of the Board - Administration,"Provide response and support to the Board of Supervisors, Committee, Commissions, Task Force, other departments/agencies and general public on legislative or policy related matters.",KPI155318345373168,Percentage of Board or Committee meeting agendas continued due to improper notice and/or missed publication within required timeframes,,,Above target is positive,Percent,0.06,0,0.01,0.01,0,0,0,0, ,,,No,No,No,No,Yes,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Clerk of the Board - Administration,"Provide response and support to the Board of Supervisors, Committee, Commissions, Task Force, other departments/agencies and general public on legislative or policy related matters.",BOS.FAQ.01.143.143,Percentage of Board or Committee meeting agendas posted on website at least 72 hours prior to meeting,Agenda packet materials are made available to Board members prior to the actual committee meeting. The goal is to provide the reports at the same time the committee agendas are distributed. Provide the public and other departments with access to Office of Legislative Analyst (OLA) reports at the same time they are made available to the Board.,Collection Method: Board of Supervisors/Legislative Analyst Office. Timing: Reports on Board or Committee hearing items are posted on web site at least 72 hours prior to hearing.,Above target is positive,Percent,1,1,1,1,1,1,1,1, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Clerk of the Board – Legislative,"Provide response and support to the Board of Supervisors, Committee, Commissions, Task Force, other departments/agencies and general public on legislative or policy related matters.",BOS.FAE.01.136.136,Percentage of appeals and complaints processed and scheduled in accordance with established timeframes.,"Board planning appeals are processed and scheduled as per Admin Code, and hearing held within 30 to 45 days of the appeal filing with the Office of the Clerk of the Board. Assessment Appeals Board (AAB) will schedule single-family, residential assessment appeal applications that have requested a hearing through the Hearing Officer Program prior to the 2nd property tax installment due date of April 10th. Sunshine Ordinance Task Force (SOTF) appeals and complaint hearings are completed within 45 days.","Collection Method: Database is maintained with the Office of the Clerk of the Board/Legislative Division/AAB/SOTF. Timing: Board planning appeals are processed and scheduled as per Admin Code, and hearing held within 30 to 45 days of the appeal filing with the Office of the Clerk of the Board. Assessment Appeals Board (AAB) will schedule single-family, residential assessment appeal applications that have requested a hearing through the Hearing Officer Program prior to the 2nd property tax installment due date of April 10th. Sunshine Ordinance Task Force (SOTF) appeals and complaint hearings are completed within 45 days.",Above target is positive,Percent,1,1,1,1,1,1,1,1, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Clerk of the Board – Legislative,"Provide response and support to the Board of Supervisors, Committee, Commissions, Task Force, other departments/agencies and general public on legislative or policy related matters.",BOS.FAE.01.137.137,Percentage of Board or Committee meeting minutes posted within 2 business days of meeting adjournment.,This is the percentage of meeting minutes uploaded to website within 2 business days of meeting adjournment.,"Collection Method: Each Committee Clerk will update, on the division dashboard and/or Weekly Meeting Checklist, the timeframe in which the minutes were uploaded following adjournment of meeting. Percentage will be based on the number of missed time frames versus the total number of minutes uploaded.",Above target is positive,Percent,1,1,1,1,1,0.99,1,1, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Clerk of the Board – Legislative,"Provide response and support to the Board of Supervisors, Committee, Commissions, Task Force, other departments/agencies and general public on legislative or policy related matters.",BOS.FAE.01.135.135,"Percentage of Board, Committee, Commission and Task Force legislative or policy related documents posted on the web site within the mandated timeframes for public access.","Agendas, packets, legislation introduced, minutes, ordinances, and resolutions posted within 48-72 hours; votes are posted within 24-48 (Clerk of the Board) hours. Assessment Appeals Board (AAB) minutes are posted every Wednesday.","Collection Method: Database located at the Board of Supervisors/Clerk of the Board's Records and Information Management Division and AAB Office. Timing: Agendas, packets, legislation introduced, minutes, ordinances, and resolutions posted within 48-72 hours; votes are posted within 24-48 (Clerk of the Board) hours. Assessment Appeals Board (AAB) minutes are posted every Wednesday.",Above target is positive,Percent,1,1,1,1,1,1,1,1, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Clerk of the Board – Legislative,"Provide response and support to the Board of Supervisors, Committee, Commissions, Task Force, other departments/agencies and general public on legislative or policy related matters.",KPI12301659647804,Percentage of identified filers notified of filing obligations for the Statement of Economic Interests (SEI) Form 700 and related forms within established time frames,"The State of California requires that certain state and local employees file Form 700, Statement of Economic Interest, and the Certificate of Ethics Training within certain time frames of assuming and leaving roles. The City and County of San Francisco requires the Sunshine Ordinance Declaration annually. ","Collection Method: Form notification and completion for the Form 700 and Certificate of Ethics Training is monitored by the Assessment Appeals Board for its commissioners. In addition to the Ethics Commission notifications, the AAB also notifies filers of required filings annually prior to April and on assuming and leaving office. ",Above target is positive,Percent,0,0,1,1,1,1,1,1, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Clerk of the Board – Legislative,"Provide response and support to the Board of Supervisors, Committee, Commissions, Task Force, other departments/agencies and general public on legislative or policy related matters.",KPI12893250281227,Percentage of vacancy notices posted within 30 days of expiration,This is the percentage of vacancy notices posted within the Clerk of the Board standard of posting within 30 days of expiration of any given appointment to allow for greater accessibility by the public for appointments which are within the jurisdiction of the Board of Supervisors. ,"Collection Method: Rules Committee Clerk maintains a monthly report through BCMCI and provides 'draft' notices for the Clerk of the Board's signature to be posted and uploaded to the website within 30 days of an expiration. This information, specifically the number of calendar days from expiration to posting, will be tracked on division dashboards. Percentage will be based on the number of missed time frames versus the complete number of vacancy notices posted. ",Above target is positive,Percent,0,0,1,1,1,0,1,1, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,pmadmin,Clerk of the Board – Operations,"Provide response and support to the Board of Supervisors, Committee, Commissions, Task Force, other departments/agencies and general public on legislative or policy related matters",KPI13227448847485,"Average response time (in days) to COB written, electronic public records, and telephone requests",,,Above target is positive,General,0,0,1,1,1,0,1,1, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Clerk of the Board – Operations,"Provide response and support to the Board of Supervisors, Committee, Commissions, Task Force, other departments/agencies and general public on legislative or policy related matters",KPI30407794992901,Percentage of customer service surveys that rate service as good or outstanding,Customer service surveys are available to the public online and in the Office of the Clerk of the Board to report and rate an experience interacting with the Office of the Clerk of the Board staff. The goal is to receive an 80% rating of good or outstanding. ,Collection Method: Operations Division maintains a log with customer service ratings. ,Above target is positive,Percent,0.86833,0.898,0.94,0.93714,0.8,0.85417,0.8,0.8, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,KPI12991015345099,# of employees for whom performance appraisals were scheduled,,,Above target is positive,General,25,16,13,26,60,0,60,60, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,KPI12991115345149,# of employees for whom scheduled performance appraisals were completed,,,Above target is positive,General,22,5,10,20,60,0,60,60, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Sunshine Ordinance Task Force (SOTF),"Provide Task Force information and advice to the Board of Supervisors, Committee, Commissions, and/or other departments/agencies on appropriate ways to implement the Sunshine Ordinance",KPI12936524272703,Percentage of complaints processed and scheduled in accordance with established timeframes,Sunshine Ordinance Task Force complaints are processed and scheduled within 45 days as per Administrative Code. ,Collection Method: Database is maintained with the Office of the Clerk of the Board/Legislative Division. Timing: SOTF complaints are processed and scheduled within 45 days as per Administrative Code. ,Above target is positive,Percent,0,0,1,1,1,0,1,1, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Sunshine Ordinance Task Force (SOTF),"Provide Task Force information and advice to the Board of Supervisors, Committee, Commissions, and/or other departments/agencies on appropriate ways to implement the Sunshine Ordinance",KPI12936424267595,Percentage of SOTF meeting agendas continued due to improper notice and/or missed publication within required timeframes,Agendas must be continued if not properly noticed. ,Collection Method: Weekly checklist located at the Board of Supervisors/Clerk of the Board. Timing: Agendas are posted within 48-72 hours. ,Above target is positive,Percent,0,0,0,0,0,0,0,0, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Sunshine Ordinance Task Force (SOTF),Upload minutes within 10 business days of meeting adjournment,KPI12936624276023,Percentage of SOTF meeting minutes posted within 10 business days of meeting adjournment,This is the percentage of meeting minutes uploaded to website within 10 business days of meeting adjournment. ,"Collection Method: Each Committee Clerk will update, on the division dashboard and/or Weekly Meeting Checklist, the timeframe in which the minutes were uploaded following adjournment of meeting. Percentage will be based on the number of missed time frames versus the total number of minutes uploaded. ",Above target is positive,Percent,0,0,1,1,1,0,1,1, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Youth Commission (YC),Post any responses deemed appropriate to Youth Commission referrals within 12 days of the date the BOS referred the matter to the Commission,KPI12936924318430,Percentage of Youth Commission referral responses posted on the website within 72 hours of action taken at a meeting,Referral responses to legislation referred by the BOS are made available to the public ,Collection method: Youth Commission. Referral responses posted on website within 72 hours of action taken at a meeting. ,Above target is positive,Percent,0,0,0,0,1,0,1,1, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Youth Commission (YC),"Provide response and support to the Youth Commission, Board of Supervisors, Mayor, other departments/agencies and general public on legislative or policy related matters. ",KPI16271357371428,"Percentage of Youth Commission or Committee meeting notices, agendas and packets posted on the website at least 72 hours prior to the meeting.",,,Above target is positive,Percent,1,1,1,1,1,1,1,1, ,,,No,No,No,No,No,No | |
| BOS,BOARD OF SUPERVISORS,"Bohannon, Ambi",Youth Commission (YC),"Provide response and support to the Youth Commission, Board of Supervisors, Mayor, other departments/agencies and general public on legislative or policy related matters. ",KPI12302459810656,Percentage of Youth Commission referral responses posted on the website within 72 hours of action taken at a meeting,Referral responses to legislation referred by the BOS are made available to the public ,Collection method: Youth Commission. Referral responses posted on website within 72 hours of action taken at a meeting. ,Above target is positive,Percent,0,0,0.833,0.8415,1,0.95,1,1, ,,,No,No,No,No,No,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",CLAIMS,Limit the financial liability of the City and County of San Francisco through the efficient management of personal injury and property damage claims,CAT.FA2.01.150.150,Average number of days from claim filing to final disposition,"Average number of days from claim filing to final disposition, including claims against all City departments except the Port of San Francisco, San Francisco International Airport, and San Francisco Unified School District.","Collection Method: Data collected from CityLaw claims management module. Reflects the difference, in days, between the claim filing and closure dates for each claim closed during the specified date range. Timing: Data available internally upon completion of reporting period.",Below target is positive,General,65.3,65,62,62,150,56,150,150, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",CLAIMS,Limit the financial liability of the City and County of San Francisco through the efficient management of personal injury and property damage claims,CAT.FA2.01.149.149,Number of claims closed,"Number of claims closed, including claims against all City departments except the Port of San Francisco, San Francisco International Airport, and San Francisco Unified School District.",Collection Method: Data collected from CityLaw claims management module for each claim closed during the specified date range. Timing: DData available internally upon completion of reporting period.,Above target is positive,General,2920,2920,1652,2998,3000,2400,3000,3000, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",CLAIMS,Limit the financial liability of the City and County of San Francisco through the efficient management of personal injury and property damage claims,CAT.FA2.01.148.148,Number of claims opened,"Number of claims opened, including claims against all City departments except the Port of San Francisco, San Francisco International Airport, and San Francisco Unified School District.",Collection Method: Data collected from CityLaw claims management module for each claim opened during the specified date range. Timing: Data available internally upon completion of reporting period.,On target is positive,General,2919,2919,1532,2889,2850,2816,2850,2850, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",CLAIMS,Limit the financial liability of the City and County of San Francisco through the efficient management of personal injury and property damage claims,CAT.FA2.01.151.151,Percent of claims denied,"Percent of claims denied, including claims against all City departments except the Port of San Francisco, San Francisco International Airport, and San Francisco Unified School District.","Collection Method: Data collected from CityLaw claims management module. Reflects percentage of all claims closed during the specified date range with disposition code other than ""Paid."" Timing: Data available internally immediately upon completion or reporting period.",On target is positive,Percent,0.582,0.58,0.66,0.66,0.52,0.56,0.52,0.52, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",CLAIMS,Limit the financial liability of the City and County of San Francisco through the efficient management of personal injury and property damage claims,CAT.FA2.01.152.152,Percent of claims settled,"Percent of claims settled, including claims against all City departments except the Port of San Francisco, San Francisco International Airport, and San Francisco Unified School District.","Collection Method: Data collected from CityLaw claims management module. Reflects percentage of all claims closed during the specified date range with disposition code ""Paid."" Timing: Data available internally immediately upon completion or reporting period.",On target is positive,Percent,0.418,0.42,0.34,0.34,0.48,0.44,0.48,0.48, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,CAT.XXX.01.168.168,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",,Above target is positive,General,225,225,225,225,225,225,225,225, ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,CAT.XXX.01.169.169,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",,Above target is positive,General,225,225,225,225,225,225,225,225, ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",DEPARTMENT-WIDE/OTHER,Maintain and increase specialized skills of staff,KPI991271476324918,Number of staff members participating in training programs produced for staff,"Total number of staff members attending continuing education programs on legal topics, computer and management trainings offered to staff. Individuals may attend multiple programs. ",Collection Method: Data collection from Executive Staff training records. Timing: Data available internally upon completion of reporting period. ,Above target is positive,General,0,430,337,837,0,300,300,300, ,,,No,No,No,No,No,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",LEGAL SERVICE,Advise Board of Supervisors and/or research or draft legislation which expresses the desired policies of the City and County of San Francisco,CAT.FC2.01.156.156,Number of Board-generated work assignments,"Number of work assignments for the Board of Supervisors. Work assignments include legislation (ordinances, resolutions, and other additions, amendments and corrections to the City Charter and codes), and advice and counsel (both general advice and counsel billed to a department's general advice number in the CityLaw time billing system, and specific advice and counsel billed to a specific advice number for a department) ",Collection Method: Data collected from automated attorney time billing records for all work assignment types received during the specified date range. Timing: Data available internally immediately upon completion or reporting period.,On target is positive,General,205,186,136,274,266,200,266,266, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",LEGAL SERVICE,"Provide advice and counsel to the Mayor, Board of Supervisors, and City departments and commissions, on legal issues of importance to the administration of local government",CAT.FC2.02.157.157,Number of hours required to respond to requests for advice and counsel.,"Number of hours required to respond to requests for advice and counsel. Advice and Counsel includes both general advice and counsel billed to a department's general advice number in the CityLaw time billing system, and specific advice and counsel billed to a specific advice number for a department.","Collection Method: Data collected from automated attorney time billing records for requests for general and specific advice and counsel received during the specified date range. Performance measures associated with the provision of advice and counsel have been modified to obviate data coding problems, and provide a more accurate measure of work output. Timing: Data available internally immediately upon completion or reporting period.",On target is positive,General,161189,153996,86874,162853,160000,152000,160000,160000, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",LEGAL SERVICE,"Provide advice and counsel to the Mayor, Board of Supervisors, and City departments and commissions, on legal issues of importance to the administration of local government",CAT.FC2.02.158.158,"Total cost of responses to requests for advice and counsel, in millions.","Total cost of responses to requests for advice and counsel, in millions. Advice and Counsel includes both general advice and counsel billed to a department's general advice number in the CityLaw time billing system, and specific advice and counsel billed to a specific advice number for a department.","Collection Method: Data collected from automated attorney time billing records for requests for general and specific advice and counsel received during the specified date range. Performance measures associated with the provision of advice and counsel have been modified to obviate data coding problems, and provide a more accurate measure of work output. Timing: Data available internally immediately upon completion or reporting period.",On target is positive,Currency,35.5,36,44187559,44187576.6,36,36,36,36, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",LEGAL SERVICE,Provide legal services to client departments which meet client expectations for quality,CAT.FC2.03.159.159,Percent of client departments who believe that communications with the Office are open and beneficial (biennial client surveys),Open and Beneficial Communications = active listening by attorneys; sufficient information regarding progress and developments; work product that is timely and meets mutual expectations; projection of confidence when making presentations on legal matters; adequate explanations of case strategies; professional service from support staff; and feedback on means to avoid risk or problems revealed during litigation.,"Collection Method: Data collected using evaluation questionnaire developed by the Office of the City Attorney. Reflects percentage of clients who rated the survey question(s) associated with the measure 4 or above on a scale of 1 to 5. Timing: Client service evaluation conducted annually. FY 2006-07 evaluation will be conducted in July, 2007.",Above target is positive,Percent,0,0.94,0,0,0,0,0.85,0,,,F General Administration & Finance,Yes,No,No,No,No,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",LEGAL SERVICE,Provide legal services to client departments which meet client expectations for quality,CAT.FC2.03.160.160,Percent of client departments who believe that the fees charged by the Office reflect the value of the work performed (biennial client survey),Fees vs Value = Fairness of fees in relation to work performed; Timeliness of bills; and clarity of Monthly Billing Reports.,"Collection Method: Data collected using evaluation questionnaire developed by the Office of the City Attorney. Reflects percentage of clients who rated the survey question(s) associated with the measure 4 or above on a scale of 1 to 5. Timing: Client service evaluation conducted annually. FY 2006-07 evaluation will be conducted in July, 2007.",Above target is positive,Percent,0.88,0.7,0,0,0,0,0.88,0, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",LEGAL SERVICE,Provide legal services to client departments which meet client expectations for quality,CAT.FC2.03.163.163,"Percent of client departments who believe the department is responsive to their needs, and timely in addressing their legal issues (biennial client survey)",Responsiveness and Timeliness = Prompt return of telephone calls and emails; fast turn-around when requested; and anticipation of clients' needs.,"Collection Method: Data collected using evaluation questionnaire developed by the Office of the City Attorney. Reflects percentage of clients who rated the survey question(s) associated with the measure 4 or above on a scale of 1 to 5. Timing: Client service evaluation conducted annually. FY 2006-07 evaluation will be conducted in July, 2007.",Above target is positive,Percent,0,0.84,0,0,0,0,0.9,0,,,F General Administration & Finance,Yes,No,No,No,No,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",LEGAL SERVICE,Provide legal services to client departments which meet client expectations for quality,CAT.FC2.03.161.161,Percent of client departments who consider the overall service of the Office to be of high quality (biennial client survey),Overall Quality of Service = Assistance in achieving clients' objectives; assistance to clients in achieving core responsibilities; and quality of services proved.,"Collection Method: Data collected using evaluation questionnaire developed by the Office of the City Attorney. Reflects percentage of clients who rated the survey question(s) associated with the measure 4 or above on a scale of 1 to 5. Timing: Client service evaluation conducted annually. FY 2006-07 evaluation will be conducted in July, 2007.",Above target is positive,Percent,0.9,0.88,0,0,0,0,0.85,0, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",LEGAL SERVICE,"Research and/or draft legislation, for all departments including Board of Supervisors, which expresses the desired policies of the City and County of San Francisco.",CAT.FC2.01.154.154,"Number of pieces of legislation researched and/or drafted for all departments, including the Board of Supervisors","Number of pieces of legislation researched and/or drafted, including ordinances, resolutions, and other additions, amendments and corrections to the City Charter and codes for all departments, including the Board of Supervisors.",Collection Method: Data collected from automated attorney time billing records for all legislation related work assignments for which time was billed during the specified date range. Timing: Data available internally immediately upon completion or reporting period.,On target is positive,General,240,255,222,417,300,250,300,300, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CAT,CITY ATTORNEY,"Winslow, Mary Jane",LEGAL SERVICE-PAYING DEPTS,"Represent the City and County of San Francisco in civil litigation of critical importance to the welfare of the citizens of San Francisco, and the administration of local government",CAT.FC3.01.164.164,Number of tort litigation cases opened,"Tort Litigation - Litigation associated with claims of wrongful acts, property damage or personal injury, or in circumstances involving strict liability.",Collection Method: Data collected from automated attorney time billing records for each civil litigation case with an open date matching the specified date range. Timing: Data available internally upon completion of reporting period.,On target is positive,General,437,441,211,429,460,440,460,460, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",CHILDREN AND FAMILIES FUND,Improve parents'/caregivers' ability to support their children's readiness for school,KPI61020389656939,Number of children participating in school readiness activities and services,Unduplicated count of children and youth participating in parent/child interactive group activities at joint-funded family resource centers. No longer includes KIT Camp data.,Joint-funded family resource centers enter and report data on participating children and youth on a quarterly basis through a web-based contract management system.,Above target is positive,General,1533,1857,577,1688,1500,1500,1500,1500,Parent/child interactive school readiness activities continue to be among the most popular activities at our funded Family Resource Centers. Results for this metric remains consistent with previous years and with what we expected for this fiscal year. ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",CHILDREN AND FAMILIES FUND,Improve parents'/caregivers' ability to support their children's readiness for school,KPI61014389635453,"Number of family resource centers receiving joint funding from HSA, DCYF, and First 5 San Francisco","Unduplicated count of family resource centers that are receiving joint funding from the county Human Services Agency (HSA); the city Department of Children, Youth, and their Families; and First 5 San Francisco.",Count will be made on an annual basis at the start of each fiscal year.,Above target is positive,General,23,25,25,25,25,25,25,25,"The number of Family Resource Centers jointly funded with the San Francisco Human Services Agency and the Department of Children, Youth and Their Families has remained consistent since launch of the current funding cycle in July 1, 2012. ",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",CHILDREN AND FAMILIES FUND,Improve parents'/caregivers' ability to support their children's readiness for school,KPI61017389644640,Number of parents participating in a parent education workshop or class series,Unduplicated count of parents participating in a Curriculum-based Parent Education Class series lasting for five or more weeks or more at a joint-funded family resource center.,Joint-funded family resource centers enter and report data on participating parents on a quarterly basis through a web-based contract management system.,Above target is positive,General,1249,980,714,1045,1000,800,900,900, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Zighera, Theresa",CHILDREN AND FAMILIES FUND,Improve parents'/caregivers' ability to support their children's readiness for school,KPI106242258728215,Percent of San Francisco Family Resource Center Initiative parent participants demonstrating improved parenting skills following a curriculum-based parent education class series,"For those participants with a Parenting Scale Survey Total Score at or above 3.1 (problematic threshold) at pre-test, improvement is demonstrated by any Total Score decrease at post-testing. Total Scores that remain the same or increase to a higher level at post-test do not meet criteria for improvement and will not be counted. ",Data is collected and analyzed by the Parent Training Institute. Results will be run on an annual basis for Family Resource Center participants attending any curriculum-based parenting class that started during the fiscal year. Only those with both a pre and a post-Parenting Scale Survey where the pre-survey total score is 3.1 or higher (problematic threshold) will be included.,Above target is positive,Percent,0,0.76,0.82,0.82,0.65,0.65,0.65,0.65,"As anticipated, a majority of parent education participants with survey scores at or above the problematic threshold (3.1) were able to demonstrate some improvement between pre and post-testing this fiscal year. In fact, there were a greater percentage demonstrating improvement this fiscal year in comparison to last fiscal year. ",,,No,No,No,No,No,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Zighera, Theresa",CHILDREN AND FAMILIES FUND,"Information, resources, and supports are available to promote and protect the oral, physical, and mental health of young children.",KPI91189309961095,"Number of child care centers, including Preschool for All, family resource centers, shelters, and residential treatment centers receiving public health nurse consultation. ","Unduplicated count of child care centers (including Preschool for All), family resource centers, shelters, and residential treatment centers served by the Department of Public Health Child Care Health Project. ",Monitoring data from the child care health project is provided quarterly and annually. Duplicated counts of screenings completed is provided on a quarterly basis. The unduplicated counts of children and sites served is provided annually.,Above target is positive,General,0,94,95,95,113,113,113,113,"Results for this metric continue to be slightly lower than the established target. The primary reason for this, as noted before, is that some child care centers remain unresponsive to service offerings despite ongoing outreach efforts. While the public health nurse consultants are under contract with us, the sites themselves, particularly those sites not receiving Children and Families Commission funds, are under no obligation to utilize offered supports. However, now that we have two years of data on unduplicated site totals to work with (previously we collected duplicated counts by service type), it does seem that these numbers reflect what is feasible and probable for this initiative in a given contract year. The metric targets will be adjusted accordingly in the next reporting period.",,,No,No,No,No,No,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",CHILDREN AND FAMILIES FUND,"Information, resources, and supports are available to promote and protect the oral, physical, and mental health of young children.",KPI61008389577379,"Number of children receiving vision, hearing, and/or dental screenings","Unduplicated count of children who receive one or multiple of the following screenings through the Child Care Health Project in family resource centers (FRCs), child care centers, and/or shelters.",Monitoring data from the child care health project is provided quarterly; unduplicated counts of children served is provided on an annual basis.,Above target is positive,General,4458,4294,4366,4366,4000,4000,4000,4000,There were no significant changes to the health screening contract or other services. Numbers of children screened were on target for the fiscal year and in similar range to previous fiscal years. ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",CHILDREN AND FAMILIES FUND,Providers have the capacity and skills to implement evidence-based practices that ensure the healthy social-emotional and physical development of all children.,CFC.CPH.04.178.178,Number of children screened for special needs,"This measure defines the number of children in PFA sites that will be screened using the Ages and Stages Questionnaire (ASQ), the Early Screening Instrument (ESI), or some other developmental tool. These tools are used for early identification of special/developmental needs.","Collection Method: ASQ and/or ESI Screenings data, as entered by preschool staff into the online PFA data system. Timing: Annual",Above target is positive,General,2870,2868,3125,3125,2475,2475,2475,2475,"This metric continues to represent an increase relative to previous years. Enrollment across the Preschool for All Initiative has increased as well, but additionally we see improved compliance among funded sites in this area as a result of wider availability of First 5 San Francisco funded training and technical assistance activities to support regular developmental screening and early identification of issues and concerns. ",,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",CHILDREN AND FAMILIES FUND,Providers have the capacity and skills to implement evidence-based practices that ensure the healthy social-emotional and physical development of all children.,KPI61009389601850,Number of resource centers receiving early childhood mental health consultation,"Unduplicated count of resource centers and early childhood education centers served by the Early Childhood Mental Health Consultation Initiative. Counts include early childhood education centers (non-PFA), residential treatment centers, and permanent supportive housing centers receiving First 5 funded mental health consultation as well as First 5 funded preschools and family resource centers that receive consultaton through joint funding partnerships with other city departments. ",Early Childhood Mental Health Project reports data on agencies served at mid-year (January) and at the close of the fiscal year (July).,Above target is positive,General,46,157,153,153,150,150,150,150,A new funding cycle for Early Childhood Mental Health Consultation was launched in 2013. Even with some contracting and implementation changes during this new funding cycle it was not anticipated that the number of sites served would change significantly. Site assignments have all now been finalized and year-end data shows that we are just slightly above our expected target of sites served. ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",DEPARTMENT-WIDE/OTHER,All city employees have a current performance appraisal,CFC.XXX.01.181.181,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Employee performance reviews completed and on file with DHR. Timing: Annual,Above target is positive,General,10,10,14,14,14,12,14,14,The requisite number of performance reviews were scheduled this fiscal year. ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,Yes | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",DEPARTMENT-WIDE/OTHER,All city employees have a current performance appraisal,CFC.XXX.01.182.182,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Employee performance reviews completed and on file with DHR. Timing: Annual,Above target is positive,General,10,10,13,13,14,12,14,14,We are just below the target for this fiscal year with one scheduled performance review remaining to be completed in the upcoming fiscal year. ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,Yes | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Improve quality of preschool services,KPI1202941969967486,Percent of funded classrooms achieving cut-off score on adult/child interactions ,Percent of funded classrooms assessed for CLASS-PreK in the current fiscal year that receive an average Emotional Support rating that is equal to or greater than 5.0,Independent CLASS assessments as conducted by West Ed Quality Connections for a portion of sites annually so that each site receives an assessment every two years. Assessment data is entered into the WELLS database following the assessment and will be pulled at mid-year and end-of-year. ,Above target is positive,Percent,0,0,0.88,0.88,0.8,0.8,0.8,0.8,Edited description of this metric for clarity.,,,No,No,No,No,No,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Improve quality of preschool services,KPI1202951969985226,Percent of funded classrooms achieving cut-off score on instruction,Percent of funded classroom assessed for CLASS-PreK in the current fiscal year that receive an average Instructional Support rating that is equal to or greater than 3.0, Independent CLASS assessments as conducted by West Ed Quality Connections for a portion of sites annually so that each site receives an assessment every two years. Assessment data is entered into the WELLS database following the assessment and will be pulled at mid-year and end-of-year. ,Above target is positive,Percent,0,0,0.288,0.288,0.3,0.3,0.4,0.5, ,,,No,No,No,No,No,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Improve quality of preschool services,KPI1202881969918705,Percent of funded classrooms with an environment rating of 5 or above,Percent of funded classrooms assessed for ECERS in the current fiscal year that receive an average score of 5.0. , Independent ERS assessments as conducted by West Ed Quality Connections for a portion of sites annually so that each site receives an assessment every two years. Assessment data is entered into the WELLS database following the assessment and will be pulled at mid-year and end-of-year. ,Above target is positive,Percent,0,0,0.895,0.895,0.9,0.9,0.9,0.9,Edited description of this metric for clarity.,,,No,No,No,No,No,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Improve quality of preschool services,KPI115630576967265,The percentage of parents who feel their child is enrolled in a quality preschool,"This measure specifies the percentage of parents surveyed through the DRDP Parent Survey who answer ""Very Satisfied"" or ""Satisfied"" to the question, ""How satisfied are you with the overall quality of this program?"" The DRDP-PS Parent Survey is administered on an annual basis by PFA preschool sites to all parents with children enrolled at that site. ","Collection Method: Submission by preschools of survey results through various media, including online; soft copy aggregates; and hard copy disaggregates. Timing: Annually, end of preschool year (May-June). ",Above target is positive,Percent,0,0.99,0.99,0.99,0.95,0.95,0.95,0.95, ,,,No,No,No,No,No,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Increase access to high quality preschool,CFC.CPH.01.174.174,Number of four-year olds enrolled in Preschool For All (PFA) program,Number of four-year olds enrolled in Preschool for All and who thus have access to high quality preschool.,"Collection Method: Provider Funding Agreements, Monthly Enrollment Updates from Preschool Providers, Monitoring Reports Timing: Semi-annual",Above target is positive,General,3066,3225,3445,3445,3500,3500,3600,3600, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Increase access to high quality preschool,KPI92212316157921,Number of new preschool slots created,"Accounts for the number of new preschool slots created in either of the scenarios listed below, supported by PEEF investments. A “preschool slot” is space for regular, ongoing preschool program enrollment of one child who ages-3-years by December 2nd of the Program Year, at a preschool licensed by the Community Care Licensing Division of the State Department of Social Services (either Center-based, or Family Child Care). • Newly-created sessions; classrooms; or facilities, which make additional preschool slots available during the reporting period and are supported at least in part by PEEF investment • Expansion of operational capacity within existing preschool sessions which make additional preschool slots available during the reporting period, supported at least in part by PEEF investment ","Collection method is internal aggregation of system-wide facilities development data reported by grantees as a condition of facilities development and other “pre-PFA” PEEF investments. Source: Grantee information about facilities development, with data hosted internally (spreadsheets maintained as-needed) on department data directory. Method: Recording of new slot data in internal data spreadsheets as grantees operationalize new sessions; classrooms; and/or facilities as indicated above. Data is obtained via email and phone site status reports (informal). Frequency: As-needed, minimum monthly. ",Above target is positive,General,0,131,132,216,75,124,75,75, ,,,No,No,No,No,Yes,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Increase access to high quality preschool,KPI1202821969883114,Number of vulnerable children maintaining preschool enrollment,"Number of vulnerable children maintaining their preschool enrollment through a PFA-tuition enhancement or PFA-bridge funding that targets mainly low-income children whose enrollments are subsidized by California State Preschool Program (CSPP) funding, like Title 5 subsidies, CalWORKs vouchers or the federal Head Start program. ","""Vulnerable children"" is defined as the children whose preschool enrollments are funded and/or subsidized by the followng funding types: PFA/CSPP Full Day; PFA/CSPP Part Day; PFA/Head Start; PFA/APP/calWORKs, PFA/PreschoolPlus, Voucher Bridge, and Head Start supplement. Funding and subsidy information for each child participant is entered into the COCOA database monthly and will be pulled at mid-year and end-of-year. ",Above target is positive,General,0,0,2487,2487,2500,0,2500,2500, ,,,No,No,No,No,No,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Increase access to high quality preschool,KPI1202841969902497,Percent of preschoolers enrolled in high-need neighborhoods,"Percent of PFA-funded four year olds enrolled in high-needs San Francisco neighborhoods, including the Inner and Outer Mission, Bernal Heights, Ingleside-Excelsior, Bayview, Visitacion Vally, the Inner Sunset, Outer Richmond, Hayes Valley and the Tenderloin. ","High Needs Neighborhoods are identified by the CPAC Needs Assessment, which is conducted every five years to assess San Francisco's licensed ECE care capacity and needs. Zip code data for each child participant is entered into the COCOA database monthly and will be pulled at mid-year and end-of-year. ",Above target is positive,Percent,0,0,0.616,0.616,0.6,0.6,0.6,0.6, ,,,No,No,No,No,No,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Increase preschool workforce development opportunities,KPI61104395450134,Number of PFA classroom teachers who hold a Bachelor's degree or higher,Individuals eligible to receive awards through the BA Bonus initiative are classroom teachers at PFA sites who hold a minimum Bachelor's degree.,The number of BA bonus recipients who work in PFA classrooms are reported by the initiative's fiscal agent at mid-year (January) and year-end (July).,Above target is positive,General,335,0,296,296,275,275,290,295,"Original 2013/14 projection underestimated actual number of BA-qualified staff, primarily due to incomplete system data from two large PFA-participating agencies, SFUSD and the Head Start program interim grantee, Community Development Institute (CDI). Corrections and updates have yielded a more accurate count of BA-qualified classroom staff at PFA sites, reflected in this data entry cycle.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Increase preschool workforce development opportunities,CFC.CPH.05.180.180,Number of Preschool For All (PFA) staff participating in PFA professional development activities,"This measures specifies the number of preschool staff involved in professional development activities, which includes teacher in-service trainings on arts, literacy and science; learning circles; and family involvement and inclusion trainings.","Collection Method: Workshop enrollment forms and education unit verification, sign-in sheets. Timing: Semi-annual.",Above target is positive,General,1525,2635,860,2356,1750,1900,1900,1900, ,"Participation rates increased beyond internal projections due to one additional large conference to meet preschool provider demand; and additional professional development activities on classroom inclusion practice, an expansion based on demonstrated need for support in this area from both monitoring and input from teachers in the field. Additionally, expanded partnerships with Family Resource Centers have had a measurable positive impact on rates of participation in certain professional development and training activities counted in this metric. ",C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Provide preschool sites with enhancements to improve children's readiness for school,CFC.CPH.03.176.176,Number of classrooms participating in arts initiative,"This measure specifies the PFA Arts Initiative that will enhance existing arts programming at preschool sites, and includes: professional development for preschool teachers, and services to children that increase their exposure to the arts.",Collection Method: Site Director Reports; site activity sheets. Timing: Annual,Above target is positive,General,95,127,77,107,100,110,110,110, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Provide preschool sites with enhancements to improve children's readiness for school,KPI61022389718601,Number of PFA classrooms participating in early literacy curriculum enhancements,"PFA classrooms that maintain a partnership MOU to implement the Raising A Reader initiative, including preparation of materials and classroom; orientation of parents/caregivers; and rotation of materials that support early literacy development. ",Data on participating classrooms is reported on a quarterly basis through a web-based contract management system. ,Above target is positive,General,197,224,42,254,250,240,250,250, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Provide preschool sites with enhancements to improve children's readiness for school,KPI115999578496062,Percentage of children assessed at the highest levels of cognitive development at the end of the pre-kindergarten year,"This measure specifies the percentage of children at SFUSD preschools who at the end of the preschool year are performing at one of the two highest developmental levels (out of four), across the five measures that are classified under the domain of Cognitive Development, using the Desired Results Developmental Profile – Preschool. ","Collection Method: Submission by preschools of child assessment results through online reporting. Timing: annually, end of preschool year (June).",Above target is positive,Percent,0,0.84,0.743,0.743,0.75,0.75,0.75,0.75,Edited description of this metric for clarity.,,,No,No,No,No,No,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Provide preschool sites with enhancements to improve children's readiness for school,KPI115998578490512,Percentage of children assessed at the highest levels of self and social development at the end of the pre-kindergarten year,"This measure specifies the percentage of children at SFUSD preschools who at the end of the preschool year are performing at one of the two highest developmental levels (out of five), across the 12 measures that are classified under the domain of Self and Social Development, using the Desired Results Developmental Profile – Preschool. ","Collection Method: Submission by preschools of child assessment results through online reporting. Timing: annually, end of preschool year (June).",Above target is positive,Percent,0,0.83,0.761,0.761,0.75,0.75,0.75,0.75,Edited description of this metric for clarity.,,,No,No,No,No,No,No | |
| CFC,CHILDREN AND FAMILIES COMMISSION,"Rector, Matthew",PUBLIC EDUCATION FUND - PROP H,Provide preschool sites with enhancements to improve children's readiness for school,KPI115631576978118,The percentage of parents who feel PFA sites will help their children succeed in school ,"This measure specifies the percentage of parents surveyed through the DRDP-PS Parent Survey who answer ""Yes"" to the question, ""Do you feel this program helps or will help your child succeed in school?"" The DRDP-PS Parent Survey is administered on an annual basis by PFA preschool sites to all parents with children enrolled at that site.","Collection Method: Submission by preschools of survey results through various media, including online; soft copy aggregates; and hard copy disaggregates. Timing: Annually, end of preschool year (May-June).",Above target is positive,Percent,0,0.99,0.97,0.97,0.95,0.95,0.95,0.95, ,,,No,No,No,No,No,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",CHILDREN'S BASELINE,Support the health of children and youth,CHF.FAL.02.203.203,Number of high school students served at school Wellness Centers,"As opposed to the prior measure that looks at the number of students enrolled at high schools that have wellness centers, this measure focuses on the number of students who use wellness centers.",Collection Method: Wellness centers report the number of students served on the department's Contract Management System. Timing: Data is reported on a monthly basis through the department's Contract Management System.,Above target is positive,General,7487,7573,7299,7299,6513,6500,6513,6513, ,"Wellness staff developed a new algorithm to more accurately capture the number of youth served. The old process was not identifying all duplicate records, and so we were actually over-reporting by a few hundred youth. This year is the first year they made this change. We will edit the counts for previous years in the next few months when staff have had the chance to rerun it. We may lower our target based on our finding.",C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",CHILDREN'S FUND PROGRAMS,Improve the availability and quality of DCYF-funded programs/services,CHF.CBI.03.191.191,"Number of children, youth, and their families participating in programs/services funded by the Children's Fund","Original: An unduplicated count of all children and youth who enrolled in DCYF-funded programs. Service areas included in are early care and education, afterschool, workforce development, teen programming, wellness, violence prevention, and parent support. Revised: This measure reflects the total number of children and youth who receive ongoing services and for whom we collect client-level data.The measure only reflects children and youth who participate in programs funded fully or in-part by the Children's Fund.","Collection Method: Data is collected and calculated through the Contracts Management System, a secured web-based system maintained by the department. Timing: Data is available on an ongoing basis as part of the Contract Management System.",Above target is positive,General,59704,50545,54319,54319,60000,55000,60000,60000, ,"There was an increase from FY2012-13 in the number of youth served. FY2013-14 was the first year in a new funding cycle with new programs, and we continued to fund some programs with increased capacity to serve more youth. The results indicate that we are on track to reaching our target of 60,000 youth served. ",C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,pmadmin,CHILDREN'S FUND PROGRAMS,Improve the availability and quality of DCYF-funded programs/services,KPI13172524209522,Percentage of Children's Fund grant recipients who meet at least 50% of their DCYF Performance Measures.,"DCYF grantees agree to various DCYF Performance Measures as a condition of their grant. These measures generally reflect the number of youth to be served, the amount of services received, and the level of youth-reported satisfaction with the program. The exact number and type of measures vary based on the service area of the DCYF-funded program. A grantee must be in compliance with at least 50% of their DCYF Performance Measures to be counted.","Collection Method: DCYF-funded programs report program participation and attendance data into the department's Contract Management System (CMS), a secure, web-based system. Data entered into the CMS is used to calculate the performance measures related to services rendered. Performance measures related to youth-reported satisfaction with programs is determined by responses collected via the annual DCYF Youth Surveys. Timing: Both service and satisfaction data pertaining to DCYF Performance Measures are not available until a few months after the end of the fiscal year, typically in late October, due to the time-consuming process of cleaning, organizing and analyzing the data.",Above target is positive,General,0,0,73,73,75,75,0,0, ,"This is a new metric for FY 2014-2015. Additional data will be available in subsequent year-end reporting, which will aid in better assessment of target and projection outcomes.",,No,No,No,No,No,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",CHILDREN'S FUND PROGRAMS,Improve the availability and quality of DCYF-funded programs/services,CHF.CBI.02.190.190,Percentage of grantee organizations that rate the quality of service and support they receive from DCYF as very good to excellent,"Of grantee organizations surveyed annually, the percent that report that the services and supports provided by DCYF were very good to excellent. Based on a five point likert scale with 4 and 5 representing very good to excellent.",DCYF will develop and administer a grantee satisfaction survey annually.,Above target is positive,Percent,0.72,0,0.75,0.75,0.9,0.81,0.9,0.9, ,"There was a small increase in the percentage of grantees that rated DCYF's quality of service and support ""very good"" to ""excellent,"" when compared to FY2011-12. We did not administer this survey last year because it was an RFP year, but we expect do to so for following years. We do not expect to change our target.",C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",CHILDREN'S FUND PROGRAMS,Improve the outcomes of youth that have been identified as at-risk for poor social and educational outcomes,CHF.CBI.01.186.186,Number of youth 14-24 years old in DCYF-funded case management program receiving case management services,This measure is a count of 14 to 24 year olds who are receiving case management services. Case management services include an assessment of need and development of a case plan. Services can last two months to one year based on need.,Count of 14 to 24 year olds who receive at least one hour of case management services and have been assessed. Data is tracked on a quarterly basis through the department's contract management system.,Above target is positive,General,879,1184,1322,1322,900,828,900,900, ,"We have been above our target for two years, so we may revise our target and projection next year.",C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",CHILDREN'S FUND PROGRAMS,Improve the outcomes of youth that have been identified as at-risk for poor social and educational outcomes,KPI1470391356414,Percentage of youth in DCYF-funded detention alternative programs who do not have a petition filed during program participation,Percentage of youth who are assigned to a community-based detention alternative program funded by DCYF who do not have a petition file during their engagement with the program.,Total number of youth who have a petition filed while participating in a DCYF-funded detention alternative program divided by the total number of youth participating in detention alternative programs during the same period. Program participation data will be reported through DCYF's contract management system and matched to DPH JJIS data at the end of each fiscal year to determine result.,Above target is positive,Percent,0.9339,0.941,0.88,0.88,0.8,0.9,0.9,0.9, ,"We have surpassed our target, but fell below our projections based on the high percentages from previous years. However, note that there are 130 youth served in Detention Alternative programs in FY2013-14, suggesting only a slight decrease. We may increase our target and decrease our projections next year.",,No,No,No,No,No,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,pmadmin,CHILDREN'S FUND PROGRAMS,Improve the outcomes of youth that have been identified as at-risk for poor social and educational outcomes,KPI12881024222939,Percentage of youth who are taken to the Truancy Assessment and Referral Center (TARC) that receive a minimum of three weeks of service after the initial contact and a total of 6 or more hours of case management services.,Youth taken to TARC will be assessed to determine needs. TARC will provide at least three weeks of case management services after initial contact and a total of 6 or more hours for at least 75% of youth taken to TARC. ,Number of youth who receive a minimum of 3 weeks of services after initial contact with TARC divided by the number of youth taken to TARC during reporting period. Service hours are reported through DCYF's contract management system. ,Above target is positive,Percent,0,0,0.71,0.71,0.75,0.75,75,75, ,"This is a new measure for FY2013-14. We do not have data for comparison, so we will wait a couple of years before deciding if the target and projection should be revised.",,No,No,No,No,No,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",CHILDREN'S FUND PROGRAMS,Increase the availability and quality of out-of-school time programs,KPI1476579642996,Number of 6 to 13 year olds attending summer programs funded by DCYF an average of five hours per week,DCYF funds summer programs across the city. This measure is the count of participants ages 6 to 13 that participated in summer programs an average of five hours a week.,Program participation is reported through DCYF's contract management system. For this measure the total summer hours will be divided by the weeks of participation for each youth (year to date weeks minus school year weeks) to determine the number of youth who averaged five hours of week of participation.,Above target is positive,General,5826,5503,8080,8080,6000,5750,6000,6000, ,The number of youth receiving at least 5 hours of summer programming a week increased significantly from previous years. ExCEL programming expanded to serve more youth from SFUSD schools.,,No,No,No,No,No,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",CHILDREN'S FUND PROGRAMS,Increase the availability and quality of out-of-school time programs,CHF.CBI.05.194.194,Number of children and youth attending afterschool programs for five or more hours per week,The total number of children and youth ages 6 to 13 that participate in DCYF-funded out-of-school time 3-5 day and teen programs for five or more hours per week.,Collection Method: Data is provided by funded agencies through DCYF's Contract Management System. Timing: Data is collected monthly and analyzed quarterly. Data is available 8 weeks following the end of any quarter. The number is calculated by taking the number of hours of attendance per youth and dividing it by the number of weeks in the quarter (39 weeks for the school year) and then summing the number of youth with 5 hours/week.,Above target is positive,General,13648,11569,13544,13544,14000,12000,14000,14000, ,"The number of youth being served an average of 5 hours a week in afterschool programs have increased slightly from last year due a growth in our school year ExCEL programming, which served more youth from more SFUSD schools.",C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",CHILDREN'S FUND PROGRAMS,Increase the availability and quality of out-of-school time programs,CHF.CBI.05.196.196,Percentage of afterschool time program participants who report that there is an adult at the funded program who really cares about them,Percentage of program participants surveyed that agree somewhat or strongly that there is an adult in their program that really cares about them.,"Collection Method: Consumer satisfaction survey administered to program participants in out-of-school time programs. The result for this measure is calculated by taking the total number of participants that agree or strongly agree with the following question divided by the total number of you who responded to the survey: ""There is an adult at this program who really cares about me."" Timing: Satisfaction survey for program participants in out-of-school is administered on an annual basis. Results are available at the end of each fiscal year. ",Above target is positive,Percent,0.834,0.855,0.92,0.92,0.85,0.85,0.85,0.75, ,The percentage of youth that answered these survey questions positively have increased and have surpassed our target. We will increase our target for next year.,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",CHILDREN'S FUND PROGRAMS,Increase the availability and quality of out-of-school time programs,KPI1476069441895,Percentage of participants in afterschool programs who report enhanced enjoyment and engagement in learning as a result of the program,"One of the investment goals of out-of-school time programs is to help participants build skills in an engaging environment, thereby enhancing their enjoyment of the learning process. This measure examines the success of programs to enhance enjoyment of learning from the participant's perspective.",Participants will be surveyed at the end of each fiscal year. Participants will be asked three questions related to this measure. Youth will be asked three questions related to this measure. The result for this measure is calculated by taking the total number of youth that agree or strongly agree to at least two of the three questions divided by the total number of you who responded to the survey.,Above target is positive,Percent,0.817,0.802,0.79,0.79,0.75,0.81,0.75,0.75, ,"The percentage of youth answering positively to these survey questions have remained relatively stable. However, it has surpassed our target, so we will look into increasing our target slightly next year.",,No,No,No,No,Yes,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",CHILDREN'S FUND PROGRAMS,Prepare San Francisco youth 14 to 17 years old for a productive future by helping them to develop the skills and competencies needed to succeed in school and work ,CHF.CBI.06.197.197,"Number of 14 to 17 year olds placed in a job (subsidized or unsubsidized), internship, or on-the-job training program (excluding the Mayor's Summer Jobs+ Program)","This measure is a count of 14 to 17 year olds that are place in a job, internship or on-the-job training program. ",Collection Method: Data for this measure is reported by grantees through the Contract Management System on an ongoing basis. Timing: Data is available on an ongoing basis and will be analyzed biannually.,Above target is positive,General,1665,1683,1887,1887,2500,1600,2500,2500, ,"The number of placements increased by 204 since FY2012-13. We will maintain our target of 2,500 workforce placements, but increase our projections for next year.",C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",CHILDREN'S FUND PROGRAMS,Prepare San Francisco youth 14 to 17 years old for a productive future by helping them to develop the skills and competencies needed to succeed in school and work ,KPI1470561720459,Number of 14 to 17 years old served by DCYF-funded YLEAD programs,"The total number of 14 to 17 year olds participating in one of the following DCYF-funded programs Youth Leadership, Empowerment And Development (YLEAD) investment areas: Youth Workforce Development, Specialized Teen, Youth Empowerment and Wellness Programs. ","Collection Method: Data is provided by funded agencies through DCYF’s Contract Management System. The number is calculated by obtaining an unduplicated count of participants ages 14-17 who attended individual or group activities from funded programs in the YLEAD strategy, or were placed in a job, internship, or on-the-job training program. Timing: Data is collected monthly and analyzed biannually.",Above target is positive,General,13433,12051,15364,15364,10000,13000,10000,13000, ,"The number of youth served by YLEAD programs have increased from previous years. This is due to a more accurate calculation of youth served by Wellness Centers. They maintain a separate database of youth served, which when combined with what they enter in DCYF's Central Management System (CMS), gives a more accurate number of youth served. However, in the past, we have underreported this number by just using the number served in the CMS. We have corrected this error for FY2013-14, and will continue to use this method in the future.",,No,No,No,No,Yes,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",CHILDREN'S FUND PROGRAMS,Prepare San Francisco youth 14 to 17 years old for a productive future by helping them to develop the skills and competencies needed to succeed in school and work ,KPI1470481599792,Percentage of 14 to 17 year olds in specialized teen programs who report enhanced enjoyment and engagement in learning as a result of the program,"Specialized Teen Programs are those programs that provide youth with at least 80 hours of skill building in an area of interest to the youth. The goal of the specialized teen investment is to help youth build skills in an engaging environment, thereby enhancing their enjoyment of the learning process.",Teens will be surveyed at the end of each fiscal year. Youth will be asked three questions related to this measure. The result for this measure is calculated by taking the total number of youth that agree or strongly agree to at least two of the three questions divided by the total number of you who responded to the survey.,Above target is positive,Percent,0.747,0.759,0.74,0.74,0.75,0.75,0.75,0.75, ,The percentage of youth in Specialized Teen programs reporting enhanced enjoyment and engagement in learning remained relatively stable. We don't anticipate changing our target or projections for this measure.,,No,No,No,No,No,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",CHILDREN'S FUND PROGRAMS,Prepare San Francisco youth 14 to 17 years old for a productive future by helping them to develop the skills and competencies needed to succeed in school and work ,KPI1470431479934,Percentage of youth in YWD programs who report developing education or career goals and learning the steps needed to achieve their goals,Youth participating in Youth Workforce Development (YWD) programs who report that their program helped them develop education and/or career goals and helped them identify the steps they need to take to achieve their goals.,Youth will complete a survey annually on which they will be asked if they developed education and/or career goals and learned the steps to achieving their goals. The measure is calculated by taking percentage of youth with a positive result to be the number who confirm setting goals steps AND learning the steps to achieve their goals (at least one of the two related questions) divided by the number of youth who completed the survey.,Above target is positive,Percent,0.64,0.624,0.71,0.71,0.75,0.65,0.75,0.75, ,"The percentage of youth that reported developing education and career goals increased significantly from last year's, jumping from 62% to 71%. This may be due to the increase in youth workforce funding in FY2013-14, which created more placements for youth throughout the city. We will keep our target at 75% for next year to see if the trend continues to increase.",,No,No,No,No,Yes,No | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",DEPARTMENT-WIDE/OTHER,All city employees have a current performance appraisal,CHF.XXX.01.207.207,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Timing: The data is available on an ongoing basis as appraisals are conducted.",Above target is positive,General,25,23,10,10,33,25,33,27, ,"Due to the high rate of turnover at our department, it is difficult to schedule employee appraisals. In addition, our Human Resources lead left the department and it took several months to find a replacement. We expect to return to normal operations soon, with more consistent employee appraisals scheduled and completed for next fiscal year.",C Human Welfare & Neighborhood Development,Yes,No,No,No,No,Yes | |
| CHF,CHILDREN YOUTH & THEIR FAMILIES,"Moye, Laura",DEPARTMENT-WIDE/OTHER,All city employees have a current performance appraisal,CHF.XXX.01.208.208,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. Timing: This metric will be reported on an annual basis.,Above target is positive,General,17,20,6,6,33,25,33,27, ,"Due to the high rate of turnover at our department, it is difficult to schedule employee appraisals. In addition, our Human Resources lead left the department and it took several months to find a replacement. We expect to return to normal operations soon, with more consistent employee appraisals scheduled and completed for next fiscal year.",C Human Welfare & Neighborhood Development,Yes,No,No,No,No,Yes | |
| CON,CONTROLLER,"Lane, Maura",ACCOUNTING OPERATIONS AND SYSTEMS,Ensure that the City follows appropriate accounting procedures,CON.FDG.08.216.216,Number of audit findings with questioned costs in annual Single Audit of federal grants,Revised Measure: This measure accounts for findings with questioned costs reported by external auditors in the Single Audit consisting of compliance and internal control audit as well as financial audit of federal grants awarded to the City. Single audits are completed well after year-end and are asscociated with the data for the previous fiscal year. The actual number of findings is not known for prior year until February or March of each successive year. ,Collection Method: AOSD Operations Unit. Timing: FY2013-14 Audit will be completed by 3/31/2015. Findings will be available at that time. Preliminary potential issues are estimated to be 4 or fewer questioned costs. ,Below target is positive,General,2,1,0,0,4,4,4,4, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura",ACCOUNTING OPERATIONS AND SYSTEMS,Ensure that the City follows appropriate accounting procedures,CON.FDG.08.215.215,Number of findings of material weakness in annual City audit,Material weaknesses in the City's financial practices as determined by the City's external auditors.,"Collection Method: Management letter from external auditors. Letters are kept by CAFR team in Controller's Systems and Reporting offices. Timing: The data is available annually, after the annual audit is complete and are associated with data from the previous fiscal year.",Below target is positive,General,0,1,0,0,0,0,0,0, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CON,CONTROLLER,"Lane, Maura",ACCOUNTING OPERATIONS AND SYSTEMS,Manage the Citywide family of financial professionals,CON.FDG.09.222.222,Percentage of 16 major departments that have been trained this year on cost recovery policies and procedures and related topics,"The Controller's Office will develop, maintain and implement a continuity of operations and emergency response plan. The Controller's Office will exercise this plan annually and provide training elements of this plan to the City departments that comprise the ""big sixteen"" that are the key responders during an emergency, as well as any other departments as identified.","Collection Method: Controller's Adminisatration Division Timing: Timing of trainings can vary from year-to-year. Accordingly, reporting on this measure will occur at the end of each fiscal year.",Above target is positive,Percent,0.94,0.06,0.38,0.38,1,1,1,1,"The Controller's Office had planned to conduct several Cost Recovery Lessons Learned seminars related to the Asiana Plane Crash and the Rim Fire in late FY14. However; due to the SFPUC's continued work with FEMA during this time period, the seminars were rescheduled for July 28, August 5 and August 8, 2014. ",,F General Administration & Finance,Yes,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura",ACCOUNTING OPERATIONS AND SYSTEMS,"Provide accurate, timely financial reporting",CON.FDG.12.223.223,City receives certificate of achievement for excellence in financial reporting from Government Finance Officers Association (1 equals yes),"Certificate of Achievement for Excellence in Financial Reporting, awarded by the Government Finance Officers Association of the United States and Canada. Reflects an easily readable and efficiently organized Comprehensive Annual Financial Report (CAFR). ""1"" equals yes, ""0"" equals no.",Collection Method: Measure reflects award for previous FY CAFR.,On target is positive,General,1,1,1,1,1,1,1,1, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CON,CONTROLLER,"Lane, Maura",ACCOUNTING OPERATIONS AND SYSTEMS,"Provide accurate, timely financial reporting",CON.FDG.12.224.224,Number of days from previous fiscal year end to complete the City's comprehensive financial report,The number of days to complete the Comprehensive Annual Financial Report (CAFR) is the date when the auditors complete their fieldwork subtracted from June 30th.,Collection Method: Date used by the external auditors on their opinion letters for the City annual audit based on data from the previous fiscal year.,Below target is positive,General,151,192,150,150,150,150,150,150, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura",ACCOUNTING OPERATIONS AND SYSTEMS,"Provide effective systems for Citywide payroll, budgeting, accounting and purchasing functions",CON.FDG.07.211.211,Average Percentage of scheduled time that systems are available for departmental use,"REVISED TO INCLUDE ALL SYSTEMS IN FULL PRODUCTION, NOT JUST FAMIS The system should be available every day from 7 AM to 6 PM daily except for scheduled maintenance. There should be no more than 3 hours of unscheduled down time per month.",Collection Method: We track system availabiity on a spreadsheet by tracking the date and time of system problems and send notices to users by email. Data is kept in: N:Finance\\\\AOSD Systems Performance Measures\\\\Unscheduled Systems Downtime.. Timing: Data is updated whenever a system is unavailable.,Above target is positive,Percent,0.9819,0.9925,0.9931,0.9931,0.99,0.99,0.99,0.99, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura",CITY SERVICES AUDITOR,"Audit departments, contractors, and concessions timely to minimize risk to the City",CON.FDO.04.230.230,Count of code required audits completed,Measure definition: The measure will be a simple count of the number of Administrative Code mandated audits completed.,"Collection Method and frequency: Mandated audits will be counted as completed. The count will capture all audits done during the applicable reporting period ( mid-year, fiscal year-end and as requested.",Above target is positive,General,53,25,25,30,25,25,25,25,"Based on actual number of audits completed as mandated by the Admin. Code, per the audit plan.",,F General Administration & Finance,Yes,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura",CITY SERVICES AUDITOR,Conduct audits and projects efficiently,KPI994731536602454,Percentage of audits completed within hours budgeted ,"Each audit has a budgeted number of hours required to perform the work and issue a report. This measure will take the budgeted number of hours required to complete the audit, over the actual number of hours used to perform the work and issue a report. Audits that were completed within the budgeted number of hours will be considered as ""completed within hours budgeted."" ","Collection Method: For each audit that is completed within the applicable reporting period, extract data on budgeted hours and actual hours from OpenAir. Frequency: The value for this measure will be updated as audits are completed and are issued. ",Above target is positive,Percent,0,0.51,0.49,0.49,0.8,0.8,0.8,0.8,"Based on actual number of audits completed within budgeted hours, per implemented audit plan.",,,No,No,No,No,No,No | |
| CON,CONTROLLER,"Lediju, Tonia",CITY SERVICES AUDITOR,Conduct audits and projects efficiently,KPI994771536657972,Percentage of planned audits completed within scheduled deadline,"Each planned audit (i.e., those that are included in the published CSA workplan) has a scheduled deadline for completion. The date is the actual date the final report is released to the client and/or the Controller's website. This measure will be a simple count of all audits that have met the scheduled deadline for completion and then divided by the count for all completed planned audits. Audits that were completed within the scheduled deadline will be considered as ""completed within scheduled deadline."" ","Collection Method: For each audit that is completed within the applicable reporting period, extract data on scheduled deadline for completion and actual date of completion from OpenAir. Frequency: The value for this measure will be updated as audits are completed and are issued. ",Above target is positive,Percent,0,0.46,0,0.6,0.75,0.75,0.75,0.75, ,,,No,No,No,No,No,No | |
| CON,CONTROLLER,"Stevenson, Peg",CITY SERVICES AUDITOR,Conduct audits and projects efficiently,KPI994781536687677,Percentage of planned projects completed within scheduled deadline,"Each planned project (i.e., those that are included in the published CSA workplan) has a scheduled deadline for completion. The date is the actual date the final major milestone, as indicated in a project agreement, is reached. This measure will be a simple count of all projects that have met the scheduled deadline for completion and then divided by the count for all completed planned projects. Projects that were completed within the scheduled deadline will be considered as ""completed within scheduled deadline."" ","Collection Method: For each project that is completed within the applicable reporting period, extract data on scheduled deadline for completion and actual date of completion from OpenAir. Frequency: The value for this measure will be updated as projects are completed and are issued.",Above target is positive,Percent,0,0.47,0.54,0.54,0.8,0.8,0.8,0.8,"In FY14, transitions in staffing (unexpected departures and leaves of absence) were a factor in some projects having greater schedules and hours than estimated. We continue to work to improve our estimates and performance.",Based on historical experience.,,No,No,No,No,No,No | |
| CON,CONTROLLER,"Stevenson, Peg",CITY SERVICES AUDITOR,Conduct audits and projects efficiently,KPI994791536709125,Percentage of projects completed within hours budgeted,"Each project has a budgeted number of hours required to perform the work and complete the deliverables. This measure will take the budgeted number of hours required to complete the project, over the actual number of hours used to perform the work and complete the deliverables. Projects that were completed within the budgeted number of hours will be considered as ""completed within hours budgeted.""","Collection Method: For each project that is completed within the applicable reporting period, extract data on budgeted hours and actual hours from OpenAir. Frequency: The value for this measure will be updated as projects are completed. ",Above target is positive,Percent,0,0.53,0.59,0.59,0.8,0.65,0.8,0.8, ,Based on historical experience.,,No,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura",CITY SERVICES AUDITOR,"Provide effective consulting, technical assistance and audit services to City departments to improve their operations",KPI13098521978837,Percentage of audit recommendations implemented within 2 years after report issuance.,"All recommendations included in the Unit's audits and assessments are followed up on at 6-months, 12-months, 18 -months, and 24-months after the date of issuance to determine whether corrective actions have been taken by the department to address recommendations. A recommendation is considered implemented or closed, if, based on the follow-up results, the department has taken appropriate corrective actions to address the original intent of the recommendation.","CSA Audits will use the results of its' recommendation follow-up at the 24-month juncture (i.e., from time of report issuance) as the basis for calculating this percentage. Results of 24-month follow-up will be reviewed to derive this percentage and determine what portion of the population of recommendations have been implemented or closed",Above target is positive,Percent,0,0,0,0,0,0,0.85,0.85,,,,No,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura",CITY SERVICES AUDITOR,"Provide effective consulting, technical assistance and audit services to City departments to improve their operations",KPI146994876815,Percentage of auditee ratings that are good or excellent,"Measure definition: An auditee survey document is used to inquire of auditees about the effectiveness, quality, timeliness of the audit, professionalism of audit staff, and communication of concerns and findings during the audit (regardless of agreement or disagreement of the findings).","Collection Method and frequency: Surveys will be sent to each applicable auditee as part of the closeout process for each project/audit. Rating calculation will capture all survey results during the applicable reporting period (mid-year, fiscal year-end and as requested.",Above target is positive,Percent,0.75,0.7,0.77,0.77,0.8,0.8,0.8,0.8,Based on actual auditee survey results for audits completed during the fiscal year.,,,No,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura",CITY SERVICES AUDITOR,"Provide effective consulting, technical assistance and audit services to City departments to improve their operations",CON.FDO.01.226.226,Percentage of client ratings for technical assistance projects that are good or excellent,"Measure definition: Project evaluations are collected which ask clients and users about the quality of the outcomes, project management and professionalism of the city performance staff. Clients and users rate on a five point scale from Execllent to Poor. Multiple evaluations may be collected if a project has several sponsors or users.","Collection Method and frequency: Evaluations will be done as part of the closeout process for each project and. Rating calculation will capture all evaluations done during that period (six months, fiscal year total, etc.)",Above target is positive,Percent,0.95,1,1,1,0.9,0.9,0.95,0.95,Target met/exceeded.,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CON,CONTROLLER,"Lane, Maura",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,CON.XXX.23.253.253,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: CON HR Office files. Timing: Employees scheduled for performance appraisals varies throughout the fiscal year as employees enter or leave the department or promote within. Accordingly, data will be collected at the end of each fiscal year.",Above target is positive,General,174,165,176,176,195,198,195,195, ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| CON,CONTROLLER,"Lane, Maura",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,CON.XXX.23.254.254,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: CON HR Office files. Timing: Employees scheduled for performance appraisals varies throughout the fiscal year as employees enter or leave the department or promote within. Accordingly, data will only be collected at the end of each fiscal year.",Above target is positive,General,156,135,176,176,198,198,195,195, ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| CON,CONTROLLER,"Lane, Maura",DEPARTMENT-WIDE/OTHER,Recognize and reward employee contributions and ensure employee satisfaction,CON.XXX.18.250.250,"Percentage of employees who agree with the statement: Overall, I'm satisfied with the Controller's Office as a place to work and grow",New measure developed in FY07 by Controller's Office as a result of ongoing evaluation and discussion relating to goal setting and tracking for the Office. The Office has set goals for training. A component of this measure is to identify areas in the workplace enviornment that can be improved and barriers to growth so that corrective actions can be taken.,Collection Method: CON Bi-Annual Climate Survey. Timing: After issuance of Bi-Annual Climate Survey.,Above target is positive,Percent,0,0.86,0,0,0,0,0.9,0,The Controller's Office Climate Survey is conducted bi-annually. The last survey was conducted in Spring 2013. The next survey is scheduled for Spring 2015.,,F General Administration & Finance,Yes,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura",ECONOMIC ANALYSIS,Provide timely economic and operational analyses to inform legislation and management decisions,KPI330839408596934,Percentage of OEA economic impact reports completed by the hearing date,Percentage of OEA economic impact reports completed by the hearing date.,Technical Description: Data is collected by comparing the date a report is filed with the Clerk of the Board of Supervisors with the date the item is first heard in committee.,Above target is positive,Percent,1,1,0,1,1,1,1,1, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CON,CONTROLLER,"Lane, Maura",EMERGE,"Provide efficient and effective central employment management systems functions - Payroll, Time Reporting, Human Resources",KPI10141295886735,"On-time delivery of business information to business partners, through reports and/or data transmission",Percentage of reports delievered on-time by system Percentage of data transmissions delievered on-time GEAC Reports - 272 Data Transmissions - 132 PeopleSoft Reports - 587 Data Transmissions - 74 TESS Data Transmissions - 6 No more than 5% of the combined reports/data transmission by systems are late,Each system support team tracks delayed delivery through incident logs,Above target is positive,Percent,0.9986,0.9962,0,0.9992,0.999,0.999,0.8,0.8,This was not an official performance measure but we closed about 70% of the issues by the due date in FY14.,We exceeded the goal of 99.9% successful data transmissions for the first 6 months of FY2014 and anticipate that we will meet the goal for the fiscal year.,F General Administration & Finance,Yes,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura",EMERGE,"Provide efficient and effective central employment management systems functions - Payroll, Time Reporting, Human Resources",KPI10141095667840,Percentage of scheduled time that systems are available for central and local departmental use,"Standard hours of availability by system: PeopleSoft HR/Benefits - 5 a.m. to 8 p.m. (15 hours daily) GEAC Payroll - 24 hours daily TESS Time Reporting - 24 hours daily, except 9 a.m. Thursday to Noon Friday, alternating weeks No more than 5% unscheduled down time per month per system.","Each system support team tracks application downtime using incident logs that describe the outage, duration and resolution.",Above target is positive,Percent,0.9994,0.9956,0.9975,0.9975,0.999,0.995,0.999,0.999,"Due to iossues with network equipment in the OSVN data center, DT-related outages and performance issues within the aging eMerge infrastructure, the FY14 target ofd 99.90% will not be reached.",,F General Administration & Finance,Yes,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura","MANAGEMENT, BUDGET AND ANALYSIS","Provide accurate, timely information to support fiscal planning",CON.FEB.10.235.235,Percentage by which actual General Fund revenues vary from prior year revised budget estimates,"This is the difference between budgeted and actual General Fund revenues plus transfers in. The budget figures are the Revised Budget as stated in the annual Six-Month Budget Status Report. The actual revenues are as stated in the CAFR. The target is a maximum percentage; i.e., the objective is to project revenues as close to actual as possible. 10/6/11: All historic year actuals moved up by one year to correspond to new definition. DMM","Collection Method: Difference between total General Fund revenues and transfers in per the CAFR and 6-Month Report projection, electronic copy of caluclation saved located in: N:\\\\Budget\\\\Policies_Procedures\\\\Performance Measures - PM #1 and 2. A hard copy of documentation is kept in Controller's Office, Room 308 of City Hall. Timing: Data is from the CAFR which is typicically available in late November or early December of each year for the preceding fiscal year. Budgetary comparisons are updated when the CAFR is completed and published.",Below target is positive,Percent,0.0612,0.0478,0,0.0343,0.02,0.02,0.02,0.02, ,Target is 2%. Projected is not avaiable because measured annually.,F General Administration & Finance,Yes,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura","MANAGEMENT, BUDGET AND ANALYSIS","Provide accurate, timely information to support fiscal planning",CON.FEB.10.237.237,Percentage by which actual revenues vary from mid-year estimates,"This is the difference between projected and actual General Fund revenues plus transfers in. The projections are from the annual Six-Month Budget Status Report. The actual revenues are as stated in the CAFR. The target is a maximum percentage; i.e., the objective is to project revenues as close to actual as possible.",Collection Method: Difference between CAFR actuals and the 6-Month Report projection. An electronic copy of the spreadsheet is located in: N:\\\\Budget\\\\Policies_Procedures\\\\Performance Measures - PM #1 and 2. A hard copy is located in City Hall Room 308. Timing: Late November/early December each year. Budgetary comparisons are updated when the CAFR is completed and published.,Below target is positive,Percent,0.038,0.0102,0,0,0.015,0.015,0.015,0.015, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura",PAYROLL & PERSONNEL SERVICES,"Provide accurate, timely financial transactions",CON.XXX.11.241.241,Percentage of payroll transactions not requiring correction,"Corrections to payroll transactions include cancellations, reissues, and recovery of overpayments (PPSD). Approximately 31,000 employees receive pay deposits/checks each pay period. Retroactive payments such as those generated by a labor decision may result in additional paychecks.","Collection Method: Problems/corrections are counted manually and entered in an excel spreadsheet entitled ""Payroll Summary Report: Problems vs. Checks Issued."" Maintained at PPSD office, One South Van Ness, 8th Floor. Timing: Every pay period.",Above target is positive,Percent,0.993,0.992,0.9898,0.9898,0.985,0.985,0.985,0.985,"PPSD did tremendously well in working towards this projected measurement given that during the FY2014 year, 2 major projects directly impacted our goals. The first was the retirement of TESS and the ensuing PDFs related to PS Direct Time Entry as users became proficient in the new system. The second project was the introduction of self-service time entry as correcting errors at PPSD was due to citywide learning curves.",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CON,CONTROLLER,pmadmin,PAYROLL & PERSONNEL SERVICES,"Provide accurate, timely financial transactions",KPI999851561673649,Percentage of Problem Description Forms (PDF) processed within 2 pay periods of receipt,The number of problem description forms received from departments each pay period and the percent of those processed each pay period.,Data collected from payroll statistical reports. Data is collected daily. Data is reflective of period between March 15th through 6/27/2013.,Above target is positive,Percent,0,0.829,0.9148,0.9148,0.9,0.8,0.94,0.95,"Although there was an increase in the number of PDFs due to two major projects (retiring TESS and the introduction of PS Direct Time Entry), PPSD was able to increase their percentage on turnaround time from the last fiscal year. This was due to PPSD's goal to have staff within the Adjustment Unit cross trained. This broadened their knowledge to process PDFs in a more timely manner. ",,,No,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura",PUBLIC FINANCE,Reduce the City's debt service costs through bond refinancings,ADM.FFG.01.32.32,Number of bond refinancings,Number of refunding bonds issued.,Collection Method: Data provided by Office of Public Finance staff Timing: Upon request to Finance staff,On target is positive,General,2,0,1,1,4,2,2,2,"Issued $47.2M in refunding COPs, resulting net present value savings of 9.8% or $4.8 million.",,F General Administration & Finance,Yes,No,No,No,No,No | |
| CON,CONTROLLER,"Lane, Maura",PUBLIC FINANCE,Reduce the City's debt service costs through bond refinancings,ADM.FFG.01.33.33,Present value savings from bond refinancings,Net debt service savings on a present value basis.,Collection Method: Data provided by Office of Public Finance staff. Timing: Upon request to Finance staff.,Above target is positive,Currency,47130000,0,4800000,4800000,5000000,4800000,5000000,2000000,"Met target. Maintained current ratings of AA1/AA+/AA by Moody's, S & P, Fitch Ratings.",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CON,CONTROLLER,"Lane, Maura",PUBLIC FINANCE,Reduce the City's debt service costs through bond refinancings,CON.FEB.10.238.238,Ratings of the City's General Obligation Bonds - Average of Three Rating Agencies (1 equals top half of investment ratings)," DEsignations assigned by credit rating agencies to give relative indications of credit quality. More specifically, an evaluation indicates the likelihood that a debt issuer will be able to meet scheduled interest and principal repayments. Typically, AAA+ or Aaa1 is best quality, and B is speculative quality. Target is to be in the top half of investment grade ratings. 1 = Target Met; 0 = Less than Top Half of Investment Grade. In Nov 2006, was proposed to move this measure to a Citywide measure, housed in the Controller's.","Collection Method: Ratings are from Fitch, S&P and Moody's. The Office of Public Finance also monitors the city's G.O. bond ratings and collects the documentation explaining those ratings (Nadia Sesay, 554-5956). Timing: Rating agencies renew the City's GO bond rating at least as often as the City sells GO bonds.",On target is positive,General,1,1,0,1,1,1,1,1, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| CPC,CITY PLANNING,"DeMartini, Keith",CITYWIDE PLANNING,Engage with the community regarding Planning-related projects,KPI87199239978840,Percent of community engagement event participants who rate the event as successful,The percent of community engagement event participants who rate the event as being successful. Successful can be defined by …,"After each community engagement event, an evaluation shall be distributed to all attendees. A question should be asked on each survey to gather this data for all events held. Data storage location: Project Managers/POE database library, (Number saying event is successful)/(Total number of surveys). Measure owner: Jose Campos, and Joanna Linsangan.",Above target is positive,Percent,0,0.89,0.79,0.79,0.8,0.8,0.8,0.8,"The department received a total of 133 feedback forms within Q2-Q4. Of the 134 forms, 105 event participants rated the department’s community events as good or very good. All forms were not completed in its entirety by surveyors who participated in rating the department's community events. ",,,No,No,No,No,No,No | |
| CPC,CITY PLANNING,"DeMartini, Keith",CITYWIDE PLANNING,Perform timely and comprehensive review of projects,KPI87201239995454,Percent of general plan referrals completed within 45 days,The percent of general plan referrals that are completed within 45 days.,"Calculate summary during quarterly volume trending summary to Senior Management, Data storage location: PTS, 1650 Mission St, 4th Floor, (Referrals completed w/n 45 days)/(Total number of referrals completed). Measure owner: Jose Campos, and Alton Chinn.",Above target is positive,Percent,0.96,0.8,0.85,0.85,0.9,0.9,0.9,0.9,"With respect to a drop in percentage in Q1, the performance in Q2-Q4 were above the target rate. The Department continues to improve on its completion of General Plan Referrals. ",,,No,No,No,No,Yes,No | |
| CPC,CITY PLANNING,"La, Belle",CITYWIDE PLANNING,Successfully implement planning priority projects,KPI12353767904468,"Central SoMa area plan to be adopted by the Board of Supervisors by June of 2015 (1=Yes, 0=No)","The Central SoMa Plan proposes to build off the neighborhood's success, while addressing many of its challenges, with a comprehensive strategy that will address such issues as land use, building size and heights, transportation, the public realm (including sidewalks and open space), preservation of historic buildings and environmental sustainability.",,Above target is positive,General,0,0,0,0,0,0,0,1, ,,,No,No,No,No,No,No | |
| CPC,CITY PLANNING,"La, Belle",CITYWIDE PLANNING,Successfully program development impact fee revenue,KPI12127748930062,Percent of projected development impact fee revenue for the following 2 fiscal years programmed by fiscal year end,,,Above target is positive,Percent,0.92,0.87,0.95,0.95,0.9,0.9,0.9,0.9,The percent of projected development impact fee revenue continues to perform above the target rate. When the next IPIC report is complete the number will not change until the end of 2014.,,,No,No,No,No,No,No | |
| CPC,CITY PLANNING,"Wong, Donnie",CURRENT PLANNING,Perform timely and comprehensive review of applications,KPI114425396643477,Percent of Historical Resources Evaluation Reports (HRERs) completed within 60 days,"A Historic Resource Evaluation Report (HRER) is the primary technical document used by the Planning Department to evaluate historic resources and potential projects, according to the California Environmental Quality Act (CEQA). The Planning Department offers their response to these document through a Historic Resource Evaluation Response.","PTS system report, Data storage location: PTS, 1650 Mission Str. 4th Floor, (Number of HRERs completed within 60 days)/(Total number of HRERs). Measure owner: J. Joslin, and Alton Chinn.",Above target is positive,Percent,0,0.21,0.38,0.38,0.75,0.5,0.75,0.75,,,,No,No,No,No,No,No | |
| CPC,CITY PLANNING,"DeMartini, Keith",CURRENT PLANNING,Perform timely and comprehensive review of applications,KPI87097238645795,Percentage of all building permits involving new construction and alterations review that are approved or disapproved within 90 days,"When a member of the public wants to conduct major physical improvements to existing construction or to develop property, the proposal comes to the Planning Department for review to ensure the project conforms with existing land use requirements as specified in the Planning Code. Excludes Section 311 and 312 noticing.","PTS system report, DBI's permit tracking system, (Number of permits approved within 90 days)/(Total number of permits approved), Measure Owner: K. Amdur & A. Chinn",Above target is positive,Percent,0.66,0.63,0.58,0.58,0.75,0.75,0.75,0.75,"In FY13-14, the number of permits rose significantly. Although hiring staff was initiated in Q1 and Q2, key and highly-productive staff were also lost to attrition. In addition, there has been heightened permit activity and new staffing, while in training are unable to keep up with the load. With the ongoing training and experience of recently hired staff, and anticipated addition of new staff in the coming period, gains are anticipated in the near term. ",,,No,No,No,No,Yes,No | |
| CPC,CITY PLANNING,"DeMartini, Keith",CURRENT PLANNING,Perform timely and comprehensive review of applications,KPI87197239854997,Percentage of conditional use applications requiring Commission action approved or disapproved within 180 days,Conditional use may be issued to individuals who propose a use for a property that requires authorization by the Planning Commission in specific situations and under certain conditions. Conditional Use authorizations may be granted after a public hearing before the Planning Commission.,"PTS system report, Data storage location: PTS, 1650 Mission St, 4th Floor, (Number of Cus approved or disapproved within 180 days)/(Total number of Cus). Measure owner: K. Amdur, and Alton Chinn.",Above target is positive,Percent,0.52,0.57,0.56,0.56,0.7,0.7,0.7,0.7,"The complexity of applications under review during the period placed particular demands on staff and timelines, though the number of cases were relatively stable for the year. Hiring of staff was initiated in Q1. Staff was added in Q1 and Q2, while other highly-productive staff were also lost to attrition. The net-stability of application influx of highly complex projects, coupled with the recent increase in highly-skilled staffing, resulted in a positive changes from Q1 to Q4. Ending Q4 with a 75% over the 70% target, but averaging the year with 56%, indicating an efficient staff and Commission effort. ",,,No,No,No,No,Yes,No | |
| CPC,CITY PLANNING,"DeMartini, Keith",CURRENT PLANNING,Perform timely and comprehensive review of applications,CPC.FAI.01.280.280,Percentage of public initiated Discretionary Review applications approved or disapproved within 120 days,"The Planning Commission may use its discretionary powers to review any building permit application, including those which otherwise meet the minimum requirements and standards of the Planning Code. The measure is the percent of public initiated discretionary review requests completed in 90 days. This is measured from the filing date to the withdrawn date or the final Commission action date.","Collection Method: Permit Tracking System (PTS) report. Data Storage location: PTS, 1650 Mission St, 4th Floor. (Number of DRs approved or disapproved within 90 days)/(Total number of DRs). Measure owner: Kelley Amdur, and Alton Chinn.",Above target is positive,Percent,0.27,0.62,0.27,0.27,0.8,0.5,0.8,0.8,,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CPC,CITY PLANNING,"DeMartini, Keith",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,CPC.XXX.01.298.298,# of employees for whom performance appraisals were scheduled,"The number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. This is a required measure, per Mayor's policy.",Completed performance appraisal forms kept on file in employee personnel files and summarized by the Personnel Analyst. Data Storage location: Employee's personnel files and summary with Personnel. Data Calculation: Count of employee appraisals that are scheduled. Measure owner: Alicia John-Baptiste.,Above target is positive,General,136,138,153,153,153,153,158,158,A number of employees have terminated their employment with the department. ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| CPC,CITY PLANNING,"DeMartini, Keith",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,CPC.XXX.01.299.299,# of employees for whom scheduled performance appraisals were completed,"The number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. This is required, per Mayor's policy.",Collection Method: Completed performance appraisal forms kept on file in employee personnel files and summarized by the Personnel Analyst. Data Storage location: Employee's personnel files and summary with Personnel. Data Calculation: Count of employee appraisals that were completed. Measure owner: Alicia John-Baptiste.,Above target is positive,General,136,113,136,136,153,153,158,158,The remaining PPAR's should be completed over the next few weeks due to various employees/supervisors being on vacation. ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| CPC,CITY PLANNING,"DeMartini, Keith",DEPARTMENT-WIDE/OTHER,Ensure high availability of the department's machines and systems,KPI87221240215770,Planning core network uptime percent,"Up-time for all department IT systems, including Case Intake, Parcel applications, Time Accounting 3, and the department intranet and intranet sites.",Percent of time all systems are up and running. Data Storage location: IT Staff. (Number of hours all systems are up)/(Total number of hours). Measure owner: Brian Smith.,Above target is positive,Percent,0.999,0.999,1,1,0.999,0.999,0.999,0.999,Availability of the CTYPLN-cluster service was 100% for the last quarter and 99.9703% for the last fiscal year. ,,,No,No,No,No,No,No | |
| CPC,CITY PLANNING,"DeMartini, Keith",DEPARTMENT-WIDE/OTHER,Implement the new Permit & Project Tracking System (PPTS) in a timely manner,KPI87218240200252,Percent completion of the Permit and Project Tracking System (PPTS) to be fully implemented for staff use by the Summer of 2014,"The percent completion of the implementation of the Permit Tracking System (PPTS), as outlined in the agreed-upon contract with the vendor and DBI.",Project managers tracking of the implementation of the project. Data Storage location: Project Plan. (Steps completed to date)/(Total number of steps). Measure owner: Isabelle Vulis.,Above target is positive,Percent,0.33,0.71,0.95,0.95,1,1,0,0,Implementation and testing has continued with the project. The project is expected to GO-Live as scheduled on 10/14/14.,,,No,No,No,No,Yes,No | |
| CPC,CITY PLANNING,"DeMartini, Keith",DEPARTMENT-WIDE/OTHER,Perform timely review of legislation,KPI87216240185309,Percentage of Ordinances initiated by an elected office that are reviewed by the Commission within 90 days or continued at the request of the elected official,Percentage of Ordinances initiated by an elected office that are reviewed by the Commission within 90 days or continued at the request of the elected official. ,Legislative Affairs manager log of activity (http://plannetportal.cityplanning.sfgov.org/administration/LA/Lists/Legislation%20Tracking/Active%20Items%20Not%20Filed%20Adopted%20or%20Abandoned.aspx). Data Storage location: Legislative Affairs summary. Measure owner: AnMarie Rodgers.,Above target is positive,Percent,0.87,1,0.96,0.96,0.85,1,0.85,0.85,All extensions were issued at the request of the legislator. ,,,No,No,No,No,Yes,No | |
| CPC,CITY PLANNING,"DeMartini, Keith",DEPARTMENT-WIDE/OTHER,Respond to information requests in a timely and professional manner,KPI87224240229591,Percent of helpdesk requests resolved within 24 hours,The percent of helpdesk requests that are communicated to the helpdesk IT staff via the online helpdesk system that are resolved within 24 hours.,Tracking of requests through the online helpdesk system. Data Storage location: Helpdesk system. (Requests resolved within 24 hours)/(Total number of requests). Measure owner: Genta Yoshikawa.,Above target is positive,Percent,0.87,0.83,0.85,0.85,0.75,0.75,0.75,0.75,"For the last quarter, 223 out of 265 service requests were resolved within 24 hours and 949 out of 1119 requests were resolved within 24 hours for the last fiscal year. ",,,No,No,No,No,Yes,No | |
| CPC,CITY PLANNING,"DeMartini, Keith",ENVIRONMENTAL PLANNING,Perform timely and comprehensive reivew of applications,KPI87205240050193,Percent of all environmental impact reports (EIRs) completed within 24 months,"The Department reviews a variety environmental impact reports at various complexities. The percent of EIRs that are completed within 24 months. Include ""project"" EIRs only, not ""plan"" EIRs.","Data is stored in the Department's case intake database. Data storage location: 1650 Mission St, 4th Floor. (Number of EIRs completed within 30 months)/(Number of EIRs). Measure owner: Bill Wycko, and Alton Chinn.",Above target is positive,Percent,0.5,0.5,1,1,0.75,0.75,0.75,0.75,"EIR schedules are affected by multiple factors, some of which are not in the Department's control. Some EIR schedules have been affected by delays in transportation model analysis. Also, with new opportunities in CEQA, EIRs are needed only for the most complex projects, so the EIRs we are doing are especially difficult to prepare. ",,,No,No,No,No,Yes,No | |
| CPC,CITY PLANNING,"DeMartini, Keith",ENVIRONMENTAL PLANNING,Perform timely and comprehensive reivew of applications,KPI87208240117339,"Percent of Negative Declarations (Neg Decs), Class 32s, Community Plan Exemptions (CPEs), and Addenda completed within 9 months","Percent of Negative Declarations (Neg Decs), Class 32s, Community Plan Exemptions (CPEs), and Addenda completed within 180 days","Data is stored in the Department's case intake database. Data Storage location: 1650 Mission St, 4th Floor. (Number of cases completed within 180 days)/(Number of cases). Measure owner: Bill Wykco, and Alton Chinn.",Above target is positive,Percent,0.58,0.68,0.45,0.45,0.75,0.75,0.75,0.75,"There was an increase in negative declarations, class 32s, Community Plan exemptions, and Addenda completed within 9 months for some very complicated projects. In the case of these types of documents, there are often adjustments to the project descriptions needed, which can take time to resolve. ",,,No,No,No,No,Yes,No | |
| CPC,CITY PLANNING,"DeMartini, Keith",ENVIRONMENTAL PLANNING,Perform timely and comprehensive reivew of applications,CPC.FAI.01.282.282,Percentage of categorical exemptions reviewed within 45 days,"The Department reviews requests to exempt projects from CEQA (California Environmental Quality Act) review. This measure is the percent of those requests (excluding a historic resources evaluation report requirement and air quality review, but including stamps) reviewed within 45 days, measured from the date of filing to the issuance of the Categorical Exemption.","Collection Method: Data is stored in the Department's case intake database. Data Storage location: PTS, 1650 Mission St, 4th Floor. (Number of Cat Ex Apps completed within 45 days)/(Number of Cat Ex Apps). Measure owner: Bill Wykco, and Alton Chinn.",Above target is positive,Percent,0.82,0.84,0.65,0.65,0.75,0.75,0.75,0.75,"We have seen an increase in the volume of Cat ex'. A substantial majority of exemptions were completed according to the performance targets. Some exemptions require background studies, which may prevent completion within 45 days. ",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CPC,CITY PLANNING,"DeMartini, Keith",ZONING ADMIN & COMPLIANCE,Effectively compel compliance for cases in violation,KPI87213240167163,Percent of complaints where enforcement proceedings have been initiated within 30 business days of complaint filing,The percent of complaints where enforcement proceedings have been initiated within 30 days of complaint filing.,"Calculate using C. Haw summary. Data Storage location: LAN, 1650 Mission St, 4th Floor. (Number of proceedings initiatived within 30 days)/(Total number of proceedings). Measure owner: Christine Haw.",Above target is positive,Percent,0.97,0.99,0.95,0.95,0.95,0.95,0.95,0.95,We are maintaining a consistently high initiation of enforcement proceedings despite our immense backlog. ,,,No,No,No,No,Yes,No | |
| CSC,CIVIL SERVICE COMMISSION,"Eng, Sandra",CIVIL SERVICE COMMISSION,Support Commission in resolving civil service issues,CSC.FCV.01.305.305,Percentage of appeals and requests for hearings processed within seven days,"A City employee may request an appeal or a hearing before the Civil Service Commission on an action or decision of the Human Resources Director, the Director of Transportation for Service Critical classes in the MTA or the CSC Executive Officer. These may be decisions on examination matters, employee compensation (very limited), personal services contracts, and other matters such as discrimination complaints and restrictions on future employment placed by departments.",Collection Method: Appeal Response Time Table: Date Department Received Appeal (in CSC Register of Appeals and Other Communications) compared to Date Transmitted (Date on Letter Transmitting Appeal) to DHR/departments. Data located with Appeals Coordinator. Timing: Current practice is data is summarized at 6 and 12 month periods; but data on appeals is available at any time.,Above target is positive,Percent,0.98,1,1,1,1,1,1,1,The department was successful in processing 100% of the appeals within 7 days.,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CSC,CIVIL SERVICE COMMISSION,"Eng, Sandra",CIVIL SERVICE COMMISSION,Support Commission in resolving civil service issues,CSC.FCV.01.306.306,Percentage of appeals forwarded and resolved by the Commission in the fiscal year,"Percentage of appeals that have been investigated, staff reports completed, placed on calendar for Commission hearing and those that have been resolved. Resolved appeals include those determined untimely, not appealable, administratively resolved, as well as calendared for hearing for Commission decision. The Department makes sure that all administrative procedures have been afforded the appellant and appellants have exhausted grievance and/or other remedies before hearings are scheduled or heard by the Commission.",Collection Method: Number of appeals received and resolved during the period divided by the total number received during the period. Overall percentage report: Appeals received in month and cumulative compared with appeals resolved/calendared for hearing in month and cumulative; Active appeals from previous fiscal year is carried over to current fiscal year; Documentation located with Appeals Coordinator. Timing: Current practice is data is summarized at 6 and 12 month periods; but data on status of appeals is available at any time.,Above target is positive,Percent,0.6,0.8,0.88,0.88,0.7,0.65,0.7,0.7,"In Fiscal Year 2013-14, 88% of the appeals were resolved which is the highest resolution in over a decade. The Executive Officer worked closely with the Department of Human Resources to ensure staff report deadlines were met within the 60 day period. Some appeals are on hold pending resolution of grievance arbitration or litigation. The Executive Officer increased the year end target to 70%.",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CSC,CIVIL SERVICE COMMISSION,"Eng, Sandra",CIVIL SERVICE COMMISSION,Support Commission in resolving civil service issues,CSC.FCV.KPI30298337692384,The number of merit system audits conducted and completed in the fiscal year,"Review of a department�s application of a specific merit system Rule, policy and/or procedure.","The Civil Service Commission Audit Program is a tool utilized by the Commission to train departments on merit system policies and procedures. Audits of personnel and human resources records are conducted to determine compliance with the Charter, Civil Service Commission Rules, policies, and procedures; i.e. Employee Personnel Guidelines, Probationary Period, Certification of Eligibles, etc. Data collection method : Departmental personnel is notified of the audit, keeps records of its review and summarizes its findings. Departments are notified during the audit and after the audit of recommendations. Data frequency and reporting date : Data is maintained during and after performance of the audit and reporting occurs at 6 and 12 month periods.",Above target is positive,General,7,7,8,8,8,8,8,8,"The department conducted 8 merit system audits in the following departments: Children, Youth, and Families; Department of Elections; Human Rights Commission; Planning Department; Recreation and Parks Department; Rent Arbitration Board; San Francisco Unified School District; and the War Memorial and Performing Arts Center. Randomly selected departments were audited to review their selection and appointment practices.",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CSC,CIVIL SERVICE COMMISSION,"Eng, Sandra",CIVIL SERVICE COMMISSION,Support Commission in resolving civil service issues,CSC.FCV.KPI30298137604801,The percentage of completed responses to Inspection Service requests within 60 days,"These are requests to review and respond to issues raised on the operation of the merit system. Commission staff investigates and inquires whether departments applied relevant merit system Rules, policies and procedures in human resources/personnel transactions. ","Data collection method: Inspection Service requests are logged-in when received, assigned to staff and determined completed when response is sent to the requestor. Data frequency and reporting date: Data is gathered as received, deadlines are monitored and reporting occurs at 6 and 12 month periods.",On target is positive,Percent,0.88,0.92,0.9,0.9,0.8,0.8,0.8,0.8,"90% of the inspection service requests were resolved within 60 days. The requests received included issues on examination administration, appointments, classification actions, and acting assignments. There was an increase in the number of complaints regarding appointees not meeting the minimum qualifications and departments not verifying education and work experience.",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| CSC,CIVIL SERVICE COMMISSION,"Eng, Sandra",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,CSC.XXX.01.307.307,# of employees for whom performance appraisals were scheduled,"Measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Performance appraisals are conducted on a calendar year basis.,Above target is positive,General,6,6,6,6,6,6,6,6,The department has scheduled all 6 performance appraisals.,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| CSC,CIVIL SERVICE COMMISSION,"Eng, Sandra",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,CSC.XXX.01.308.308,# of employees for whom scheduled performance appraisals were completed,"Measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection based on data and quarterly progress reports. ,Above target is positive,General,0,6,6,6,6,6,6,6,"Performance appraisals are completed after the end of the fiscal year. Fiscal Year 2013-14 performance appraisals will be completed by August 29, 2014.",,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| CSS,CHILD SUPPORT SERVICES,"Roye, Karen",CHILD SUPPORT SERVICES PROGRAM,Establish child support orders,CSS.CAF.02.310.310,San Francisco orders established as a percentage of cases needing an order,"The purpose of this measure is to ensure that children in the IV-D caseload have a support order established. In 1975, Congress amended the Social Security Act to add Title IV-D. It mandated all states establish a program to locate noncustodial parents, establish paternity, establish and enforce child support obligations, and collect, distribute, and disburse support payments. The IV-D caseload refers to child support cases needing a child support order established. A support order is a formal financial obligation fixed by a judge pursuant to state law requiring a parent to support his/her child. The Statewide goal for this measure was to ensure that 80% or more of the state’s child support cases had support orders. For the Local Child Support Agencies (LCSAs) who achieved 80% or more on this federal measure in federal fiscal year 2008, they were expected to maintain or increase their performance. ","San Francisco Department of Child Support Services (SF DCSS) converted to the new California Child Support Automation System (CCSAS) from the CASES system on October 1, 2008. For FY2009, data used to report departmental performance was based on an existing automated relationship with the CASES system. Performance data extracted from the CASES system ceased effective September 30, 2008. Having begun conversion to CCSAS, the State has discovered calculation errors within the new system that challenge data accuracy. The state has begun corrective action to remedy data accuracy concerns. This measure is calculated by dividing Line 2 of Cases Open at the End of the Month with Support Orders Established (Cell T02) by Line 1 of Cases Open at the End of the Month (Cell T01) in June’s CS1257 report to reflect the State fiscal year end measurement. This report is run monthly and data is collected and reported on the State fiscal year. Historical CS1257 reports are available on-line. ",Above target is positive,Percent,0.9093,0.9019,0,0.9028,0.908,0.9,0.908,0.908, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CSS,CHILD SUPPORT SERVICES,"Roye, Karen",CHILD SUPPORT SERVICES PROGRAM,Establish paternity for children born out of wedlock in the county,CSS.CAF.01.309.309,Percentage of IV-D cases in San Francisco with paternity established for children in caseload born out of wedlock,"Children in the IV-D caseload provide the universe for this measure. Under the federal rules for this measure, the state has elected to have the counties report by percentage of children in the IV-D caseload for whom paternity is established at the end of the FFY to the total children in caseload requiring paternity establishment at the end of the prior FFY. Note that this methodology comparing performance in one year to a base in another year can result in performance exceeding 100%, and several counties do so.","The California Department of Child Support Services began conversion of counties from the CASES system to the new California Child Support Automation System (CCSAS) in May of 2007. San Francisco converted to the CCSAS system on October 1, 2008 and will be the last CASES County to convert followed by Los Angeles County in November, 2008. For FY2009, data used to report departmental performance was based on an existing automated relationship with the CASES system. Performance data extracted from the CASES system will cease effective September 30, 2008. For FY2010 the required federal and state performance standards remain in place via SDCSS 157 and SDCSS 1257 reports, however, having begun conversion, the State has discovered calculation errors within the new system that challenge data accuracy. The state has begun corrective action to remedy data accuracy concerns. The impact to performance reporting for all 58 counties within California is unknown at this time.",Above target is positive,Percent,0.9101,0.9124,0,0.9362,0.9553,0.93,0.95,0.95, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CSS,CHILD SUPPORT SERVICES,"Roye, Karen",CHILD SUPPORT SERVICES PROGRAM,Increase economic self-sufficiency of single parent families,CSS.CAF.03.311.311,"Amount of child support collected by SF DCSS annually, in millions","The purpose of this measure is to have the LCSA collect as much child support and arrears as is owed, distribute collections to families and to be cost effective. It measures gross child support collection deposits in millions of dollars for current support, arrearages and reimbursement of child support payments for the STATE fiscal year. The LCSA goal was to increase total collections received by 2.4% over the 2009 Federal Fiscal Year levels. The information is tracked in the CS34 Monthly Report of Collections and Distributions and the CS1257 Monthly State Performance Report created by the CCSAS. In addition, on a quarterly basis, the State Department of Child Support Services produces a Performance Data Report – Comparative Data for Managing Program Performance Data which provides comparisons of each county’s performance in the data collected and which is available on the State public website. This is a federal performance measure reported by FFY.","SF DCSS converted to the new California Child Support Automation System (CCSAS) from the CASES system on October 1, 2008. For FY2009, data used to report departmental performance was based on an existing automated relationship with the CASES system. Performance data extracted from the CASES system ceased effective September 30, 2008. Having begun conversion to CCSAS, the State has discovered calculation errors within the new system that challenge data accuracy. The state has begun corrective action to remedy data accuracy concerns. The data comes from the CS34 (Line 4b+4c+8+11 in Total column) and CS1257 (Line 25a+27a in Total column) reports generated by CCSAS. The average number is taken over both reports for this measure. Starting in FFY 2011 and on, the State will use CS34 reports for this measure. These reports are run monthly and data is collected and reported on the State fiscal year. Historical reports are available on-line. ",Above target is positive,Currency,27.5,26.5,0,5.8,27.3,26.1,27.3,26.8, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CSS,CHILD SUPPORT SERVICES,"Roye, Karen",CHILD SUPPORT SERVICES PROGRAM,Increase economic self-sufficiency of single parent families,CSS.CAF.03.313.313,San Francisco cases with collections on arrears during the fiscal year as a percentage of all cases in San Francisco,"Universe for this measure is Title IV-D cases with child support arrearages. This measures cases with collections on child support arrears during the Federal Fiscal Year compared to the total number cases in which child support arrears were owed during the year, expressed as a percentage. This is a federal performance measure reported by Federal Fiscal Year.","The California Department of Child Support Services began conversion of counties from the CASES system to the new California Child Support Automation System (CCSAS) in May of 2007. San Francisco converted to the CCSAS system on October 1, 2008 and will be the last CASES County to convert followed by Los Angeles County in November, 2008. For FY2009, data used to report departmental performance was based on an existing automated relationship with the CASES system. Performance data extracted from the CASES system will cease effective September 30, 2008. For FY2010 the required federal and state performance standards remain in place via SDCSS 157 and SDCSS 1257 reports, however, having begun conversion, the State has discovered calculation errors within the new system that challenge data accuracy. The state has begun corrective action to remedy data accuracy concerns. The impact to performance reporting for all 58 counties within California is unknown at this time.",Below target is positive,Percent,0.67,0.62,0,0.5642,0.69,0.63,0.713,0.713, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CSS,CHILD SUPPORT SERVICES,"Roye, Karen",CHILD SUPPORT SERVICES PROGRAM,Increase economic self-sufficiency of single parent families,CSS.CAF.03.312.312,San Francisco current collections as a percentage of current support owed,"Universe for this measure is Title IV-D cases with current child support orders. This measures current child support collections compared to the total amount owed, expressed as a percentage. This is a federal performance measure reported by Federal Fiscal Year.","The California Department of Child Support Services began conversion of counties from the CASES system to the new California Child Support Automation System (CCSAS) in May of 2007. San Francisco converted to the CCSAS system on October 1, 2008 and will be the last CASES County to convert followed by Los Angeles County in November, 2008. For FY2009, data used to report departmental performance was based on an existing automated relationship with the CASES system. Performance data extracted from the CASES system will cease effective September 30, 2008. For FY2010 the required federal and state performance standards remain in place via SDCSS 157 and SDCSS 1257 reports, however, having begun conversion, the State has discovered calculation errors within the new system that challenge data accuracy. The state has begun corrective action to remedy data accuracy concerns. The impact to performance reporting for all 58 counties within California is unknown at this time.",Above target is positive,Percent,0.7063,0.73,0,0.732,0.73,0.73,0.729,0.729, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| CSS,CHILD SUPPORT SERVICES,"Roye, Karen",CHILD SUPPORT SERVICES PROGRAM,Increase economic self-sufficiency of single parent families,CSS.CAF.03.315.315,Statewide cases with collections on arrears during fiscal year as a percentage of cases with arrears owed,"Universe for this measure is Title IV-D cases with child support arrearages. This measures cases with collections on child support arrears during the Federal Fiscal Year compared to the total number cases in which child support arrears were owed during the year, expressed as a percentage. This is a federal performance measure reported by Federal Fiscal Year.","San Francisco converted to the CCSAS system on October 1, 2008 and will be the last CASES County to convert followed by Los Angeles County in November, 2008. For FY2009, data used to report departmental performance was based on an existing automated relationship with the CASES system. Performance data extracted from the CASES system will cease effective September 30, 2008. December 2008 numbers are scheduled for release by the end of February 2009. The Department will update Performance Measures and resubmit to the Mayor/Controller with performance analysis, as agreed with both Mayor and Controller. For FY2010 the required federal and state performance standards remain in place, however, having begun conversion, the State has discovered calculation errors within the new system that challenge data accuracy. The state has begun corrective action to remedy data accuracy concerns. The impact to performance reporting for all 58 counties within California is unknown at this time.",Below target is positive,Percent,0.604,0.643,0,0.64,0.645,0.62,0.651,0.651, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| CSS,CHILD SUPPORT SERVICES,"Roye, Karen",CHILD SUPPORT SERVICES PROGRAM,Increase economic self-sufficiency of single parent families,CSS.CAF.03.314.314,Statewide current collections as a percentage of current support owed,"The purpose of this measure is to ensure that current child support which is due based on the court order is collected and distributed to the families we serve on the statewide performance. In 1975, Congress amended the Social Security Act to add Title IV-D. It mandated all states establish a program to locate noncustodial parents, establish paternity, establish and enforce child support obligations, and collect, distribute, and disburse support payments. The IV-D caseload refers to child support cases needing to be established and enforced. This measures current child support collections compared to the total amount owed, expressed as a percentage. Local Child Support Agencies (LCSAs) are expected to increase 1 percentage point over FFY 2008 actual performance on this measure or 1 percentage point above May 2009 actual performance, whichever is higher. This is a federal performance measure reported by Federal Fiscal Year.","SF DCSS converted to the new California Child Support Automation System (CCSAS) from the CASES system on October 1, 2008. For FY2009, data used to report departmental performance was based on an existing automated relationship with the CASES system. Performance data extracted from the CASES system ceased effective September 30, 2008. Having begun conversion to CCSAS, the State has discovered calculation errors within the new system that challenge data accuracy. The state has begun corrective action to remedy data accuracy concerns. The measure is obtained from the PGM-040 Comparison of Federal Performance Measures report. The Collections on Current Support Statewide percentage is obtained from the PGM-044 June’s report generated by CCSAS to reflect the State fiscal year end measurement. This report is run monthly and data is collected and reported on the State fiscal year. Historical PGM-040 and PGM-044 reports are available on-line. ",Above target is positive,Percent,0.606,0.633,0,0.63,0.629,0.63,0.633,0.633, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| CSS,CHILD SUPPORT SERVICES,"Roye, Karen",CHILD SUPPORT SERVICES PROGRAM,Provide effective services to clients,CSS.CAF.04.317.317,Number of unemancipated children in CSE counties caseloads,The universe is participants in the IV-D caseload. This measures the number of unemancipated children in the CSE Statewide counties caseloads. This measure is reported by STATE fiscal year.,"The California Department of Child Support Services began conversion of counties from the CASES system to the new California Child Support Automation System (CCSAS) in May of 2007. San Francisco converted to the CCSAS system on October 1, 2008 and will be the last CASES County to convert followed by Los Angeles County in November, 2008. For FY2009, data used to report departmental performance was based on an existing automated relationship with the CASES system. Performance data extracted from the CASES system will cease effective September 30, 2008. For FY2010 the required federal and state performance standards remain in place via SDCSS 157 and SDCSS 1257 reports, however, having begun conversion, the State has discovered calculation errors within the new system that challenge data accuracy. The state has begun corrective action to remedy data accuracy concerns. The impact to performance reporting for all 58 counties within California is unknown at this time.",On target is positive,General,1446578,1382704,0,1252700,1297087,1252700,1219262,1143750, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| CSS,CHILD SUPPORT SERVICES,"Roye, Karen",CHILD SUPPORT SERVICES PROGRAM,Provide effective services to clients,CSS.CAF.04.316.316,Number of unemancipated children in San Francisco caseload,"This performance measure is not required by the federal and state agencies. It serves as an informational purpose for the County to capture the number of the unemancipated children in need of child support services in single parent households. In 1975, Congress amended the Social Security Act to add Title IV-D. It mandated all states establish a program to locate noncustodial parents, establish paternity, establish and enforce child support obligations, and collect, distribute, and disburse support payments. The unemancipated children refers to all children under the ages of 18 or 19 if they are still in high school, and unemancipated by Court but having the right to the child support in the IV-D caseload. On a Quarterly basis, the SDCSS produces a Performance Data Report – Comparative Data for Managing Program Performance Data which provides comparisons of each county’s performance in the data collected and which is available on-line. "," San Francisco Department of Child Support Services (SF DCSS) converted to the new California Child Support Automation System (CCSAS) from the CASES system on October 1, 2008. For FY2009, data used to report departmental performance was based on an existing automated relationship with the CASES system. Performance data extracted from the CASES system ceased effective September 30, 2008. Having begun conversion to CCSAS, the State has discovered calculation errors within the new system that challenge data accuracy. The state has begun corrective action to remedy data accuracy concerns. The data for this measure comes from Line 4 (Cell 027) and reports the number of children in IV-D cases open at the end of June on the CS1257 report generated by CCSAS to reflect the State fiscal year end measurement. This report is run monthly and data is collected and reported on the State fiscal year. Historical CS1257 reports are available on-line. ",On target is positive,General,12629,11996,0,10417,10723,10400,9758,9758, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| CSS,CHILD SUPPORT SERVICES,"Roye, Karen",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,CSS.XXX.01.318.318,# of employees for whom performance appraisals were scheduled,"The population is the number of employees in a Department for whom a performance appraisal is to be conducted. Applicable employees for this measure are defined as those who are sitting in a filled FTE. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","This data is collected and prepared by the Department Human Resources division on a regular basis. It is part of Department policy and procedure for all employees to be scheduled for performance review on a routine basis that includes quarterly, mid-year and annual.",Above target is positive,General,95,99,90,90,82,0,87,0, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,Yes | |
| CSS,CHILD SUPPORT SERVICES,"Roye, Karen",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,CSS.XXX.01.319.319,# of employees for whom scheduled performance appraisals were completed,"This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","This data is collected and prepared by the Department Human Resources division on a regular basis. It is part of Department policy and procedure for all employees to be scheduled for performance review on a routine basis that includes quarterly, mid-year and annual.",Above target is positive,General,95,90,85,85,87,0,87,0, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,Yes | |
| DAT,DISTRICT ATTORNEY,"Anderson, Tara",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,DAT.XXX.01.332.332,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Timing: Data is available on an ongoing basis from managers of divisions responsible for the performance reviews.",Above target is positive,General,188,234,226,226,230,230,230,230, ,,A Public Protection,Yes,No,No,No,No,Yes | |
| DAT,DISTRICT ATTORNEY,"Anderson, Tara",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,DAT.XXX.01.333.333,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Performance appraisals will be tracked by the Department's Personnel Officer. Timing: Data is available on an ongoing basis from managers of divisions responsible for the performance reviews.,Above target is positive,General,188,216,205,205,230,230,230,230, ,,A Public Protection,Yes,No,No,No,No,Yes | |
| DAT,DISTRICT ATTORNEY,"Anderson, Tara",FAMILY VIOLENCE PROGRAM,Assist victims to recover in the aftermath of crime,DAT.AIJ.01.328.328,Number of victims provided with crisis intervention services,In-person or telephone contact with a client who has been negatively affected or is in crisis as a result of a crime.,Collection Method: Database maintained by program staff in Victim Witness office. Victim Witness uses case management system to create this report. Timing: Data is available from the database on an ongoing basis. A report is created from the database for this report.,Above target is positive,General,2978,2815,1837,3610,2500,2500,2500,2500, ,,A Public Protection,Yes,No,No,No,No,No | |
| DAT,DISTRICT ATTORNEY,"Anderson, Tara",FAMILY VIOLENCE PROGRAM,Assist victims to recover in the aftermath of crime,DAT.AIJ.01.329.329,Number of victims receiving an orientation to the criminal justice system,"In-person or telephone information on the location, procedures and functioning of the local criminal justice system.",Collection Method: Database maintained by program staff in Victim Witness office. Database maintained by program staff in Victim Witness office. Victim Witness uses case management system to create this report. Timing: Data is available from the database on an ongoing basis. A report is created from the database for this report.,Above target is positive,General,5778,4271,2579,4913,4000,4000,5800,5800, ,,A Public Protection,Yes,No,No,No,No,No | |
| DAT,DISTRICT ATTORNEY,"Anderson, Tara",FELONY PROSECUTION,Effectively prosecute homicide cases,DAT.AIA.02.326.326,Average number of cases handled per attorney in the homicide unit,Based on the actual number of cases handled by each attorney in the unit during the reporting period.,"Collection Method: Maintained by the Homicide Unit managing attorney through a hand count.. In the future, this measure will be tracked by the case management system. Timing: Homicide Team Leader compiles data on a monthly basis.",Below target is positive,General,7,7,7,7,7,7,7,7, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| DAT,DISTRICT ATTORNEY,"Anderson, Tara",FELONY PROSECUTION,Effectively prosecute homicide cases,DAT.AIA.02.324.324,Number of homicide arrests,Number of homicide arrests presented to the DA's office for charging in homicides reported during the fiscal year by the San Francisco Police Department,"Collection Method: Tracked by Managing Attorney of Homicide Unit. In the future, data will be maintained by CMS. Timing: Information is recorded bimonthly and is available on an ongoing basis. We ask for it for the time period requested by this report.",Above target is positive,General,26,24,16,32,0,0,0,0, ,,A Public Protection,Yes,No,No,No,No,No | |
| DAT,DISTRICT ATTORNEY,"Anderson, Tara",FELONY PROSECUTION,Effectively prosecute homicide cases,DAT.AIA.02.325.325,Number of homicide cases filed,The number of homicides charged of the number of homicide arrests in homicides reported during the fiscal year. Reflects number of provable cases presented. All provable cases are charged.,"Collection Method: Tracked by Managing Attorney of Homicide unit. In future, data will be maintained by CMS. Timing: Information is recorded bimonthly and is available on an ongoing basis. We ask for it for the time period requested by this report.",Above target is positive,General,23,23,9,23,0,0,0,0, ,,A Public Protection,Yes,No,No,No,No,No | |
| DAT,DISTRICT ATTORNEY,"Anderson, Tara",FELONY PROSECUTION,Effectively prosecute homicide cases,DAT.AIA.02.323.323,Number of homicides reported,Number of homicides reported to the San Francisco Police Department.,Collection Method: Tracked by the Police Department Homicide Detail. Timing: Information is available weekly and on an ongoing basis. We ask for it for the time period requested by this report.,Below target is positive,General,56,50,14,40,0,0,0,0, ,,A Public Protection,Yes,No,No,No,No,No | |
| DAT,DISTRICT ATTORNEY,"Anderson, Tara",FELONY PROSECUTION,Hold felony offenders accountable for their crimes,DAT.AIA.01.322.322,Average number of adult felony cases handled per felony trial attorney,This measure reflects during the time period the average number of active cases assigned to felony trial attorneys for prosecution to measure workload during the period.,"Collection Method: Owens Information Systems [OIS] creates reports from data in the Court Management System [CMS]. CMS is a database created through daily input by law enforcement agencies and the courts. Court Management System [CMS] Average determined by total cases charged divided by number of felony attorneys in our office Timing: Data is available through requests to OIS. Data is input daily by individuals in the Sheriff, Police, Adult Probation, District Attorney and the Courts.",On target is positive,General,118,114,123,123,41,119,41,41, ,,A Public Protection,Yes,No,No,No,No,No | |
| DAT,DISTRICT ATTORNEY,"Anderson, Tara",FELONY PROSECUTION,Hold felony offenders accountable for their crimes,DAT.AIA.01.321.321,Number of adult felony arrests charged or handled by probation revocation,"Number of adult felony arrests charged or handled by Motion to Revoke Probation or Parole Revocation. Felony arrests reviewed can be discharged, charged as felonies, charged as misdemeanors, sent to probation, parole or another agency. This measure tracks the number charged as felonies or handled by probation or parole revocation.","Collection Method: Owens Information Systems [OIS] creates reports from data in the Court Management System [CMS]. CMS is a database created through daily input by law enforcement agencies and the courts. We asked for cases booked as felony charge.CMS-Cases Accepted [Combines cases charged for crime, or case was sent to Probation or Parole. Statistic combines disposition codes for these events]. Timing: Data is available through requests to OIS. Data is input daily by individuals in the Sheriff, Police, Adult Probation, District Attorney and the Courts.",Above target is positive,General,5652,5416,2962,5765,6000,6000,6000,6000, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| DAT,DISTRICT ATTORNEY,"Anderson, Tara",FELONY PROSECUTION,Hold felony offenders accountable for their crimes,DAT.AIA.01.320.320,Number of adult felony arrests reviewed,Police Department and other law enforcement agencies present felony arrests to the office to be reviewed for charging. This measures the number of arrests booked as a felony charge that were reviewed by our office.,"Collection Method: Owens Information Systems [OIS] creates reports from data in the Court Management System [CMS]. CMS is a database created through daily input by law enforcement agencies and the courts. We asked for cases booked as felony charge. Timing: Data is available through requests to OIS. Data is input daily by individuals in the Sheriff, Police, Adult Probation, District Attorney and the Courts.",Above target is positive,General,11196,11744,4025,10401,12000,12000,12000,12000, ,Based on FY 2013 and six month FY 14 Trend. ,A Public Protection,Yes,No,No,No,Yes,No | |
| DAT,DISTRICT ATTORNEY,"Anderson, Tara",FELONY PROSECUTION,Maintain and increase specialized skills of investigators and prosecutors through training programs,DAT.AIA.03.327.327,Number of enhanced trainings provided for attorneys and investigators,The number of training sessions offered by the District Attorney's Office.,"Collection Method: Librarian tracks and maintains a database of all MCLE (Mandatory Librarian tracks number of trainings held by the office. DAI Training Officer tracks all trainings for investigators. Both statistics compiled by hand count, entered into a database. Timing: Information is provided to Librarian on a monthly basis.",Above target is positive,General,188,296,117,191,200,200,180,180, ,,A Public Protection,Yes,No,No,No,No,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DBI - ADMINISTRATION SERVICES,Improve Production of 3R Reports and Reproduction of Records,KPI12139850555218,Percentage of Records Requests Processed Within 20 Business Days,"Customers request copies of building, electrical, mechanical, and plumbing permit history including plans, permit applications, job cards, Certificates of Final Completion, and other related permit documents. Customers may request to view or to obtain printed copies of these records by submitting a completed Records Request Form. Exception: Copies of building plans are available to customers only upon written approval of the property owner and the design professional(s), per Health & Safety Code Section 19850. Copies of records are also provided to other governmental agencies as requested. ","Collection Method: Requests for records are entered daily on a weekly report. These requests are entered and processed in the order they are received. Records staff enter completion date, number and type of records produced on the weekly report. The weekly statistics are then compiled into monthly, quarterly, and annual reports. Timing: Statistics are available two weeks after the end of the month (i.e., statistics for September will be available on October 15th.) ",Above target is positive,Percent,0,0,0.94,0.94,0.9,0.9,0.9,0.9, ,,,No,No,No,No,No,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DBI - ADMINISTRATION SERVICES,Improve Production of 3R Reports and Reproduction of Records,DBI.BAN.01.335.335,Percentage of Reports of Residential Building Records (3R reports) Produced Within Seven Business Days,"Reports of Residential Building Records (3R Reports) are required prior to the sale or exchange of any residential building containing one or more dwelling units but not including hotels containing 30 or more guest rooms, or motels. 3R reports are not issued for commercial buildings. The 3R Report establishes the present occupancy of the building based on permit history.","Collection Method: Requests for 3R Reports are entered daily on a weekly report by a staff member assigned to create new record request. These requests are entered and processed in the order they are received. 3R research and production staff enter completion date on the weekly report. The weekly statistics are then compiled into monthly, quarterly, and annual reports. Timing: Statistics are available two weeks after the end of the month (i.e., statistics for September will be available on October 15th.) ",Above target is positive,Percent,0.22,0.91,0.92,0.92,0.9,0.9,0.9,0.9," Effective July 1, 2013, DBI is proposing to revise this measure to accurately address the current work practices, workload demands, and staffing levels. Percentage of Reports of Residential Building Records (3R Reports) Produced Within Seven Working Days; 90%",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DBI - INSPECTION SERVICES,Improve Code Enforcement,KPI111974626386411,Inspections per inspector/day (building),,,Above target is positive,General,11.4,11,12,12,11,11,11,11, ,,,No,No,No,No,Yes,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DBI - INSPECTION SERVICES,Improve Code Enforcement,KPI111975626392701,Inspections per inspector/day (electrical),,,Above target is positive,General,13.3,13,13,13,11,11,11,11, ,,,No,No,No,No,Yes,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DBI - INSPECTION SERVICES,Improve Code Enforcement,KPI111976626403752,Inspections per inspector/day (plumbing),,,Above target is positive,General,10.1,11,11,11,11,11,11,11, ,,,No,No,No,No,Yes,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DBI - INSPECTION SERVICES,Improve Code Enforcement,DBI.BIS.01.339.339,Percentage of Life Hazards or Lack of Heat Complaints Responded to Within One Business Day,"This measure addresses response time for complaints received from the public regarding life hazards or lack of heat. Complaints are received in person, by phone, email, through the internet, and mail. Response consists of contacting person making complaint and visiting the building. Measure changed in FY 02-03 to reflect 24-hour turnaround instead of 48 hours, but the data reflecting the 24-hour target was reported for the first time in FY 07. Definition of life hazard includes abandoned buildings, which may not need an inspection.","Collection Method: Staff in Housing Inspection Services utilize the Complaint Tracking System to maintain a record of complaints received and responded to. Response data is compiled into monthly, quarterly and annual reports. Timing: Statistics are available two weeks after the end of the month (i.e., statistics for September will be available on October 15th.) ",Above target is positive,Percent,0.93,0.88,0.94,0.94,1,1,1,1, ,"DBI’s Permit and Plan Review Services goal for the last two years has been to promote the Over-the-Counter (OTC) operation. 90% of permits submitted are reviewed and approved over-the-counter. Due to the growing demand for OTC services, staff resources have been shifted from reviewing the intake/submitted permits to the OTC operation. To address this increased workload demand, the reduced staffing levels, and the growing demand for OTC services, DBI hired 10 plan review staff and one support staff during last FY. Due to the current construction boom, DBI has received an increased number of larger, premium, and priority projects. All projects are customer demand and it is impossible to predict the needs on a daily basis. There is no cap on the number of permits accepted for processing. We are currently exploring the possibilities of hiring an additional engineer and a building inspector to assist with plan review. Additionally, we have offered overtime to meet customer demands but our engineering staff is considered “Z” class employees; therefore, they do not get paid for working overtime but instead they accumulate comp time. We have submitted a request to Human Resources to lift this requirement to allow us to meet current measures. This measure is new for FY 2013-2014, DBI Management will review it at the end of this FY and will determine the feasibility to continue or revise to accurately address the day-to-day operation. ","B Public Works, Transportation & Commerce",Yes,No,No,Yes,Yes,No | |
| DBI,BUILDING INSPECTION,pmadmin,DBI - INSPECTION SERVICES,Improve Code Enforcement,KPI12699793332213,Percentage of Non-Hazard Complaints Responded to Within Three Business Days ,,,Above target is positive,Percent,0,0,0.87,0.87,0.8,0.8,0.8,0.8, ,,,No,No,No,No,No,No | |
| DBI,BUILDING INSPECTION,pmadmin,DBI - INSPECTION SERVICES,Improve Code Enforcement,KPI12699693327700,Percentage of Non-Hazard Housing Inspection Complaints Responded to Within Three Business Days. ,,,Above target is positive,Percent,0,0,0.85,0.85,0.8,0.8,0.8,0.8, ,,,No,No,No,No,Yes,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DBI - INSPECTION SERVICES,Improve Construction Inspection Response Time,DBI.BIS.02.340.340,Percentage of Customer-Requested Inspections Completed Within Two Business Days of Requested Date,Customers request inspection of construction to meet permit requirements. Customers contact inspection divisions via phone to set up appointments. Inspections are completed when inspectors visit sites to conduct inspection.,"Collection Method: Daily logs are entered into Oracle database; this information is compiled into monthly, quarterly and annual reports. Timing: Statistics are available two weeks after the end of the month (i.e., statistics for September will be available on October 15th.) ",Above target is positive,Percent,0.98,0.98,0.97,0.97,0.9,0.9,0.9,0.9, ,,"B Public Works, Transportation & Commerce",Yes,No,No,Yes,Yes,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DBI - PERMIT SERVICES,Percentage of Submitted Permit Applications Routed within One Business Day,KPI326513175336989,Timeliness of Distributing Submitted Drawings,To distribute 90% of submitted drawings to the next review station within one business day.,"Collection Method: Data is entered into the Permit Tracking System and reports can be generated based on the entries. Timing: Statistics are available two weeks after the end of the month (i.e., statistics for September will be available on October 15th.) ",Above target is positive,Percent,1,1,1,1,0.9,0.9,0.9,1, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DBI - PLAN REVIEW SERVICES,Improve Plan Review Turnaround Time,KPI325907164542062,Percentage of Permit Applications for Multi-Family Residential and/or Mixed-Use Buildings Reviewed Within 42 Calendar Days,"To complete and issue to the applicant the initial comprehensive plan review comments/corrections for multi-family residential and mixed-use buildings within 42 calendar days from arrival date to review discipline, for at least 90% of projects. Scope of work includes: 1. New construction of multi-family residential and/or mixed-use buildings. 2. Horizontal and/or vertical addition to existing multi-family residential and/or mixed-use buildings. 3. Conversion of existing building to multi-family residential and/or mixed-use. Timing: Statistics are available six weeks after the end of the month (i.e., statistics for September will be available on November 15th.) Statistics for this reporting period are for July - November only. ","Collection Method: The turnaround time is measured using data from the Permit Tracking System (PTS). The PTS �Arrive� date is entered by Permit Services staff upon delivery of the project submittal package to the Plan Review Services Workload Manager(s). The project category is based on the �Use� code entered into PTS at project submittal. The PTS �In Hold� date is entered by the Plans Examiner through the PTS �Daily Activity Logs� after completion of a comprehensive plan review, quality assurance review by a supervisor, issuance of plan review comments/corrections to the applicant, and routing of the project submittal package to the Permit Processing Center (PPC) for customer pickup. The turnaround time is measured as the number of days between the �In Hold� date and the �Arrive� date. ",On target is positive,Percent,0.99,0.99,0.99,0.99,0.9,0.9,0.9,0.9, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DBI - PLAN REVIEW SERVICES,Improve Plan Review Turnaround Time,KPI325915164607873,Percentage of Permit Applications for Office and/or Commercial Buildings Reviewed Within 42 Calendar Days,"To complete and issue to the applicant the initial comprehensive plan review comments/corrections for office and/or commercial buildings within 42 calendar days from arrival date to review discipline, for at least 90% of projects. Scope of work includes: 1. New low-rise (less than 75 feet) office or commercial buildings. 2. Complex commercial and office tenant improvements with or without structural calculations. Timing: Statistics are available six weeks after the end of the month (i.e., statistics for September will be available on November 15th.) Statistics for this reporting period are for July - November only. ","Collection Method: The turnaround time is measured using data from the Permit Tracking System (PTS). The PTS �Arrive� date is entered by Permit Services staff upon delivery of the project submittal package to the Plan Review Services Workload Manager(s). The project category is based on the �Use� code entered into PTS at project submittal. The PTS �In Hold� date is entered by the Plans Examiner through the PTS �Daily Activity Logs� after completion of a comprehensive plan review, quality assurance review by a supervisor, issuance of plan review comments/corrections to the applicant, and routing of the project submittal package to the Permit Processing Center (PPC) for customer pickup. The turnaround time is measured as the number of days between the �In Hold� date and the �Arrive� date. ",Above target is positive,Percent,0.98,0.99,0.99,0.99,0.9,0.9,0.9,0.9, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DBI - PLAN REVIEW SERVICES,Improve Plan Review Turnaround Time,KPI325687158491526,Percentage of Permit Applications for One and Two Family Dwellings Reviewed Within 28 Calendar Days,"To complete and issue to the applicant the initial comprehensive plan review comments/corrections for one and two family dwellings within 28 calendar days from arrival date to review discipline, for at least 90% of projects. Scope of work includes: 1. New construction of one and two family dwellings. 2. Horizontal and/or vertical addition to existing one and two family dwellings. ","Collection Method: The turnaround time is measured using data from the Permit Tracking System (PTS). The PTS �Arrive� date is entered by Permit Services staff upon delivery of the project submittal package to the Plan Review Services Workload Manager(s). The project category is based on the �Use� code entered into PTS at project submittal. The PTS �In Hold� date is entered by the Plans Examiner through the PTS �Daily Activity Logs� after completion of a comprehensive plan review, quality assurance review by a supervisor, issuance of plan review comments/corrections to the applicant, and routing of the project submittal package to the Permit Processing Center (PPC) for customer pickup. The turnaround time is measured as the number of days between the �In Hold� date and the �Arrive� date. Timing: Statistics are available four weeks after the end of the month (i.e., statistics for September will be available on October 31st.) ",Above target is positive,Percent,0.98,0.96,0.99,0.99,0.9,0.9,0.9,0.9, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DBI - PLAN REVIEW SERVICES,Improve Plan Review Turnaround Time,KPI325926164662196,Percentage of Permit Applications for Other Buildings Reviewed Within 42 Calendar Days,"To complete and issue to the applicant the initial comprehensive plan review comments/corrections for other buildings within 42 calendar days from arrival date to review discipline, for at least 90% of projects. Scope of work includes: 1. Parking structures. 2. Assembly occupancies (churches, schools, restaurants with multiple dining rooms, etc.). 3. Excavation and shoring. 4. Indoor swimming pool. Timing: Statistics are available six weeks after the end of the month (i.e., statistics for September will be available on November 15th.) Statistics for this reporting period are for July - November only. ","Collection Method: The turnaround time is measured using data from the Permit Tracking System (PTS). The PTS �Arrive� date is entered by Permit Services staff upon delivery of the project submittal package to the Plan Review Services Workload Manager(s). The project category is based on the �Use� code entered into PTS at project submittal. The PTS �In Hold� date is entered by the Plans Examiner through the PTS �Daily Activity Logs� after completion of a comprehensive plan review, quality assurance review by a supervisor, issuance of plan review comments/corrections to the applicant, and routing of the project submittal package to the Permit Processing Center (PPC) for customer pickup. The turnaround time is measured as the number of days between the �In Hold� date and the �Arrive� date. ",On target is positive,Percent,0.98,1,0.98,0.98,0.9,0.9,0.9,0.9, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DBI - PLAN REVIEW SERVICES,Improve Plan Review Turnaround Time,KPI325932164690114,Percentage of Pre-Application Meetings Conducted Within 14 Calendar Days,To conduct Pre-Application Meetings within 14 calendar days of receipt of the applicant�s request letter for at least 90% of requests. ,"Collection Method: Pre-Application Meeting requests are in writing and are received through the mail or hand-delivery. Pre-Application Meetings are scheduled by the Plan Review Services clerical staff based on availability of the applicant and the assigned Plans Examiner. A log of Pre-Application Meetings is maintained indicating the received date, the requested date, and the meeting date. Timing: Statistics are available two weeks after the end of the month (i.e., statistics for September will be available on October 15th.) ",Above target is positive,Percent,0.95,1,0.97,0.97,0.9,0.9,0.9,0.9, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| DBI,BUILDING INSPECTION,pmadmin,DBI - PLAN REVIEW SERVICES,Improve Plan Review Turnaround Time,KPI12701593783655,"Percentage of Site Permit Applications Reviewed With a Construction Valuation of Greater Than $4,000,000 Reviewed Within 28 Calendar Days",,,Above target is positive,Percent,0,0,0.94,0.94,0.9,0.9,0.9,0.9, ,,,No,No,No,No,No,No | |
| DBI,BUILDING INSPECTION,pmadmin,DBI - PLAN REVIEW SERVICES,Improve Plan Review Turnaround Time,KPI12701493757174,"Percentage of Site Permit Applications Reviewed With a Construction Valuation of Less Than $3,999,999 Reviewed Within 14 Calendar Days",,,Above target is positive,Percent,0,0,0.73,0.73,0.9,0.9,0.9,0.9,"DBI’s Permit and Plan Review Services goal for the last two years has been to promote the Over-the-Counter (OTC) operation. 90% of permits submitted are reviewed and approved over-the-counter. Due to the growing demand for OTC services, staff resources have been shifted from reviewing the intake/submitted permits to the OTC operation. To address this increased workload demand, the reduced staffing levels, and the growing demand for OTC services, DBI hired 10 plan review staff and one support staff during last FY. Due to the current construction boom, DBI has received an increased number of larger, premium, and priority projects. All projects are customer demand and it is impossible to predict the needs on a daily basis. There is no cap on the number of permits accepted for processing. We are currently exploring the possibilities of hiring an additional engineer and a building inspector to assist with plan review. Additionally, we have offered overtime to meet customer demands but our engineering staff is considered “Z” class employees; therefore, they do not get paid for working overtime but instead they accumulate comp time. We have submitted a request to Human Resources to lift this requirement to allow us to meet current measures. This measure is new for FY 2013-2014, DBI Management will review it at the end of this FY and will determine the feasibility to continue or revise to accurately address the day-to-day operation.",,,No,No,No,No,No,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DBI - PLAN REVIEW SERVICES,Improve the Quality and Completeness of Plan Reviews,KPI325942164729732,Percentage of Submitted Projects Audited for Quality Assurance by Supervisors,"To improve quality and consistency of plan reviews, Supervisors will audit at least 90% of the submitted projects prior to issuance of initial plan review comments/corrections by the Plans Examiner. The audits are intended to ensure complete, comprehensive and consistent plan reviews, and to identify areas where additional staff training may be required.","Collection Method: The date of the quality assurance audit is entered into PTS by the Supervisor upon completion of the audit. Timing: Statistics are available two weeks after the end of the month (i.e., statistics for September will be available on October 31st.) ",On target is positive,Percent,1,1,1,1,0.9,0.9,0.9,0.9, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,DBI.XXX.01.352.352,# of employees for whom performance appraisals were scheduled,"New measure requested by the Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Timing: Statistics are available on a yearly basis, January 31 of each year for the previous calendar year. For example, Performance Appraisals for January - December 2008 are due January 31, 2009.",On target is positive,General,229,220,262,262,260,260,260,260, ,,,Yes,No,No,No,No,Yes | |
| DBI,BUILDING INSPECTION,"Herrera, Patty",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,DBI.XXX.01.353.353,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: DBI has implemented a new policy and system to ensure compliance with DHR's requirement for annual appraisals and probationary periods. Timing: Statistics are available on a yearly basis, January 31 of each year for the previous calendar year. For example, Performance Appraisals for January - December 2008 are due January 31, 2009.",Above target is positive,General,209,215,258,258,260,260,260,260, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,Yes | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",COMM HLTH - PREV - MATERNAL & CHILD HLTH,"Increase the number of breastfed infants in the Women, Infants and Children (WIC) program",DPH.DPM.01.386.386,Percentage of breastfed infants participating in the WIC program per month,"Percentage of the total number of infants participating in the Special Supplemental Nutrition Plan for Women, Infants & Children (WIC) who are being breastfed. Breastfeeding promotes improved nutrition and develops the immune system for infants.",Collection Method: WIC Staff enter this data in the Integrated Statewide Information System (ISIS). Timing: This information can be accessed from ISIS database (WIC Program database) on the 10th day of the month for the previous month.,Above target is positive,Percent,0.656,0.622,0.64,0.64,0.67,0.65,0.65,0.65,More mothers are working now and they do not want to initiate breastfeeding because they do not want to deal with difficulty in weaning. The 64% rate in 2014 is an increase form the 2013 rate of 62.2%. ,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",COMM HLTH - PREVENTION - AIDS,Strengthen primary and secondary prevention activities,KPI325370149495801,Number of contacts made by HIV prevention providers,"This number represents the number of contacts made by HIV prevention providers. It is not an unduplicated count, but instead shows the overall number of HIV tests, outreach contacts and syringe program contacts. These reported contacts are made by DPH staff & contractors who perform outreach in the community with the goal of educating SF residents, with an emphasis on those at high risk of HIV transmission, about HIV prevention. In Jan 2009, DPH deleted two measures, including """"# of HIV testing sites using rapid testing technology,"""" and """"% of HIV prevention funds spent on prevention for positives"""" because these measures did not reflect the work done by this Section, nor did they capture quality or variability from year to year. This measure is one of the replacement measures. ","SOURCE: DPH HIV testing contractors & medical providers. COLLECTION METHOD: DPH’s HIV Prevention Section requires contractors to report HIV testing data. State law requires medical providers and labs to report patients with a CD4 or viral load. COLLECTION FREQUENCY: Contractors send monthly reports to DPH’s HIV Prevention Section by the 21st. California law requires SF labs and medical providers to report to DPH Surveillance patient information on patients with a CD4/viral load indicating HIV infection within 7 days of testing. STORAGE LOCATION: Paper & electronic HIV data is maintained at DPH’s AIDS Office – 25 Van Ness,. Electronic data is password protected & encrypted. Paper is maintained in a locked file in a room accessible by code. Surveillance data is maintained in a secure section. The security meets strict federal standards for all surveillance data.",Above target is positive,General,116736,118648,130196,195267,78009,130000,130000,130000,"In 2011 providers began to implement services as directed in RFP21-2010 which provided new goals, objectives and visioning for HIV prevention. These stable numbers reflect that providers are reaching and maintaining target. ",,D Community Health,Yes,No,No,No,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",COMM HLTH - PREVENTION - AIDS,Strengthen primary and secondary prevention activities,KPI325693158668367,Percentage of clients testing HIV+ who are successfully linked to medical care,"This measure represents clients who receive a confirmed HIV+ test result at one of DPH's confidential testing sites and are then documented as having been linked to medical care. Medical care is defined as having made & kept a medical appointment, as reported by the client or as documented by a medical facility or medical data. This measure does not include persons with CD4/viral load done on the same day as the HIV test. (The CD4/viral load measures the severity of an infection and indicates HIV infection.) The number of clients testing HIV+ is the denominator, and the number of those who have been linked to medical care is the numerator. ","The HIV Prevention Section provides the names of persons testing positive at funded sites to the Surveillance Section who then provides a report on the percent of those persons who are in the database as having a CD4 or viral load, which indicates they have had a medical visit. ",Above target is positive,Percent,0.755,0.77,0.795,0.795,0.75,0.75,0.75,0.75,"This linkage to care rate is above target. CHE&P expects this rate improve for 13-14 as data continues to be collected, cleaned and updated. ",,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",COMM HLTH - PREVENTION - AIDS,Strengthen primary and secondary prevention activities,KPI325622157624570,Percentage of HIV positive tests,"This percentage represents those contacts who test as newly positive at any of DPH's funded HIV testing sites. DPH deleted two measures in Jan. 2009, including ""# of HIV testing sites using rapid testing technology"" & ""% of HIV prevention funds spent on prevention for positives."" This was done b/c these measures do not reflect the work done by the Section, nor do they capture variability from year to year. This measure is one of three that replace the deleted measures. ",Includes only funded test sites. Numerator = number of test results that are positive minus the number of known positives; Denominator = number of tests from indicator 1 (excluding known positives). ,Above target is positive,Percent,0.01355,0.0129,0.0116,0.0126,0.013,0.013,0.013,0.013,1.16% positivity is within reach of the 1.3% target. CDC also states that positivity over 1% remains cost effective and reflective of meeting appropriate populations. CHE&P will continue to monitor positivity to see whether there is any true and maintained downward trend. ,,D Community Health,Yes,No,No,No,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",COMM HLTH - PREVENTION - BEHM,Protect and respond to the environmental health of San Francisco residents,DPH.DPB.01.379.379,Number of complaint investigations performed by the public services program,"Number of complaint investigations (site visits) performed by the Environmental Health Section�s Public Services Program. Complaints include garbage accumulation, rodents, overgrown weeds, dog and pigeon waste, flies and odors, mosquitoes, bed bugs, cockroaches, mold, etc.","Collection Method: EHS Agency internal database at 1390 Market St / Fox Plaza. Timing: The EHD database is the primary source of the complaint and inspection statistics provided. The database is updated on a daily basis and is reliable from day to day and month to month for monthly stat reports. Inspection staff enter their ""dailies"" every day and post their inspections on a daily basis.",Above target is positive,General,4498,4276,5179,7871,4100,5114,5114,5625,"DPH- EHB anticipated increase due to increase in the use of 311 to report complaints, increase in DPH outreach and distribution of educational materials on-line and during site visits. 5,114 projected, actual was 5,179 ",,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",COMM HLTH - PREVENTION - BEHM,Protect and respond to the environmental health of San Francisco residents,DPH.DPB.01.378.378,Number of routine hazardous materials compliance inspections,"This measure counts the number of routine Compliance Inspections conducted by the DPH Environmental Health Section's Hazardous Materials and Waste Program (HM&WP). Businesses that meet certain regulatory criteria (e.g., store hazardous materials, generate hazardous or medical waste above threshold quantities or own or operate underground or above-ground storage tanks) are legally required to enroll in the HM&WP program. Routine inspections are done for new enrollees to verify the information contained in their application and current enrollees annually or every three years (frequency based on proscribed regulatory criteria). Program rules are based on local ordinances, Article 21, 22, 24 and 25, which mirror state and federal law. This measure does not include complaint investigations.","SOURCE: The Hazardous Materials and Waste Environmental Health Database (also known as HEHD) is an internal database used by the Environmental Health Section (EHS), is the source of inspection statistics provided. COLLECTION METHOD: EHS management request these regular reports from the database system. COLLECTION FREQUENCY: EHS inspection staff enter their “dailies” into the HEHD database each day and post their inspections on a regular basis. Reports are run on a monthly basis. STORAGE LOCATION: The database is maintained at the DPH EHS offices, located at 1389 Market Street (Fox Plaza).",Above target is positive,General,991,1051,1073,1560,1050,1000,1000,1000,The number of routine compliance inspections conducted during the FY was slightly higher than the target number but was within range of what was expected. The total number of regulated facilities increased by 2%.,,D Community Health,Yes,No,No,No,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",COMM HLTH - PREVENTION - BEHM,Protect and respond to the environmental health of San Francisco residents,DPH.DPB.01.380.380,Percentage of environmental health complaints abated,"Percentage of complaints that are abated within 30 days through the Environmental Health Section's Public Services Program (Code Enforcement Program). Staff works with property owners, tenants, tourists, hotels, business owners and employees, other government agencies and the Office of the City Attorney to correct Health code violations.","Collection Method: EHS Agency internal database at 1390 Market St / Fox Plaza. Timing: The EHD database is the primary source of the complaint and inspection statistics provided. The database is updated on a daily basis and is reliable from day to day and month to month for monthly stat reports. Inspection staff enter their ""dailies"" every day and post their inspections on a daily basis.",Above target is positive,Percent,0.81,0.7587,0.9058,0.8429,0.8,0.8,0.8,0.8,"With staff training and setting higher expectations and accountability standards, we exceeded our inspection and response to Code Enforcement with 90.58% abatement ",,D Community Health,Yes,No,No,No,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",COMM HLTH - PREVENTION - HLTH EDUCATION,Decrease injury and disease among San Francisco residents,DPH.DPH.01.383.383,"Number of children who receive dental screening, fluoride varnish, education or sealant","Number of children in San Francisco who receive dental screenings, education, fluoride varnish or sealants through DPH's Dental Services, MCAH's Child Care Health Project or Child Health & Disability Prevention Program. These three DPH programs work with children at elementary schools where more than 50 percent of the student body qualifies for the Free and Reduced School Lunch Program, at numerous state subsidized preschools throughout the City that serve lower income families, and at WIC and other sites that serve low-income familes throughout the county.","Collection Method: Patient dental records as reported by service providers DPH - Dental Services and MCAH programs. This same information is collected for the State in order to report on the progress of grant projects. Timing: Dental program data is entered into MS Excel and MS Access programs and is prepared for semi-annual and annual reports to the grantor, and other interested parties.",Above target is positive,General,7201,7351,6786,8946,4500,4000,4000,4000,"The FY 2014 Year End Actual numbers are higher than expected totals. SF DPH Dental Services was able to increase their annual kindergarten dental screening this year, even after a delay due to MOU difficulties. They also expanded into upper grades to place sealants. The SF Child Care Health Project also screened more children this year. ",,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,DPH.XXX.01.393.393,# of employees for whom performance appraisals were scheduled,"Number of DPH employees for whom a performance appraisal is to be conducted. City policy requires that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: The data is tracked on HRiMs database (Oracle). When managers complete and submit the performance appraisal, they are clocked in and entered in the database. The location and copies of the actual PAs are in the employee personnel files located in the HR offices (Central Office, LHH, and SFGH. Timing: HR data is updated daily. It is considered reliable within one month.",Above target is positive,General,5675,5744,6009,6009,5500,5554,5672,5672,We have exceeded the target for this fiscal year. ,,D Community Health,Yes,No,No,No,No,Yes | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,DPH.XXX.01.394.394,# of employees for whom scheduled performance appraisals were completed,"Number of DPH employees for whom a performance appraisal was completed. 'Completed' means that the appraisal form was completed and is in the employee's personnel file. City policy requires that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","SOURCE: The data is collected and reports run through the HRiMs database (Oracle). COLLECTION METHOD: When managers complete and submit the performance appraisal, they are clocked in and entered in the database by Human Resources staff members. COLLECTION FREQUENCY: Human resources data is updated daily. It is considered reliable within one month. STORAGE LOCATION: The location and copies of the actual performance appraisals are in the employee personnel files located in the HR offices (Central Office, Laguna Honda, and San Francisco General Hospital). ",Above target is positive,General,5194,4842,4136,4136,4480,4443,4537,4537,"We are within range of target. This figure is the result of all of the combination of performance appraisals received throughout DPH. The timeframe for the evaluation period vary, however, because at Laguna Honda, a calendar year is used as the evaluation period and for all other locations throughout DPH, the evaluation period is a fiscal year. ",,D Community Health,Yes,No,No,No,No,Yes | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",FORENSICS - AMBULATORY CARE,Provide continuity of care for recipients of DPH services,DPH.DMF.01.367.367,Number of jail health screenings,"Number of jail health screenings at the San Francisco County Jail conducted by DPH/Community Health Network nurses. Jail Health Services (JHS) provides a comprehensive and integrated system of medical, psychiatric and substance abuse care to the inmates in the San Francisco County Jail system. After triage, inmates needing further assistance are sent for a screening. ",Collection Method: Jail Health Encounter data (CHART System) Timing: Jail data is entered into a database daily through normal patient charting. Jail Health Services run reports monthly.,Above target is positive,General,16402,16566,17249,26111,17000,17000,16000,16000,Exceeded target.,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",LAGUNA HONDA - LONG TERM CARE,Improve health outcomes among San Francisco residents,KPI87966189971398,Average Daily Population at Laguna Honda Hospital,"Laguna Honda Hospital (LHH) is a skilled nursing (SNF) and rehabilitation facility that provides a residential setting for physically or cognitively impaired individuals who require SNF-level nursing assistance, rehabilitation services, and medical care. LHH offers acute care for those patients whose condition changes to require this level of care. The average daily census (ADC) is the total number of residents in-house at LHH at the time the census is taken each day.","Admissions, discharges, and transfers (relocations) are entered into the Invision Clinical Data System when any of these activities occur. Reports for ADC data from Invision) can be generated on a daily, monthly and/or quarterly basis. Numbers are drawn from the Monthly Average Census Report, using the average from the total daily census column. THIS MEASURE IS USED ONLY FOR THE BIMONTHLY BAROMETER REPORT (NOT THE BUDGET BOOK).",Above target is positive,General,755.33333,756.11208,759.65,759.13,758,759,759,759,Average daily population is consistent with past trends and met projected goal of 98% occupancy. ,,D Community Health,Yes,No,No,Yes,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",LAGUNA HONDA - LONG TERM CARE,Improve health outcomes among San Francisco residents,DPH.DA5.01.359.359,Number of long-term patient days at LHH,"Number of long term care patient days at Laguna Honda Hospital and Rehabilitation Center (LH). LH provides a residential setting for physically or cognitively impaired individuals who require continuous nursing assistance, rehabilitation services, medical care, and monitoring. LH has sufficient staff to provide long-term care for 780 individuals and receives reimbursement for services based, for the most part, on the number of patient days.",Collection Method: Patient Utilization Statistics Laguna Honda Hospital. Timing: Data is input daily into Invision and is accurate within one day. Admission statistics are reviewed weekly.,On target is positive,General,272507,274762,275342,414472,271560,271560,275000,275000,Actual patient days exceeded targeted goal by 1.4%. This is a positive sign for access of San Franciscans needing Laguna Honda services and for the purpose of getting reimbursed for services provided. ,,D Community Health,Yes,No,No,No,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",LAGUNA HONDA - LONG TERM CARE,Improve health outcomes among San Francisco residents,DPH.DA5.01.361.361,Percentage of new admissions to LHH who are homeless,"This measure captures the percentage of people admitted to Laguna Honda Hospital's skilled nursing units with no record of a permanent residence. The transferring facility transfers the patients to Laguna Honda with a home address, noting “Homeless SF” for those meeting the City’s criteria for homelessness. The reliability of these data is somewhat compromised because it is collected by a variety of staff-people from different organizations. Even for patients who have been in the DPH system for a long period of time, their health issues (e.g., Alzheimer's) may cause problems accessing accurate information.","SOURCE: Data is culled from Invision, DPH's shared patient tracking system. Data entered nightly into Invision & captured in a SQL database. Ad hoc queries run for PM projects. COLLECTION METHOD: This data originates from different sources, but ends up in Invision. The Home Address field reads “Homeless SF.” The Laguna Honda Admissions staff collects this from patients coming from home. If the patient comes from a hospital outside the DPH network, their personal information is sent with transfer data. Patients that come from SFGH have a patient record in the database. Readmissions to Laguna Honda of established patients are not included. COLLECTION FREQUENCY: Data is input daily into Invision on a daily basis, and is accurate within one day. Admission statistical reports are reviewed weekly. Reports for the performance measures are obtained ad hoc. STORAGE LOCATION: Invision: Malvern, PA & SQL database: SFGH - 1001 Potrero Ave.",On target is positive,Percent,0.0784,0.04,0.05,0.065,0.08,0.08,0.08,0.08,Nominal change in data. ,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",LAGUNA HONDA - LONG TERM CARE,Improve health outcomes among San Francisco residents,DPH.DA5.01.360.360,Percentage of new admissions to LHH who are Medi-Cal clients,"Percentage of patients newly admitted to LHH who are on Medi-Cal at the time of admission. Because nearly all patients admitted to LHH are Medi-Cal eligible, those who are not enrolled before admission will be enrolled after.",Collection Method: Hospital Admissions Data Timing: Data is input daily into Invision and is accurate within one day. Admission statistics are reviewed weekly.,On target is positive,Percent,0.86,0.8956,0.88,0.88,0.8,0.82,0.33,0.33,Actual Percentage of admissions who are Medi-Cal clients exceeded targeted goal by 6%. ,,D Community Health,Yes,No,No,No,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",LAGUNA HONDA HOSP - ACUTE CARE,Provide acute care services,DPH.DBG.01.362.362,Number of patient days at Laguna Honda acute care and rehabilitation facilities,Number of acute care inpatient days at LHH acute care and rehabilitation facilities. The acute care unit operates to improve the quality of care provided to residents of the skilled nursing facility and is budgeted at licensure. Maintenance of an acute unit on site allows substantially enhanced reimbursement rates for the associated skilled nursing services.,Collection Method: Patient Utilization Statistics at Laguna Honda Hospital Timing: Data is input daily into Invision and is accurate within one day. Admission statistics are reviewed weekly.,On target is positive,General,1945,1225,971,1526,1800,1110,1042,1042,LHH acute care inpatient days in FY2014 were below target. There were less Laguna Honda skilled nursing patients needing transfer to the acute care unit. ,,D Community Health,Yes,No,No,No,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",MENTAL HEALTH - CHILDREN'S PROGRAM,Increase the number of high-risk children served in mental health treatment settings,DPH.FAM.01.392.392,San Francisco residents under 19 years of age receiving services provided by Children's Mental Health Services,"Unduplicated number of clients who access DPH�s mental health care through its Community Behavioral Health Services programs (including contractors). The San Francisco Behavioral Health Plan offers a full range of specialty Behavioral health services provided by a culturally diverse network of community Behavioral health programs, clinics and private psychiatrists, psychologists, and therapists. Most people seeking behavioral health services need only basic counseling services. For those who are in need of more extensive treatment, the S.F. Behavioral Health Plan offers an array of services.","Collection Method: The data used for this projection comes from the CMHS Billing and Information system (INSYST) which is service data entered by contract and civil service agencies. (In some cases, the data is collected via reports submitted by contract agencies). Timing: The majority of the Insyst and eCura data tables in the Data Warehouse are refreshed nightly or weekly. Due to the data entry lag, it is reasonable to wait at least three months after the fact before considering the data complete.",Above target is positive,General,4892,4925,4758,4758,5000,5000,5000,5000,Close to target,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",MENTAL HEALTH - COMMUNITY CARE,Provide clinical services to target populations,DPH.DMM.01.368.368,Number of unique mental health clients in treatment,"Number of mental health clients in treatment through DPH�s Community Behavioral Health Services. This includes all modes of treatment for mental health disorders, with the top three diagnosis categories being mood disorders, schizophrenia/psychotic disorder, and anxiety disorder.","Collection Method: Indicator collection from the BIS (Insyst) and either a simple count for the UDCs or a calculation that turns time entries into appropriate billing units for the service units indicator. Number of unique mental health registrants/clients in treatment. Includes all modes of treatment. Timing: The majority of the Insyst and eCura data tables in the Data Warehouse are refreshed nightly or weekly. Due to the data entry lag, it is reasonable to wait at least three months after the fact before considering the data complete.",Above target is positive,General,26240,25720,25300,25300,25000,25000,25000,25000,Slightly exceeded target ,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",MENTAL HEALTH - COMMUNITY CARE,Provide clinical services to target populations,DPH.DMM.01.369.369,Percentage of new mental health clients who are homeless,Percentage of new mental health clients who self-report being homeless at time of intake.,"Collection Method: Indicator collection from the BIS (Insyst) and either a simple count for the UDCs or a calculation that turns time entries into appropriate billing units for the service units indicator. Changes on data capture requirements from the State have made collecting housing status mandatory, so DPH expects to have a more accurate figure in the future. Timing: The majority of the Insyst and eCura data tables in the Data Warehouse are refreshed nightly or weekly. Due to the data entry lag, it is reasonable to wait at least three months after the fact before considering the data complete.",On target is positive,Percent,0.17,0.03,0.12,0.12,0.2,0.2,0.25,0.3,Below target. The method for capturing and recording housing status within the Avatar health record system has changed. Implementation of this change is in progress and staff training about this is ongoing. ,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",MENTAL HEALTH - COMMUNITY CARE,Provide clinical services to target populations,DPH.DMM.01.370.370,Total units of mental health services provided,"This measure illustrates the scope of the Department of Public Health’s mental health programs managed by Community Behavioral Health Services (CBHS). Included in the number of mental health services consist of four treatment modalities: 1) inpatient residential mental health services measured in 24-hour increments; 2) day treatment/socialization/crisis care measured by half-day, full-day, or hour-long time-periods; 3) outpatient visits measured in hours; and 4) conservatorship work for mental health clients measured in number of contacts.","SOURCE: The information is reported through Avatar (the CBHS comprehensive database for tracking services, authorizations, claims, etc.). The database uses an automated calculation that turns time entries into appropriate billing units. COLLECTION METHOD: Data entered into the CBHS billing system, Insyst, is extracted and summed by State Department of Mental Health-defined Modes of Service. COLLECTION FREQUENCY: Avatar data are updated nightly and reports no longer use a data warehouse but pull directly from the production system. Avatar offers a more real-time potential for reports, but will still need a 1-month lag time before preparing a report. STORAGE LOCATION: The data storage center for the SF Department of Public Health (DPH) is located at 1380 Howard St., 3rd floor. ",Above target is positive,General,1127017,1107757,1278344,1996973,1000000,1437258,1000000,1000000,Exceeded target ,,D Community Health,Yes,No,No,No,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",PRIMARY CARE - AMBU CARE - HEALTH CNTRS,Provide clinical services to target populations,KPI326320167018310,Number of Healthy San Francisco participants,"This number represents enrollees in the Healthy San Francisco program (HSF). HSF is a comprehensive health coverage program for uninsured San Francisco residents, age 18 through 64 years old. Enrollment first began in July 2007 for lower income residents and has grown as more health clinic sites joined and as enrollment requirements expanded. This measure was added to the system in January 2009.",The enrollment number is derived from the One-E-App program. One-E-App is a web-based eligibility and enrollment application and system of record for Healthy San Francisco. Reports are run monthly and ad hoc.,Above target is positive,General,46822,51161,25572,25572,43000,28000,40000,19000,"With full implementation of the ACA and the individual mandate in effect, HSF has seen a large number of participants disenrolling from the program. Since HSF is not health insurance, efforts are continuing to ensure that those participants who are eligible for health insurance are informed of newly available health insurance options. However, HSF is still necessary because there are uninsured San Francisco residents who will not qualify for the new health insurance options. HSF needs to remain as a health access program for these individuals, and outreach will continue to reach San Francisco residents who may be eligible for HSF participation but are not yet enrolled. ",,D Community Health,Yes,No,No,Yes,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",PRIMARY CARE - AMBU CARE - HEALTH CNTRS,Provide clinical services to target populations,KPI326322167092137,Percentage of Healthy San Francisco participant complaints resolved within 60 days,"This measure shows the percentage of complaints from participants received through the Healthy San Francisco (HSF) customer service line that are then resolved within a 60-day time frame. An HSF participant complaint is considered resolved when either the HSF Customer Service Complaint Coordinator or HSF Administrator reviews the complaint and the resolution is communicated to the participant by telephone or letter. Upon either hearing or reading the resolution of the complaint, if the HSF participant does not request additional review of the complaint, the complaint is considered resolved and the case is closed. Participant complaints are usually related to enrollment, access, and pharmacy. HSF has a participant complaints process that is overseen by the San Francisco Health Plan (SFHP), the 3rd Party Administrator.","SOURCE: Staff maintains an internal complaint tracking system, HSF Complaint Tracker system, which is accessible to both SFHP and HSF administration. COLLECTION METHOD: Healthy San Francisco (HSF) customer service agents log complaints received through the healthysanfrancisco.org website and via phone at the program's designated Participant Services Call Center. COLLECTION FREQUENCY: DPH’s HSF Administration receives quarterly reports from SFHP on participant complaints. The reports analyze the data by complaint category and medical home. DPH uses this data to help ascertain if there are any trends or anomalies in complaints which require additional attention. STORAGE LOCATION: The HSF participant complaints primary source data is physically/virtually stored in the HSF Complaints Tracking system which is located the offices of the program’s third party administrator, SFHP.",Above target is positive,Percent,1,1,1,1,0.85,1,0.85,0.85,"HSF Administration's target of addressing HSF complaints within 60 days was 85%. The program well-exceeded that target, resolving all complaints within 60 days, and any complaints that remained open at the end of FY14 were still well within the 60 day resolution period. ",,D Community Health,Yes,No,No,No,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",PRIMARY CARE - AMBU CARE - HEALTH CNTRS,Provide clinical services to target populations,DPH.DHP.01.366.366,Percentage of outpatient visits by homeless patients,Percentage of visits to community based health centers (non SFGH) UDCs by homeless patients.,"Collection Method: Patient utilization statistics as tracked by clinical data system (INVISION) Homelessness is defined as ""On the Street"" (Zip 99997) or in transitional housing within the last year (Homeless Field is 'Y'). Timing: The reporting database is updated daily and is current within 24 hours and 95% reliable within three months. Reports are run on an ad hoc basis.",On target is positive,Percent,0.13,0.12,0.09,0.09,0.12,0.12,0.12,0.12,Decreased but within range of target ,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",PRIMARY CARE - AMBU CARE - HEALTH CNTRS,Provide clinical services to target populations,DPH.DHP.01.365.365,Percentage of outpatient visits by uninsured patients,"Percentage of visits to community-based health centers (excluding SFGH clinics) by uninsured patients. Uninsured status is determined by eligibility staff at intake and is self-reported by the patient (defined as lacking public or private health insurance). Patients who are assisted, as appropriate, to enroll in any and all public programs for which they may be eligible.","Collection Method: Patient utilization statistics as tracked by clinical data system (INVISION). All community based health centers (non SFGH) UDCs. Uninsured Financial Classes include 3, 4, 7, 9, C, J, K, M, P, R, and U. Timing: The reporting database is updated daily and is current within 24 hours and 95% reliable within three months. Reports are run on an ad hoc basis.",On target is positive,Percent,0.36,0.36,0.25,0.25,0.36,0.36,0.36,0.36,"Improved eligibility, impact of ACA (?) ",,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",PRIMARY CARE - AMBU CARE - HEALTH CNTRS,Provide clinical services to target populations,DPH.DHP.01.364.364,Percentage of patients who are homeless,Percentage of homeless patients who have visited DPH community-oriented primary care health centers. (This excludes the outpatient clinics at SFGH.),"Collection Method: Patient utilization statistics as tracked by clinical data system (INVISION). All community based health centers (non SFGH) UDCs. Homelessness is defined as ""On the Street"" (Zip 99997) or in transitional housing within the last year (Homeless Field is 'Y'). Timing: The reporting database is updated daily and is current within 24 hours and 95% reliable within three months. Reports are run on an ad hoc basis.",On target is positive,Percent,0.13,0.1,0.11,0.11,0.11,0.1,0.1,0.1,Within range of target,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",PRIMARY CARE - AMBU CARE - HEALTH CNTRS,Provide clinical services to target populations,DPH.DHP.01.363.363,Percentage of patients who are uninsured,"Percentage of uninsured patients who have visited DPH community-based health centers. (This excludes the outpatient clinics at SFGH.) Uninsured status is determined by eligibility staff at intake and is self-reported by the patient (defined as lacking public or private health insurance). Patients who are assisted, as appropriate, to enroll in any and all public programs for which they may be eligible.","Collection Method: Patient utilization statistics as tracked by clinical data system (INVISION). All community based health centers (non SFGH) UDCs. Uninsured Financial Classes include 3, 4, 7, 9, C, J, K, M, P, R, and U. Timing: The reporting database is updated daily and is current within 24 hours and 95% reliable within three months. Reports are run on an ad hoc basis.",On target is positive,Percent,0.44,0.45,0.38,0.38,0.41,0.4,0.41,0.41,Within range of target,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",Primary Care Clinc - Tom Waddell Urban Health Center,Improve support staff ratio for active patient panel,DPH.DSP.01.387.387,Number of bed slots in housing programs,"Number of bed slots available for clients in DPH�s Housing and Urban Health programs, including transitional housing, permanent housing, emergency, and respite beds. Slots include those that are available (unfilled) and those that are filled. However, most slots are permanent and are full. Other slots (e.g., transitional) experience minimal turnover time.",Collection Method: Client bed slots are measured based on the housing programs contracting with DPH Housing and Urban Health. Timing: The data are readily available since they are constant unless new bed slots are added or deleted through new or revised contracts with our program service providers.,Above target is positive,General,2403,2629,2818,2818,2803,2803,2803,2803,The number of bed slots for housing programs increased due to the opening of the Rene Cazenave Apartments in FY 13/14. ,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",Primary Care Clinc - Tom Waddell Urban Health Center,Improve support staff ratio for active patient panel,DPH.DSP.01.389.389,Number of unduplicated clients served in supportive housing,An unduplicated client is one new client per fiscal year served by Housing and Urban Health's Supportive Housing Program. It measures the number of individuals served by Housing and Urban Health's Supportive Housing Program rather than just a duplicated count based on the number of times an individual uses a supportive housing service. Supportive housing is permanent housing for formerly homeless clients with support services on-site and 24-hour property management trained to serve this population. The combination of these services was developed to stabilize and maintain the client's health and housing.,Collection Method: The data are reported by the service providers of DPH's Housing and Urban Health programs. Timing: The data are reported monthly by the program service providers (contractors) and are due to HUH by the 15th of the following month.,Above target is positive,General,1278,1290,1440,1440,1359,1290,1359,1359,DPH's Housing and Urban Health (HUH) section was able to meet its projected client (UDC) count in supportive housing for the year ,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,pmadmin,Primary Care Clinc - Tom Waddell Urban Health Center,Improve support staff ratio for active patient panel,KPI12976014963976,Primary Care support staff ratio per unweighted active patient panel,"TWUHC is the largest provider homeless health center in San Francisco. TWUHC provides primary medical care, psychiatric care, substance abuse counseling, medical adherence, social work, case management, pharmacy, and methodone maintenance.",SOURCE: LCR Data COLLECTION METHOD: FREQUENCY: LOCATION: ,Above target is positive,General,0,0,6.97,6.97,0,0,0,0, ,,,No,No,No,No,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",Primary Care Clinc - Tom Waddell Urban Health Center,Increase attention to social and economic factors that affect health status,DPH.DSP.02.391.391,Number of unduplicated clients served by housing and housing-related programs,"An unduplicated client is one new client per fiscal year receiving services in each of DPH's Housing & Urban Health (HUH) programs. It provides a count of individuals using HUH services (1 person regardless of number of services they access in year). Services include transitional housing, permanent housing, emergency stabilization, respite, medication adherence, and other support to previously homeless individuals. ","SOURCE: The count of unduplicated clients served by housing-related programs comes from DPH’s Housing and Urban Health (HUH) program service contractors. These contractors provide housing-related services for HUH clients. COLLECTION METHOD: HUH requires contractors to submit regular reports with their contract invoice billings to DPH. Data includes the number of unduplicated clients served. Each unduplicated client is uniquely identified by data of birth and social security number. COLLECTION FREQUENCY: The contractor’s reports are submitted on a monthly basis, and are due by the 15th of the following month. STORAGE LOCATION: The data is sent to and kept at HUH’s offices, at 101 Grove Street, Ste. 323; San Francisco, CA, 94102.",Above target is positive,General,3820,4189,4210,4210,3935,3935,3935,3935,DPH's Housing and Urban Health (HUH) section was able to meet its projected client (UDC) count for housing and housing related programs for the year ,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",SFGH - ACUTE CARE - HOSPITAL,Decrease rate of ambulance diversions,DPH.D1H.02.357.357,Percentage of time that San Francisco General Hospital’s Emergency Department is unable to accept lower-priority emergency cases,"Percentage of time in a 6-month period that SFGH's Emergency Department (ED) is on ambulance diversion. Ambulance diversion means that SFGH's ED is at capacity and unable to accept certain lower-priority ambulance traffic, including Code 2 (defined as non life-threatening). During ambulance diversion, SFGH continues to accept patients needing trauma care, specialty services (SFGH's top ten specialty services), and walk-ins. The ED diversion and trauma override hours are calculated daily and reported as percent of the month. For this measure, these monthly percentages are averaged for the 6 month time period in question. ",SOURCE: The information is taken from the Emergency Management Resource Tool (Emsystem). COLLECTION METHOD: Diversion data are extracted from the Emergency Emsystem logs and reported in a monthly memo to EMS System Participants. This measure is reported monthly by the SF Department of Public Health (through SFGH’s Base Hospital Coordinator’s office) for all hospitals. The memo is comprehensive and includes SFGH admissions and patient encounter numbers. COLLECTION FREQUENCY: Collected daily by shift in a comprehensive hour by hour account of ED status during diversion. STORAGE LOCATION: These reports are retained for a period of 2 years in the SFGH Base Hospital Office. ,Below target is positive,Percent,0.207,0.3405,0.39,0.395,0.23,0.4,0.4,0.4,Within range of target ,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",SFGH - ACUTE CARE - HOSPITAL,Provide clinical services to target populations,KPI87964189889420,Average Daily Population at San Francisco General Hospital,"The daily count of patients at SFGH (aka: Average Daily Census or ADC) is the number of admitted inpatients at SFGH at approximately 12 midnight, when the census is taken. This measure totals the daily census for a month, divided by the number of days in the month. THIS MEASURE IS USED ONLY FOR THE BIMONTHLY BAROMETER REPORT (NOT THE BUDGET BOOK).","SOURCE: The daily count is tracked by SFGH's computer system - SMS Invision Clinical Data System; maintained by DPH Community Health Network/SFGH. COLLECTION METHOD: The reporting database is continuously updated, within 10 days of the following month. This database is not static. Staff add and revise as new information is made available – including medical record coders, finance staff, physicians’ late entries, etc. Over a period of a year or so, the changes are negligible. COLLECTION FREQUENCY: Reports are run on an ad hoc basis. STORAGE LOCATION: SMS Invision Clinical Data System; ",Above target is positive,General,397.3,360.6875,316.4,316.4,320,320,320,320,Within range of target ,,D Community Health,Yes,No,No,Yes,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",SFGH - ACUTE CARE - HOSPITAL,Provide clinical services to target populations,DPH.D1H.01.356.356,Homeless outpatient visits as a percentage of total visits,Visits made by homeless individuals to SFGH�s outpatient clinics and emergency department (when there is no admission) as a percentage of the total outpatient visits at these same sites.,"Collection Method: Patient utilization statistics as tracked by clinical data system (INVISION). Homeless outpatient visits includes those to all SFGH clinics and non-admit ED. Homelessness is defined as ""On the Street"" (Zip 99997) or in transitional housing within the last year (Homeless Field is 'Y'). Timing: The reporting database is updated daily and is current within 24 hours and 95% reliable within three months. Reports are run on an ad hoc basis.",On target is positive,Percent,0.06,0.06,0.06,0.06,0.06,0.06,0.06,0.06,Within range of target ,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",SFGH - ACUTE CARE - HOSPITAL,Provide clinical services to target populations,DPH.D1H.01.354.354,Number of hospital medical/surgical inpatient days at SFGH,Number of hospital medical/surgical inpatient days at SFGH. An inpatient day occurs when a patient occupies a bed at the time the official census is taken; one patient occupying one bed for two nights translates to two inpatient days. (This measure excludes patients receiving psychiatric treatment and non-acute skilled nursing care and includes newborns.),"Collection Method: Patient Utilization Statistics as tracked by SMS Invision Clinical Data System; maintained by DPH Community Health Network / San Francisco General Hospital. Measure excludes SFBHC, Acute Psych, and 4A SNF. Timing: The reporting database is updated daily and is current within 24 hours and 95% reliable within three months. Reports are run on an ad hoc basis.",On target is positive,General,79635,76174,74608,111687,80000,75000,75000,75000,Within range of target ,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",SFGH - ACUTE CARE - HOSPITAL,Provide clinical services to target populations,DPH.D1H.01.355.355,Uninsured medical/surgical inpatient days as a percentage of total medical/surgical inpatient days,"Number of uninsured medical/surgical inpatient days at SFGH as a percentage of the total medical/surgical inpatient days. This percentage will be higher for SFGH and other safety net hospitals due to the higher number of uninsured cared for at this type of facility. (This measure excludes patients receiving acute psychiatric treatment and non-acute skilled nursing care.) Uninsured status is determined by SFGH's eligibility staff at intake and is self-reported by the patient (defined as lacking public or private health insurance). Patients are assisted, as appropriate, to enroll in any and all public programs for which they may be eligible.","Collection Method: Patient utilzation statistics as tracked by Invision Clinical Data system maintained by SFGH. Measure excludes SFBHC, Acute Psych, and 4A SNF. Uninsured Financial Classes include 3, 4, 7, 9, C, J, K, M, P, R, and U. Timing: The reporting database is updated daily and is current within 24 hours and 95% reliable within three months. Reports are run on an ad hoc basis. ",Below target is positive,Percent,0.21,0.19,0.21,0.21,0.21,0.21,0.21,0.21,Within range of target ,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",SFGH - ACUTE CARE - PSYCHIATRY,Provide appropriate psychiatric hospital care,DPH.D1P.01.358.358,Number of hospital acute psychiatric days,Number of SFGH�s acute psychiatric inpatient days. An inpatient day occurs when a patient occupies a bed at the time the official census is taken; one patient occupying one bed for two nights translates to two inpatient days.,Collection Method: Patient utilization statistics as tracked by SMS Invision Clinical data system. (Patient Type P.) Timing: The reporting database is updated daily and is current within 24 hours and 95% reliable within three months. Reports are run on an ad hoc basis.,On target is positive,General,21521,19950,16850,25595,20000,17500,17500,17500,Within range of target ,,D Community Health,Yes,No,No,No,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",SUBSTANCE ABUSE - COMMUNITY CARE,Ensure a high level of customer satisfaction,DPH.DMS.02.374.374,Percentage of client satisfaction surveys completed,Percentage of outpatient substance abuse service clients who are in attendance on targeted survey days and complete and return client satisfaction surveys.,"Collection Method: Completed satisfaction surveys as reported by Program Service Providers. DPH Community Behavioral Health Services. Surveys are collected only once a year in April; however, billing details not final until the end of August. Also survey collection moving to November in 2006. Thus, data will be available for 05-06 in January 2007, and for 06-07 in August 2007. Timing: See above.",Above target is positive,Percent,0.66,0,0.8,0.8,0.5,0.8,0.5,0.5,Exceeded target.,,D Community Health,Yes,No,No,No,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",SUBSTANCE ABUSE - COMMUNITY CARE,Ensure a high level of customer satisfaction,DPH.DMS.02.375.375,Percentage of clients responding to surveys that report satisfaction with quality of services,"Percentage of substance abuse service clients who complete surveys on targeted days and report satisfaction with the quality of all services including all programs, outpatient, residential, etc. The clients are asked to assess services on a 5-point scale (from strongly agree to strongly disagree). Survey includes overall satisfaction with services, access to services, appropriateness of service and satisfaction with client outcomes.","Collection Method: Completed satisfaction surveys as reported by Program Service Providers. DPH Community Behavioral Health Services. Surveys are collected only once a year in April; however, billing details not final until the end of August. Also survey collection moving to November in 2006. Thus, data will be available for 05-06 in January 2007, and for 06-07 in August 2007. Timing: See above",Above target is positive,Percent,0.86,0,0.92,0.92,0.7,0.9,0.7,0.7,Exceeded target,,D Community Health,Yes,No,No,No,No,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",SUBSTANCE ABUSE - COMMUNITY CARE,Provide substance abuse treatment services,DPH.DMS.01.371.371,Number of unique substance abuse clients in treatment,"This measure provides the unique number of clients accessing substance abuse treatment during the reporting time period through Department of Public Health's substance abuse treatment programs managed by Community Behavioral Health Services (CBHS). In this context “unique” means that clients are being counted only one time in the date range, regardless of how many services they received. These clients may access substance abuse treatment services ranging from licensed and certified residential, day treatment, outpatient, methadone maintenance and detoxification. DPH/CBHS provides access to a comprehensive array of quality, culturally competent, and cost-effective alcohol and other drug treatment programs plus prevention, outreach and education programs recorded elsewhere.","SOURCE: The provision of these treatment services is tracked via a billing system used to recoup costs from the State Dept. of Mental Health and Dept. of Alcohol and Drug Programs. Beginning July 1, 2010 a new billing and clinical information system went online, known as Avatar, which provides the data this and other CBHS performance measures. COLLECTION METHOD: CBHS provider contractors collect standard set of data on every treatment client and enter it into Avatar. COLLECTION FREQUENCY: Avatar data is updated nightly and reports no longer use a data warehouse but pull directly from the production system. A one month lag time is still necessary before producing reports. STORAGE LOCATION: The data storage center for the SF Department of Public Health (DPH) is located at 1380 Howard St., 3rd floor.",Above target is positive,General,7705,7687,7451,7451,8000,8000,8000,8000,# of SA clients increasing year by year. Expect to hit target of 8K next year ,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",SUBSTANCE ABUSE - COMMUNITY CARE,Provide substance abuse treatment services,DPH.DMS.01.373.373,Percentage of homeless clients among substance abuse treatment admissions,Percentage of clients being admitted to substance abuse treatment through DPH�s Community Behavioral Health Services programs who self-report being homeless.,"Collection Method: Providers collect standard set of data on every treatment client and enter data into Billing Information System (BIS database). DPH CBHS pulls data from that database. Timing: Semi-annual with 20-day lag time, annual with 65-day lag time. Could be made available monthly and/or quarterly with 20-day lag.",On target is positive,Percent,0.35,0.18,0.34,0.34,0.37,0.44,0.37,0.5,Close to target. The method for capturing and recording housing status within the Avatar health record system has changed. Implementation of this change is in progress and staff training about this is ongoing. ,,D Community Health,Yes,No,No,No,Yes,No | |
| DPH,PUBLIC HEALTH,"Sangha, Baljeet",SUBSTANCE ABUSE - COMMUNITY CARE,Provide substance abuse treatment services,DPH.DMS.01.372.372,Total units of substance abuse treatment services provided,"Number of substance abuse treatment service units provided including licensed and certified residential, day treatment and outpatient (measured in treatment days) and methadone maintenance and detoxification (measured in counseling and dosing units). DPH provides access to a comprehensive array of quality, culturally competent, and cost-effective alcohol and other drug treatment programs plus prevention, outreach and education programs (recorded elsewhere).","Collection Method: Providers collect standard set of data on every treatment client and enter data into Billing Information System (BIS database). DPH CBHS pulls data from that database. Timing: Semi-annual with 20-day lag time, annual with 65-day lag time. Could be made available monthly and/or quarterly with 20-day lag.",Above target is positive,General,1316199,1269601,1324474,1966157,1000000,1283366,1200000,1200000,,,D Community Health,Yes,No,No,No,No,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",ARCHITECTURE,Develop accurate construction cost estimates for City projects,KPI333811344473096,Percentage of construction contracts advertised wherein the lowest bid received is within a range of 80% to 110% of the architect's estimate,"Our goal is to be accurate in our cost estimating such that for each project advertised, where 3 or more bids are received, the lowest responsive, responsible bid is within a range of 80% minimum to 110% maximum of the architect's probable construction cost estimate.","Data is derived from the Tabulation of Bids received for each construction project from the lowest responsive and responsible bidder. DPW Contract Administration prepares a Tabulation of Bid for each construction contract awarded. Documentation is stored in an Excel database maintained by BOA, 30 Van Ness Ave. Data is available on a quarterly basis.",Above target is positive,Percent,0.75,0.7,0.6,0.6,0.9,0.8,0.8,0.8,"Of the 10 projects with 3 or more bids, 6 were within the target range of 80% to 110%. 3 projects had bids between 75% and 80% of the estimate. 1 projct came in at 140% of the original estimate. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| DPW,PUBLIC WORKS,"Jenkins, Anne",ARCHITECTURE,Develop accurate construction cost estimates for City projects,KPI14822417115473,Percentage of projects for which contracts are awarded on first bid solicitation," Awarding contracts on first bid is much less costly than having to repeat the design/packaging/bid process, which is very time-consuming and expensive. A contract may not be awarded for a variety of reasons, including bids higher than estimated or a lack of bidders that comply with city rules. ","Data is derived from the Tabulation of Bids received for each construction project from the lowest responsive and responsible bidder. DPW Contract Administration prepares a Tabulation of Bid for each construction contract awarded. Documentation is stored in an Excel database maintained by BOA, 30 Van Ness Ave. Data is available on a quarterly basis.",Above target is positive,Percent,0.75,0.6875,0.82,0.82,0.9,0,0,0.8,9 of 11 projects were awarded after first bid. ,,,No,No,No,No,No,No | |
| DPW,PUBLIC WORKS,"Jenkins, Anne",CONSTRUCTION MANAGEMENT SERVICES,Develop accurate construction cost estimates for City projects,KPI14828418533037,"Percentage change order cost to original contracts, due to errors and omissions in design, for projects exceeding $2 million","Contracts are awarded for a certain bid amount. This measures the change in the original cost of contracts that are determined to be due to errors and omissions in design (as opposed to changes requested by clients, acts of God, etc.)",Information comes from BCM's construction contract database. Projects that were completed during the relevant time period are included. Staff enter all change order information in the database at time of project closeout if not before.,Above target is positive,Percent,0.0252,0.0353,0.0038,0.0038,0.032,0.004,0.029,0.026,"The base construction costs of each project were added together to establish a baseline number. The error and omission costs were totaled as well, and the percentage was calculated. ","Anything below the target should be green, because it is always great to have as few error-related costs as possible. Please revise how the green/yellow/red symbols are determined for this measure.",,No,No,No,No,Yes,No | |
| DPW,PUBLIC WORKS,"Jenkins, Anne",CONSTRUCTION MANAGEMENT SERVICES,Develop accurate construction cost estimates for City projects,KPI14828218515709,"Percentage change order cost to original contracts, due to errors and omissions in design, for projects not exceeding $2 million","Contracts are awarded for a certain bid amount. This measures the change in the original cost of contracts that are determined to be due to errors and omissions in design (as opposed to changes requested by clients, acts of God, etc.)",Information comes from BCM's construction contract database. Projects that were completed during the relevant time period are included. Staff enter all change order information in the database at time of project closeout if not before.,Above target is positive,Percent,0.0013,0.0019,0.0064,0.0064,0.016,0.005,0.014,0.013,"The base construction costs of each project were added together to establish a baseline number. The error and omission costs were totaled aswell, and the percentage was calculated. ","Anything below the target should be green, because it is always great to have as few error-related costs as possible. Please revise how the green/yellow/red symbols are determined for this measure.",,No,No,No,No,No,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",CONSTRUCTION MANAGEMENT SERVICES,Track City construction project costs,DPW.BAG.01.399.399,"Percentage change order cost to original contracts, for projects exceeding $2 million",Contracts are awarded for a certain bid amount. This measures the change in the original cost of contracts due to contract change orders.,"Collection Method: The information comes from a report which is regularly updated by the Bureau. Each ongoing project provides the data on a monthly basis, and the MIS staff collates the information and makes it available on the BCM network. The original documentation is maintained in the project files which are located at various jobsites during the construction as well as at 1680 Mission Street. A summary of this documentation which includes percentages and cost data is kept and updated by BCM�s MIS Division. Timing: Data is available on a monthly basis.",Below target is positive,Percent,0.1477,0.1237,0.1024,0.1024,0.144,0.057,0.13,0.117,"The base construction costs of each project were added together to establish a baseline number. The error and omission costs were totaled as well, and the percentage was calculated. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",CONSTRUCTION MANAGEMENT SERVICES,Track City construction project costs,DPW.BAG.01.400.400,"Percentage change order cost to original contracts, for projects not exceeding $2 million",Contracts are awarded for a certain bid amount. This measures the change in the original cost of contracts due to contract change orders.,"Collection Method: The information comes from a report which is regularly updated by the Bureau. Each ongoing project provides the data on a monthly basis, and the MIS staff collates the information and makes it available on the BCM network. The original documentation is maintained in the project files which are located at various jobsites as well as at 1680 Mission Street. A summary of this documentation, which includes percentages and cost data, is kept and updated by BCM�s MIS Division. Timing: Data is available on a monthly basis.",Below target is positive,Percent,0.0222,0.1461,0.0653,0.0653,0.116,0.037,0.104,0,"The base construction costs of each project were added together to establish a baseline number. The error and omission costs were totaled as well, and the percentage was calculated. In this category, one project had additional funds available from the client, and the client decided to increase the scope of work through a change order, thereby increasing the bottom line. Additionally, one project had an E&O amount equal to 20% of the total E&O, thereby adding to the total E&O percentage exceeding the established target. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",DEPARTMENT-WIDE/OTHER,All city employees have a current performance appraisal,DPW.XXX.01.417.417,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Collection based on managers reporting in to the Personnel Division. Timing: Data is available on a monthly basis.,Above target is positive,General,782,863,1036,1036,898,1007,1037,1083,The number represents permanent and full time exempt employees who received PPAs FY 2013-14. Number does not include as needed staff. ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,Yes | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",DEPARTMENT-WIDE/OTHER,All city employees have a current performance appraisal,DPW.XXX.01.418.418,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Collection based on managers reporting in to the Personnel Division. Timing: Data is available on a monthly basis.,Above target is positive,General,727,796,1025,1025,853,956,985,1029,"Reporting for DPW FY 2013-14 Performance Appraisals completed and received by 08/01/14. Employees not accounted for due to an employee on leave of absence or worker's compensation, and employee retirements or separations. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,Yes | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",ENGINEERING,Develop accurate construction cost estimates for City projects,KPI333813344508332,Percentage of construction contracts advertised wherein the lowest bid received is within a range of 80% to 110% of the engineer's estimate,"Our goal is to be accurate in our cost estimating such that for each project advertised, where 3 or more bids are received, the lowest responsive, responsible bid is within a range of 80% minimum to 110% maximum of the engineer's probable construction cost estimate.","Data is derived from the Tabulation of Bids received for each construction project from the lowest responsive and responsible bidder. DPW Contract Administration prepares a Tabulation of Bid for each construction contract advertised. Documentation is stored in an Excel database maintained by Contract Preparation, 30 Van Ness Ave. Data is available on a quarterly basis. ",Above target is positive,Percent,0.76,0.83,0.745,0.745,0.75,0.7,0.75,0.75,"IDC was the lead for 54 of the projects advertised this fiscal year. Out of the 54 projects, 47 had 3 or more bidders. Two projects received no bids at all, while 2 projects received only one bid each. Out of the 47 projects with 3 or more bids, 35 projects are within 80% to 110% of the engineer's estimate. While 4 projects are below 80%, 8 projects are over 110% of the engineer's estimate. This trend of more projects getting higher bids continues from last fiscal year. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",ENGINEERING,Maintain quality of City streets through repaving program,DPW.BAA.02.397.397,Number of blocks of City streets repaved,Number of blocks of city streets repaved through construction contracts and City forces.,Collection Method: Data on the number of blocks repaved is extracted from the Bureau of Street Use and Mapping's computerized report on paving moratorium streets. The information resides in BSM's server located at 875 Stevenson Street and is accessible via the Department's intranet. Timing: Data is available on a quarterly basis.,Above target is positive,General,346,521,503,503,520,500,450,450,"The total number of blocks teated (both repaved and preserved) is 913 in FY 13-14. The year end actual is based on blocks paved only in Fiscal Year 13-14 that were cleared, coordinated and ready to be paved. The actual results differ from the target goal because the target was proposed with some clearances and coordination statuses unknown. For Fiscal Year 13-14 there were many joint projects with paving, such as with MTA, Sewer, Water, and Streetscape. These factors caused the duration of the projects (design and construction) to become longer. Paving typically takes place after all other work is completed. In addtion to joint projects, City crews were given more complex blocks to repave which included curb ramps and base repairs. ",,"B Public Works, Transportation & Commerce",Yes,No,Yes,No,No,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",STREET AND SEWER REPAIR SERVICES,Maintain City streets in good repair,KPI113211686929265,Cost per block paved by BSSR,,,Above target is positive,Currency,26853,23021,22534.05,22534.05,23021,23021,23022,23022,Department is below budget on cost per block paved. ,"The year-end number entered ($22,534) is for the entire 12-month period. I am afraid the system is going to sum that amount with the mid-year amount ($23K), resulting in an incorrect total of $46K. Please do not sum the mid-year and year-end numbers for this field!",,No,No,No,No,Yes,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",STREET AND SEWER REPAIR SERVICES,Maintain City streets in good repair,DPW.BA2.KPI305441120771432,Number of potholes repaired,A count of the number of potholes repaired. More than one pothole may be repaired in one location. ,"Potholes filled are entered daily into the SF Street Repair Information System, an Access database. The report name is “Reported Roadway Defect Resolutions – Weekly”; title at the top is ""Mayor's Weekly Report,"" and the relevant section is ""Roadway Defects Filled by District"" - total of all categories and all districts. (Report can be run for any period despite ""weekly"" in title.)",Above target is positive,General,11693,16065,15823,15823,15000,13400,15000,15000,"BSSR exceed the target goal of 15,000 potholes filled per year ","I am not sure if the system wants me to enter the amounts for the two 6-month periods, or if I can just enter the total. I went ahead and entered the total (15,823), but if that's the incorrect approach, the number filled in Q3+Q4 was 11,559.","B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",STREET AND SEWER REPAIR SERVICES,Maintain City streets in good repair,DPW.BA2.KPI307623243793096,Percentage of potholes repaired within 72 hours of request,DPW receives calls from the public reporting potholes. Our goal is to repair these potholes within 72 hours.,"Potholes filled are entered daily into the SF Street Repair Information System, an Access database. The report name is “Reported Roadway Defect Resolutions – Weekly”; title at the top is ""Mayor's Weekly Report,"" and the relevant section is ""311 and 28Clean Notifications..."" - Paved Defects (potholes) and Sinkholes only. (Report can be run for any period despite ""weekly"" in title.)",Above target is positive,Percent,0.88,0.92,0.97,0.97,0.9,0.96,0.9,0.9,"Of the 2,676 requests from 311 received for pothole repair between July 2013 and June 2014, 2,608 were completed within 3 business days. ",,"B Public Works, Transportation & Commerce",Yes,No,No,Yes,Yes,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",STREET AND SEWER REPAIR SERVICES,Maintain City streets in good repair,DPW.BAG.02.401.401,Percentage of San Franciscans who rate the condition of the pavement of their neighborhood streets as good or very good (Biennial city survey),"Percentage of San Francisco residents that rate the pavement condition, or smoothness, of City streets as ""good"" or ""very good"" in annual (mail and telephone) survey.","Collection Method: Annual citizen survey conducted by the Controller's Office. Mail and telephone surveys are conducted between January-February of each year and results are reported in early Spring. 5,500 mail surveys are sent out and roughly 400 telephone interviews are conducted each year. Documentation is located within the Controller's Office. No survey in Jan 2006, next expected survey in Jan 2007. Timing: Pending the Controller's Office decision on conducting the bi-annual City Survey.",Above target is positive,Percent,0,0.41,0,0,0,0,0,0,,,"B Public Works, Transportation & Commerce",Yes,Yes,No,No,No,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",STREET ENVIRONMENTAL SERVICES,"Maintain cleanliness of City streets/sidewalks, through direct services as well as regulations and education",KPI113212686938425,Cost per curb mile mechanically swept (controlled routes),,,Above target is positive,Currency,69.06,73,75.9,75.9,73.4,73.4,73.4,73,"The total cost of our mechanical street sweeping (excludes broom support) was divided by 146,343, the number of controlled curb miles swept. ","Not sure why the cost variance has increased so much. This is a new performance measure for DPW, and the methdology for calculating the cost has only just been established. Hopefully going forward, there will be less variation.",,No,No,No,No,Yes,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",STREET ENVIRONMENTAL SERVICES,"Maintain cleanliness of City streets/sidewalks, through direct services as well as regulations and education",DPW.BAZ.01.413.413,Number of curb miles mechanically swept,Number of miles of streets mechanically swept.,"Collection Method: Time keeping records for Class 7355 drivers of mechanical sweeping trucks. On an eight hour shift, an average of 5 hours are broom down sweeping, with the other three hours for deadhead hours to and from routes and in between routes. An average of 25 miles is actually swept on each 8 hour route assignment. The bureau plans to continued use of Flusher trucks to clean the streets of bodily fluids and stench. Timing: Data is available on a monthly basis.",On target is positive,General,146363,143768,146343,146343,146276,146276,146276,146276,"The number of controlled curb miles swept was 146,343 in FY13/14. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",STREET ENVIRONMENTAL SERVICES,"Maintain cleanliness of City streets/sidewalks, through direct services as well as regulations and education",KPI307616243659657,Percentage of graffiti requests abated within 48 hours (public property),"DPW receives calls from the public to report graffiti, primarily through 311. DPW crews respond to these calls and abate the graffiti on public property. Our goal is to abate within 48 hours. If the graffiti is on private property, the property owner is notified to abate. This metric only measures abatements on public property.",Collection Method: Dated service requests and action taken data is logged into SES's 28 Clean Access database. Timing: Data is available on a daily basis.,Above target is positive,Percent,0.8,0.97,0.95,0.95,0.92,0.97,0.95,0.95,"8,647 of 9,070 requests from 311 for graffiti on public property were responded to within 48 hours. ",,"B Public Works, Transportation & Commerce",Yes,No,No,Yes,Yes,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",STREET ENVIRONMENTAL SERVICES,"Maintain cleanliness of City streets/sidewalks, through direct services as well as regulations and education",DPW.BAZ.01.414.414,Percentage of San Franciscans who rate cleanliness of neighborhood sidewalks as good or very good (biennial City Survey),"Percentage of San Francisco residents that rate the cleanliness of their neighborhood sidewalks as ""good"" or ""very good"" in annual (mail and telephone) survey.","Collection Method: Annual citizen survey conducted by the Controller's Office. Mail and telephone surveys are conducted between January-February of each year and results are reported in early spring. 5,500 mail surveys are sent out and roughly 400 telephone interviews are conducted each year. Documentation is located within the Controller's Office. No survey in Jan 2006, next expected survey in Jan 2007. Timing: Pending the Controller's Office decision on conducting the bi-annual City Survey.",Above target is positive,Percent,0,0.47,0,0,0,0,0,0,,,"B Public Works, Transportation & Commerce",Yes,Yes,No,No,No,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",STREET ENVIRONMENTAL SERVICES,"Maintain cleanliness of City streets/sidewalks, through direct services as well as regulations and education",DPW.BAZ.01.412.412,Percentage of San Franciscans who rate cleanliness of neighborhood streets as good or very good (biennial City Survey),"Percentage of San Francisco residents that rate the cleanliness of their neighborhood streets as ""good"" or ""very good"" in annual (mail and telephone) survey.","Collection Method: Annual citizen survey conducted by the Controller's Office. Mail and telephone surveys are conducted between January-February of each year and results are reported in early spring. 5,500 mail surveys are sent out and roughly 400 telephone interviews are conducted each year. Documentation is located within the Controller's Office. No survey in Jan 2006, next expected survey in Jan 2007. Timing: Pending the Controller's Office decision on conducting the bi-annual City Survey.",Above target is positive,Percent,0,0.52,0,0,0,0,0,0,,,"B Public Works, Transportation & Commerce",Yes,Yes,Yes,No,No,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",STREET ENVIRONMENTAL SERVICES,"Maintain cleanliness of City streets/sidewalks, through direct services as well as regulations and education",KPI307619243717840,Percentage of street cleaning requests abated within 48 hours,DPW receives requests to address street cleaning issues primarily through 311. Our goal is to resolve these issues within 48 hours of receiving the request.,Collection Method: Dated services requests and action taken data is entered into SES's 28 Clean Access database. Timing: Data is available on a daily basis.,Above target is positive,Percent,0.9,0.94,0.97,0.97,0.9,0.98,0.9,0.92,"Despite increasing volumes, 14,946 of 15,391 requests from 311 for street cleaning (litter patrol only) received in FY13/14 were responded to within 48 hours. ",,"B Public Works, Transportation & Commerce",Yes,No,No,Yes,Yes,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",STREET USE MANAGEMENT,Provide timely decisions for street use permits,DPW.BAT.01.408.408,Percentage of decisions rendered on street use permit requests within established time frames,"Standards and data are under development for this measure in Spring 2011. Percentage of decisions rendered on street use permits (street improvements, minor sidewalk encroachments, general street excavation, excavation side sewer, temporary occupancy, display merchandise, tables & chairs, underground tank removal) within time standards.",Collection Method: Applicants submit applications requesting street use permits which are entered on website or over the counter and input into Permit section computer database as part of the BSM database. ,Above target is positive,Percent,0.87,0.93,0.94,0.94,0.9,0.91,0.9,0.9,"Actual result is 3% above projection with a 16.5% increase in permit volume from FY 12-13. Of the 15,009 permits received, 14,057 were approved within the final decision goal. The permit assignment process was streamlined creating better overall efficiencies. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",STREET USE MANAGEMENT,Respond to complaints in a timely manner,KPI89922291248022,Percentage of complaints responded to within service level agreement time frames,"The department receives complaints about issues related to the public right-of-way such as poor patching, improper use of plates to cover excavations, night noise, etc. This is a measure of how many of these complaints Department staff respond to within the Service Level Agreement time frame. (New measure-Feb2012)","Collection method: As complaints are received, mostly electronically, they are given to the appropriate inspector for inspection and action. The inspector enters into Inspectomatic the date of inspection, the condition found and what action was taken and the date of action. The information is updated almost daily. Reports are distributed to inspectors to update and/or follow-up on any outstanding complaints. The database is located on the bureau's network. Timing: Data is available on a monthly basis.",Above target is positive,Percent,0.92,0.96,0.92,0.92,0.85,0.9,0.85,0.85,"Responded to 12,692 of the 13,795 requests (92%) within established service level agreements (SLAs) ",,,No,No,No,No,No,No | |
| DPW,PUBLIC WORKS,"Jenkins, Anne",STREET USE MANAGEMENT,To process map actions in a timely manner,KPI146502404724681,Map backlog as a percentage of all active maps,Number of maps in backlog will be determined as of the end of the relevant time period. Backlog is defined as a map record request that has been in DPW’s sole possession for longer than 50 days in tentative review or 180 days in final review. ,All project applications are entered and tracked in the BSM Subdivision and Mapping Database. ,Below target is positive,Percent,0.04,0.08,0.03,0.03,0.1,0.1,0.1,0.1,3% obtained by dividing 20 by 664 active projects that fall into this category. The 20 includes 15 active projects without tentative map decision within 50 days from application deemed submittable date and 6 active projects that the Mapping Division has in possession longer than 6 months after tentative map approval. 664 total is the sum of the active projects in each map review stage. ,,,No,No,No,No,No,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",STREET USE MANAGEMENT,To process map actions in a timely manner,DPW.BAT.04.411.411,Percentage of all maps approvals issued within 50 days,Percent of map approvals issued within 50 days of application deemed submittable (excluding time in other City agencies possession) - 50 days in DPW's possession only - does not measure map actions in other city agencies.,Collection Method: BSM Mapping Database Timing: Reviewed on a monthly basis,Above target is positive,Percent,0.9,0.903,0.91,0.91,0.9,0.9,0.9,0.9,159 of 174 maps were approved within 50 days. Our intent was to keep this at minimum of 90%. Between decreasing our overall backlog and the physical move of our office this number fell slightly short of the goal. ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| DPW,PUBLIC WORKS,"Bidot-Cruz, Alexandra",URBAN FORESTRY,Maximize San Francisco's urban forest canopy cover,DPW.BA1.01.395.395,Number of street trees planted by DPW,"The number of trees planted includes all trees funded through appropriations to the Bureau of Urban Forestry. These include trees planted by BUF, nonprofits, and contractors, using sales tax, CIP, and Adopt-a-Tree funds. These include both new and replacement trees.","The number, location, and species of street trees planted are entered into the bureau's computerized tree inventory and work history database. Printed database reports of tree planting activities are produced quarterly. ",Above target is positive,General,266,374,290,290,311,375,375,375,"We have only 1 working stump grinder, which slowed down some tree replacements",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,"Assist individuals and families to achieve their greatest potential within the context of family, community and/or society",DSS.CAM.04.459.459,Number of referrals and requests for information about Aging and Adult Services,This meaures provides a context for the service demands being placed upon this program.,Collection Method: The data for this measure comes from an internal tracking system that tracks all calls received. The Avaya system has the ability to generate regular reports. DTIS manages the Avaya Telephone System for DAAS and reporting functions. Timing: Data for this measure is dependent upon receipt of monthly summary reports from DTIS.,Above target is positive,General,24335,25147,11482,22395,32000,23500,32000,35000,"Transitional Care referrals have dramatically increased, particularly in April 2014 when intake staff started doing intakes bedside in hospitals. Although call volume decreased during this 6 month period, the number of referrals dramatically increased because of Transitional Care intakes. These intakes have accounted for more than a 25% increase in documented intakes from before the Transitional Care hospital outreach launch. This 25% increase is rolled into the larger number of referrals and requests for information which include intakes and referrals and other informational calls that may not result in a referral.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,"Assist individuals and families to achieve their greatest potential within the context of family, community and/or society",DSS.CAM.01.449.449,Number of unduplicated clients served by the Community Living Fund program,"Number of unduplicated clients who have received case management and/or purchased services through the Community Living Fund (CLF) program during the fiscal year. The CLF program provides assistance to prevent institutionalization of to those individuals most at risk of being institutinalized. Assistance may include, but not limited to, case management services as well as purchasing services such as assistive devices, home care, home modification, etc.",Collection Method: DAAS contracts with community-based agencies to provide CLF services. Contractors will maintain all active client records. Timing: Data is available from contractors as needed for reporting.,Above target is positive,General,511,705,526,526,650,773,700,700,Demand for the CLF program continues to be strong.,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,"Assist individuals and families to achieve their greatest potential within the context of family, community and/or society",KPI93711265086193,Percentage of calls abandoned (I&R),This measure shows the percentage of all calls made to the Long Term Care Intake and Screening Unit that are abandoned by the caller before reaching an intake staff person or voicemail.,"The program uses an automated call distribution system which provides regular reports of the total number of calls received and the number of calls abandoned. Reports are available as needed. This figure is the total number of calls abandoned divided by the total number of intake requests (all calls, in any language).",Above target is positive,Percent,0.159,0.209,0.32,0.32,0.1,0.15,0.1,0.1,"Starting in March 2014, a combination of intensive training of intake staff to do hospital intake work and a unit member going on a long term maternity leave contributed to the increase in the abandonment rate. Before March 2014, recent new hires were being trained on phone duties which helped dramatically decrease the overall abandoment rate. However, the rate immediately spiked as 4-5 individuals daily were tasked with being outstationed in hospitals doing referrals. The abandoment rate continues to be an issue because Transitional Care outreach continues to expand, increasing the demand on staff to be offsite.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,"Assist individuals and families to achieve their greatest potential within the context of family, community and/or society",DSS.CAM.01.451.451,Percentage of Community Living Fund clients who were previously at imminent risk of institutionalization who have successfully continued community living for a period of at least six months,Number of Community Living Fund clients who entered the program from a community setting (but at imminent risk of institutionalization) and then remained living in the community for a period of at least six while following their personalized care plan. All care plans will be developed in collaboration with the individual client at program enrollment. This calculation will exclude clients who have been successful in community living but have not been in the program for at least six months.,"Collection Method: The lead CLF contractor collects data on the institutional status of new clients, which is maintained in client records. Client records will be queried to determine which clients continue to be active participants for six months or more. For those who are no longer active CLF participants, the client records will indicate the reason for program discontinuance. In January 2010, the methodology for calculating these figures was strengthened and historical data was updated accordingly. For example, the new method includes actual admission and discharge information for CLF participants rather than relying solely on information collected by the CLF contractor. Timing: Data will be current and available on an ongoing basis.",Above target is positive,Percent,0.829,0.821,0,0,0.8,0.83,0,0,"This metric is currently unable to be calculated, some data is currently unavailable from the San Francisco Department of Health due to data sharing concerns. CSA: Mid-year Data is 83% but 2nd half of the year was unable to be collected. (Manual deletion of Mid-year data was done to show N/A in final report)",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,"Assist individuals and families to achieve their greatest potential within the context of family, community and/or society",DSS.CAM.01.450.450,Percentage of formerly institutionalized Community Living Fund clients who have successfully continued community living for a period of at least six months,Number of Community Living Fund clients who entered the fund from an institutional setting and then remained living in the community for a period of at least six months while following their personalized care plan. All care plans will be developed in collaboration with the individual client at program enrollment. This calculation will exclude clients who have been successful in community living but have not been in the program for at least six months.,"Collection Method: The lead CLF contractor collects data on the institutional status of new clients, which is maintained in client records. Client records will be queried to determine which clients continue to be active participants for six months or more. For those who are no longer active CLF participants, the client records will indicate the reason for program discontinuance. In January 2010, the methodology for calculating these figures was strengthened and historical data was updated accordingly. For example, the new method includes actual admission and discharge information for CLF participants rather than relying solely on information collected by the CLF contractor. Timing: Data will be current and available on an ongoing basis.",Above target is positive,Percent,0.772,0.817,0,0,0.8,0.84,0,0,"This metric is currently unable to be calculated, some data is currently unavailable from the San Francisco Department of Health due to data sharing concerns. CSA: Mid-year Data is 84% (Q1 = 83% and Q2 =84%) but 2nd half of the year was unable to be collected. (Manual deletion of Mid-year data was done to show N/A in final report)",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,"Assist individuals and families to achieve their greatest potential within the context of family, community and/or society",KPI32113897282620,Percentage of IHSS applications processed within the mandated timeframe,"This measure looks at the timeliness that services are delivered to IHSS recipients. The measure specifically looks at the amount of time it takes to determine eligibility for services from the application date. The measure is calculated by determining the number of days from the date of application to the date that the eligibility determination is made. That number of days is compared to the mandated number of days (30 day for applicants who are ""status eligibile"" and 45 days for applicants who are ""income eligibile""). The percentage shows the portion of the applications that had a determination established within the mandated timeframe.","Collection Method: The HSA ""ICIS"" database documents application dates and eligibility determination dates as well as other data elements. The Planning Unit runs reports from that dtabase on a quarterly basis for analysis purposes. Timing: Data is available as needed.",Above target is positive,Percent,0.4545,0.468,0.82,0.805,1,0.8,1,1,IHSS continues to maintain vacancies that prevent fuller compliance with this measure.,Regulations for the mandated time frame have shifted to allow for a long time frame (now 45 days for all applicants after confirmation of receipt of the medical verification form). ,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,"Assist individuals and families to achieve their greatest potential within the context of family, community and/or society",KPI1022265830882,Percentage of IHSS case reassessments completed within the mandated timeframe,"In Home Support Services provides assistance to individuals that are aged, blind, and/or disabled so that they may remain safely in their own homes. Cases are typically required to be reassessed within 12 months of the last face to face visit, but 6 month extensions are allowable for stable cases (for a total of 18 months). This measure shows the percentage of cases that met those requirements.","The data for this measure comes from monthly assessment due and overdue reports that are provided by the California Department of Social Services. Cases included in those reports are those that have a status code of ""E"" (eligible) or ""L"" (suspended).",Above target is positive,Percent,0.68475,0.743,0.73,0.471,1,0.7,1,1,"Better understanding of the new requirements has led to faster processing time. Additionally, IHSS was able to attain several temporary social workers that helped to increase compliance levels from the first half of the year.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,"Assist individuals and families to achieve their greatest potential within the context of family, community and/or society",KPI93712265133546,Percentage of intake calls that result in more than one program intake type (I&R),"The Long Term Care Intake and Screening Unit has integrated intake functions for I&R, home-delivered meals, Adult Protective Services, the Community Living Fund, and In Home Supportive Services. This measure shows the percentage of all intake calls that result in an intake for more than one of those program types, demonstrating success in assessing callers' needs as holistically as possible.","Intake staff maintain a simple log in which they document all intake types for each caller. Tracking for this measure is conducted on a quarterly basis. Data is available on an ongoing basis as needed. The percentage is based on calls that result in an entry to one of the intake referral systems, which is a more accurate reflection of how multiple referrals occur. It does not take into account other calls which may be related to finding one's social worker or IHSS provider check.",Above target is positive,Percent,0.1035,0.071,0.086,0.086,0.15,0.1,0.15,0.15,"With the increase of Transitional Care intakes, staff explore other services bedside with individuals. This added responsibility has helped increase the total number of multiple referrals staff provide to consumers.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,"Assist individuals and families to achieve their greatest potential within the context of family, community and/or society",DSS.CAM.01.446.446,Total number of In Home Support Services (IHSS) clients,"HSA: In Home Support Services provides assistance to individuals that are aged, blind and/or disabled so that they may remain safely in their own homes. This measure is simply a count of the individuals deemed eligible and have an active case opened. ",Collection Method: The data for this measure comes from the CMIPs database. Timing: Monthly downloads from the State. It is a count of all IHSS cases that have a status code of either I [Interim] or E [Eligible].,On target is positive,General,21591,21608,23190,23190,21840,22222,22500,22500,IHSS has seen an uptake in cases due to changes related to the Affordable Care Act. MAGI medi-cal consumers are now eligible for IHSS. ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Maximize personal and agency resources,DSS.CAM.05.463.463,Average number of days from original claim to receipt of VA benefits,"This measure the effectiveness of the CVSO staff in preparing & processing claims with veterans. This measure, an average, is calculated by counting the number of days from the date of the original claim to the receipt/granting of the benefit.","Collection Method: Staff maintains a simple count, which is entered into a database. Data is maintained on an ongoing basis as services are requested via a network database at the Veterans Service Office at 875 Stevenson. Timing: Monthly reports",Below target is positive,General,123,237,251,251,400,340,400,400,The Veteran's Administration still has significant backlogs in processing claims. This has created a lengthier time to receipt of benefits. ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Maximize personal and agency resources,DSS.CAM.03.456.456,Number of active Rep Rayee cases,"Number of active cases that provide money management for frail elderly and adults with mental illness. CON Jan 2006: HSA requested to DELETE. CON: Kept, see/check MYR picks/comments (Sue Wong).",Collection Method: Cases and case file information are tracked within the Panoramic database system. Timing: The Panoramic database allows for querying of the database for current and historical information.,On target is positive,General,1316,1288,1284,1284,1400,1300,1350,1450,"The representative payee program is fully staffed, accepting new referrals from the community and processing all referrals within 60 days.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Maximize personal and agency resources,DSS.CAM.06.466.466,Number of days from referral to estate closure (PA),"This measure is a count of the number days it takes for a case to go through the process of being referred and passing through PA's Investigation Unit, PA's Estate's Unit and finally the closing of the Estate.","Collection Method: Data for this measure is tracked within the Panoramic data tracking system. As cases move from one point in the process to the next, notations are made within the casefile. Timing: Current data for this measure is available by query in the database.",Below target is positive,General,343,365,382,382,300,350,300,300,"This metric only reflects information for closed estates, not those still open. The program continues to work through a backlog of older cases, resulting in a temporary increase in this metric as cases that have been open for some time are closed.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Maximize personal and agency resources,DSS.CAM.06.465.465,Number of estates currently being administered (PA),This measure is a count of the number of estates that the Public Administrator's Office is currenlty in the process of administering.,Collection Method: Data for this measure is tracked within the Panoramic database system. A new casefile is established once the Public Administrator's Office is asked to become involved in an estate Timing: Current data for this measure is available by simply querying the Panoramic database system.,On target is positive,General,508,456,346,346,450,350,400,350,"The number of referrals to the program remains reasonably consistent. The program is gradually working through a backlog of old estates, so the number of estates being administered is slowly decreasing. ",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Maximize personal and agency resources,DSS.CAM.05.462.462,Number of unduplicated veterans that received assistance,"This measure shows the unduplicated number of individuals receiving services and benefitting form County Veteran Services. It is important to monitor this number because of the fluctuating proportion of veterans to the overall population, especially in light of the current conflict(s) in the Middle East.","Collection Method: Staff maintains a simple count, which is entered into a database. Data is maintained on the network database at the Veterans Service Office at 875 Stevenson. Data is gathered at the time of intake and then maintained over the length of the case. Timing: Monthly reports",Above target is positive,General,2432,2330,807,807,3000,1000,3000,3800,This office lost two full time employees during the first half of FY2014. They were re-hired at the end of the first half of FY2014. Our outreach and outreach office at the VA Medical Center was closed in FY 2014. It was closed July of 2013 and just reopened in mid-July 2014.,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Maximize personal and agency resources,DSS.CAM.03.457.457,Percentage of cases receiving Representative Payee Services within 60 days of being referred for services,This measure tracks the number of cases that begin to receive services within a specified period of time in order to measure the effectiveness of connecting individuals with needed services in a timely manner. The measure is calculated by counting the number of days from the date of referral to the date of their initial benefit check.,Collection Method: The date for both the referral and benefit receipt are maintained within the Panoramic data system for each case as the case is established. Data for this measure is gathered at the intake or when the case is established. Timing: Data remains currrent and available as long as the case is active.,Above target is positive,Percent,1,1,1,1,0.9,1,1,1,We anticipate that we will continue to meet this performance goal.,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Maximize personal and agency resources,DSS.CAM.05.464.464,Percentage of veterans assisted for whom additional/increased benefits were obtained,"This measure reflects those individuals already known to the CVSO and/or VA system(s) that are applying additional benefits either due to a change in status or need. CON Feb 2006: Slight measure name change - added ""d"" to ""increase"". Data same.","Collection Method: Staff maintains a simple count as request are made and granted, which is entered into a database and then summarized as needed. Data is maintained on the network database at the Veterans Service Office at 875 Stevenson. Timing: Current and ongoing",Above target is positive,Percent,0.275,0.415,0.51,0.58,0.5,0.55,0.5,0.5,Performance has improved from previous years. The FY2014 performance exceeded the target for this measure. ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Promote the health and well being of San Franciscans,DSS.CAM.02.453.453,Average number of days an applicant remains on the waiting list before receiving home delivered meals (I&R),Measures the effectiveness in providing benefits in a timely manner and adequacy of resources. This measure is calculated by counting the number of days from the date of referral to the date an individual receives their first home delivered meal and then average.,Collection Method: The data is maintained by the Long Term Care Intake and Screening Unit in a customized data tracking system. Data is gathered daily by intake staff and community partners and entered into an on-line data tracking system. Timing: Data is collected daily and a data extract is provided by our IT department as needed for analysis.,Below target is positive,General,47,34,44,44,40,40,40,40,The Intake Unit continues to provide follow up to the waitlist and triage emergency cases so that they are served sooner. The intakes have remained rather steady with no discernible increase. The increase in waitlist time may be due to the capacity at the meal provider agencies.,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Promote the health and well being of San Franciscans,DSS.CAM.02.455.455,Number of meals delivered to homes (OOA),"Definition: This is the actual number of meals delivered to individuals residence, typically elderly or chronically ill, that need assistance with meal preparation.",Collection Method: This data is tracked by the Office of Aging. Reported monthly to us by community providers and then summed up by OOA staff. Timing: Data is gathered daily and then reported monthly by our community partners.,Above target is positive,General,1193328,1371715,1666180,1666180,1007593,1485500,1003619,1003619,Meals served for FY 2014 are above target (contracted) levels.,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Promote the health and well being of San Franciscans,DSS.CAM.02.454.454,Number of meals served at centers (OOA),"Number of congregate meals, that is, those meals served to seniors at congregate meal sites such as senior centers and community centers by community-based providers, under contract to the Department of Aging & Adult Services.",Collection Method: Reimbursement to providers is based on a per-unit (meal) fee. Providers report units of service to the department in order to obtain payment. Timing: Current and ongoing,Above target is positive,General,714243,716648,747694,747694,718475,734964,725426,725426,Meals served for FY 2014 are above target (contracted) levels.,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Promote the health and well being of San Franciscans,KPI93749265237801,Number of unduplicated individuals served meals through senior congregate and home-delivered meal programs (OOA),The number of unduplicated consumers who enrolled in senior congregate and/or senior home-delivered meal programs and received meals. ,"All senior meal consumers are enrolled in an online database (currently OOA-Net, soon to be transitioned to the GetCare system). The database provides summary reports of the number of unduplicated enrollees in both programs as needed.",Above target is positive,General,17570,17069,17156,17156,17800,17643,18165,18165,Enrollments are higher this year than last year.,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Protect and shield against abuse and neglect,DSS.CAM.08.480.480,Number of individuals served by the Public Conservator's Office,This is an unduplicated count of the number of individuals currently being served by the Public Conservator's Office.,"Collection Method: Data for this measure is maintained within the Public Conservator's Office. The personal information, including status, in maintained and updated as needed. Timing: Data for this measure is available as needed.",On target is positive,General,796,957,699,699,800,800,800,800,The number of individuals served fluctuates widely and is driven by the needs of the community.,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Protect and shield against abuse and neglect,DSS.CAM.08.479.479,Percent of clients placed out of county (PC),This is the number of clients placed out of county in comparison to the number of overall clients served by the Public Conservator's Office. This measures attempts to look at available resources and capacity within San Francisco.,"Collection Method: Data for this measure is maintained within the Public Conservator's Office. The personal information, including placemnet information, in maintained and updated as needed. Timing: Data for this measure is available as needed.",On target is positive,Percent,0.65,0.65,0.75,0.75,0.55,0.65,0.55,0.55,"With diminishing local resources, the percentage of individuals placed out of county continues to grow. Board and care facilities continue to close in the city of San Francisco because the social security reimbursement rate is inadequate to fund operations here.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Protect and shield against abuse and neglect,DSS.CAM.08.476.476,Percentage of cases closed within 365 days of being conserved (PC),"This measures the effectiveness of the PC's Office to effectively link clients with appropriate services in the community, which then enables the PC to close the case. Indirectly, this measure also serves as an indicator to the availability of community resources. This measure is calculated by reviewing cases closed during the specified time period in comparison to the date the case was opened. The number of cases that had been opened less than 365 days are then divided by the number of all cases closed during the period.",Collection Method: Data for this measure is tracked and maintained on an ongoing basis over the course/life of the case within PC office on index cards. Timing: Current and ongoing,Above target is positive,Percent,0.21,0.18,0.28,0.28,0.3,0.25,0.3,0.3,The program's goal is to get people off of conservatorship with the best combination of medication and support services. It is succeeding in that goal. Performance on this measure is within tolerance of the target and is the highest it has been in five years.,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Protect and shield against abuse and neglect,DSS.CAM.08.477.477,Percentage of cases that are reconserved within 365 days of their initial case closure date (PC),"This measures the lasting effectiveness of the PC's Office to effectively link clients with appropriate services in the community. Indirectly, this measure also serves as an indicator to the availability and quality of community resources. This measure is calculated by comparing cases opened during the specified time period to those opened that had been previously conserved within the last 365 days.",Collection Method: Data for this measure is tracked and maintained within PC office on index cards. Index cards are updated as needed or as an individual is reconserved. Timing: Current and ongoing,Below target is positive,Percent,0.05,0.03,0.12,0.12,0.05,0.1,0.05,0.05,"This indicates that a higher number of individuals are failing in the community (through not taking advantage of support services or medication). We believe this high percentage is an anomoly, but will continue to monitor this trend carefully.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Protect and shield against abuse and neglect,DSS.CAM.07.472.472,Public Guardian: Percentage of mandated visits made per quarter,The Public Guardian's Office is mandated to maintain regular contact with the individuals served through their office. This measure reflects the PG's ability to meet its mandate of visits on a quarterly basis.,Collection Method: Data for this measure is tracked on an ongoing basis within client files maintained in the Panoramic data system. Timing: Data for this measure is available on an as needed basis.,Above target is positive,Percent,0.98,0.99,0.99,0.99,1,0.99,1,1,"Though performance is slightly below the 100% target, performance is still within an acceptable tolerance. ",,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",ADULT SERVICES,Protect and shield against abuse and neglect,DSS.CAM.07.473.473,Total number of conservatees receiving services through the Public Guardian Office,This is an unduplicated count of the persons currently receiving services through the PG's office.,Collection Method: Information for each person receiving services is tracked in the Panoramic data system and is maintained on an ongoing basis while the individual is receiving services and/or until the case is closed. Timing: Data for this measure is available on an as needed basis.,On target is positive,General,343,345,337,337,330,350,350,380,Performance for this measure is above target for FY2014.,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",CALWORKS,Facilitate economic self-sufficiency,DSS.CAG.01.420.420,CalWORKs families who left aid due to earned income from employment,"This measure is calculated by counting the number of CalWORKs families who become ineligible for cash aid payments because they exceed a minimum level of earned income. In order to remain eligible for cash aid payments through CalWORKs, a family's gross earnings must stay below a set level adjusted for family size. Although, families can continue to receive supportive services (e.g., Medi-Cal, child care and career retention and advancement services) for a limited period of time after they are no longer eligible for cash aid.","Collection Method: All CalWORKs cases are tracked in the CalWIN. When a CalWORKs family becomes ineligible for cash aid because it exceeds a minimum earned income level, this information is entered into CalWIN. These measures were calculated using the data from these extracts for the corresponding periods of time. Timing: The CalWIN data system is dynamic, and can be queried for current data. Historical data is stored in extracts that can also be queried for previous periods.",Above target is positive,General,767,281,383,383,600,450,600,600,Proportion of CalWORKs families who left aid due to income from employment is 16%.,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",CALWORKS,Facilitate economic self-sufficiency,DSS.CAG.01.421.421,CalWORKs participation rate,This is the proportion of eligible CalWORKs families that are required to participate and are participating within predefined acceptable welfare to work activities.,Collection Method: Data for this measure is tracked on an ongoing basis within the CalWIN data tracking system and case files maintained by Employment Specialist. Timing: Data for this measure generally has a two to three month lag time due to reporting practices/protocols of our community partners. ,Above target is positive,Percent,0.3295,0.31443,0.23,0.249,0.5,0.28,0.5,0.5,"Data for this measure is reported for the month for which it is current. As data for this measure often takes sometime to calculate and verify, reporting of data does not coincide with the routine reporting periods. CalWORKs Work Participation rate is unweighted and refers to Jan 2014. The figures are provisional. SB 1041 instituted a number of changes to the welfare to work policy within the state of California, which appears to have impacted the San Francisco County workforce participation rate. It's expected that several new initiatives such as family stabilization, early engagement, and rapid appraisal will start to yield results in the coming months, which will increase the workforce participation rate.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",CALWORKS,Facilitate economic self-sufficiency,DSS.CAG.01.419.419,CalWORKs: Percentage of active CalWORKs cases with earned income,"Non-exempt adults in CalWORKs families receiving aid must participate in welfare-to-work activities that will lead to employment. Exemption from welfare-to-work activities can be granted for a variety of reasons (e.g., clients under 16 or over 59 years old, disabled, or pregnant). Active cases are those that are currently receiving cash aid via CalWORKs. This measure is calculated by dividing the number of non-exempt cases earning income by the total number of active non-exempt cases.","Collection Method: All CalWORKs cases are tracked in the CalWIN Data System. Earned income is one of the pieces of information entered, because it can affect the cash aid payment amount and CalWORKs eligibility. Whether a case is exempt or non-exempt is also stored within CalWIN. Therefore, CalWIN contains the total number of non-exempt cases, as well as the number of non-exempt cases with earned income. The measures here were calculated using the data from these extracts for the corresponding periods of time. Timing: The CalWIN data system is dynamic, and can be queried for current data. Historical data is stored in extracts that can also be queried for previous periods.",Above target is positive,Percent,0.5,0.53,0.56,0.56,0.5,0.55,0.5,0.5,Performance on this measure has exceeded its target so far this FY and continues what appears to be a slight upward trend in the past few years.,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",CALWORKS,Facilitate economic self-sufficiency,KPI10286266509154,Current active CalWORKs caseload,This measure is the number of CalWORKs cases that have received cash assistance (TANF) during the month for which the data is reported. ,Data for this measure is obtained from a monthly extract generated by the CalWIN client tracking system. ,Above target is positive,General,4526,4354,4346,4346,4676,4200,4676,0,"The CalWORKS caseload remained relatively steady from Q4 FY 2013 to Q4 FY 2014. Prior to this, the caseload had been declining from year-to-year for several years. The current number, while only slightly lower than the previous year end, is the lowest it has been in more than 10 years. This is in part due to individuals timing out on aid due to legislated maximum time on aid limits as well as concerted efforts to assist individuals in obtaining employment, training and/or education. Other factors that may have impacted the decline are the gentrification of historically low income neighborhoods and the rising cost of living in San Francisco, both of which may have resulted in the displacement of low-income San Franciscans to other communities. More time is needed to determine if the relative stability of numbers from Q4 FY 2013 to Q4 FY 2014 mark a departure from this downward trend. ",,C Human Welfare & Neighborhood Development,Yes,No,No,Yes,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",COUNTY ADULT ASSISTANCE PROGRAM,Facilitate economic self-sufficiency,KPI10286466532292,Current active CAAP caseload,This measure reflects the number of cases that are paid cash assistance during the month for which data has been reported. ,Data for this measure is obtained from a monthly extract generated from the CalWIN client tracking system. ,Above target is positive,General,6996,6449,6221,6221,6500,5330,6500,0,"Between December '13 and the April '14, the CAAP Intake group worked overtime to process almost 800 applications and reduce the wait time for an Initial Intake appointment to comply with the Stipulated Judgement (requires appointments within 3 workdays). In the fall of 2013, the wait time was around 19 workdays; it has since declined to only around 1 workday and some days clients are offered same-day appointments. In addition, 6 new Intake workers are now processing applications. These efforts likely explain the rise in the caseload between December ’13 and May ‘14. Year over year, however, the CAAP caseload continues to decline. This is in part due to the Agency's efforts to connect individuals with SSI as well as find employment. ",,C Human Welfare & Neighborhood Development,Yes,No,No,Yes,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",COUNTY ADULT ASSISTANCE PROGRAM,Promote the health and well being of San Franciscans,KPI1594527646512,Federal reimbursement resulting from CAAP SSI Case Management (HSA's internal SSI advocacy program) clients being awarded SSI,This is the total amount of federal reimbursement during the period resulting from CAAP SSI Case Management (SSI-CM) clients being awarded SSI. The amounts are based on notifications from SSA.,"Collection Method: HSA's fiscal department is alerted by the Social Security Administration via an online system when a CAAP client is awarded SSI and the amount of reimbursement due HSA. The HSA fiscal unit then records this information into HSA's COSTS database. On a semi-annual basis, the HSA Planning Unit performs a data match between the COSTS system and the SSI-CM client tracking spreadsheet. Timing: Data is gathered on an ongoing basis and the data match is performed on a semi-annual basis for performance measures purposes. Data is gathered by HSA's fiscal unit and the SSI-CM program.",Above target is positive,General,1347971,1543384,829513,1660231,1500000,1661436,1500000,1500000,"This was a new measure starting in FY10-11. During FY13-14, SF-HSA recouped $1,660,231 in federal reimbursement for CAAP SSI-CM clients awarded SSI. This exceeds the target of $1.5 million for this measure. SF-HSA has take steps in recent years to ensure that it collects all of the reimbursement the agency is entitled to.",,,No,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",COUNTY ADULT ASSISTANCE PROGRAM,Promote the health and well being of San Franciscans,KPI1594487521139,Number of CAAP SSI Case Mgmt (HSA's internal SSI Advocacy program) clients exiting cash aid due to receipt of SSI benefits,This is the cumulative number of individuals during the period that received HSA's internal SSI Advocacy services and are discontinued from CAAP due to receipt of SSI benefits. The number is determined based upon the receipt of award letters from SSA. ,Collection Method: HSA's SSI Case Management Program (SSI-CM) maintains a client tracking spreadsheet and tracks which clients are awarded SSI based on award letters and other communications with SSA. Timing: Data is gathered on an ongoing basis and awards are tallied on a monthly basis. ,Above target is positive,General,731,699,337,681,800,688,800,800,"This was a new measure starting in FY10-11. HSA used to report all CAAP clients awarded SSI, but is now only reporting those assisted by its internal SSI advocacy program. During FY13-14, 681 CAAP SSI Case Mgmt (SSI-CM) clients were awarded SSI (85% of target of 800). Delays by the Social Security Administration in processing SSI applications and staff turnover within the SSI-CM program likely contributed to somewhat fewer SSI approvals during the period. Also, the SSI-CM program began screening all of its clients for disabilities a few years ago, which helped to identify a larger pool of CAAP clients for the SSI-CM program to work with. The clients with more obvious disabilities were awarded SSI with fewer delays and helped to increase the numbers for this metric. At this point, the SSI-CM program is working with a smaller pool of SSI-eligible clients, many with disabilities that are harder to substantiate. This has also contributed to a decline in SSI approvals.",,,No,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",COUNTY ADULT ASSISTANCE PROGRAM,Promote the health and well being of San Franciscans,KPI1594737711253,Number of SSI applications submitted for CAAP SSI Case Management (HSA's internal SSI advocacy program) clients,This is the cumulative number of SSI applications submitted during the period for SSI Case Management (SSI-CM) clients. This information is tracked by the SSI-CM program.,Collection Method: HSA's SSI Case Management Program (SSI-CM) maintains a client tracking spreadsheet and tracks which clients they submit SSI applications for. Timing: Data is gathered on an ongoing basis and applications submitted are tallied on a monthly basis.,Above target is positive,General,1097,997,454,903,920,898,920,920,"This was a new measure starting in FY10-11. During FY13-14, SF-HSA's internal SSI advocacy program submitted 903 SSI applications for CAAP clients. This is 98% of the target of 920 for this measure.",,,No,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",COUNTY ADULT ASSISTANCE PROGRAM,Promote the health and well being of San Franciscans,DSS.CAI.02.431.431,The number of CAAP recipients who are homeless,New measure Feb 2006: This is an average of the number of homeless CAAP clients receiving cash aid each month. ,"Collection Method: Data for this measure comes from the CalWIN database system. Data is gathered initially at the time of intake and updated whenever the client has a change in housing status. Timing: The CalWIN data system is dynamic, and can be queried for current data. Historical data is stored in extracts that can also be queried for previous periods.",Below target is positive,General,385,368,380,380,420,376,420,420,"The actual average monthly homeless CAAP caseload for FY13-14 was 380 (below the target of 420). The homeless caseload was fairly stable over this period. There is no funding for additional Care Not Cash-exclusive hotels, but there is turnover within the existing portfolio, so homeless caseload entries were offset by exits into housing. ",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",DEPARTMENT-WIDE/OTHER,Maximize personal and agency resources,DSS.XXX.01.494.494,Personnel: Number of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. 9/11/09 All future data reporting will be based soley on those PAR's required for the correspodning time period. ","Collection Method: In March 2006 HSA developed a Performance Evaluation System. We created an Access Database using our Excel based Position Control data. We implemented the system beginning in April 2006. In May 2006 we made enhancements to the Access Database and were able to link directly to our Position Control spreadsheet which has all of the department's positions listed, which is about 1, 710 filled. Timing: Current",Above target is positive,General,757,104,1692,1692,1700,2016,2116,2116,The total number of positions filled at the outset of FY 2014 was 1692. This corresponds to the number of appraisals scheduled.,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,Yes | |
| DSS,HUMAN SERVICES,"Murray, John",DEPARTMENT-WIDE/OTHER,Maximize personal and agency resources,DSS.XXX.01.495.495,Personnel: Number of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: In March 2006 HSA developed a Performance Evaluation System. We created an Access Database using our Excel based Position Control data. We implemented the system beginning in April 2006. In May 2006 we made enhancements to the Access Database and were able to link directly to our Position Control spreadsheet which has all of the department's positions listed, which is about 1, 710 filled. Timing: Current",Above target is positive,General,746,100,1571,1571,1700,1613,1693,1693,"This is a projected number. We will not will have final figures for our Agency until early September. 1,692 performance appraisals were scheduled to be completed, for a projected completion rate of 92.8% ",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,Yes | |
| DSS,HUMAN SERVICES,"Murray, John",DEPARTMENT-WIDE/OTHER,Maximize personal and agency resources,DSS.XXX.01.497.497,Personnel: Percent of required bilingual positions filled,"This measure attempts to reflect the Human Services Agency commitment to providing access to services for individuals with limited English Proficiency. Furthermore, the Department is legislatively mandated to provide access. Division 21 states, ""The number of public contact positions in each major occupational group shall be determined for each program and/or location whose non-English language cases equal or exceed five percent of the total cases for each program or location."" The Equal Access to Services Ordinance states, ""...that City Departments would be required to provide services in non-English languages when (a) 10,000 City residents, (b) 5 percent or more of the clients served by the Department, or (c) 5 percent of the residents of the Supervisorial District in which the Departments' offices are located are limited to English-speaking and share a common language.""","Collection Method: Data for this measure is tracked in several places. The personnel or staffing data is tracked by our Personnel Department in an Excel spreadsheet (personnel Control Report). Caseload data is tracked in severl client tracking systems (CalWIN, CMIP, AACTS, and Panoramic). Timing: Data for this measure is compiled annually.",Above target is positive,Percent,0,0.917,0.932,0.932,0.9,0.9,0.9,0.9,"Performance exceeds the target for this metric. The total number of positions as of June 30, 2014 was 458. The number filled was 427 and the number vacant was 31. ",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",FAMILY AND CHILDREN'S SERVICE,"Assist individuals and families to achieve their greatest potential within the context of family, community and/or society",DSS.CAL.02.442.442,Percent of children who were adopted from child welfare supervised foster care during the most recent 12 month study period that had been in care for less than 24 months (FCS),"CSSR utilizes a ""rolling year"" methodology. Each quarter they will present data on the previous year up to that quarter. This differs from the Controller's Office framework, but provides a more rigorous methodology, minimizing the effects of seasonal changes and the anomalies that result from small data samples.","Collection Method: Effective January 1, 2004, SF-HSA is required by the state and federal government to report on these measures. As part of these requirements, the Center for Social Services Research (CSSR), which is affiliated with the University of California at Berkeley, will be cleaning and analyzing data from the statewide child welfare database and reporting on outcome measures quarterly. The data is derived from the statewide child welfare database, Child Welfare Services/Case Management System, and the Center for Social Services Research uses special algorithms to eliminate data irregularities. The data is then posted on the CSSR website: http://cssr.berkeley.edu/CWSCMSreports ",Above target is positive,Percent,0.312,0.254,0.367,0.367,0.37,0.21,0.37,0.37,"Data for this measure comes from UC Berkeley and the most recent data available (Q1, 2014) is reflected. Performance for this measure met the target expectations for Q1, 2014. Five years ago, the department began focused efforts to achieve permanency more rapidly for children coming into care. These efforts appear to be bearing fruit. ",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",FAMILY AND CHILDREN'S SERVICE,"Assist individuals and families to achieve their greatest potential within the context of family, community and/or society",DSS.CAL.02.441.441,Percent of children who were reunified from child welfare supervised foster care during the most recent 12 month study period and had been in care less than 12 months,"As mentioned in the previous measure, CSSR utilizes a ""rolling year"" methodology. Each quarter they will present data on the previous year up to that quarter. This differs from the Controller's Office framework, but provides a more rigorous methodology, minimizing the effects of seasonal changes and the anomalies that result from small data samples.","Collection Method: Effective January 1, 2004, SF-HSA is required by the state and federal government to report on these measures. As part of these requirements, the Center for Social Services Research (CSSR), which is affiliated with the University of California at Berkeley, will be cleaning and analyzing data from the statewide child welfare database and reporting on outcome measures quarterly. The data is derived from the statewide child welfare database, Child Welfare Services/Case Management System, and the Center for Social Services Research uses special algorithms to eliminate data irregularities. The data is then posted on the CSSR website: http://cssr.berkeley.edu/CWSCMSreports ",Above target is positive,Percent,0.614,0.681,0.56,0.56,0.75,0.61,0.75,0.75,"Data for this measure comes from UC Berkeley and the most recent data available (Q1, 2014) is reflected. The court easily allows for a high number of court continuances, which can extend the timeline for termination of parental legal rights. The Deputy Director of Family and Children's Services is working closely with the court to evaluate the reasons for which continuances are granted and to change practices where appropriate.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",FAMILY AND CHILDREN'S SERVICE,Protect and shield against abuse and neglect,DSS.CAL.01.439.439,Number of first time entries into foster care,Unduplicated count of child clients <18 entering a child welfare supervised placement episode of at least eight days duration for the first time during the reporting period.,"Collection Method: Effective January 1, 2004, SF-HSA is required by the state/federal government to report on select performance measures. The Center for Social Services Research (CSSR), affiliated with the University of California at Berkeley, cleans and analyzes data from the statewide child welfare database and reporting on outcome measures quarterly. CSSR utilizes a ""rolling year"" methodology. Each quarter they present data on the previous year up to that quarter. This differs from the Controller's Office framework, but provides a more rigorous methodology, minimizing the effects of seasonal changes and the anomalies that result from small data samples. The data is derived from the statewide childwelfare database, Child Welfare Services/Case Management System, and the Center for Social Services Research uses special algorithms to eliminate data irregularities. The data is then posted on the CSSR website: http://cssr.berkeley.edu.ucb_childwelfare/entryrates.aspx",Below target is positive,General,263,301,0,247,275,0,275,275,"This metric is consistently reported with a substantial lag, due to data availability: this is an annual report. The 247 first time entries into foster care is for the period of January through December 2013 for youth between 0-17 years of age. Data for this measure comes from UC Berkeley and represents the most recent information available. ",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",FAMILY AND CHILDREN'S SERVICE,Protect and shield against abuse and neglect,DSS.CAL.01.440.440,"Of all children who were victims of a substantiated maltreatment allegation during the first 6 months of the year, what percent were not victims of another substantiated allegation within the next 6-month period? ","HSA: Effective January 1, 2004, SF-HSA was required by state and federal government to report on this measure. As part of these requirements, the Center for Social Services Research (CSSR), which is affiliated with the University of California at Berkeley, is cleaning and analyzing data from the statewide child welfare database, Child Welfare Services/Case Management System, and CSSR uses special algorithms to eliminate data irregularities. CSSR�s time frame, however, differs from that of the Controller�s Office, as their latest reporting period lags behind the Controller�s reporting period. However, SF-HSA is dependent on CSSR for accurate data on this measure, and this is the latest, reliable information available. This measure reflects the percent of children who were victims of child abuse/neglect and did not have a subsequent substantiated report of abuse/neglect within specific time periods. ","Collection Method: Effective January 1, 2004, SF-HSA was required by state and federal government to report on this measure. As part of these requirements, the Center for Social Services Research (CSSR), which is affiliated with the University of California at Berkeley, is cleaning and analyzing data from the statewide child welfare database, Child Welfare Services/Case Management System, and CSSR uses special algorithms to eliminate data irregularities. CSSR�s time frame, however, differs from that of the Controller�s Office, as their latest reporting period lags behind the Controller�s reporting period. However, SF-HSA is dependent on CSSR for accurate data on this measure, and this is the latest, reliable information available. ",Below target is positive,Percent,0.925,0.95,0.954,0.954,0.946,0.93,0.946,0.946,"Data for this measure comes from UC Berkeley and the most recent data available (Q1, 2014) is reflected. Performance on this measure is consistent with the prior year's reporting and exceeds the target for this measure.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",FAMILY AND CHILDREN'S SERVICE,Protect and shield against abuse and neglect,KPI10287066686942,Total number of children in foster care,This measure provides a count of the number of children with an open case in foster care at the end of each month that data is being reported. ,The data source for this measure is the Child Welfare Services Case Management System (CWS/CMS). CWS/CMS is a longitudinal statewide database that can be queried for current and historical data. ,Above target is positive,General,1090,1067,1093,1093,1150,1100,1200,0,"Foster care entries among the zero to seventeen population in San Francisco declined in the first half of the year and then flattened. The AB12 population (18+) continues to increase, a trend that will continue through the end of 2014.",,C Human Welfare & Neighborhood Development,Yes,No,No,Yes,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",FOOD STAMPS,Promote the health and well being of San Franciscans,DSS.CAH.01.425.425,Current active food stamp caseload,This is the total number of cases receiving non-assistance food stamps. Non-assistance food stamps cases do not include those cases which also receive other forms of public assistance (e.g. CalWORKs). ,"Collection Method: Data for this measure is tracked within the CalWIN system. A case file is opened at the point of intake and maintained while the case is active. Timing: The CalWIN data system is dynamic, and can be queried for current data. Historical data is stored in extracts that can also be queried for previous periods.",Above target is positive,General,28057,27124,28452,28452,29000,28000,30000,30000,"The food stamp caseload exceeded 28,000 in March of this year and has continued to climb. It remains below the anticipated caseload of 29,000.",,C Human Welfare & Neighborhood Development,Yes,No,No,Yes,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",FOOD STAMPS,Promote the health and well being of San Franciscans,DSS.CAH.01.424.424,Food Stamps: Error rate,"The food stamps error rate is a quality control measure that looks at the percentage of cases with an error in the grant amount determined. This rate could be compared to other counties and an overall national food stamp error rate. In general, the federal goal is to have a rate at or below 4.5%. ","Collection Method: The California Department of Social Service routinely samples approximately 35-40 food stamp cases for review/audit pulled from the county data system - CalWIN. As these case files are noted, CDSS refers back these cases to HSA's Quality Control, who in turn does the audit and reports back their finding to the State. The results are tabulated by the State on a county to county basis, and it in turn calculates the State error rate. This State information is forwarded to the Federal government and the data is combined to form the national error rate. Food Stamp Error Rate reported to the State. Monthly reports reflect the rolling error rate and compares it against the prior Fiscal Year. As this information gets reported to the State, transmitted thrugh its proprietary on-line Q5I software program, the Federal government is also reviewing subsamples of the completed reviews on a monthly basis. The Federal findings will validate the State findings, which will be",Below target is positive,Percent,0.0274,0.0359,0,0.0262,0.045,0.04,0.045,0.045,"This is the rate from 1/14 to 4/14. The latter part of the fiscal year's performance will not be available until mid-October. For the first part of the year, the program continued to perform below the target of 4.5% This is a positive outcome. ",,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",HOMELESS SERVICES,"Assist individuals and families to achieve their greatest potential within the context of family, community and/or society",DSS.CAN.02.490.490,Number of families receiving a rental subsidy,This is the number of rental subsidies provided to families in order to secure/maintain housing and/or avoid eviction.,A monthly census report detailing all disbursement and families receiving subisides are submitted monthly on an Excel spreadsheet to the Housing Homeless Division. ,Above target is positive,General,186,202,175,175,185,185,185,185,"175 families were receiving a rental subsidy funded by the general fund at the end of FY13-14 (95% of target). As has been the case for the past 2 years, programs continue to report ever-increasing difficulty in clients' ability to secure a unit to attach the subsidy to. Challenges include: high rents, very low incomes, the lack of affordable units for larger families, and the sometimes poor credit and eviction histories of clients at a time when landlords can be more selective about who they rent to. In response, programs have conducted major outreach/application efforts to fill open slots. The average amount of subsidy will also increase due to the reasons stated above, and programs are lowering the threshold for accepting families into the programs whenever possible.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",HOMELESS SERVICES,Promote the health and well being of San Franciscans,KPI10286866616215,Average nightly homeless shelter bed use,The numbers reported here represent the average number of beds (single adult) used during the month. ,"Data for this measure is reported via the CHANGES system, but the actual number of beds available is based upon negotiated contracted obligations. ",Above target is positive,General,1099,1093,1089,1089,1100,1080,1100,1100,Shelter bed use has remained consistent with past reporting periods and is within the tolerance for the measure's target.,,C Human Welfare & Neighborhood Development,Yes,No,No,Yes,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",HOMELESS SERVICES,Promote the health and well being of San Franciscans,DSS.CAN.01.487.487,Number of CAAP clients leaving homelessness due to obtaining housing through Care Not Cash,"This is the number of homeless CAAP clients who become housed via Care Not Cash within the year. Care Not Cash housing is in the form of units within the Housing First Program operated by our Housing and Homeless Division. CON Jan 2006: Name revised per HSA's request, data same. CON Nov 2006: Name revised per HSA's request, data same.",Collection Method: An internal HSA unit called the Housing Access Team (HAT) serves as the gateway for homeless CAAP clients being referred and placed into Housing First units as part of the Care not Cash initiative. The HAT has its own database where they track housing referrals and move-ins of homeless CAAP clients. Monthly reports from this database are produced and archived for reporting to various audiences. Timing: Monthly and ongoing,Above target is positive,General,275,280,259,259,275,244,275,275,"259 homeless CAAP clients were placed into housing via Care Not Cash during FY13-14 (94% of target of 275). There is no funding for additional Care Not Cash housing, so housing placements can only be made when there is turnover within the existing portfolio of permanent supportive housing. There is extremely low turnover within this housing (stability rate for FY13-14 was 96%) and thus the number of placements has declined.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",HOMELESS SERVICES,Promote the health and well being of San Franciscans,DSS.CAN.01.485.485,Number of households that secured and/or maintained housing due to a one-time grant,One time grants assist families and single adults who are at risk of becoming homeless to stabilize and maintain their housing and avoid accessing the emergency shelter system. One time grants are direct financial assistance to pay for rent arrearages. The measure is calculated by counting the number of one time grants (move-in and back rent) awarded during the specified period.,"Collection Method: One time grants are funded through HSA, but directly administered through third-party, non-profit agencies. These non-profits are under contract with HSA to submit quarterly reports detailing the number of back-rent grants provided during the period. HSA stores two copies of past quarterly reports from the third-party non-profit agencies, one within the Contracts Unit, and one within the Division of Housing and Homelessness. Timing: Quarterly and annually",Above target is positive,General,1928,2434,1791,1791,2200,2100,2200,2200,"The annual target for this measure is 2,200, and the actual figure for the fiscal year was 1,791 (81% of annual target). The Board of Supervisors approved additional funding of $950,000 for these grants for this fiscal year. HSA experimented in FY13-14 with lowering the income limit from 50% of area median income to 35% of area median income in order to better target those most at risk for becoming homeless without the assistance. HSA reinstated the previous income limit of 50% of area median income for FY14-15 to try to increase the numbers served by this program going forward.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",HOMELESS SERVICES,Promote the health and well being of San Franciscans,DSS.CAN.01.488.488,Percent of formerly homeless clients (single adults ) still in supportive housing or other appropriate placements after one year,"Once supportive services for homeless clients have successfully placed the clients in permanent housing, the goal then becomes to maintain a permanent housing arrangement (i.e., avoid a recurrence of homelessness). This measure looks at the percentage of homeless clients that have retained a housing placement after one year.","Collection Method: The supportive services to assist homeless clients to obtain and maintain permanent housing are funded through HSA, but directly administered through third-party, non-profit agencies. These non-profits are under contract with HSA to submit quarterly reports detailing the percent of formerly homeless clients during the period that maintained permanent housing for one year. HSA stores two copies of past quarterly reports from the third-party non-profit agencies, one within the Contracts Unit, and one within the Division of Housing and Homelessness. Timing: Quarterly and annually",Above target is positive,Percent,0.91,0.94,0.96,0.96,0.9,0.94,0.9,0.9,"The actual figure for FY13-14 is 96%, which is well above the targeted 90%. This stability of tenants in this permanent supportive housing is extremely high and thus turnover in this housing is extremely low. ",,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",HOMELESS SERVICES,Promote the health and well being of San Franciscans,KPI10286666586984,Percentage of all available homeless shelter beds used,This is the average percentage of shelter beds (single adult) available that have been reserved and used on a nightly basis. ,Data for this measure is derived from the CHANGES shelter bed reservation system. ,Above target is positive,Percent,0.97,0.96,0.9557,0.9557,0.95,0.96,0.95,0.95,Shelter bed use has remained consistent with past reporting periods and slightly exceeds this measure's target.,,C Human Welfare & Neighborhood Development,Yes,No,No,Yes,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",HOMELESS SERVICES,Promote the health and well being of San Franciscans,DSS.CAN.01.486.486,"Percentage of families exiting shelter who have stayed for 30 days or more and will successfully exit into permanent housing, transitional housing, or a residential treatment program",Supportive services provided at shelters are intended to assist in stabilizing the lives of clients so they are better able to secure permanent housing. Cases managers are assigned to clients to help them identify and overcome barriers to obtaining permanent housing. The three outcomes listed above are the main avenues through which case managers guide clients to leave the shelters and enter more permanent housing arrangements. This measure is calculated by counting the number clients with case managers that achieve one of the three outcomes and then divided the total who exit the program.,"Collection Method: The shelter supportive services and case managers are funded through HSA, but directly administered through third-party, non-profit agencies. These non-profits are under contract with HSA to submit quarterly reports detailing the number of case managed clients that achieve one of the three described outcomes during the period. HSA stores two copies of past quarterly reports from the third-party non-profit agencies, one within the Contracts Unit, and one within the Division of Housing and Homelessness. Timing: Quarterly and annually",Above target is positive,Percent,0.72,0.61,0.68,0.68,0.65,0.7,0.65,0.65,"91 out of 134 (68%) families exited to permanent or transitional housing, a treatment program or reunited with family during FY13-14. This is 3% higher than the 65% target for this measure. The higher percentage in the first half of the fiscal year was attributed to the lease-up of 55 units in a new family permanent supportive housing development (Bayview Hill Gardens), 50% of which were made available to referrals from family shelter.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",MEDI-CAL,Promote the health and well being of San Franciscans,DSS.CAJ.01.432.432,Medi-cal: Percentage of Medi-Cal applications processed within 45 days,These measures were calculated using applications process within 45 days during the quarter and divide it by total applications during the quarter.,"Collection Method: All MediCal cases, including application dates, are tracked in the CalWIN Data System. This measure is calculated by comparing the application date to the date eligibilty date or status change date. Timing: The CalWIN data system is dynamic, and can be queried for current data. Historical data is stored in extracts that can also be queried for previous periods.",Above target is positive,Percent,0.9164,0.9036,0,0.5169,0.9,0.55,0.9,0.9,"Data is not currently available, Medi-Cal reports are currently under development by the IT reporting team. The program is in the process of redefining these measures in the wake of the Affordable Care Act.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",MEDI-CAL,Promote the health and well being of San Franciscans,DSS.CAJ.01.433.433,Medi-Cal: Percentage of Medi-Cal cases redetermined annually,The Medi-Cal program is required to redetermine the eligibility of cases on an annual basis. This measure is a reflection of the proportion of cases that meet the guidelines for correctly redetemining Medi-Cal cases.,Collection Method: Data for this measure is maintained within the CalWIN data tracking system and is captured at the time of intake. Timing: Current data for this measure is available by querying the CalWIN data tracking system.,Above target is positive,Percent,1,0.9775,0,0.9486,0.9,0.97,0.9,0.9,"Data is not currently available, Medi-Cal reports are currently under development by the IT reporting team. The program is in the process of redefining these measures in the wake of the Affordable Care Act.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",WORKFORCE DEVELOPMENT,Facilitate economic self-sufficiency,DSS.CAK.01.438.438,Job placement rate at or above 125% of the San Francisco minimum wage for aided individuals,"NEW. CON Feb 2006: Recommended new measure - this will provide additional information on the welfare client component of individuals receiving job placement services. We request HSA begin reporting on this measure for FY 2006-07. HSA 2006 - HSA plays a key role in developing and managing employment, training and workforce development services for the residents of San Francisco. The target clients for these programs are CalWORKs welfare to work clients and PAES clients, although many of the services are open to a broader population. This measure looks at the job placement rate of individuals placed in positions at or above the 125% of the local minimum wage from employment programs specifically administered by HSA's Employment Services Program. The rate is calculated by dividing the number of aided participants that obtained jobs at or above 125% of the local minimum wage by the number of aided participants served by the programs.","Collection Method: The data for this measure are tracked and stored internally within HSA's Employment Services Program. The data come from a variety of sources, including tracking spreadsheets, billing logs and case records. Timing: Data for this measure is compiled on a monthly basis and is available for the prior month.",Above target is positive,Percent,0.09,0.17,0.1,0.1,0.45,0.08,0.45,0.45,"Since the recession of 2008, the San Francisco unemployment rate has improved. However, the wage gains associated with this improved labor market have mostly been at the top of the job market; entry level wages have not shared the same improvement. In addition, the San Francisco minimum increased in January 2013 and again in January 2014. Even the Public Services Trainee positions (which represent the majority of the higher wage positions) do not pay above the new 125% mark.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| DSS,HUMAN SERVICES,"Murray, John",WORKFORCE DEVELOPMENT,Facilitate economic self-sufficiency,DSS.CAK.01.436.436,Job placement rate for aided individuals,HSA 2006 - This measure is calculated by taking the number of aided individuals (CalWORKs or PAES recipients) that have been placed in a job divided by the number of those individuals referred to the WDD from cash assistance programs.,Collection Method: Data for all placements are tracked by the Workforce Development Division in a log and specialized database and then reported to the Planning Unit. Timing: Data for this measure is compiled on a monthly basis and is available for the prior month.,Above target is positive,Percent,0.705,0.69,0.49,0.49,0.6,0.65,0.6,0.6,"The lower rate of placement for the second half of FY 2014 may be attributed to the fact that Public Service Trainees are now able to stay in their positions for longer than 6 months (which was the previous limit on Public Service Trainee positions). This has led to fewer backfills, a trend that will increase over time unless we find budget for more longer term slots.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",WORKFORCE DEVELOPMENT,Facilitate economic self-sufficiency,KPI304527104580789,Number of individuals that received workforce development services,An unduplicaed count of those individuals that received workforce develoment services either by HSA staff or a contracted service provider. ,An unduplicated client count of individuals recorded as either receiving services directly from HSA and/or a contract service provider. Data for this measure is obtained from the PIC/WIA client date base and then matched against those clients recorded in the OASYS client data base. ,Above target is positive,General,3631,2642,4486,4486,3000,4460,3000,3000,The WDD program has exceeded the target for this measure. ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",WORKFORCE DEVELOPMENT,Facilitate economic self-sufficiency,KPI304528104591153,Number of individuals that were placed in employment (subsidized or unsubsidized),Count of individuals that were placed in employment within the reporting period.,"Count of individuals that were placed in either subsidized or unsubsidized employment within a specified time period. Data for this measure is obtained from HSA's WDD program. WDD uses multiple databases to track placements depending upon where an individuals enters the system (ie. OASYS, CalWIN, and Contracts). Data is gathered throughout a person's connection with the system, but reported when requested. ",Above target is positive,General,2025,2252,1869,1869,2400,2110,2400,2400,"Fewer new individuals were placed in the second half of FY 2014. This may be attributed to the fact that Public Service Trainees are now able to stay in their positions for longer than 6 months (which was the previous limit on Public Service Trainee positions). This has led to fewer backfills, a trend that will increase over time unless we find budget for more longer term slots.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| DSS,HUMAN SERVICES,"Murray, John",WORKFORCE DEVELOPMENT,Facilitate economic self-sufficiency,DSS.CAK.01.434.434,Rate of completion of participants enrolled in job readiness programs,The measure is calculated by dividing the number of individuals completing a program component (JRA/JRT)by the number of individuals (CalWORKs and PAES participants) enrolled in the component.,Collection Method: Staff within the Workforce Development Division keep logs for various program components. The logs track each individuals receiving services. Logs are maintained within each program and then summarized on a monthly basis. The summary reports are forwarded to the Program Section Manager. Timing: Logs are maintained within each program and then summarized on a monthly basis. The summary reports are forwarded to the Program Section Manager.,Above target is positive,Percent,0.69,0.58,0.55,0.55,0.7,0.5,0.7,0.7,"Performance is below target on this measure. We have increased focus on the families that may need more intensive barrier removal assistance, which will hopefully reverse this trend.",,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY COMMUNICATIONS,Respond quickly to incoming calls,KPI32010753873783,Average time (in minutes) from received to dispatch of Code 3 medical calls,The goal for received to dispatch for code 3 medical calls is 2 minutes.,Collection Method: Data is retrieved from CARS (CAD Activity Reporting System). Data is based on information collected from 01/01/08-12/31/08. (CARS: Computer Area reporting system; NFRIS: National Fire Reporting Information system; CAD: Computer Aided Dispatch). Each database provides a stream of information that provides the time intervals for emergency medical dispatching. The time interval goval are set by the local EMSA.,Above target is positive,General,1.835,1.845,2.05,1.99,2,2,2,2,"The time is based on the average response from the time the call is received to when it is dispatched, which was 2 mins. 03 secs. ",,A Public Protection,Yes,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY COMMUNICATIONS,Respond quickly to incoming calls,KPI110514515858159,Calls handled per dispatcher FTE/hour,,,Above target is positive,General,13,13,14,14,14,14,14,14,The average number of 911 phone calls handled by a call taker per hour was 14. ,,,No,No,No,No,Yes,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY COMMUNICATIONS,Respond quickly to incoming calls,ECD.BIR.02.503.503,Percentage of emergency calls answered within ten seconds,Percentage of emergency calls answered within 10 seconds.,Collection Method: Monthly data is retrieved from Symposium Contact Center Manager. All data in a year combined to determine the rate. Timing: Monthly,Above target is positive,Percent,0.885,0.865,0.76,0.78,0.9,0.9,0.9,0.9,The actual answering of all emergency calls were answered 76% of the time within 10 seconds. ,,A Public Protection,Yes,No,No,Yes,Yes,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY COMMUNICATIONS,Respond quickly to incoming calls,KPI32008653570312,Percentage of non-emergency calls answered within 1 minute,Volume of non-emergency calls (allied agencies & police non-emergency) answered in the communication center.,"Collection Method: Monthly data is retrieved from Symposium Contact Center Manager, which was implemented in December 2006. Data is based on information collected from 01/01/08 thru 12/31/08.",Above target is positive,Percent,0.67,0.63,0.5,0.505,0.8,0.8,0.8,0.8,The actual answering of all non-emergency calls were answered 50% of the time within 1 minute. ,,A Public Protection,Yes,No,No,No,Yes,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY COMMUNICATIONS,Respond quickly to incoming calls,KPI32011753948269,Response to code 3 medical calls(in minutes) in 90th percentile,The goal for received to dispatch for code 3 medical calls is 2 minutes.,"Collection Method: Data is retrieved from CARS (CAD Activity Reporting System) Data is based on information collected from 01/01/08-12/31/08. (CARS: Computer Area Reporting System; CAD: Computer Aided Dispatch). Reports are generated weekley, monthly, and annually.",Above target is positive,General,3.23,3.205,3.55,3.45,2,2,2,2,"The time is based on the 90th percentile response from the time the call is received to when it is dispatched, which was 3 mins. 33 secs. ",,A Public Protection,Yes,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY COMMUNICATIONS,Staff emergency communication center with fully-trained personnel,ECD.BIR.01.507.507,Ensure staff that require continuing professional training receive training.,"Ensure staff that require continuing professional training receive training - maintain mandated training certification for all staff. all staff must have 36 hours continuing professional training biennially to maintain their dispatch certification. 8/22/14 update: the Definition will be changed to ""Ensure staff that require the POST (Peace Officer Standards and Training) mandated 24 hours of Continuing Professional Traning (CPT) receive training in the 2 year cycle; maintain mandated training certification for all staff. All staff must have 24 hours of CPT biennially to remain compliant with POST requirements.""",Collection Method: DEC's Training Unit. Timing: Monthly,Above target is positive,Percent,1,1,0,0,0.5,0.5,0.5,0.5,"Due to Command CAD training and extreme staffing shortages, staff were unable to obtain CPT credits by end of FY2014. However, the CPT cycle ends in Dec 2014 so it's planned for staff most in need to attend training before then in order to maintain current requirements. ",,A Public Protection,Yes,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY COMMUNICATIONS,Staff emergency communication center with fully-trained personnel,ECD.BIR.01.505.505,Number of 8238s successfully completing the fire medical dispatch training program,Ensure successful training completion - all 8238 staff are cross trained for fire/medical dispatch while maintaining a core group in this capacity.(8238-Public Safety Communications Dispatcher).,Collection Method: DEC's Training Unit. Timing: Monthly,Above target is positive,General,16,8,0,8,10,0,7,9,"Due to staffing shortages, the Fire training for the POST 46 group was postponed until Aug 2014. There are seven (7) dispatchers scheduled to conclude this training in Aug 2014. There is one additional dispatcher who was unable to attend the training due to vacation so he will attend with POST 47 in FY2016. ",,A Public Protection,Yes,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY COMMUNICATIONS,Staff emergency communication center with fully-trained personnel,ECD.BIR.01.506.506,Number of 8239s and 8240s successfully completing the fire medical dispatch training program,Ensure successful training completion - all 8239 and 8240 staff are cross trained for fire/medical dispatch. (8239-Senior Police Communications Dispatcher; 8240-Public Safety Communications Coordinator).,Collection Method: DEC's Training Unit. Timing: Monthly,Above target is positive,General,2,1,0,0,0,1,0,0,No new promotions; all 39/40 staff is already trained. ,,A Public Protection,Yes,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY COMMUNICATIONS,Staff emergency communication center with fully-trained personnel,ECD.BIR.01.498.498,Number of new dispatchers successfully completing the training program,Ensure trainees successfully complete training - Emergency Call Taking and Radio Dispatching training.,Collection Method: DEC's Training Unit. Timing: Monthly,Above target is positive,General,8,8,0,0,10,10,10,10,"Due to staffing needs, the current group of dispatcher trainees will be split into two groups for radio training which is the final component of the training program. Group 1 will conclude Dec 2014 and Group 2 will conclude March 2015. ",,A Public Protection,Yes,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY COMMUNICATIONS,Staff emergency communication center with fully-trained personnel,ECD.BIR.01.500.500,Percentage of fully qualified staff maintaining continuing education requirements.,"To maintain mandatory certification as Emergency Medical and Emergency Fire Dispatchers, operations personnel must complete 36 hours of Continuing Dispatch Education (CDE's) training in various medical and fire service categories biannually. Additionally, the Department of Justice's Commission on Peace Officer Standards and Training (P.O.S.T.) Regulations require operations personnel to complete 24 hours of Continuing Professional Training (CPT's). DEM projects to have all staff complete half of their requirements each year to keep up with requirements. 8/22/14 Update: Definition will be changed to ""To maintain mandatory certification as Emergency Medical and Emergency Fire Dispatchers, operations personnel must complete 36 hours of Continuing Dispatch Education (CDE's) training in various medical and fire service categories biannually. DEM projects to have all staff complete half of their requirements each year to keep up with requirements.""",Collection Method: DEM's Training Unit. Timing: Monthly,Above target is positive,Percent,1,1,0.5,0.75,0.5,0.5,0.5,0.5,"Staff were able to maintain credits to qualify for the required CDE by attending in-house training, line-up briefings, etc. ",,A Public Protection,Yes,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Coordinate interagency planning,KPI85544170085965, Number of training courses provided by DES staff,DEM provides several training sessions each year to supplement the vendor training. These sessions are typically focused on CCSF response-specific procedures. ,"DES maintains XL document that tracks training title, date, attendee and overall satisfaction. The number of training courses is reported bi-annually. ",Above target is positive,General,7,9,7,13,7,14,7,7, Classes were cancelled due to staffing scheduling conflicts. ,,,No,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Coordinate interagency planning,KPI86161185950662,Number of EMS hospital diversion reports,"Number of hospital diversion reports provided to EMS system participants (e.g. EMS providers, hospitals, clinics, health care providers, etc) ",Report data comes from First Watch system and is provided on monthly basis to EMS system participants. Report delivery performance will be provided on a semi-annual basis. ,Above target is positive,General,6,18,6,12,12,12,12,12,On Target. ,,,No,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Coordinate interagency planning,ECD.BIV.02.511.511,Number of interagency coordination meetings held,The Disaster Council meets quarterly to review progress in disaster planning for San Francisco.,"Collection Method: The Disaster Council meeting is a public meeting requiring notice, agenda, and minutes. Records are maintained at DEM. Timing: Quarterly",Above target is positive,General,3,3,5,9,4,6,12,12,"6 DPC meetings, 1 Disaster Council, 2 Homeland Security Executive Committees. ",,A Public Protection,Yes,No,No,No,Yes,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Coordinate interagency planning,KPI311289131086106,Number of new emergency plans developed or existing emergency plans revised. (Replace old measure - Number of DES plans completed or revised),Completion of new plans or revision of existing plans where DES is the primary author. ,DES tracks plan initiation and revision in an XL spreadsheet. This number will be reported bi-annually. ,Above target is positive,General,5,2,6,8,13,7,13,13,"Priorities changed based on funding and availablity of lead department in planning process. Plans developed: Volunteer Annex, Disaster Feeding/Drinking Water, Local Assistance Center, Children in Disasters, Disability Policy & Resource Manual. Plans revised: ESF 7 Logistics Annex. ",,A Public Protection,Yes,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Coordinate interagency planning,KPI85627170192758,Number of outstanding DEM tasks in the master improvement plan completed.,Number of outstanding DEM tasks in the Master Improvement Plan that have been resolved in the last 6 months. ,Data is collected from Master Improvement Plan and reported out bi-annually. ,Above target is positive,General,16,10,10,28,10,18,10,10,Pending tasks have been tagged according to themes to identify overarching issues that can be tackled together and better inform prioritization efforts. These groupings help facilitate assignment to appropriate teams and highlight when pending issues could be integrated into upcoming exercises or planned EOC activations. ,,,No,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Coordinate interagency planning,KPI85513169845267,Number of participants in DEM hosted trainings.,"Tracks number of individuals from city departments and partners (NGO, volunteer organizations, business community, and private sector) that participated in DEM hosted trainings. ",Total number of participants in DEM hosted trainings during measurement period. Will be tracked as part of training tracking XL spreadsheet and reported bi-annually. ,Above target is positive,General,399,254,77,113,200,100,100,100,Number of participants is low due to decreased training courses hosted by DEM. ,,,No,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Coordinate interagency planning,KPI85611170115768,Number of participants in training courses provided by DES staff.,"Tracks number of individuals from city departments and partners (NGO, volunteer organizations, business community, and private sector) that participated in DEM hosted trainings. ",Total number of participants in DEM hosted trainings during measurement period. Will be tracked as part of training tracking XL spreadsheet and reported bi-annually. ,Above target is positive,General,205,248,120,196,200,150,200,200,Number of participants is low due to fewer classes or class cancellations. ,,,No,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Coordinate interagency planning,ECD.BIV.02.512.512,Number of training courses hosted by DES,DEM hosts several vendor led training sessions each year to supplement the training program. ,"DEM maintains XL document that tracks training title, date, attendee and overall satisfaction. The number of training courses is reported bi-annually. ",Above target is positive,General,20,8,2,3,8,5,4,6, Target reduced because federal funding has decreased. Jurisdication does not have funds to pay for vendor training. ,,A Public Protection,Yes,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Coordinate interagency planning,ECD.BIV.02.513.513,"Overall satisfaction with trainings hosted by DES (5-best, 1-worst)",Participant satisfaction with vendor trainings will be measured (or normalized) on a 1-5 scale where 1 is poor and 5 is excellent. This information will be used to select vendors who can provide engaging training to CCSF employees. ,Student evaluations will be collected and enterd into a tracking database. DES will develop a standard for integrating disparate evaluation templates to create one common measure to quantify satisfaction. Metric will be reported bi-annually. ,Above target is positive,General,4,4.41,4.5,4.5,4,4,4,4," Vendor provided resources to engage with the participants, therefore incurring a higher overall satisfaction. ",,A Public Protection,Yes,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Coordinate interagency planning,KPI85619170149178,Overall satisfaction with trainings provided by DES staff,Participant satisfaction with DES provided trainings will be measured on a 1-5 scale where 1 is poor and 5 is excellent. ,Student evaluations will be collected and entered into a tracking database. Metric will be reported bi-annually. ,Above target is positive,General,4,4.41,4.54,4.54,4,4,4,4,Maintain satisfaction above average. ,,,No,No,No,No,Yes,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Coordinate interagency planning,KPI85648170587304,Percent of DEM awarded grant funds that are encumbered or have been spent.,What percent of the total grant funds allocated to DEM have been encumbered or spent? ,What percent of the total grant funds allocated to DEM have been encumbered or spent? ,Above target is positive,Percent,0.37,0.74,0.87,0.87,0.6,0.66,0.6,0.6,"Not directly comparable to other years. Extension granted to FY11 & F12 grant, which will inflate the % of actual for the reporting period. ",,,No,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Exercise emergency response capabilities,ECD.BIV.01.507.507,Number of exercises led by DES staff,DES conducts a wide range of exercises to fit the training needs of city employees. These exercises may be discussion based or operation based. ,"DBE are conducted on a regular basis, ranging from Workshops that are an informal learning environment In each type of exercise, documentation regarding date, type of exercise, and number of participants are maintained in an XL file by DEM. Improvement items identified during the exercise will be tracked in the Master Improvement Plan. The number of exercises will be reported bi-annually. ",Above target is positive,General,6,5,5,8,6,6,6,6,"JIC Tsunami exercise was anticipated as stand alone, but was incorporated into larger multi-day Tsunami Exercise Program. This impacted our target numbers. ",,A Public Protection,Yes,No,No,No,Yes,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Exercise emergency response capabilities,ECD.BIV.01.508.508,Number of participants in DES led exercises,"Tracks number of participating departments and City partners (NGO, volunteer organizations, business community, and private sector) in each discussion based exercise to evaluate depth of preparedness of departments.",Collection Method: Number of participating departments and partners in discussion based exercises during measurement period. Reported in aggregate. Timing: Quarterly,Above target is positive,General,567,431,204,336,500,400,500,500,"Various agencies (city and partner) were unable to participate (staffing challanges, etc.). This impacted our total target numbers. ",,A Public Protection,Yes,No,No,No,Yes,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Exercise emergency response capabilities,KPI86179186381380,Overall satisfaction with DES led exercises,Participant satisfaction with DES led exercises will be measured on a 1-5 scale where 1 is poor and 5 is excellent. ,Student evaluations will be collected and entered into a tracking database. Metric will be reported bi-annually. ,Above target is positive,General,4,4.1,4.27,4.27,4,4,4,4,"Survey data indicates an overall particiapant satisfaction of 4.27 due to improvements in exercise planning, specifically building out the exercise program by providing appropriate educational (foundaitonal) components and exercises escalating in complexity. ",,,No,No,No,No,Yes,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Promote community preparedness for emergencies,KPI9441685687351,In Person Stakeholder Engagement Meetings,DES provides emergency preparedness messaging to convener organizations throughout the San Francisco Bay Area. ,"DES will track DES hosted stakeholder engagement meetings, including regular stakeholder meetings for outside stakeholders. ",Above target is positive,General,6,14,7,27,15,20,15,15,Decreased numbers due to position being open until July. VOAD and SF Citizen Corp are planning to merge into alternate meetings. ,,,No,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Promote community preparedness for emergencies,ECD.BIV.03.520.520,Number of brochures distributed,"DES developed website, outreach materials (whistles, postcards, and brochures), and advertising campaign related to disaster preparedness.","DES maintains a rough count of literature and outreach materials printed and distributed, website ""hits"", and emails.",Above target is positive,General,27167,13358,8034,13078,12000,12000,11000,9000,Random online requests for printed materials increased numbers over last year due to LP25th Anniversary awareness. ,,A Public Protection,Yes,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Promote community preparedness for emergencies,ECD.BIV.03.519.519,Number of preparedness presentations made,"DES provides emergency preparedness training to community groups, from neighborhood associations to corporate volunteer councils.",DES maintains records of the organization and number of attendees to which presentations are given and reprots the number of presentations twice annually.,Above target is positive,General,35,33,20,51,25,25,25,25,Variance is due to position being unfilled until July and because presenations frequently take place in the fall preparedness month. ,,A Public Protection,Yes,No,No,No,Yes,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEM EMERGENCY SERVICES,Promote community preparedness for emergencies,KPI9441185650838,Online and Social Media Engagement,DES provides emergency preparedness messaging to residents of San Francisco via Social Media channels ,DES will use various software mechanisms to calculate our online and social media reach with preparedness messaging. ,Above target is positive,General,0,119355,69500,135165,62000,66000,65000,67000,Continued push to increase social media awareness. ,,,No,No,No,No,No,No | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,ECD.XXX.01.522.522,# of employees for whom performance appraisals were scheduled,New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal.,Collection Method: DEM's HR Division. Timing: Annually by calendar year for Operations personnel and fiscal year for all other employees.,Above target is positive,General,251,256,0,272,272,272,272,272,"Administration, DES and UASI divisions appraisals are scheduled and completed on a FY basis. The DEM Operations staff PPAR's are scheduled and completed on a calendar year basis. ",,A Public Protection,Yes,No,No,No,No,Yes | |
| ECD,EMERGENCY MANAGEMENT,"Chan, Grace",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,ECD.XXX.01.523.523,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal.",Collection Method: DEM's HR Division. Timing: Annually by calendar year for Operations personnel and fiscal year for all other employees.,Above target is positive,General,229,256,69,231,272,272,272,272,The total number of actual PPAR's completed were 231 for FY June 2014. ,,A Public Protection,Yes,No,No,No,No,Yes | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,ECN.XXX.01.553.553,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Evaluations tracked by the managing deputy director for OEWD. Timing: OEWD conducts performance evaluations on an annual year basis. ,Above target is positive,General,6,74,62,62,92,0,92,95,"OEWD extended the review period by 6 months to switch back to a fiscal year period to conduct performance appraisals. This number reflects the number of performance appraisals that have been scheduled for the period from January 1, 2013 - June 30, 2014. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,Yes | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,ECN.XXX.01.554.554,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Evaluations tracked by the managing deputy director for OEWD. Timing: OEWD conducts performance evaluations on an annual year basis. ,Above target is positive,General,5,40,61,61,92,0,92,95,"This reflects a review period from January 1, 2013 - June 30, 2014. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,Yes | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,"Develop, assist, and promote film activities",ECN.BK5.07.549.549,Dollar amount of rebates given to film productions,"Total amount of dollars refunded to film productions that have applied and received rebates from ""Scene in San Francisco,"" the Film Rebate Program.",Collection Method: Data collected and supplied by staff of the Film Commission and Treasurer's Office. Timing: Data will be collected on an annual basis.,Above target is positive,Currency,627130.98,231024,831509,831509,600000,920000,750000,750000,"The seven productions which received the rebate had a total local spend of $3,933,867. For each dollar the Rebate Program paid to a production, an average of $4.73 was spent locally in San Francisco. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,"Develop, assist, and promote film activities",ECN.BK5.07.544.544,Number of commercial shoot days,"Number of shoots assisted via phone, on site, and in-office meetings.",Collection Method: Data collected and supplied by staff of the Film Commission. Timing: Data will be collected on an annual basis.,Above target is positive,General,121,108,135,135,105,180,190,200,"The number of commercial shoot days is up 25%, largely attributable to the numerous car commercials we attract to San Francisco with our attractive financial district area. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,"Develop, assist, and promote film activities",ECN.BK5.07.543.543,Number of film and tv shoot days,"Number of shoots assisted via phone, on site, and in-office meetings.",Collection Method: Data collected and supplied by staff of the Film Commission. Timing: Data will be collected on an annual basis.,Above target is positive,General,467,240,387,387,330,275,288,302,"There was a 61.25% increase in the number of Film and TV shoot days. Much of this was due to securing HBO's ""Looking"" and Season 29 of MTV's Real World, which shot their whole seasons here in San Francisco. ","There was a 61.25% increase in the number of Film and TV shoot days. Much of this was due to securing HBO's ""Looking"" and Season 29 of MTV's Real World, which shot their whole seasons here in San Francisco. ","B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,"Develop, assist, and promote film activities",ECN.BK5.07.548.548,Number of film productions taking advantage of film incentive rebate program,"Number of film productions that have applied and received rebates from ""Scene in San Francisco,"" the Film Rebate Program.",Collection Method: Data collected and supplied by staff of the Film Commission and Treasurer's Office. Timing: Data will be collected on an annual basis.,Above target is positive,General,4,3,7,7,3,8,4,4,"The Film Office had a 133% increase in the number of productions which used the Scene in San Francisco Rebate Program. What is most notable is that between FY06/12, we had 8 productions use the Rebate program, while we had 7 productions apply for a receive a rebate in just this fiscal year. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,"Develop, assist, and promote film activities",ECN.BK5.07.542.542,Number of permits issued,"Number of permits issued for filming, including still photography, commercials, web, industrial, short and feature film/television series.",Collection Method: Data collected and supplied by staff of the Film Commission. Timing: Data will be collected on an annual basis.,Above target is positive,General,443,530,585,585,580,600,630,660,The Film Office increased the number of permits issued by 10.4% since FY12/13.,,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,"Develop, assist, and promote film activities",ECN.BK5.07.545.545,Number of still photo shoot days,"Number of shoots assisted via phone, on site, and in-office meetings.",Collection Method: Data collected and supplied by staff of the Film Commission. Timing: Data will be collected on an annual basis.,Above target is positive,General,274,346,327,327,330,320,340,355,Down 5% or by 19 shooting days over the prior year. ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,"Develop, assist, and promote film activities",ECN.BK5.07.546.546,Other shoot days,"Number of shoots assisted via phone, on site, and in-office meetings.",Collection Method: Data collected and supplied by staff of the Film Commission. Timing: Data will be collected on an annual basis.,Above target is positive,General,218,307,430,430,165,375,395,410,"There was an overall increase of 40%. The Film Office had an increase in the number of days in each category which make up these shoot days, with the most noticeable increase in Web shooting days, up 66.6% ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,"Develop, assist, and promote film activities",ECN.BK5.07.547.547,Revenues collected from film permits,Total amount of revenue collected from the number of film permits issued.,Collection Method: Data collected and supplied by staff of the Film Commission and Treasurer's Office. Timing: Data will be collected on an annual basis.,Above target is positive,Currency,165000,171542,243542,243542,190000,200000,210000,220000,"Revenues from permit fees are up 42% since FY12/13, with the most significant increases coming from Web, TV Series and Feature Film shooting days. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,To foster international trade,ECN.BK5.05.538.538,Number of international trade delegations hosted or co-hosted,Number of meetings and forums between international officials and/or international business associations and city officials designed to increase trade.,Collection Method: Data will be collected in a spreadsheet by the Director of International Trade and Commerce Timing: Data collection will be ongoing and will be reported on an annual basis.,Above target is positive,General,160,171,129,129,150,100,120,120,"This total represented 1064 persons representing 33 countries. During the second half of FY13-14, we saw the number of visits accelerate over the first half. But, the continuing reduction of visits by Chinese government delegations due to new national regulations and financial controls led to fewer China visits than the previous fiscal year. While we are seeing some loosening of these restrictions, the level of China visits still continues to be much lower than in the past. Overall, we surpassed our mid-year estimate due to stronger visitation from Japan, Korea and Europe.",,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,To grow and support quality workforce opportunities for all San Francisco residents,KPI33456289333367,Average wage increase of individuals receiving workforce services,The average difference between wage at program intake to wage at placement from the program for all individuals over 18 placed in unsubsidized and either part-time or full-time employment.,"Collection Method: There is currently no common or centralized workforce data system that cuts across all City departments, nor do we have common definitions of services, and outcomes. MOEWD plans to develop a comprehensive, real time workforce development data collection system, which will allow us to look at common performance measures across city agencies and contractors. OEWD has began to engage city agencies with workforce portfolios to define outcome measures, data collection techniques, process of developing contracts. For FY2008, data reflects only OEWD, MOCD, HSA and DCYF. Timing: To be determined",Above target is positive,Currency,0,0,0,0,0,0,0,0,,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,To grow and support quality workforce opportunities for all San Francisco residents,KPI33455889183928,Placement rate of individuals 18 and older who complete a program in jobs that are either full-time or part-time,Placement rate of individuals 18 and older who complete a program in jobs that are either full-time or part-time.,"Collection Method: Includes the number of individuals who completed training during the Fiscal Year (denominator), and of those individuals, the number who were placed in jobs by the end of the Fiscal Year.",Above target is positive,Percent,0.682,0.696,0.72,0.72,0.7,0.7,0.7,0.7,"During FY13-14, 780 individuals completed training in CityBuild, HealthCare Academy, Hospitality Training, and TechSF. Of those individuals, 564 were placed in jobs as of June 30, 2014. A strong economy in these four sectors has contributed to success.",,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,"To improve the business climate in San Francisco in order to attract and retain businesses, with specific focus on targeted industries and including small business",ECN.BK5.02.527.527,Number of businesses receiving one-on-one technical assistance,"Number of businesses receiving substantive assistance will be tracked by business name, size, type, location, description of problem or issue, assistance provided and outcome.","Collection Method: OEWD and SBC will track each organization and business assisted in a database. As of February 1, 2007 OEWD and SBC is collecting data manually and is not yet able to track all relevant data. We are currently tracking number of calls and referrals. Timing: Data collection will be ongoing.",Above target is positive,General,1234,1596,0,786,1355,1280,1300,1300, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,"To improve the business climate in San Francisco in order to attract and retain businesses, with specific focus on targeted industries and including small business",ECN.BK5.02.529.529,Number of businesses taking advantage of incentive programs including local payroll tax exemptions and state enterprise zone benefits,"Number of businesses that apply for and receive the biotechnology payroll tax exclusion, the clean technology payroll tax exclusion and the local enterprise zone payroll tax exclusion, as well as the number of businesses that received state enterprise zone income tax credits vouchers.",Collection Method: Data will be collected from a Treasurer and Tax Collector database and OEWD data. Businesses are counted by unique address. Timing: Data will be collected on an annual basis.,Above target is positive,General,1531,1881,3151,3151,1400,1550,175,150,"We would attribute the increase in businesses using the program to the expanded outreach events we completed last FY and the increased press on the program as it was debated at the state level. PLEASE NOTE this number reflects the number of companies that applied for vouchers through the EZ program. There is no way to know at the state level how many applied for the actual credit. Additionally we have included the number of companies that claimed the City programs in the 2013 tax year - we have not included Local EZ claims, as that would be a double count with the state. TOTALS: 3151 EZ (companies issued vouchers, not necessarily claimed), 20 Bio, 18 Clean, 11 Central Market, 2488 Net New, 1 stock, 7120 Surplus. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,"To improve the business climate in San Francisco in order to attract and retain businesses, with specific focus on targeted industries and including small business",ECN.BK5.02.528.528,"Number of businesses that benefited from Office of Economic and Workforce Development (OEWD) and Small Business Commission (SBC) programs, as identified through business surveys","Number of businesses that responded to survey questions indicating benefit from OEWD and/or OSB programs. Survey question (e.g., ""did you find your experience with SBC to be helpful?"") rated on a 1 to 5 scale, with one being ""not helpful at all"" and 5 being ""extremely helpful,"" and measure includes all survey responses scored either 4 or 5. Surveys will be sent to all businesses and organizations that have substantive contact with OSB. Substantive contact is defined as having received grants, attended trainings or workshops, received one-on-one technical assistance or consultations with OSB.",Collection Method: Data will be collected by OEWD through surveys available via the web and email. Timing: Data will be updated and available on an ongoing basis.,Above target is positive,General,0,0,0,20,1500,500,500,500, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,"To improve the business climate in San Francisco in order to attract and retain businesses, with specific focus on targeted industries and including small business",ECN.BK5.02.530.530,Number of state and local enterprise zone vouchers issued,"Number of vouchers issued for buisnesses that hired qualified workers with multiple barriers to employment. Those eligible for or enrolled in Workforce Investment Act (WIA) job training, CalWORKs, or Work Opportunity Tax Credits; economically disadvantaged individuals age 14 years or older; Native Americans; ex-offenders; disabled; those eligible for or receiving Food Stamps, Supplemental Security Income, state or local County Adult Assistance Program (CAAP) (formerly General Assistance or GA); service-connected disabled veterans, veterans of the Vietnam era or a Veteran separated from military service within the last 48 months; dislocated workers; and residents of recognized target employment areas.",Collection Method: Data will be collected from an OEWD database. Timing: Data will be collected on an ongoing basis,Above target is positive,General,9310,19035,19161,19161,11000,16191,800,500,There was a large rush of voucher applications with the elimination of the program. We had extra staffing in the first half of the FY allowing for a large number of vouchers to be processed. The second half of the FY saw a decline in processing as we were doing so with available staff time. ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,To strengthen the economic vitality of neighborhoods and commerical corridors,ECN.BK5.03.533.533,Annual Community Benefit District (CBD) revenue,Total assessment revenue generated in CBDs throughout the City.,"Collection Method: Data collected from CBD plans (projections), in annual report from the CBD management Board and the Treasure and Tax Collector database. Timing: Data will be collected on an annual basis.",Above target is positive,Currency,27652272,36513256.26,49269931,49269931,44221800,47234932,56561156,60616156,"This amount exceeded our projection of $47million. This amount is a sum of all FY 13-14 payments plus the prior years redemption collections. The FY 13-14 Payment Collections represents 97% of the total amount due, showing that the geogrpahic based CBDs overall performed well for the fiscal year. Sector based CBDs (TID and MED) collected a total of $39m in assessments. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,To strengthen the economic vitality of neighborhoods and commerical corridors,ECN.BK5.03.532.532,Number of commercial vacancies in targeted commercial corridors,"Number of vacant retail spaces in 12 of the commercial commercial districts that are included in the Invest in Neighborhoods initiative: Leland Avenue in Visitacion Valley, San Bruno in Portola, 3rd Avenue in Bayview, Ocean Avenue in OMI, Mission Street in Excelsior, Lower Polk Street, Lower 24th Street in the Mission, Japantown, North Beach, Chinatown, Larkin Street, and Noe Valley. Our definition of vacant retail spaces had heretofore been primarily limited to vacant spaces available for lease. We have expanded the definition to include vacant spaces under construction and spaces occupied by non-confirming uses (e.g., resident-occupied). This has resulted in a slight increase in our figures that is not representative of actual vacancy trends.",Collection Method: Data will be collected from commercial corridor managers that work for nonprofit organizations that will provide reports. Timing: Data will be collected on an annual basis,Below target is positive,Percent,0.069,0.088,0.075,0.075,0.07,0.076,0.075,0.0725,"The Invest in Neighborhoods team has stabilized its data collection methods; thus this change represents a real reduction in vacancy rates over time in these 25 corridors. Corridors that experienced notable declines in vacancy rate over the 6-month period include Richmond (from 6.11% to 4.7%), Taraval Street (6.5% to 5%), San Bruno (10.1% to 8.8%), and Broad Street (from 22.4% to 19.6%). ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",ECONOMIC DEVELOPMENT,"To support and catalyze major City development projects, including public-private partnerships and military base conversions",ECN.BK5.06.541.541,Number of public-private development projects proceeding on time and on budget,Review of major public-private real estate development projects to determine if they are proceeding on time and on budget based upon preset targets. OEWD will also present this number as a percentage of all projects.,Collection Method: Information will be collected in a spreadsheet by the Director of the Base Reuse and Development. Timing: Data will be updated on an quarterly basis.,Above target is positive,Percent,0.9,1,1,1,0.9,1,0.9,0.9,All projects are on time and budget. Project timelines extend over multiple fiscal years. The majority of projects began this year with pre-established budgets. ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",OFFICE OF SMALL BUSINESS AFFAIRS,"Foster, promote and retain small businesses in San Francisco",ECN.BK7.01.552.552,"Number of ordinances, resolutions, motions and policies initiated by or reviewed by the Small Business Commission",Pieces of legislation and policy items addressed by the Office of Small Business.,Collection Method: Data will be collected by OSB staff. Timing: Data will be updated and available on an ongoing basis. ,Above target is positive,General,51,68,0,32,37,37,40,40, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",OFFICE OF SMALL BUSINESS AFFAIRS,"Foster, promote and retain small businesses in San Francisco",ECN.BK7.01.551.551,Number of outreach events,Increase visibility and public relations exposure with small business customers,Collection Method: Data will be collected by OSB staff. Timing: Data will be updated and available on an ongoing basis. ,Above target is positive,General,52,41,0,21,50,50,40,40, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| ECN,ECONOMIC AND WORKFORCE DEVELOPMENT,"Pascual, Merrick",OFFICE OF SMALL BUSINESS AFFAIRS,"Foster, promote and retain small businesses in San Francisco",ECN.BK7.01.550.550,Number of small businesses assisted,"Number of small businesses assisted via phone/walk-in/appointments/sfbizinfo website and phone referrals, merchant walk contacts.",Collection Method: Data will be collected by OSB staff. Timing: Data will be updated and available on an ongoing basis. ,Above target is positive,General,2807,4023,0,1744,3184,3500,3700,3700, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| ENV,ENVIRONMENT,"Fish, Monica",CLEAN AIR,Encourage the use of public transportation to improve air quality,KPI156467151880862,Number of CCSF employees using commuter benefits,"This metric replaces previous metric ""Number of City employees participating in commuter check program."" New method for counting pariticpants is more accurate than previous method, which counted cumulative participation, rather than actual number of employees served within a calendar year.","Number of individaul employees that have taken advantage of commuter benefit program in calenday year, reported annually as FY year end measure. NOTE: IT MAY BE MORE REPRESENTATIVE OF PROGRAM PERFORMANCE TO CALCULATE AS PERCENTAGE OF CCSF EMPLOYEES USING COMMUTER BENEFITS, IF EMPLOYEE DATA CAN BE MADE EASILY AVAILABLE. ",Above target is positive,General,6862,4186,5040,5040,4500,4650,5000,5500,"Exceeded FY 2014 goal of 4,500 participants.",,,No,No,No,No,No,No | |
| ENV,ENVIRONMENT,"Fish, Monica",CLEAN AIR,Increase the use of biofuels and/or other alternative fuels by the city fleet,KPI90226300755872,Percentage of CCSF fleet fuel usage that is biodiesel,"Pure biodiesel (B100) is blended with petroleum diesel to produce various grades of biodiesel (B5, B20, etc). A variety of factors influences the blend of biodiesel used by department fleets. Current City policy is to achieve B20 fleetwide. ","Collect data on usage of transportation fuel from reports currently provided under the Master Fueling Contract. From this data, determine the amount of pure biodiesel (B100) used and the amount of petroleum diesel used by the fleet. The ratio of B100 to petroleum diesel gives the average biodiesel blend for the fleet. ",Above target is positive,Percent,0.14,0.171,0.171,0.171,0.2,0.171,0.2,0.2,The most recent data available is for FY 2013. FY 2014 data will not be available until September 2014 at the earliest.,,,No,No,No,No,Yes,No | |
| ENV,ENVIRONMENT,pmadmin,CLIMATE CHANGE/ENERGY,Encourage the use of renewable energy and energy efficiency,KPI111741602680725,Megawatt reduction: SF Energy Watch program activities,"The SF Energy Watch program provides energy efficiency assessments in commercial and multifamily buildings together with financial incentives to help business and property owners invest in energy efficient retrofits. The reductions in peak electric demand (Megawatts) will continue to have an impact throughout the life of the energy-saving products. This measure was created in May 2013 and tracks the Actual data annually; it does NOT reflect the program's cumulative impact. One megawatt of electric demand powers 10,000 San Francisco homes. ","Megawatts of peak electricty demand reduced through SF Energy Watch energy efficiency programs. Since 2010, data is tracked in SFE's Sugar CRM database used for Energy Watch projects. The projects are filtered by incentive payment dates for the desired period. All summary reports are updated monthly. The program has set targets, which have been exceeded each year. ",Above target is positive,General,3.8,5.4,1.65,1.65,3.2,4,5,5,The story here is that the effect of the new state energy code for new construction has stripped many efficiency measures from the energy efficiency programs because of the rules under which the efficiency programs are funded. The whole state is trying to make adjustment to the rules to solve the problem. ,The story here is that the effect of the new state energy code for new construction has stripped many efficiency measures from the energy efficiency programs because of the rules under which the efficiency programs are funded. The whole state is trying to make adjustment to the rules to solve the problem. ,,No,No,No,No,Yes,No | |
| ENV,ENVIRONMENT,pmadmin,CLIMATE CHANGE/ENERGY,Encourage the use of renewable energy and energy efficiency,KPI10856475143407,Metric Tons of CO2 greenhouse gas reduced through SF Energy Watch program activities,The SF Energy Watch program provides energy efficiency assessments in commercial and multifamily buildings together with financial incentives to help business and property owners invest in energy efficient retrofits (electricity and natural gas). The reductions in energy use will continue to save electricity or gas (and corresponding CO2) throughout the life of the energy-saving products. ,"Metric tons of CO2 emissions resulting from activities of the SF Energy Watch energy efficiency program electricity and natural gas). Since 2010, data is tracked in SFE's Sugar CRM database used for Energy Watch projects. The projects are filtered by incentive payment dates for the desired period. All summary reports are updated monthly. Conversions are: 0.6545 lbs of CO2 saved per kWh; 11.73 pounds of CO2 per therm saved; 2009 pounds of CO2 per metric ton of CO2. To remove the equivalent of one car from the road would require 6.25 metric tons of CO2 reduction. The program has set targets, which have been exceeded each year. ",Above target is positive,General,8910,10068,3235,3235,6609,3919,4241,4241,The story here is that the effect of the new state energy code for new construction has stripped many efficiency measures from the energy efficiency programs because of the rules under which the efficiency programs are funded. The whole state is trying to make adjustment to the rules to solve the problem. ,The story here is that the effect of the new state energy code for new construction has stripped many efficiency measures from the energy efficiency programs because of the rules under which the efficiency programs are funded. The whole state is trying to make adjustment to the rules to solve the problem. ,,No,No,No,No,Yes,No | |
| ENV,ENVIRONMENT,"Fish, Monica",CLIMATE CHANGE/ENERGY,Encourage the use of renewable energy and energy efficiency,KPI9282356793187,Solar Installations: MW of new capacity.,"The SFE renewable energy program works to support the City's greenhouse gas reduction goals, along with other health and environmental goals, and local economic development through renewable energy market development. To this end, SFE provides education and outreach to SF residents and businesses on renewable energy technologies, incentives, and financing options. SFE meaures progress in this area through increases in solar photovoltaic (PV) installations, in terms of number of installed capacity (in megawatts (MW) based on CEC alternating current accounting methodology (CEC AC)) in San Francisco. ","Solar PV installed capacity in MW (CEC AC), as reported by PG&E interconnection services and SFPUC.",Above target is positive,General,3,3,3.863,3.863,4,1.9,5,5, ,,,No,No,No,No,No,No | |
| ENV,ENVIRONMENT,"Fish, Monica",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,ENV.XXX.01.575.575,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Departmental payroll staff generates quarterly report on performance evaluations completed and due in the next quarter; Program Managers get quarterly update and reminder. Timing: Maintained on a quarterly basis by program managers and reported on annually.,Above target is positive,General,31,32,50,50,81,78,78,78, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,Yes | |
| ENV,ENVIRONMENT,"Fish, Monica",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,ENV.XXX.01.576.576,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Departmental payroll staff generates quarterly report on performance evaluations completed and due in the next quarter; Program Managers get quarterly update and reminder. Timing: Maintained on a quarterly basis by payroll staff and reported on annually.,Above target is positive,General,31,32,50,50,81,78,78,78, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,Yes | |
| ENV,ENVIRONMENT,"Fish, Monica",GREEN BUILDING,Ensure energy efficiency and environmental-friendly designed buildings,KPI91218310077791,Quantity of LEED and GPR certified private sector green building stock in San Francisco (square footage).,"Commercial building and residences that are designed and/or operated to meet rigorous green building standards can be certified under the Leadership in Energy and Environmental Design, GreenPoint Rated, or ENERGY STAR programs. This evaluation and certification by a recognized third party provides credible verification that a building has met high standards for energy efficiency and sustainability. Note that in contrast to most other metrics in this list, SF Environment staff influence but do not entirely control this metric. For example, for there to be newly constructed certified green buildings, it is of course necessary for new buildings need to be constructed. The decision to build green must occur at the outset of design, and years may elapse before the new building is delivered to market and certified. ",Collection Method: Green Building Staff maintain records of certified private sector properties (tracking compliance with San Francisco Building Code Chapter 13C). Timing: Annally report in July for the previous fiscal year. ,On target is positive,General,48000000,64500000,74400000,74400000,60000000,70250000,75000000,80000000, ,San Francisco was named the 2014 second best city in the US for Green Building certification adoption in the commercial office market. See http://bit.ly/uscitiesgreenbuilding.,,No,No,No,No,No,No | |
| ENV,ENVIRONMENT,"Fish, Monica",GREEN BUILDING,Ensure energy efficiency and environmental-friendly designed buildings,KPI91132309754545,Quantity of LEED certified municipal green building stock in San Francisco (square footage).,"Commercial building and residences that are designed and/or operated to meet rigorous green building standards can be certified under the Leadership in Energy and Environmental Design, GreenPoint Rated, or ENERGY STAR programs. This evaluation and certification by a recognized third party provides credible verification that a building has met high standards for energy efficiency and sustainability. Note that in contrast to most other metrics in this list, SF Environment staff influence but do not entirely control this metric. For example, for there to be newly constructed certified green buildings, it is of course necessary for new buildings need to be constructed. The decision to build green must occur at the outset of design, and years may elapse before the new building is delivered to market and certified. ",Collection Method: Green Building Staff maintain records of certified municipal properties (tracking compliance with Environment Code Chapter 7) Timing: Annally report in July for the previous fiscal year. ,On target is positive,General,2300000,3671161,4100000,4100000,4500000,4328703,5500000,6500000, ,"642,712 square feet of new LEED certifications during second half of FY2014. 3 SFRA projects (349,414 square feet) deleted: not certified during FY11-12 as previously reported.",,No,No,No,No,Yes,No | |
| ENV,ENVIRONMENT,pmadmin,GREEN BUILDING,Increase energy efficiency in existing buildings.,KPI105038242689631,"Quantity of commercial building stock in San Francisco which has submitted the required Annual Energy Benchmark Summary to Department of Environment, as required by Environment Code Chapter 20. (square footage)","Environment Code Chapter 20 requires commercial buildings of 10,000 gross sq ft and larger to (1) track and annually publicly report total energy use, and (2) obtain a professional energy efficiency audit identifying cost-effective opportunities for improvement at least once every 5 years. ",Collection Method: Green Building Staff track and enforce compliance with San Francisco Environment Code Chapter 20. Timing: Annally report in July for the previous calendar year. ,On target is positive,General,0,100600000,108000000,108000000,163000000,120000000,120000000,120000000,"Benchmark reports summarize energy use in the prior calendar year, so reports due in 2013 summarized commercial buildings' energy use in 2012. PG&E was unable to provide electronic access to energy use data for 7 months in 2013, due to problems with software updates. Lack of electronic access to data made compliance more difficult for building owners, reducing their respone rate. Note that audits also began to be collected in 2013. 30.4M sq ft were audited out of 49 M sq ft due (62% compliance).",,,No,No,No,No,No,No | |
| ENV,ENVIRONMENT,"Fish, Monica",GREEN BUILDING,Increase energy efficiency in existing buildings.,KPI91241310167601,Quantity of floor space in San Francisco which earned the ENERGY STAR certification for energy efficient operations (square footage).,"Commercial building and residences that are designed and/or operated to meet rigorous green building standards can be certified under the Leadership in Energy and Environmental Design, GreenPoint Rated, or ENERGY STAR programs. This evaluation and certification by a recognized third party provides credible verification that a building has met high standards for energy efficiency and sustainability. Note that in contrast to most other metrics in this list, SF Environment staff influence but do not entirely control this metric. For example, for there to be newly constructed certified green buildings, it is of course necessary for new buildings need to be constructed. The decision to build green must occur at the outset of design, and years may elapse before the new building is delivered to market and certified. ",Collection Method: Green Building Staff maintain records of ENERGY STAR properties (tracking compliance with Environment Code Chapter 20). Timing: Annally report in July for the previous fiscal year. ,On target is positive,General,69000000,74930000,82000000,82000000,80000000,0,85000000,85000000, ,,,No,No,No,No,No,No | |
| ENV,ENVIRONMENT,"Fish, Monica",TOXICS,Improve environmental quality and reduce toxics,KPI90967308881118,"Number of consultations to San Francisco businesses provided via phone, onsite consultations and training workshops.","Includes total number of one hour phone consults, site visits, and public presentations conducted by Green Business Program with SF businesses. ","Collection Method: Schedule of phone consults, site visits, and public presentations maintained in Coordinator and Associate Microsoft Outlook calendar. Timing: Annual.",On target is positive,General,81,217,233,233,170,185,185,195,The Green Business team made a strategic decision to provide more presentations and training workshops through the past year.,,,No,No,No,No,No,No | |
| ENV,ENVIRONMENT,"Fish, Monica",TOXICS,Improve environmental quality and reduce toxics,ENV.CIT.01.570.570,Number of Green Businesses certified through Green Business program,"Current number of Green Businesses certified through Green Business program, a collaborative program of Environment, DPH, and PUC.",Collection Method: Green business certification files will be maintained both at the Department of the Environment and the Department of Public Health. Timing: Annual,On target is positive,General,177,196,213,213,210,225,220,230, ,The Green Business team has shifted its strategy with renewing Green Business certifications and has a number of businesses currently going through the renewal process.,C Human Welfare & Neighborhood Development,Yes,No,No,No,Yes,No | |
| ENV,ENVIRONMENT,"Fish, Monica",TOXICS,Improve environmental quality and reduce toxics,KPI90935308730057,Number of San Francisco homes serviced for household hazardous waste pickup ,Number of Home Haz Waste Pickup Appointments completed (weight adjusted visits).,"""Equivalent Load"" Data from RSF quarterly (see comment).",On target is positive,General,3479,3694,3938,3938,4740,3778,3891,4008,FY2012 = 3479; FY2013 = 3694.,,,No,No,No,No,No,No | |
| ENV,ENVIRONMENT,"Fish, Monica",TOXICS,Improve environmental quality and reduce toxics,KPI90924308630360,Pounds of household hazardous waste properly managed and recycled or disposed of.,Total Pounds of household hazardous waste and [non-electronic] universal wastes managed through all City-sponsored programs and Recology SF Loadcheck Program. ,"""Data for HHW and non-electronic UW processed & shipped off-site or given away for reuse from ALL HHW Programs Non-oil data from RSF - oil data from CK (quarterly reports)"" ",On target is positive,General,1476450,1264369,1614406,1614406,1665573,1674494,1724729,1776471,"FY 2012 = 1,476,450; FY 2013 = 1,264,369",,,No,No,No,No,No,No | |
| ENV,ENVIRONMENT,"Fish, Monica",ZERO WASTE,Decrease landfill waste through recycling and other waste diversion,ENV.CIS.01.566.566,Total tons disposed of in all landfills,Tonnage of San Francisco generated materials sent to all landfills. Information available annualy at end of fiscal year.,Collection Method: Data filed with the California Integrated Waste Management Board; documents maintained by Recycling staff at Department. Timing: Annual.,Below target is positive,General,444398,428910,428048,428048,575000,428000,550000,525000, ,,C Human Welfare & Neighborhood Development,Yes,No,No,No,No,No | |
| ETH,ETHICS COMMISSION,"Huang, Angeles",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,ETH.XXX.01.587.587,# of employees for whom performance appraisals were scheduled,"This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy states that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. A performance appraisal is scheduled when the supervisor has provided a performance plan to the employee near the beginning of the fiscal year. The supervisor has signed off on the plan and the employee may or may not have signed off on the plan.","Collection Method: This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Timing: Performance evaluations are done on an annual fiscal year basis -- the Commissioners conduct the performance evaluation of the Executive Director; and supervisors conduct the evaluations of their subordinates at the end of the fiscal year. The performance evaluations are conducted in accordance with the guidelines of DHR's performance plan and appraisal report. ",Above target is positive,General,17,17,18,18,18,18,18,18, ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| ETH,ETHICS COMMISSION,"Huang, Angeles",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,ETH.XXX.01.588.588,# of employees for whom scheduled performance appraisals were completed,"This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. A performance appraisal is completed when both the supervisor and employee have met and discussed the performance appraisal. The supervisor has signed off on the appraisal, and the employee may or may not have signed off on the appraisal.","Collection Method: This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Timing: Performance evaluations are done on an annual fiscal year basis -- the Commissioners conduct the performance evaluation of the Executive Director; and supervisors conduct the evaluations of their subordinates at the end of the fiscal year. The performance evaluations are conducted in accordance with the guidelines of DHR's performance plan and appraisal report.",Above target is positive,General,15,15,18,18,18,18,18,18,Performance appraisals were provided for all 18 FTEs during FY 13-14.,The Commission expects to have 17 FTEs,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| ETH,ETHICS COMMISSION,"Huang, Angeles",ETHICS COMMISSION,"Investigate complaints of alleged violations of state and local law relating to campaign finance, governmental ethics, and conflicts of interest that are within the jurisdiction of the Commission",ETH.FET.03.585.585,Percentage of complaints resolved,"Measure Definition: The Ethics Commission has the authority to investigate complaints that allege violations of certain state and local laws that relate to campaign finance, conflicts of interests, lobbyists, campaign consultants, and governmental ethics. The investigation of complaints requires careful review of information and documents, as well as conducting interviews and legal research. Investigations lead to the full Commission making a determination whether the alleged violations or not occurred. As some witnesses and/or respondents are not cooperative with staff's investigation, it is extremely difficult to predict the time necessary to resolve a complaint.","Data Collection Method and Frequency: All complaints filed with the Ethics Commission are reviewed to ascertain whether the complaint is within the Commission's jurisdiction. Once staff determines that the complaints are within the Commission's jurisdiction and, after preliminary review, has reason to believe the violations of law occurred, staff inputs the complaint into a database that includes the following information: data complaint filed; complainant(s)' name (if available); respondent(s)' name; referral date to the City Attorney and/or District Attorney; and case status. Once a case is resolved, staff enters the date of resolution and the action taken by the Commission. For purposes for tracking performance measures, staff reviews data on a quarterly basis.",Above target is positive,Percent,0.45,0.58,0.44,0.44,0.45,0.35,0.45,0.45,,"Out of 34 pending complaints, 15 complaints were resolved during this fiscal year. Earlier in this year, staff anticipated resolving a lower percentage of complaints by the end of the fiscal year. In the first half of the fiscal year, staff received an increased number of public records requests and resolved a lower number of complaints. Due to the voluminous records involved in some of the records requests and the time required to prepare a written responses to the requests, some Commission staff members were sidetracked from their other regular duties.",F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ETH,ETHICS COMMISSION,"Huang, Angeles",ETHICS COMMISSION,Promote and ensure compliance with state and local campaign reporting and disclosure laws,ETH.FET.02.580.580,Number of campaign committees and publicly financed candidate committees audited,"One of the Charter mandates of the Commission is to conduct audits of campaign committees. Under the Campaign Finance Reform Ordinance, the Ethics Commission must audit all candidates who receive public financing. In addition, the Commission audits committees (general purpose, ballot measure, and candidate committees) based on other criteria, such as random and targeted selections. An audit is considered complete when the audit report is issued.","Collection Method: The general practice of the Ethics Commission has been to conduct a random selection of committees for audit. After an election, the Commission audits all candidates who received public financing. More recently, the Commission has begun to conduct targeted audits of committees whose campaign reports show activities that appear not to conform to the law. Timing: Ethics Commission staff conducts audits throughout the year. ",Above target is positive,General,12,15,18,18,22,24,20,24, ,"For FY 13-14, 18 audits out of 22 target were completed. This represents 81% of the target. The reason for not achieving the target is due to staff turnover and vacancies. At the beginning of the fiscal year, one auditor retired and the Commission received permission to hire a replacement after approximately half of the fiscal year had passed. Another auditor left the Commission in the second part of the fiscal year and that position remained vacant for three months.",F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ETH,ETHICS COMMISSION,"Huang, Angeles",ETHICS COMMISSION,Promote and ensure compliance with state and local campaign reporting and disclosure laws,KPI92217221895050,Percentage of expected campaign finance statements (Form 460) filed on time,"Under state law, the Commission serves as the filing officer for local candidates, ballot measure committees and general purpose committees. Commission staff processes both electronic and paper filings, including amendments, and logs them into a campaign database. For the purpose of this performance measure, a statement is considered to be filed on time if a candidate/committee filed its statement on or before the statement deadline. ","Collection Method: The Commission keeps an electronic campaign log. All paper statements submitted by campaign filers are kept in the Commission office. Timing: Active campaign committees generally file two semi-annual statements and, if they are involved in an election, two pre-election statements. There are other filing deadlines as well, such as quarterly deadlines that apply only to certain types of committees or committees that meet certain thresholds. Timing: The data shown reflects campaign statements that are received by the filing deadlines that fall within the performance measure periods. ",Above target is positive,Percent,0.9,0.9,0.83,0.83,0.9,0.83,0.86,0.86,The slight increase of on-time filings can be attributed to more filers becoming familiar with the electronic filing requirements implemented in 2013.,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ETH,ETHICS COMMISSION,"Huang, Angeles",ETHICS COMMISSION,Promote compliance with state and local filing requirements,ETH.FET.01.578.578,Percentage of identified campaign consultants who file quarterly reports on a timely basis,"According to the Campaign Consultant Ordinance, registered campaign consultants must file quarterly reports with the Ethics Commission. Although not required to do so, Commission staff sends reminders to all registered campaign consultants before the quarterly report deadline. ","Collection Method: The Ethics Commission staff maintains a database of the quarterly reports filed by registered campaign consultants. The quarterly reports are also available online on the Commission’s website. The Commission staff maintains a dashboard of campaign consultant activity on the Commission’s website. Timing: The campaign consultant quarterly reports are due on March 15, June 15, September 15, and December 15 of each year. The campaign consultant activity dashboard is updated as reports are filed. ",Above target is positive,Percent,0.86,0.74,0.93,0.93,0.88,0.73,0.88,0.88,,"Veteran campaign consultants have improved their timely filing percentage. However, this improvement is offset by new consultants who are registering for the upcoming November 2014 election. ",F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ETH,ETHICS COMMISSION,"Huang, Angeles",ETHICS COMMISSION,Promote compliance with state and local filing requirements,ETH.FET.01.577.577,Percentage of identified lobbyists filing reports on a timely basis,Registered lobbyists are required to file reports with the Ethics Commission. The Commission staff sends e-mail reminders to the lobbyists two weeks before the deadlines.,"Collection Method: Registered lobbyists file their reports with the Ethics Commission. Timing: Prior to January 1, 2010, lobbyist reports were due on a quarterly basis. Since January 1, 2010, lobbyists reports have been due on a monthly basis on the 15th of each month.",Above target is positive,Percent,0.95,0.94,0.93,0.93,0.92,0.92,0.92,0.92,"Some lobbyists continue to experience system problems when using older browsers, results in late filing due to the need for staff assistance to resolve issues. Also, new registrations need additional assistance from staff during filing deadline. ",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| ETH,ETHICS COMMISSION,"Huang, Angeles",ETHICS COMMISSION,Promote compliance with state and local filing requirements,ETH.FET.01.579.579,Percentage of Statements of Economic Interests due on April 1 that are filed,Department heads and members of City boards and commissions are required to file annual Statements of Economic Interests (SEIs) on April 1 of each year. This measure compares the number of individuals who have been identified by the Ethics Commission as being required to file annual statements with the number of filings that are received by the Commission.,"Collection Method: The Ethics Commission maintains a database of the SEIs filed by department heads, members of boards, and commissions. The Commission maintains the SEIs. The Commission posts the names of filers and non-filers on its website. The Commission calculates the percentage of compliance by dividing the number of forms 700 filed by the total of individuals required to file. Timing: Annual SEIs are due on April 1 of each year.",Above target is positive,Percent,0.85,0.97,0.99,0.99,0.9,0.9,0.92,0.94,"We anticipate at least a similar rate of on-time filings in April 2015, as filers become familiar with e-filing and the convenience of SEIs that are pre-populated with data from the previous year’s submission. As anticipated, some filers had limited access to the internet or a computer, and some filers had difficulties with e-filing. Staff will work with these filers and their Filing Officers early and often to achieve as high a number of on-time filings as possible.",,F General Administration & Finance,Yes,No,No,No,No,No | |
| FAM,FINE ARTS MUSEUM,"Krell, Rebekah",ADMISSIONS,Provide quality art and educational experiences to attract a large and diverse audience,KPI110517515941017,City cost per visitor (All museums),,,Above target is positive,Currency,7.24,7.5,7.55,7.55,8.66,7.92,10.24,10.17, ,The cost per visitor actual is lower than the projected cost for FY 2014 because the costs stayed the same but the number of visitors served increased by 10%. ,,No,No,No,No,No,No | |
| FAM,FINE ARTS MUSEUM,"Florio, Laura",ADMISSIONS,Provide quality art and educational experiences to attract a large and diverse audience,KPI12107041903030,Number of all school children and youth participating in education programs,"All San Francisco Bay Area schoolchildren and youth participating in Education Department programs, including tours, curriculum-supported visits, hands-on art making, and professional development/leadership building for teens.",Collection Method: Data captured for all school groups who make a reservation and participate in one of our many programs. Timing: School programs are offered throughout the academic year. Compilation of education program participation completed every six months.,Above target is positive,General,0,0,33286,56371,43000,43000,50000,60000,"Interest from K-12 school teachers for tours of ""David Hockney: A Bigger Exhibition"" far exceeded projections. In total, the number of students coming to the museums for tours are up 29% from FY13.",,,No,No,No,No,No,No | |
| FAM,FINE ARTS MUSEUM,"Florio, Laura",ADMISSIONS,Provide quality art and educational experiences to attract a large and diverse audience,FAM.EEB.01.590.590,Number of de Young visitors,Number of visitors to the de Young museum. Museum was closed until Fall 2005.,"Collection Method: Door count. Fine Arts Museums. Timing: Daily, weekly, monthly, annually.",Above target is positive,General,1201915,1238565,72547,1309790,1272000,1354226,1081265,1150000, ,,E Culture & Recreation,Yes,No,Yes,Yes,Yes,No | |
| FAM,FINE ARTS MUSEUM,"Florio, Laura",ADMISSIONS,Provide quality art and educational experiences to attract a large and diverse audience,FAM.EEB.01.592.592,Number of exhibitions,Number of exhibitions opened during each FY.,Collection Method: FAM Exhibition Schedule. Timing: Monthly as the exhibition schedule is revised.,Above target is positive,General,21,24,12,18,18,18,15,15,"Reflects exhibitions that opened between July 1, 2013 and June 30, 2014. ",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| FAM,FINE ARTS MUSEUM,"Florio, Laura",ADMISSIONS,Provide quality art and educational experiences to attract a large and diverse audience,FAM.EEB.01.589.589,Number of Legion of Honor visitors,Number of visitors to the Legion of Honor.,"Collection Method: Door count. Fine Arts Museums. Timing: Daily, weekly, monthly, annually.",Above target is positive,General,386254,307780,36006,448210,317500,387030,347276,350000, ,,E Culture & Recreation,Yes,No,Yes,Yes,Yes,No | |
| FAM,FINE ARTS MUSEUM,"Florio, Laura",ADMISSIONS,Provide quality art and educational experiences to attract a large and diverse audience,FAM.EEB.01.593.593,Number of paid memberships,Number of paid memberships.,Collection Method: Dues paid membership count. Paid membership section of Corporation of FAM. Timing: Monthly.,Above target is positive,General,105851,102582,108929,108929,96377,105000,110000,110000,"Membership experienced a spike in December when paid memberships increased by 6,503 over the previous month. This was due to the popularity of the ""David Hockney: A Bigger Exhibition"" show. Membership levels were maintained through the remainder of the fiscal year.",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| FAM,FINE ARTS MUSEUM,"Florio, Laura",ADMISSIONS,Provide quality art and educational experiences to attract a large and diverse audience,KPI12107141912906,Number of participants in public programs,"Participants in Education Department public programs, including Friday Nights at the de Young, Artist Studio, concerts, lectures, films, symposia, and others.",Collection Method: Participant counts at each program tracked via clicker counts at the museum entrance. Timing: Public programs are offered throughout the year. Compilation of program attendance completed every six months.,Above target is positive,General,0,0,80385,200468,190000,190000,200000,225000,"The number of lectures, symposia, and weekend programs offered at both museums increased this past year, translating to increased participation in public programming.",,,No,No,No,No,No,No | |
| FAM,FINE ARTS MUSEUM,"Florio, Laura",ADMISSIONS,Provide quality art and educational experiences to attract a large and diverse audience,KPI12106941889842,Number of San Francisco school children and youth participating in education programs,"San Francisco schoolchildren and youth participating in Education Department programs, including tours, curriculum-supported visits, hands-on art-making and professional development/leadership building for teens.",Collection Method: Data captured for all school groups who make a reservation and participate in one of our programs. Timing: School programs are offered throughout the academic year. Compilation of education program participation completed every six months.,Above target is positive,General,0,0,13028,30000,23100,23100,25000,30000,"Interest from K-12 school teachers for tours of ""David Hockney: A Bigger Exhibition"" far exceeded projections. In total, the number of students coming to the museums for tours are up 29% from FY13.",,,No,No,No,No,No,No | |
| FAM,FINE ARTS MUSEUM,"Florio, Laura",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,FAM.XXX.01.595.595,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Source: FAM Personnel Office Timing: Annual,Above target is positive,General,185,80,90,90,91,90,90,90,90 positions approved and budgeted for the year. All 90 were scheduled for a performance appraisal.,,E Culture & Recreation,Yes,No,No,No,No,Yes | |
| FAM,FINE ARTS MUSEUM,"Florio, Laura",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,FAM.XXX.01.596.596,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Source: FAM Personnel Office Timing: Annual,Above target is positive,General,185,80,90,90,91,90,90,90,90 positions approved and budgeted for the year. All 90 received a performance appraisal. ,,E Culture & Recreation,Yes,No,No,No,No,Yes | |
| FAM,FINE ARTS MUSEUM,"Florio, Laura",DEVELOPMENT,"Provide for collection growth through gifts, bequests and purchases",FAM.EEC.01.594.594,"Number of acquisitions through gifts, bequests and purchases",Number of objects added to the permanent collection.,Collection Method: Acquisition Committee and Board of Trustees minutes. Registration records. Timing: Compiled every six months.,Above target is positive,General,490,605,263,891,470,768,470,470,"In FY13-14, the Museums receive one gift that included over 100 objects. Additionally, one purchase included 128 prints. Examples such as these increased the total number of acquisitions through gift, bequest, and purchase.",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",ADMINISTRATION-FIRE DEPARTMENT,Educate the public in handling emergencies,FIR.ASF.01.621.621,Number of citizens trained in emergency techniques and procedures,"Defined by NFPA 1710. Number of citizens trained in Neighborhood Emergency Response Team (NERT) and other programs such as CPR, Ham Radio censing, I.C.S., and Citywide drills. This program contributes to victim prevention, community preparedness for disasters, and training the public in becoming an adjunct to City emergency services. This program clearly enhances services provided by the San Francisco Fire Department.","Collection Method: NERT volunteers sign a waiver of liability protecting the SFFD during training activities. Documents are filed and stored at SFFD Headquarters, Room 118. Timing: Data collected by NERT staff as classes occur in a database. NERT program produces information for mid-year and end-of-year reports.",Above target is positive,General,1580,1687,1615,2015,1600,800,1600,1600, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",ADMINISTRATION-FIRE DEPARTMENT,Educate the public in handling emergencies,FIR.ASF.01.622.622,Number of public education presentations,"Public events, meetings, workshops and seminars where the Fire Department provided training, recommendations, advice, and printed materials about fire/earthquake safety and/or information about other Fire Department Community Based Programs. This does not include Fire Station Open House days. While NERT information is provided, these are not NERT classes.","Collection Method: A letter of request to the Chief of Department from the interested party is required for trainings and presentations. After the request has been completed, a written report is made on Public Education Event Report Form 3350. These letters and report forms are maintained at Fire Department Headquarters, 698 2nd Street, Room 313, Office of Community Affairs. Timing: Information is collected as presentations occur and reported at mid-year and at year-end.",Above target is positive,General,82,60,37,80,80,80,80,80, ,,A Public Protection,Yes,No,No,No,No,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",DEPARTMENT-WIDE/OTHER,All city employees have a current performance appraisal,FIR.XXX.01.623.623,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Timing: Performance evaluations are done on an annual fiscal year basis. The performance evaluations are conducted in accordance with the guidelines of DHR's performance plan and appraisal report.",Above target is positive,General,1197,1279,1065,1065,1200,1200,1200,1200, ,,A Public Protection,Yes,No,No,No,No,Yes | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",DEPARTMENT-WIDE/OTHER,All city employees have a current performance appraisal,FIR.XXX.01.624.624,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: The SFFD enters performance appraisals into its scheduling system for Firefighters (H2), Firefighter Paramedic (H3), Incident Support Specialist (H10), Lieutenant (H20) and Captain (H30) ranks. Performance appraisals for Rescue Captains (H33), Battalion Chief (H40), Assistant Chiefs (H50), Assistant Deputy Chief (H51), Fire Prevention and Investigation classes and all civilian classifications are completed using the DHR forms and stored in the personnel file at the Fire Department Headquarters. Timing: Data for performance appraisals are available when completed.",Above target is positive,General,1100,960,918,918,1000,1000,1000,1000, ,,A Public Protection,Yes,No,No,No,No,Yes | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE BUREAU OF TRAINING,Train fire and rescue personnel to effectively respond to emergencies,FIR.AEG.01.619.619,Number of Battalion Based/In-Service training hours,"Total hours of training per member including Battalion Training and Paramedic Training Program. Note: PTP Training was not included in original measure. The Battalion Based Training Program, introduced in July 2000, has proved to be an effective mechanism for delivery of formalized training.",Collection Method: Hours calculated via monthly reports. Timing: Data available monthly from reports and combined to produce mid-year and annual figures.,Above target is positive,General,30124,42488,7874,40994,5000,66000,5000,5000, ,,A Public Protection,Yes,No,No,No,No,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE BUREAU OF TRAINING,Train fire and rescue personnel to effectively respond to emergencies,FIR.AEG.01.620.620,Number of new recruits trained,Number of new recruits trained including H2 Recruits and H3 Laterals.,Collection Method: Total number of new hires. Timing: Data available monthly from reports and combined to produce mid-year and annual figures.,Above target is positive,General,70,48,39,92,50,100,50,50, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE BUREAU OF TRAINING,Train fire and rescue personnel to effectively respond to emergencies,FIR.AEG.01.618.618,Number of probationary firefighter training hours,Total Probationary training hours inclusive of H2 Recruits and H3 Laterals. H1 to H3 cross training not included.,Collection Method: Hours calculated via monthly reports. Timing: Data available monthly from reports and combined to produce mid-year and annual figures.,Above target is positive,General,14000,31152,45968,63072,12000,23000,12000,12000, ,,A Public Protection,Yes,No,No,No,No,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE INVESTIGATION,Determine the causes of fire in an effective and efficient manner,FIR.AEE.01.615.615,Number of fires investigated,"The Bureau of Fire Investigation (BFI) responds to service calls, investigates the origin and cause of (suspicious) fires, and processes documentation and litigation of incidents.",Collection Method: Data and statistics are compiled from the National Fire Incident Reporting System (NFIRS) data collection system. Other statistics are provided by the District Attorney's Office and the San Francisco Police Department. Timing: Data is collected daily and reported on monthly and biannually.,Above target is positive,General,260,293,126,255,300,260,300,300, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE INVESTIGATION,Determine the causes of fire in an effective and efficient manner,FIR.AEE.01.617.617,Total arson arrests,"Total adults arrested for arson. Measure does not include juvenile fire setters, who are sentenced differently and often admitted into community service/rehabilitation programs.","Collection Method: Accounting of Fire Investigation reporting factors, from Bureau of Fire Investigation, SFPD and District Attorney records. Verified by the Captain of the Bureau of Fire Inspection. Timing: Data is collected daily and reported on monthly and biannually.",Above target is positive,General,27,39,11,28,30,30,30,30, ,,A Public Protection,Yes,No,No,No,No,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE INVESTIGATION,Determine the causes of fire in an effective and efficient manner,FIR.AEE.01.616.616,Total number of arson incidents,"NEW in Budget FY07. Total number of arson incidents. Arson investigators respond to every greater alarm (2nd Alarm Fire or Higher) and all suspicious fires. After an examination of the evidence on the scene and appropriate additional investigative work, the investigator will determine whether it is arson.",Collection Method: Recorded by Arson Investigators located at Evans street. Timing: Data is collected daily and reported on monthly and biannually.,On target is positive,General,116,123,39,89,140,100,140,140, ,,A Public Protection,Yes,No,No,No,No,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE PREVENTION,Prevent fire through inspection and permit services,FIR.AED.01.613.613,Number of inspections made,"Number of inspections completed. Inspections include referrals, complaints, violation re-inspections, permit approval, school inspections, and high-rise building annual inspections.",Collection Method: Inspections tracked in Fire Prevention Database located at SFFD Headquarters. Timing: Inspections are processed daily. Database reports are available as needed.,Above target is positive,General,15849,16866,9333,16742,14000,14000,14000,14000, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE PREVENTION,Prevent fire through inspection and permit services,FIR.AED.01.614.614,Number of inspections resulting in violation,"The BFP Inspection Team during the course of its various inspections may issue a Notice of Violation when a violation of the fire code and other related codes, standards, or ordinances has been disclosed. A reinspection of the violation, which is charged against the property owner or violator, will be conducted until such time that the violation has been abated.",Collection Method: Tracked in database at Fire HQ Timing: Information is processed daily. Database reports are available as needed.,Below target is positive,General,166,60,34,54,100,100,100,100, ,,A Public Protection,Yes,No,No,No,No,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE PREVENTION,Prevent fire through inspection and permit services,FIR.AED.01.610.610,Number of new fire permits issued,"The BFP's Permit Section is responsible for inspecting special occupancies and reviewing plans for events prior to issuance of a fire permit . In cooperation with the Dept. of Public Health, the Section also inspects installation and removal of underground or aboveground fuel tanks. The Section also conducts annual inspection of renewal permits collected for the SFFD by the License Bureau of the Tax Collector's Office.",Collection Method: The Permit Section's secretary monitors and maintains records of all new permits issued by the Section. The 4 inspectors assigned to the Section submits inspection reports that are entered into the inspection database. Timing: Permits are processed daily. Database reports are available as needed.,Above target is positive,General,3963,3847,1771,3775,4000,4000,4000,4000, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE PREVENTION,Prevent fire through inspection and permit services,FIR.AED.01.611.611,Number of plans reviewed and approved,"The BFP's Plan Check Section is assigned to check plans for alterations and new construction of buildings for compliance with the law and ordinances related to egress, fire protection, and fire spread control. The Section also provides technical information to the public, conducts water flow tests, and attends pre-application meetings for input. The processing of construction plans produces inspection for the BFP Inspection Team, which in return generates revenue.",Collection Method: The Plan Check Section has an office at Dept. of Building Inspection on Mission Street and shares a database with DBI on plans. The DBI collects fees for the SFFD. The SFFD also collects additional fees (when needed) for the required inspection of the job. Timing: Permits are processed daily. Database reports are available as needed.,Above target is positive,General,9399,10488,6477,12453,7000,7000,7000,7000, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE PREVENTION,Prevent fire through inspection and permit services,FIR.AED.01.612.612,Number of violation re-inspections made,"The BFP Inspection Team during the course of its various inspections may issue a Notice of Violation when a violation of the fire code and other related codes, standards, or ordinances has been disclosed. A reinspection of the violation, which is charged against the property owner or violator, will be conducted until such time that the violation has been abated.",Collection Method: The BFP Inspection Team submits inspection reports of the Notice of Violation issued and the follow-up inspections that were entered into a database. The Program's secretary monitors and processes bills/notices to the violators or property owners. Timing: Inspection reports are processed daily. Database reports are available as needed.,Above target is positive,General,277,220,135,197,300,120,300,300, ,,A Public Protection,Yes,No,No,No,No,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE SUPPRESSION,Respond timely to calls for emergency assistance,FIR.AEC.01.600.600,Number of Code 2 (Non Emergency) Incidents,"All incidents responded to with the flow of traffic, without lights and sirens. These calls include medical, fire and service calls.",Collection Method: Data is collected from the Emergency Communications Department's (ECD) 911 (Computer Aided Dispatch) CAD. Raw CAD data is stored at the ECD. CAD data analysis reports are stored at SFFD Headquarters. Timing: Data is available daiily. Information is reported on twice a year.,On target is positive,General,39585,47250,23228,47209,42000,42000,42000,7000, ,,A Public Protection,Yes,No,No,No,No,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE SUPPRESSION,Respond timely to calls for emergency assistance,FIR.AEC.01.598.598,Number of Code 3 (Emergency) Incidents,All emergency incidents that are responded to with lights and sirens.,Collection Method: Data is collected from the Emergency Communications Department's (ECD) 911 Computer Aided Dispatch (CAD). Raw Computer Aided Dispatch (CAD) data is transferred from the ECD and stored at SFFD Headquarters. CAD data analysis reports are stored at SFFD Headquarters. Timing: Data is available daily. Information is reported on twice a year.,On target is positive,General,80470,73213,37282,74438,78000,78000,78000,13000, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE SUPPRESSION,Respond timely to calls for emergency assistance,FIR.AEC.01.599.599,Number of fires extinguished,Number of fires encountered by units when arriving on scene. Measures all fires.,Collection Method: Data is collected from the Department's National Fire Incident Reporting System (NFIRS) Record Management System. Raw data is stored at the ECD. NFIRS data analysis reports are stored at SFFD Headquarters. Timing: Data is available daily. Information is reported on twice a year.,Above target is positive,General,3623,3652,1475,3144,3400,3400,3400,3400, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE SUPPRESSION,Respond timely to calls for emergency assistance,FIR.AEC.01.607.607,"Roll time of first ALS-capable company to Code 3 incidents requiring possible medical care, in seconds - 90th Percentile",SFFD EMS first ALS response time is measured from the time the PSAP (Public Safety Answering Point) notifies the first response unit until the first arriving Advanced Life Support engine or medic unit arrives on the scene. Turnout time (to get gear and get on rig) is included in these measurements.,Collection Method: Data is collected from the Emergency Communications Department's (ECD) 911 CAD. Raw CAD data is stored at the ECD. CAD data analysis reports are stored at SFFD Headquarters. Timing: Data is available daiily. Information is reported on twice a year.,Below target is positive,General,314,325,413,413,420,420,420,420, ,,A Public Protection,Yes,No,No,No,No,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE SUPPRESSION,Respond timely to calls for emergency assistance,FIR.AEC.01.606.606,"Roll time of first defibrillation-capable company to Code 3 incidents requiring possible medical care, in seconds - 90th percentile","SFFD EMS first unit response time is measured from the time the PSAP (Public Safety Answering Point) notifies the first response unit until the first arriving engine, truck or rescue company arrives on the scene. Turnout time (to get gear and get on rig) is included in these measurements.",Collection Method: Data is collected from the Emergency Communications Department's (ECD) 911 CAD. Raw CAD data is stored at the ECD. CAD data analysis reports are stored at SFFD Headquarters. Timing: Data is available daiily. Information is reported on twice a year.,Below target is positive,General,303,308,341,341,300,300,300,300, ,,A Public Protection,Yes,No,No,No,No,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE SUPPRESSION,Respond timely to calls for emergency assistance,FIR.AEC.01.608.608,"Roll time of first transport-capable company to Code 3 incidents requiring possible medical care, in seconds - 90th Percentile",SFFD EMS first transport response time is measured from the time the PSAP (Public Safety Answering Point) notifies the first response unit until the first arriving medic unit or ambulance arrives on the scene. Turnout time (to get gear and get on rig) is included in these measurements.,Collection Method: Data is collected from the Emergency Communications Department's (ECD) 911 CAD. Raw CAD data is stored at the ECD. CAD data analysis reports are stored at SFFD Headquarters. Timing: Data is available daiily. Information is reported on twice a year.,Below target is positive,General,552,584,706,706,600,600,600,600, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE SUPPRESSION,Respond timely to calls for emergency assistance,FIR.AEC.01.602.602,"Roll time of first unit to respond to Code 3 incidents, in seconds - 90th percentile","All calls dispatched to fire suppression staff, code 3 (emergency), measured from dispatch time the PSAP (Public Safety Answering Point) notifies the first response unit until the first arriving unit arrives on the scene. Roll Time includes turnout time as a component of overall response time. 90th Percentile. Measure of the total response that the Department controls.",Collection Method: Data is collected from the Emergency Communications Department's (ECD) 911 CAD. Raw CAD data is stored at the ECD. CAD data analysis reports are stored at SFFD Headquarters. Timing: Data is available daiily. Information is reported on twice a year.,Below target is positive,General,308,309,338,338,300,300,300,300, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE SUPPRESSION,Respond timely to calls for emergency assistance,FIR.AEC.01.604.604,"Roll-time of first unit to respond to possible non-medical Code 3 incidents, in seconds - 90th percentile",Response time is measured from the time the PSAP (Public Safety Answering Point) notifies the first response unit until the first arriving unit arrives on the scene. Turnout time (to get gear and get on rig) is included in these measurements.,Collection Method: Data is collected from the Emergency Communications Department's (ECD) 911 CAD. Raw CAD data is stored at the ECD. CAD data analysis reports are stored at SFFD Headquarters. Timing: Data is available daiily. Information is reported on twice a year.,Below target is positive,General,316,309,333,333,300,300,300,300, ,,A Public Protection,Yes,No,No,No,No,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE SUPPRESSION,Respond timely to calls for emergency assistance,FIR.AEC.01.597.597,Total number of responses to emergency incidents,All Department Responses to emergency incidents. Each incident may have more than one unit responding to it. This includes all Department apparatus.,Collection Method: Data is collected from the Emergency Communications Department's (ECD) 911 Computer Aided Dispatch (CAD). Raw CAD data is stored at the ECD. CAD data analysis reports are stored at SFFD Headquarters. Timing: Data is available daily. Information is reported on twice a year.,Above target is positive,General,268238,266923,77784,215280,258000,258000,258000,252000, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE SUPPRESSION,Respond timely to calls for emergency assistance,FIR.AEC.01.609.609,"Total response time (CRI) of first unit to Code 2 incidents, in seconds - 90th percentile","CRI (from call received to arrival on the scene), first unit to respond to code 2 incidents; time in seconds -- 90th percentile. CRI=""Critical Response Interval""",Collection Method: Data is collected from the Emergency Communications Department's (ECD) 911 Computer Aided Dispatch (CAD). Raw CAD data is stored at the ECD. CAD data analysis reports are stored at SFFD Headquarters. Timing: Data is available daiily. Information is reported on twice a year.,Below target is positive,General,1102,1163,1324,1324,1200,1200,1200,1200, ,,A Public Protection,Yes,No,No,No,No,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE SUPPRESSION,Respond timely to calls for emergency assistance,FIR.AEC.01.605.605,"Total response time (CRI) of first unit to Code 3 incidents requiring possible medical care, in seconds - 90th percentile","All Code 3 calls dispatched requiring possible medical care, measured from call entry (when the fire/EMS call taker answers the call) to arrival on scene by the first responding unit (CRI). (CRI=""Critical Response Interval"") Includes turnout time as a component of overall response time. 90th percentile. Measure represents response of emergency services from the prespective of the public.",Collection Method: Data is collected from the Emergency Communications Department's (ECD) 911 CAD. Raw CAD data is stored at the ECD. CAD data analysis reports are stored at SFFD Headquarters. Timing: Data is available daiily. Information is reported on twice a year.,Below target is positive,General,438,456,510,510,480,480,480,480, ,,A Public Protection,Yes,No,Yes,No,No,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE SUPPRESSION,Respond timely to calls for emergency assistance,FIR.AEC.01.601.601,"Total response time (CRI) of first unit to Code 3 incidents, in seconds - 90th percentile","All calls dispatched to fire suppression staff, code 3 (emergency) measured from call entry (when the fire/EMS call taker answers the call) to arrival on scene by the first responding unit (CRI). (CRI=""Critical Response Interval"") Includes turnout time as a component of overall response time. 90th percentile. Measure represents response of emergency services from the prespective of the public.",Collection Method: Data is collected from the Emergency Communications Department's (ECD) 911 CAD. Raw CAD data is stored at the ECD. CAD data analysis reports are stored at SFFD Headquarters. Timing: Data is available daiily. Information is reported on twice a year.,Below target is positive,General,458,457,507,507,480,480,480,480, ,,A Public Protection,Yes,No,No,No,No,No | |
| FIR,FIRE DEPARTMENT,"Malick, Michelle",FIRE SUPPRESSION,Respond timely to calls for emergency assistance,FIR.AEC.01.603.603,"Total response time (CRI) of first unit to possible non-medical Code 3 incidents, in seconds - 90th percentile","CRI (time from call received to arrival on the scene), first unit to respond to possible non-medical code 3 incidents; time in seconds -- 90th percentile. CRI=""Critical Response Interval""",Collection Method: Data is collected from the Emergency Communications Department's (ECD) 911 CAD. Raw CAD data is stored at the ECD. CAD data analysis reports are stored at SFFD Headquarters. Timing: Data is available daiily. Information is reported on twice a year.,Below target is positive,General,483,457,503,503,500,500,500,500, ,,A Public Protection,Yes,No,No,No,No,No | |
| HRC,HUMAN RIGHTS COMMISSION,"Ahern, Mullane",Administration,Performance Appraisals,HRC-ADM-1,# of employees for whom performance appraisals were scheduled ,This number represents the total number of employees for whom performance appraisals were scheduled ,Enter the total number of employees for whom performance appraisals were scheduled ,Above target is positive,General,35,10,11,11,11,10,12,10, ,,,No,No,No,No,No,No | |
| HRC,HUMAN RIGHTS COMMISSION,"Ahern, Mullane",Discrimination Division,"Address complaints of discrimination in employment, housing and public accommodations within the City and County of San Francisco",HRC-DISCRIM-1,Total Inquiries & Intakes,"This number represents the total number of inquiries and intakes, regardless of outcome, processed by the Human Rights Commission Discrimination Division. ","Enter the total number of inquiries and intakes, regardless of outcome, processed by the Human Rights Commission Discrimination Division during each fiscal quarter beginning on the first day of each quarter and ending on the last day of the quarter ",Above target is positive,General,1479,1560,767,1353,1700,1000,1000,1000, ,,,No,No,No,No,Yes,No | |
| HRC,HUMAN RIGHTS COMMISSION,"Ahern, Mullane",Discrimination Division,"Address complaints of discrimination in employment, housing and public accommodations within the City and County of San Francisco",HRC-DISCRIM-2,Total Number of Complaints Filed,This number represents the total number of inquiries and intakes that led to a filing of a formal complaint by the Human Rights Commission Discrimination Division on behalf of a complainant. ,Enter the total number of inquiries and intakes that led to the filing of a formal complaint by the Human Rights Commission Discrimination Division during each fiscal quarter beginning on the first day of each quarter and ending on the last day of the quarter. ,Above target is positive,General,95,121,30,86,150,100,100,100, ,,,No,No,No,No,Yes,No | |
| HRC,HUMAN RIGHTS COMMISSION,"Ahern, Mullane",Discrimination Division,"Address complaints of discrimination in employment, housing and public accommodations within the City and County of San Francisco",HRC-DISCRIM-3,Total Number of Complaints Filed and Settled,This number of represents the total number of complaints filed by the Human Rights Commission Discrimination Division on behalf of a complainant which HRC mediated and settled to the satisfaction of all parties to the complaint during each fiscal quarter beginning on the first day of each quarter and ending on the last day of the quarter. ,Enter the total number of complaints filed by the Human Rights Commission Discrimination Division on behalf of a complainant which HRC mediated and settled to the satisfaction of all parties to the complaint during each fiscal quarter beginning on the first day of each quarter and ending on the last day of the quarter. ,Above target is positive,General,20,23,10,15,29,10,10,10, ,,,No,No,No,No,Yes,No | |
| HRC,HUMAN RIGHTS COMMISSION,"Ahern, Mullane",Policy & Social Justice Division,"Collaborate with City, Federal and State agencies, educational institutions, CBOs and members of the community to address a wide range of civil rights and other related social justice issues affecting SF residents.",KPI1019979968880,"Number of Education, Training & Awareness Events by HRC",,,Above target is positive,General,0,8,5,5,12,30,12,30, ,,,No,No,No,No,No,No | |
| HRC,HUMAN RIGHTS COMMISSION,"Ahern, Mullane",Policy & Social Justice Division,"Collaborate with City, Federal and State agencies, educational institutions, CBOs and members of the community to address a wide range of civil rights and other related social justice issues affecting SF residents.",KPI10200910193821,Number of Public Meetings and Forums by HRC in the Community,,,Above target is positive,General,0,17,14,30,16,20,16,20, ,,,No,No,No,No,No,No | |
| HRC,HUMAN RIGHTS COMMISSION,"Ahern, Mullane",Policy & Social Justice Division,"Collaborate with City, Federal and State agencies, educational institutions, CBOs and members of the community to address a wide range of civil rights and other related social justice issues affecting SF residents.",KPI1019989973591,Number of Reoccurring Committee and Collaborative Meetings staffed by HRC,,,Above target is positive,General,0,133,59,140,80,125,80,125, ,,,No,No,No,No,No,No | |
| HRC,HUMAN RIGHTS COMMISSION,"Ahern, Mullane",Policy & Social Justice Division,"Collaborate with City, Federal and State agencies, educational institutions, CBOs and members of the community to address a wide range of civil rights and other related social justice issues affecting SF residents.",KPI1019969960893,Number of Resolutions & Letters of Support Issued by HRC,,,Above target is positive,General,0,0,24,24,4,2,4,2, ,,,No,No,No,No,No,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",CLASS AND COMPENSATION,Maintain an efficient and effective Classification Plan,HRD.FD1.01.661.661,Number of position classifications in the Civil Service Plan,Number of job codes/position classifications in the Civil Service Plan.,Collection Method: Data are stored in the City's Human Resources Information System (queried from the ASOXP db using the Job Code Index report. SF_JOB_INDEX_COMMN. Includes Board/Commissioner classes 0110-0118). Timing: Data are available at any time.,Below target is positive,General,1079,1158,1113,1113,1158,1158,1158,1158,"After accommodation of PERS and SFRA classifications, expectation that return to consolidation shall occur which corresponds to the reductions in future fiscal years.",,F General Administration & Finance,Yes,No,No,No,No,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",CLASS AND COMPENSATION,Provide high quality compensation services,HRD.FC4.03.657.657,Percent of wage rate calculations not requiring pay corrections,Percent of off-matrix (i.e. manual) salary grade calculations that are calculated correctly and do not result in either underpayment or overpayment of employees. The number of erroneous pay grades under which employees were paid divided by the total number of manually-calculated pay grades in the period.,Collection Method: Staff will track errors; total manual salary grade calculations are available by counting the number of salary grades with alphabetic characters in them. (Matrix grades use only numbers.) Timing: Will be reported at fiscal year end.,Above target is positive,Percent,0.99,0.99,1,1,0.99,0.99,0.99,0.99,Expertise and thoroughness allows for expectation of 100%.,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,HRD.XXX.01.667.667,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in DHR for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: Historically tracked in spreasheet, but moving to new Employee Review panel in the City's Human Resources Information System. Timing: DHR completes performance appraisals on a calendar year cycle. Data are available within the first quarter of the calendar year.",Above target is positive,General,0,0,0,0,124,0,124,0, ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,HRD.XXX.01.668.668,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in DHR for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: Historically tracked in spreasheet, but moving to new Employee Review panel in the City's Human Resources Information System. Timing: DHR completes performance appraisals on a calendar year cycle. Data are available within the first quarter of the calendar year.",Above target is positive,General,0,0,0,0,124,0,124,0, ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",EMPLOYEE RELATIONS,Achieve human resources policy objectives,HRD.FC4.02.656.656,Percent of identified policy initiatives implemented through MOUs and other mechanisms,"The proportion of policy initiatives identified at the start of the fiscal year that are incorporated into labor agreements (MOUs) or adopted through other mechanisms during the year, including ordinances, Charter provisions, Civil Service Rules, and administrative policies and procedures.",Collection Method: Policy goals and initiatives will be set at the beginning of the fiscal year and tracked for implementation. Timing: Achievement of the goals in a fiscal year will be evaluated at fiscal year end.,Above target is positive,Percent,0,1,0.9,0.9,0.75,1,0.75,0.75,"1. DHR successfully negotiated 30 successor MOUs and 4 MOU amendments. 2. DHR successfully hired excellent outside negotiators and other staff necessary to carry out negotiations. DHR focused on improving our internal communications and clarifying lines of authority to help ensure uniformity in approach across different bargaining tables. DHR greatly improved the weekly coordination meetings to communicate important information to negotiators, while also allowing the City's negotiators a forum to discuss issues that they were encountering at their tables. 3. DHR worked closely with the Mayor’s Office, Board of Supervisors and the Controller’s Office to prioritize three issues: Paperless Pay; cash-out of CTO under certain circumstances (such as when rank and file employees promote); and health care. All unions with open contracts agreed to Paperless Pay. Not every union agreed to new CTO caps and cash-out rules, but most did. And all unions except two agreed to go to (or remain in) the 93/93/83% model for health care premiums. (Arbitration awards resulted in different results for SEIU 1021 and Laborers Local 261 – the unions representing the lowest base salary workers in the City). ",,F General Administration & Finance,Yes,No,No,No,No,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",EMPLOYEE RELATIONS,Facilitate stable and productive employee-employer relations,HRD.FC4.01.655.655,Percent of grievances proceeding to arbitration in which the City prevails,Percent of grievances proceeding to arbitration in which the City prevails,"Collection Method: DHR, Employee Relations Division uses Microsoft Excel to track grievances. Each grievance is assigned a unique number, and its resolution is coded in the ""disposition"" field. Timing: Data on status of grievances are available at any time.",Above target is positive,Percent,0.45,0.69,0.57,0.57,0.65,0.65,0.65,0.6,"Out of 36 full and expedited arbitration decisions from (7/1/13-6/30/14), the City prevailed in 20.5 and the Union in 15.5. (“Split decision,” resulted in .5 being credited to both the City and the Union; and there were 11 split decisions.) Counting the split decisions, the City prevailed on 16.5 out of 29 disciplinary arbitrations (or 57%) and 4 contract interpretation arbitrations out of 7 (or 57%). In the non-disciplinary cases, the parties went arbitrated on issues such as reassignment, shift bids, lunch/rest breaks and overtime rotation policies.",,F General Administration & Finance,Yes,No,No,No,No,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",EQUAL EMPLOYMENT OPPORTUNITY,Provide City employees with a discrimination-free workplace,HRD.FC8.01.660.660,Percentage of discrimination complaints investigated within 6 months of receipt,Complaints completed during the fiscal year and completed within six months of filing. Excludes MTA complaints.,"Collection Method: Claimants and Departments report discrimination complaints to DHR. DHR logs complaints recording the date of filing and assigns the complaints for review and investigation. Upon completion, the HR Director's resolution of the complaint and date of such resolution is recorded. Timing: Data on status of current complaints is available at any time.",Above target is positive,Percent,0.74,0.54,0.68,0.68,0.7,0.7,0.7,0.7,Sixty-eight percent of complaints filed in FY13/14 which investigations were concluded within the 180 day time frame (percentage does not include complaints filed in Q3 and Q4 which are still being investigated within the 180 time frame).,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",RECRUIT/ ASSESS/ CLIENT SERVICES,Streamline the examination process to facilitate permanent appointment and maintain low level of provisional appointment,HRD.FC5.01.659.659,"Average time between examination announcement closing and list adoption, in months","The average (mean) number of calendar days (for all recruitments leading to permanent, civil service employment), representing the time period between the final closing date of a non-continuous recruitment (i.e., a discrete announcement for a job opportunity) and the adoption date of the eligible list produced as a result of that recruitment (from which hires are made). ","Collection Method: An automated applicant and announcement system (JobAps) collects the data, from which reports can be run. From these reports, the announcement closing date value (i.e., the last date to file an application for the announcement) is subtracted from the list adoption date value (the date the list of qualified eligibles/candidates is made public) and the average number of days is then determined across all lists. This number is then divided by 30 to convert the time period from days to months. The measure is typically assessed at the end of each fiscal year. ",Below target is positive,General,1.8,2.06,2.37,2.37,2.5,2.5,2.3,2.4,"While 2.3-2.4 months continues to be the baseline, DHR is particularly pleased with 2.37 months last year in light of the fact that it resulted in the highest number of exams per year (472), even though staffing levels essentially remained unchanged. ","143 recruitments from July-Dec 13/14 were completed on average (median) within 2.06 months (essentially our original estimate). These 143 exams (70% of all exams) were processed much faster as Position-Based Tests (PBT). Another 60 examinations (30% of the overall total) were processed through the slower Class-Based Test (CBT) process. Since the ratio of PBTs to CBTs has stabilized ( 70% vs. 30% respectively) over the last several years, we now anticipate that the average time would normally be closer to 2.3 months than to our original estimate of 2.0 months. However, we are experiencing system (JobAps) delays during the second half of this fiscal year. Consequently, we believe our exam production time frames for FY 13/14 overall may slightly increase.",F General Administration & Finance,Yes,No,No,No,Yes,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",RECRUIT/ ASSESS/ CLIENT SERVICES,Streamline the examination process to facilitate permanent appointment and maintain low level of provisional appointment,HRD.FC5.01.658.658,Percentage of employees citywide that are provisional,Percentage of Provisional appointments to total workforce excluding employees with as-needed work schedules.,"Collection Method: Human Resources Information System query MRG_TPV_APPTS data divided by query MRG_SUCCESSION_PLAN_DEPT data and SFMTA business units, excluding as-needed employees and employees of the Community College and School Districts. Run query 2 weeks after end of measurement period to include backdated appointment changes, particularly retirements. Note: Civil Service Commission report also excludes provisional appointments in MTA service critical classes. Timing: Query can be run at any time, but especially at fiscal year end, it is important to wait two weeks after measurement period end to capture retirements and other changes.",Below target is positive,Percent,0.015,0.0096,0.0108,0.0108,0.012,0.0101,0.014,0.014,"DHR and other City agencies have been aggressive in their efforts to issue eligible lists for jobs where provisional employees exist. Also, DHR carefully and consistently reviews requests for provisional recruitments against established, firm criteria. The number of class codes that contain provisional employees is also declining because most City agencies that have been delegated recruitment/assessment responsibility have been better able to keep pace with requests to fill positions.",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",WORKERS COMPENSATION,Provide a safe and healthy work environment,HRD.FDE.02.666.666,Claims per 100 FTEs (full time equivalents),"The number of claims filed per 100 FTEs (full time equivalents) during the measurement period, excluding MTA and future medical claims.","Collection Method: Claims data are stored in VOS, the City's claims management information system. FTE counts are available from Financial Reporting (EIS) 80.001 Labor Report. Timing: Data are available on an ongoing basis.",Below target is positive,General,6.6,11.44,10.27,10.27,13,13,12.5,12.5,"Claims per FTE show a positive downward trend, a 16.84% drop in the City and County of San Francisco Workers' Compensation injury rate over 6 years.",,F General Administration & Finance,Yes,No,No,No,No,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",WORKERS COMPENSATION,Resolve employee Workers Compensation claims in a timely and effective manner,HRD.FDE.01.664.664,Average rating by departments of their claims administration services (1-5 scale).,"Measure implemented in FY04-05: Percentage of departmental workers' compensation coordinators (WCC) that answer excellent or good, on a 4-point scale (excellent, good, fair or poor). 8/31/05: Changed by DHR to an average satisfaction rating by departments using a 5 point scale, which matches the scale used in other DHR surveys (1=fair, 3=average, 5=excellent).","Collection Method: After the close of the fiscal year, WCC's are asked to complete a brief email survey on the quality of claims administration services (overall, and separately by Workers Compensation Division and the third party administrator). Timing: The survey is only conducted at fiscal year end. Data availability depends on timeliness of survey responses, but is generally within 8 weeks of the fiscal year end.",Above target is positive,General,0,4.17,4.58,4.58,4.4,4.79,4.8,4.8,"The average rating for Workers' Compensation (""WCD"") was 4.58 and the average rating for the Third Party Administrator (""TPA"") was 4.33. A survey was conducted to determine satisfaction with claims handling services. Twelve departments responded for WCD, 9 for the TPA. The value reflects the average score from 1 (low satisfaction) to 5 (high satisfaction). Results are positive, and reflect some improvement in the department’s assessment of the claims administration services that are provided.",The Department expects the Department value to remain the same and for the TPA value to increase slightly.,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",WORKERS COMPENSATION,Resolve employee Workers Compensation claims in a timely and effective manner,HRD.FDE.01.663.663,Workers' Compensation claims closing ratio,Indemnity claims closed as a percentage of new and reopened claims,"Collection Method: Include new, reopened and closed claims. Claims data are stored in VOS, the City's claims management information system. Timing: Data are available at any time.",Above target is positive,Percent,1.09,0.95,1.07,1.07,1,1,1.05,1.05,"The Workers' Compensation closing ratio was 107%. The Third PartyAadministrator (""TPA"") closing ratio was 99.17%. The Workers’ Compensation internal claims division experienced a 107% closing ratio, exceeding the goal for FY 2013-14. The TPA at 99.17% is slightly lower and almost reaches the goal. Oversight of the TPA has been restructured for FY 2014-15 and we expect their performance to exceed the goal at the next reporting opportunity.",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",WORKFORCE DEVELOPMENT,All City employees have a current performance appraisal,HRD.FAR.02.652.652,Number of City employees for whom appraisals were scheduled,"This is the total number of employees in all departments for whom performance appraisals were scheduled. Definition supplied to departments in February 2006, ""New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.""","Collection Method: Data collected from individual departments under the program code: ""XXX - Non program,"" Goal 01, Measure 01. Timing: November of each year (annually). Data are collected from departments, who perform appraisals on a variety of evaluation cycles (calendar year, fiscal year, anniversary date) and require different amounts of time to collect data. In order to provide the most complete view, data will be reported annually in November.",Above target is positive,General,0,0,20478,20478,26420,0,26420,26420,This figure is based upon the responses DHR received from City departments.,,F General Administration & Finance,Yes,No,No,No,No,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",WORKFORCE DEVELOPMENT,All City employees have a current performance appraisal,HRD.FAR.02.653.653,Number of City employees for whom scheduled annual appraisals were completed,"This is the total number of applicable employees in all City departments for whom performance appraisals were conducted and completed during the fiscal year. ""Completed"" means an appraisal form was filled out and filed in the employee's personnel file. Definition provided to departments in February 2006, ""This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.""","Collection Method: Data collected from individual departments under the program code: ""XXX - Non program,"" Goal 01, Measure 02. Timing: November of each year (annually). Data are collected from departments, who perform appraisals on a variety of evaluation cycles (calendar year, fiscal year, anniversary date) and require different amounts of time to collect data. In order to provide the most complete view, data will be reported annually in November.",Above target is positive,General,0,0,16279,16279,26420,0,26420,26420,This figure is based upon the responses DHR received from City departments.,,F General Administration & Finance,Yes,No,No,No,No,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",WORKFORCE DEVELOPMENT,All City employees have a current performance appraisal,HRD.FAR.02.654.654,Percentage of employees for whom scheduled annual appraisals were completed,"This is the percentage of the number of applicable employees in all City departments for whom performance appraisals were scheduled and completed during the fiscal year. ""Completed"" means an appraisal form was filled out and filed in the employee's personnel file.","Collection Method: Total completed appraisals divided by the number of applicable employees (for whom appraisals were scheduled during the applicable time period). Data are collected from individual departments under the program code: ""XXX - Non program,"" Goal 01. Timing: November of each year (annually). Data are collected from departments, who perform appraisals on a variety of evaluation cycles (calendar year, fiscal year, anniversary date) and require different amounts of time to collect data. In order to provide the most complete view, data will be reported annually in November.",Above target is positive,Percent,0,0,0.795,0.795,1,0,1,1,This figure is based upon the responses DHR received from City departments.,,F General Administration & Finance,Yes,No,No,No,No,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",WORKFORCE DEVELOPMENT,Provide high quality training to employees,HRD.FAR.01.649.649,Average rating of DHR workshops by participants (1-5 scale),Average rating on a scale from 1-5 that participants provide at the end of DHR training.,"Collection Method: Participant Feedback Worksheet, Question 1 -- ""How would you rate the workshop as a whole?"" The Worksheet uses a 5-point scale: 1=fair, 3=average, 5=excellent. This Worksheet has been used by the training staff for several years. Timing: Data are available at any time.",Above target is positive,General,4.4,4.65,0,4.65,4.4,4.4,4.5,4.5,The department provided high quality training to employees by its training staff throughout the year.,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",WORKFORCE DEVELOPMENT,Provide high quality training to employees,HRD.FAR.01.651.651,Number of training hours delivered,"Number of training hours delivered by DHR staff, DHR online workshops, and through City University. A training hour is equivalent to one person in training for one hour.","Collection Method: Class attendance is recorded in OnTrack, the Workforce Development team's class registration software. Class hours delivered through special assignments are recorded separately. Beginning in Q2 of FY13-14, class attendance will be recorded in the PeopleSoft Enterprise Learning Management System. The number of attendees and hours per class are multiplied and added to provide total training hours. Enrollment in City University is tracked in Excel. Timing: DHR data are available three weeks after the end of each quarter. City University figures are available after the enrollment period closes (fall, spring, and summer term). Data for summer and fall terms will be reported in July-December actuals, and data for spring term will be reported in July-June submission.",Above target is positive,General,6724,17200,14618,14618,26000,26000,0,20000,"The department provided high quality training to employees by its training staff and the City University program throughout the year. However, this fiscal year the training staff spent a significant amount of time revising the content and delivery method of the citywide supervisory training program, 24-PLUS for Supervisors and Managers. Due to the priority of delivering the Enhanced 24-PLUS program and the limited resources available, the number of training hours delivered decreased.",,F General Administration & Finance,Yes,No,No,No,No,No | |
| HRD,HUMAN RESOURCES,"Lewis, Brent",WORKFORCE DEVELOPMENT,Provide high quality training to employees,HRD.FAR.01.650.650,Participants' average rating of usefulness and practicality of DHR workshops to their jobs (1-5 scale),Average rating on a scale from 1-5 that participants provide at the end of DHR training. This proposed measure identifies training that employees consider useful and practical to their jobs.,"Collection Method: Participant Feedback Worksheet: ""How would you rate the usefulness and practicality of this workshop to your job?"" The Worksheet uses a 5-point scale: 1=poor, 3=average, 5=excellent. Timing: Data are available at any time.",Below target is positive,General,4.4,4.65,0,4.65,4,4,4.5,4.5,The department provided high quality training to employees by its training staff throughout the year.,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| HRD,HUMAN RESOURCES,pmadmin,WORKFORCE DEVELOPMENT,Provide high quality training to employees,KPI13178730707878,, Supervisors will take an exam before and after the 24-PLUS workshop. DHR will then measure the percentage of improvement.,24-PLUS workshop examination,Above target is positive,General,,,,,,,,,,,,No,No,No,No,No,No | |
| HSS,HEALTH SERVICE SYSTEM,pmadmin,HEALTH SERVICE SYSTEM,Collect baseline wellness data and develop infrastructure to support wellness,KPI12227257542937,Participation in Health Risk Assessment (HRA),Percentage of CSF employees to complete an HRA with the City selected vendor. ,"Collection Method: Vendor Reports (Target Year 1: 25%, Year 2 30%, Year 3 35%) ",Above target is positive,General,,,,,,,,,,,,No,No,No,No,No,No | |
| HSS,HEALTH SERVICE SYSTEM,pmadmin,HEALTH SERVICE SYSTEM,Collect baseline wellness data and develop infrastructure to support wellness,KPI12227357545307,Percentage of departments with Champions,,,Above target is positive,General,,,,,,,,,,,,No,No,No,No,No,No | |
| HSS,HEALTH SERVICE SYSTEM,pmadmin,HEALTH SERVICE SYSTEM,Educate and empower HSS members,KPI12227457549973,Number of Unique Visitors to http://myhss.org/,Count of number of unique visitors to HSS Website ,Collection Method: Web Hosting Reports ,Above target is positive,General,0,0,39103,111903,0,0,0,0, ,,,No,No,No,No,No,No | |
| HSS,HEALTH SERVICE SYSTEM,pmadmin,HEALTH SERVICE SYSTEM,Educate and empower HSS members,KPI12227657555672,Percent change year over year of digital content provided to HSS members,,,Above target is positive,General,,,,,,,,,,,,No,No,No,No,No,No | |
| HSS,HEALTH SERVICE SYSTEM,"Dodd, Catherine",HEALTH SERVICE SYSTEM,Maintain high accounting standards,HSS.FEE.06.682.682,Number of findings of material weakness in annual audit,Number of audit reports with reportable material weaknesses. KPMG year-end audit and Controller's Office post audits of FAMIS & ADPICS documents.FAMIS is an accounting system used citywide by the City and County of San Francisco. ADPICS is a purchasing system. Purchasing transactions flow from ADPICS into FAMIS.,Collection Method: KPMG Audit Report and Controller's Audit Letter (a letter from auditors to management where any audit issues are addressed),Above target is positive,General,0,0,0,0,0,0,0,0, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| HSS,HEALTH SERVICE SYSTEM,pmadmin,HEALTH SERVICE SYSTEM,Maintain high accounting standards,KPI125386103959252,Percent of purchase orders created after invoice received,,,Above target is positive,General,0,0,0.05,0.167,0,0,0,0, ,,,No,No,No,No,No,No | |
| HSS,HEALTH SERVICE SYSTEM,"Dodd, Catherine",HEALTH SERVICE SYSTEM,Maintain high accounting standards,HSS.FEE.02.676.676,Percentage of accounts current in premium payments (deliquent less than 60 days),"Changed Feb 07 per BOS Dec 2006 hearing. All members are current with their premium payments, and delinquencies if any are not for 60 days or more.",Collection Method: PeopleSoft Query - HSS Office Timing: Delinquencies are identified on a monthly basis and delinquency notices are mailed monthly. Accounts are terminated when payments are not received by specified due date.,Above target is positive,Percent,1,0.99966,0.99,0.99917,1,1,1,1, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| HSS,HEALTH SERVICE SYSTEM,pmadmin,HEALTH SERVICE SYSTEM,Maintain high accounting standards,KPI12227857559999,Percentage of invoices aged greater than 30 days,City's prompt payment policy requires payment of invoices within 30 days of receipt. This measure shows the percentage of invoices (voucher payables) older than 30 days. ,"Collection Method: EIS Continuous Monitoring Report ""Invoice Aging Against Purchase Orders"" ",Above target is positive,General,0,0,0,0,0,0,0,0, ,,,No,No,No,No,No,No | |
| HSS,HEALTH SERVICE SYSTEM,"Dodd, Catherine",HEALTH SERVICE SYSTEM,Manage Health Service vendors to improve care and manage costs,HSS.FEE.03.678.678,Percentage of vendor contracts that are current and final for the executed plan year,Percentage of vendor contracts that are final and executed for the current fiscal year,"Collection Method: Manual review of contracts - HSS Offices Timing: Data are available at all times. Contracts include those of medical, dental and vision benefit providers.",Above target is positive,Percent,1,0.57,0.88,0.88,1,1,1,1, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| HSS,HEALTH SERVICE SYSTEM,"Dodd, Catherine",HEALTH SERVICE SYSTEM,Manage Health Service vendors to improve care and manage costs,HSS.FEE.03.677.677,Percentage of vendor contracts that include HSS specific performance guarantees,Percentage of vendor contracts with HSS that include performance guarantees,Collection Method: Manual review of contracts - HSS Offices Timing: Data are available at all times.,Above target is positive,Percent,1,1,1,1,1,1,1,1, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| HSS,HEALTH SERVICE SYSTEM,"Ghotbi, Lisa",HEALTH SERVICE SYSTEM,Strive for excellence in member interactions (as measured by established targets),HSS.FEE.01.671.671,Average lobby wait time (in minutes),Average customer wait time in the lobby.,Collection Method: Member sign-in sheets showing member arrival time and the time HSS staff provided assistance. Records are at HSS Office. Timing: Sign-in sheets are compiled daily and summarized on a monthly basis.,Below target is positive,General,4.33333,6.08333,0,0,10,4,10,10, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| HSS,HEALTH SERVICE SYSTEM,"Ghotbi, Lisa",HEALTH SERVICE SYSTEM,Strive for excellence in member interactions (as measured by established targets),HSS.FEE.01.669.669,Average time to answer telephone calls (in seconds),"Average amount of time to answer telephone calls, in seconds. Industry standard is less than 30 seconds.",Collection Method: ACD Call Monitoring System prints reports showing the number of calls received for specified period and the average speed to answer. ACD Call Monitoring System is scheduled to be replaced latter part of FY06-07 Timing: Data are available immediately after the end of the reporting date. Reports are generated at least weekly. 1/28/08. The ACD Call Monitoring System was replaced in July 2007 with the AVAYA Call Management System and reports are generated monthly. 3/16/09: This metric is the average time callers waited to get an answer from an agent.,Below target is positive,General,24.5,57.41667,12,14.38143,30,30,30,30, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| HSS,HEALTH SERVICE SYSTEM,"Ghotbi, Lisa",HEALTH SERVICE SYSTEM,Strive for excellence in member interactions (as measured by established targets),HSS.FEE.01.670.670,Call abandonment rate,Call abandonment rate. Industry standard is less than 5%.,Collection Method: ACD Call Monitoring System prints reports showing the number of calls abandoned. ACD Call Monitoring System with Data available immedicately after the end of the reporting period. Reports are generated at least weekly. 1/28/08: The ACD Call Monitoring System was replaced by AVAYA Call Management System in July 2007 and reports are generated monthly. 3/16/09: Abandonment rate is the percentage of callers who hang up before receiving an answer. ,Below target is positive,Percent,0.028,0.13,0.005,0.016,0.05,0.03,0.05,0.05, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| HSS,HEALTH SERVICE SYSTEM,"Ghotbi, Lisa",HEALTH SERVICE SYSTEM,Strive for excellence in member interactions (as measured by established targets),HSS.FEE.01.673.673,Percentage of appeals responded to within 30 days and appeals not reaching the Health Service Board,Changed Feb 07 per BOS Dec 2006 hearing.,"Collection Method: Manual Log at HSS Office Timing: Appeals are logged as received, staff works on research and resolution and logs appropriate date(s). Data is compiled as received. Appeals can include areas of eligibility, benefit coverage, and benefit payments. ",Above target is positive,Percent,1,0.99167,0,1,0.95,0.95,0.95,0, ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| HSS,HEALTH SERVICE SYSTEM,"Ghotbi, Lisa",HEALTH SERVICE SYSTEM,Strive for excellence in member interactions (as measured by established targets),HSS.FEE.01.674.674,Percentage HSS Participation at SFERS Retirement Seminars,Count of times HSS staff attended SFERS Retirement seminars when HSS are scheduled to make presentations.,Collection Method: Manual Log of scheduled SFERS Retirement Seminars when HSS is scheduled to make presentations Timing: Data available at all times,Above target is positive,Percent,1,1,1,1,1,0.95,1,0, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| HSS,HEALTH SERVICE SYSTEM,"Ghotbi, Lisa",HEALTH SERVICE SYSTEM,Strive for excellence in member interactions (as measured by established targets),HSS.FEE.01.672.672,Percentage of staff who are bilingual,Maintain a good level of staff who are bilingual to support members language needs.,Collection Method: Count of staff who are bilingual Timing: Data available all the time,Above target is positive,Percent,0.62,0.49,0.48,0.48,0.25,0.5,0.25,0.25, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| HSS,HEALTH SERVICE SYSTEM,"Dodd, Catherine",NON PROGRAM,All City employees have a current performance appraisal,HSS.XXX.01.683.683,# of employees for whom performance appraisals were scheduled,"Number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Manual log - HSS offices. Timing: Data are available at all times.,Above target is positive,General,0,0,0,4,38,38,38,38, ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| HSS,HEALTH SERVICE SYSTEM,"Dodd, Catherine",NON PROGRAM,All City employees have a current performance appraisal,HSS.XXX.01.684.684,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Manual log. HSS Offices. Timing: Data are available at all times.,Above target is positive,General,0,0,0,4,38,38,38,38, ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| HSS,HEALTH SERVICE SYSTEM,"Dodd, Catherine",NON PROGRAM,All City employees have a current performance appraisal,HSS.XXX.01.685.685,Percentage of employees who received performance evaluations,"Percentage instead of employee count, per Dec 06 BOS hearing. Percentage of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: Manual Count of performance evaluations completed. Timing: Annual, generally calendar based, evaluation period generally January to December.",Above target is positive,Percent,0,0,0,0.1,1,1,1,1, ,,F General Administration & Finance,Yes,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",ADMINISTRATION,Ensure staff safety in all departmental facilities,KPI87114188526532,Average daily population of staff out on workers compensation,The Juvenile Probation Department has embarked on a process to reduce our workers compensation costs. This measure will assist us in determine our success of reducing this cost.,"Twice/year, the Juvenile Probation Human Resource Department will report on the number of staff out on workers compensation and the total number of staff currently employed by the department.",Below target is positive,Percent,0.048,0.0327,0.0465,0.0465,0.025,0.025,0.025,0.025,"10 employees are on Workers Compensation, which increased by 5 from the previous 6 months.",,A Public Protection,Yes,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",ADMINISTRATION,Provide needed staffing for JPD's two residential services,JUV.ASC.03.718.718,Number of candidates in the counselor work pool for Juvenile Hall and Log Cabin Ranch,Having a sufficient number of available temporary counselors helps ensure institutional post positions are filled when vacancies occur at the lowest possible cost. Temporary staff cost half of the cost of permanent counselors at top step earning overtime.,Collection Method: The Personnel clerical staff maintain a list of eligible counselor staff for Juvenile Hall and Log Cabin Ranch who have met minimum staff requirements. Located within Department Personnel Office. Timing: As-needed report is maintained on a bi-weekly basis.,Above target is positive,General,78,84,69,69,89,60,60,60,There was an increase in separation for employees who were no longer working.,,A Public Protection,Yes,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",ADMINISTRATION,Reduce overtime expenditures in the entire department,JUV.ASC.04.720.720,Annual overtime expenditures,This measures the dollar amount the department spends on overtime each year.,"Collection Method: Controller issues BRPEP reports that show annual results. Department prepares monthly reports, extracting information from FAMIS, Controller BPREP reports and Department reports. Timing: Data is tracked on Famis and TESS..",Below target is positive,Currency,827843,1297926,835582,1485478,1078624,1250174,983389,983389,"Annual overtime expenditures: Annual overtime expenditures in FY2013-14 have increased over FY2012-13. JPD has experienced higher overtime costs in the current and previous fiscal years due to a lack of hiring of permanent staff. JPD hired counselor positions in FY13-14, but the training of newly hired staff involved five weeks of training, requiring overtime to backfill the shifts normally filled by those staff. ",,A Public Protection,Yes,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",ADMINISTRATION,Reduce overtime expenditures in the entire department,JUV.ASC.04.721.721,Number of overtime hours incurred in Juvenile Hall,This tracks the number of overtime hours incurred in Juvenile Hall.,Collection Method: The Payroll section collects the data from the employees' timesheets and TESS. Timing: OT Report is maintained on a bi-weekly basis.,Below target is positive,General,7753,15653,9313,18411,12700,17321,14000,12000,"Overtime hours in JH: Juvenile Hall has been most affected by a lack of permanent staffing and delay in testing for such staffing. Juvenile Hall has experienced higher overtime hours in the current and previous fiscal years due to a lack of hiring of permanent staff. JPD hired counselor positions in FY13-14, but the training of newly hired staff involved five weeks of training, requiring overtime to backfill the shifts normally filled by those staff. ",,A Public Protection,Yes,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,JUV.XXX.01.734.734,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Appraisals are not due until Q3 of each fiscal year.",Completed performance appraisals are kept in the individual employee file in the Personnel Unit of the department.,Above target is positive,General,227,210,213,213,225,216,220,220,All PCS employees are required to have PA done by end of FY.,,A Public Protection,Yes,No,No,No,No,Yes | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,JUV.XXX.01.735.735,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Appraisals are not due until Q3 of each fiscal year.",Completed performance appraisals are kept in the individual employee file in the Personnel Unit of the department.,Above target is positive,General,110,180,155,155,215,210,210,210,Supervisors are still working on completing their appraisals.,,A Public Protection,Yes,No,No,No,No,Yes | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",JUVENILE HALL,Provide a safe and secure environment for staff and detainees,KPI111972626370242,Cost per youth per day - Juvenile Hall,,,Above target is positive,Currency,366,383,420,420,383,383,383,383,"Cost per youth per day: JPD’s costs per youth per day are higher than expected likely due to the low population in both facilities. In Juvenile Hall, the Department has put many diversion programs in place which pushes the population lower. As a result of many fixed costs and staffing cost increases (due to training and overtime), in combination with the low population drives the cost up. ",,,No,No,No,No,Yes,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",JUVENILE HALL,Provide a safe and secure environment for staff and detainees,KPI87551203497107,Percent of Juvenile Justice Center youth grievances processed within two business days after filing,"Providing a safe and secure environment for youth detained in the Juvenile Justice Center is important. By processing youth grievances in a timely manner, small problems will be kept from becoming large problems and can be solved quickly.",The Juvenile Probation Department ombudsman provides a monthly report to the Department's Finance/HR units.,Above target is positive,Percent,0.84,0.87,0.87,0.87,0.97,0.85,0.85,0.85,Grievances within 2 days at JJC: JPD was on target for this measure. A slight improvement has been realized as compared to the initial six months of the year. ,,A Public Protection,Yes,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",JUVENILE HALL,Provide a safe and secure environment for staff and detainees,KPI87117188604140,Percentage of all assaults involving injury to staff,"The Juvenile Justice Center is designed to provide short-term, secure detention for adolescents who present a public safety and/or flight risk while their case proceeds through the juvenile justice system. Providing a safe and secure setting for the staff to work with these adolescents is a key goal for JPD.","Monthly, Juvenile Justice Center staff report to the Juvenile Probation IT director on all assault. This PM measures assaults involving staff that require staff hospitalization due to injury. The Juvenile Hall Director maintains monthly logs as part of the requirements of the State Board of Corrections.",Below target is positive,Percent,0,0,0,0,0,0,0,0,We strive to continue to prevent serious injury to staff. ,,A Public Protection,Yes,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",JUVENILE HALL,Provide a safe and secure environment for staff and detainees,KPI87116188581034,Percentage of all assaults involving serious injury to youth,The Juvenile Justice Center is designed as a short-term facility for adolescents who pose a public safety or flight risk while their case is proceeding through the juvenile justice system. Providing these adolescents with a safe and secure setting is of utmost importance.,"Juvenile Justice staff, on a monthly basis, reports on all assaults which occur. This PM focuses on youth who require hospitalization due to an assault involving in jury. This information is kept by the Juvenile Hall Director as part of the information required by the State Board of Corrections.",Below target is positive,Percent,0,0,0,0,0,0,0,0,Our goal is to continue to provide a safe and secure living environment for both our juveniles and staff. We are enhancing our staff facilitated programming in order to improve communication and trust.,,A Public Protection,Yes,No,No,No,Yes,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",LOG CABIN RANCH,Improve results for residents placed at Log Cabin Ranch,KPI111971626362733,Cost per youth per day - Log Cabin Ranch,,,Above target is positive,Currency,566,696,720,720,0,0,0,0,Cost per youth per day: JPD’s costs per youth per day are higher than expected likely due to the low population.,,,No,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",LOG CABIN RANCH,Improve results for residents placed at Log Cabin Ranch,KPI87104188231898,Percentage of Log Cabin Ranch graduates employed within 60 days of release,Employment upon graduating from Log Cabin Ranch is one of the most important ingredients of a successful aftercare program.,Log Cabin Ranch Probation Officer will report on the status of all Log Cabin Graduates on a monthly basis. The numerator includes only graduates employed within 60 days of release and does not include graduates who attend school because they are too young to work.,Above target is positive,Percent,0.66,0.928,0.65,0.65,0.6,0.65,0.6,0.65,Actuals are within range of our target.,,A Public Protection,Yes,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",LOG CABIN RANCH,Improve results for residents placed at Log Cabin Ranch,KPI87112188467132,Percentage of Log Cabin Ranch graduates enrolled in vocational or educational programs within 30 days of release,Juvenile Probation is intensifying its after-care program for juveniles enrolled at Log Cabin Ranch. Providing these young men with placement in a vocational or education program upon release is a key determinant for the success of these young men.,"Twice/year, (July - Dec.) and Jan. - June), LCR staff will provide the JPD IT staff with this information. IT will then produce two semi-annual reports regarding this measure.",Above target is positive,Percent,0.94,0.92,0.94,0.94,0.75,0.9,0.89,0.9,The JCRU program has increased youth participation.,,A Public Protection,Yes,No,No,No,Yes,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",LOG CABIN RANCH,Improve results for residents placed at Log Cabin Ranch,KPI87113188495834,Percentage of Log Cabin Ranch graduates who do not incur sustained charges for new law violations within the first year of graduation,A major goal of the Juvenile Probation Department is to reduce recidivism of the juveniles it serves. This measure will provide guidance as to the success of Log Cabin Ranch juveniles.,"Twice/year, the Log Cabin Ranch staff will provide reports to the Juvenile Probation IT staff of all youth who graduated. JPD staff will then analyze if any of these have had a sustained charge for a new law violation.",Above target is positive,Percent,0.62,1,0.88,0.88,0.65,0.65,0.65,0.75,Youth have continued to benefit from drug and alcohol counseling as well participation in the Juvenile Collaborative Reentry Unit (JCRU).,,A Public Protection,Yes,No,No,No,Yes,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",LOG CABIN RANCH,Improve the quality of customer service to youth and their families,JUV.AKF.02.712.712,Percentage of grievances processed within three business days after grievance is filed,"A written grievance may include but is not limited to complaints about the food, quality of institutional care, or personal rights from detainees. All grievances are considered important and are investigated to determine appropriate follow-up.",Collection Method: The ombudsman receives grievances and tracks processing times. The ombudsman maintains grievance files and reports results to LCR Director and to the Chief and Assistant Chief Probation Officers. Timing: The ombudsman maintains grievance files and reports results to LCR Director and to the Chief and Assistant Chief Probation Officers.,Above target is positive,Percent,1,1,0,0,0.99,0.99,0.99,0.99,Grievances within 3 days at LCR: JPD has not had any grievances filed during the reporting period.,,A Public Protection,Yes,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",PROBATION SERVICES,Reduce repeat offenders,JUV.AKC.07.702.702,Percentage of youth on who incur a sustained finding for a technical violation while on probation,"This measures the percentage of youth on probation who commit a technical violation. A technical violation may be one but not limited to the following: violate a specific court order, stay away order, curfew, attend school and drug-testing.",Collection Method: Data is tracked in the Juvenile Justice Information System. Timing: Juvenile Justice Information System Ad-hoc Reports and JPD monthly report.,Below target is positive,Percent,0.047,0.013,0.075,0.075,0.05,0.064,0.05,0.05,There is a larger percentage of high risk youth with extensive mental health needs.,,A Public Protection,Yes,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",PROBATION SERVICES,Reduce repeat offenders,JUV.AKC.07.701.701,Percentage of youth who incur a sustained finding for a new law violation while on probation,This measures the percentage of youth with a new sustained petition while on probation.,Collection Method: Data is tracked in the Juvenile Justice Information System. Timing: Juvenile Justice Information System Ad-hoc Reports.,Below target is positive,Percent,0.028,0.006,0.037,0.037,0.05,0.05,0.05,0.05,There is a larger percentage of high risk youth with extensive mental health needs.,,A Public Protection,Yes,No,No,No,Yes,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",PROBATION SERVICES,Successful Completion of Probation,JUV.AKC.02.689.689,Average length of stay (in days) from disposition to placement of youth in juvenile hall awaiting out of home placement,This is a calculation of the number of days the youth spends in Juvenile Hall from the time the court orders out-of-home placement to actual placement. Prior years' data was a calculation of the number of days from detention in Juvenile Hall to actual placement.,Collection Method: Data is tracked in the Juvenile Justice Information Sytem(JJIS). It is a calculation of the days from court disposition to placement date. Timing: Juvenile Justice Information System Ad-hoc Reports.,Below target is positive,General,22,36,33,33,45,35,35,35,"There was an increase in length of stay, but the length of stay did not bypass our target.",,A Public Protection,Yes,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",PROBATION SERVICES,Successful Completion of Probation,KPI87105188279245,Percentage of successfully terminated 654 youth compared to the unsuccessful 654 youth,"A court order of voluntary probation is known as a 654. The court is putting more and more youth on voluntary probation than in the past. The goal of putting a youth on voluntary probation is to give the youth six months to be crime-free and to follow orders of the court and the probation officer. if, after six months, the youth has successfully completed the orders, the judge will dismiss the charge.","This performance measure will be determined twice/year, covering the time periods July - December and January - June. Juvenile Probation staff will input this information and the IT department will do a report twice/year listed all youth put on voluntary probation and the results of this process.",Above target is positive,Percent,0.93,0.78,0.92,0.92,0.903,0.91,0.903,0.9,JPD continues to work on identifying the risk and needs of youth.,,A Public Protection,Yes,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",PROBATION SERVICES,Successful Completion of Probation,KPI87106188318434,Percentage of successfully terminated 725A youth compared to the unsuccessful 725A youth ,725a is the section of the law code which refers to youth whose lives have touched both the juvenile justice and dependancy system. A 725a order is very similar to an order of voluntary probation. This performance measure will provide with guidance for this population of adolescents.,We will measure the success of these youth twice/year: July - December and January - June. Juveniel Probation staff will input this information and the IT staff will run a report twice/year listing all youth who have been given a 725A status and the results of this order.,Above target is positive,Percent,0.83,0.77,0.55,0.55,0.67,0.67,0.67,0.67,"Many youth reside in other counties and although we continue to work with our partners to serve these youth, they are a challenging population",,A Public Protection,Yes,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",PROBATION SERVICES,Utilize probation services and community resources to assist youth in successfully navigating probation.,JUV.FAL.01.723.723,Percent of authorized Intensive Supervision and Clinical Services slots utilized by eligible youth,"Percentage of authorized Intensive Home-bassed Supervision slots utilized by eligible youth. The Community partners providing contract work for the department agree to provide a set number of program slots each year (units of service). This is a measurement of how many of these slots are actually used. Youth are referred to program services based on their service needs, age, residency, interest. and criminogenic factors.",Collection Method: The community agencies that provide Intensive Home-based Services submit reports to DPH (who contracts with these agencies). The number of utilized program slots is incorporated into these reports. This information is maintained in the DPH Data Basse.,Above target is positive,Percent,1.32,1.49,1.48,1.48,1,1.4,1,1,ISCS was able to provide services to a greater number of youth. ,,A Public Protection,Yes,No,No,No,No,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",PROBATION SERVICES,Utilize probation services and community resources to assist youth in successfully navigating probation.,JUV.FAL.02.731.731,Percentage of Early Morning Studies Academy (EMSA) youth who complete GED,This measures the % of youth who complete GED with 12 months from the start of participation.,Collection Method: Data is maintained in the Contract Management System. Timing: Contract Management System Ad-hoc reports.,Above target is positive,Percent,0.66,0.93,0.55,0.55,0.7,0.7,0.72,0.72, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",PROBATION SERVICES,Utilize probation services and community resources to assist youth in successfully navigating probation.,KPI87434196305329,Percentage of probationer applicants through the New Directions Employment Program who get jobs compared with those who have applied,One of the primary factors to reduce crimogenic risk is to provide adolescents with jobs.,The New Directions Employment Program staff will track on a semi-annual basis the number of probation youth who have applied for jobs and the number who have gotten jobs.,Above target is positive,Percent,0.76,0.61,0.65,0.65,0.72,0.72,0.75,0.75,"173 young people have sought workforce services (both in and out of custody). Of these young job seekers, 100% received job readiness and life skills training, 65% have been placed into subsidized and unsubsidized jobs.",,A Public Protection,Yes,No,No,No,Yes,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",PROBATION SERVICES,Utilize probation services and community resources to assist youth in successfully navigating probation.,KPI87433196280742,Percentage of youth who successfully complete the Evening Report Center Programs,Evening Reporting Centers are a key component of Juvenile Probation's Alternative-to-Detention efforts.,"JDAI Coordinator monitors the completion rate of the Evening Reporting Centers on a monthly basis and will report on a six-month basis, twice/year. ",Above target is positive,Percent,0.57,0.68,0.76,0.76,0.75,0.75,0.75,0.75,"The Evening Reporting Centers met its goal of a target of 75% of its youth successfully completed the program. Program completion is achieved when the youth achieves 6 week of the program, and attends every court date arrest free. ",,A Public Protection,Yes,No,No,No,Yes,No | |
| JUV,JUVENILE PROBATION,"Layton, Sheila",PROBATION SERVICES,Utilize probation services and community resources to assist youth in successfully navigating probation.,KPI87435196337529,Total number of community service hours completed by probation involved youth,Community service is a cornerstone of restorative justice. These adolescents give back to the community and learn by working with others,The community service staff provides semi-annual data on both the number of youth who performed community service and the number of community service hours performed,Above target is positive,General,1665,2630,1230,1230,1100,1270,1200,1200,"66 youth have completed 1230 service learning hours in the past year. An average of 4-5 new participants are referred by the courts, probation officers and families every month with an average of 31 youth on our roles per week.",,A Public Protection,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",BRANCH PROGRAM,Ensure customer satisfaction with services at the branch libraries,KPI321250103974045,How patrons rate the quality of library staff assistance in the branch libraries and Bookmobiles on a scale of 1-10,How patrons rate the quality of library staff assistance in the branch libraries and Bookmobiles on a scale of 1-10.,Collection Method: Survey posted on the Library's web site since February 2008. Chief of Branches Office. Timing: Survey conducted 24/7 throughout the year. Results immediately available.,Above target is positive,General,8.99,9.1,9.21,9.21,8.8,8.8,9,8.5,"Patron rating is higher than expected due to the quality of service provided by branch staff and the emphasis on customer-focused service, training, and coaching. ",,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",BRANCH PROGRAM,Ensure customer satisfaction with services at the branch libraries,LIB.EEG.03.750.750,"Number of questions answered annually at the branch libraries including Bookmobiles, Log Cabin Ranch and Juvenile Jutices Center","Number of questions answered annually at the branch libraries including Bookmobiles, Log Cabin Ranch and Juvenile Justice Center",Collection Method: Survey on number of questions asked at service desks during sample time periods; Chief of Branches Office. Timing: Survey conducted semi-annually in September and March. Results available in October and April.,Above target is positive,General,1720367,1862024,2015102,2015102,1640000,1640000,1674000,1674000,"Number of questions answered annually at the branch libraries including Bookmobiles, Log Cabin Ranch and Juvenile Justice Center increased by 22.8%. Reference questions increased by 13.9%. Branch expanded hours attribute to the increase of questions . ",,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",BRANCH PROGRAM,Ensure customer satisfaction with services at the branch libraries,LIB.EEG.03.752.752,Percentage of San Franciscans who rate the quality of assistance from staff as good or very good (biennial City Survey),"Percentage of San Francisco residents who reported ""good"" or ""very good"" to question ""In general, how do you rate the City's libraries on assistance from library staff"" as part of a mail and telephone citizen survey.","Collection Method: Citizen survey conducted by the Controller's Office. Mail and telephone surveys are conducted between January-February and results are reported in early spring. 5,500 mail surveys are sent out and roughly 400 telephone interviews are conducted. Documentation is located within the Controller's Office. Timing: To be determined by Controller's Office (currently done every 2 years) ",Above target is positive,Percent,0,0.85,0,0,0,0,0.8,0,City Survey is conducted in the Spring of odd-numbered years only. ,,E Culture & Recreation,Yes,Yes,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",BRANCH PROGRAM,"Ensure that all library facilities are safe, accessible and sustainable public spaces",LIB.EEG.04.753.753,"Percentage of branch libraries that are seismically upgraded, moved from leased to permanent spaces, and made ADA compliant","Percentage of all branch libraries that are seismically upgraded, moved from leased to permanent spaces, and made ADA compliant. This is being accomplished as a result of the Branch Library Inprovement Program (BLIP) and other state and city funded programs. Refreshed furniture and fixtures are also included.",Collection Method: Count in determined based on date new and renovated facilities are open to the public. Chief of Branches Office. Timing: Reports are generated semi-annually.,Above target is positive,Percent,0.925,0.96,1,1,0.96,0.96,1,1,"With the completion and opening of North Beach Branch Library, all branch libraries are seismically upgraded, moved from leased to permanent spaces, and made ADA compliant. ",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",BRANCH PROGRAM,Meet citizens' needs in quantity and availability of library collections at the branch libraries,LIB.EEG.01.747.747,In-library use of materials at branch libraries,Use of books and other materials within the branch libraries that are not checked out.,Collection Method: Sample survey conducted semi-annually; Chief of Branches Office. Timing: Survey conducted during October and March every year. Results available in November and April.,Above target is positive,General,2698336,2646049,2251470,2251470,2680000,2680000,2815000,2815000,"In-library use of materials reached 84% of the targeted goal. The Branch libraries continue to be used for research and reading centers which are equally important uses of libraries, but this reflects a trend of patrons using more electronic resources for their information needs. ",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",BRANCH PROGRAM,Provide hours of operation at the branch libraries that respond to user demand,LIB.EEG.02.749.749,"Number of persons entering branch libraries including Bookmobiles, Log Cabin Ranch and Juvenile Justice Center","Number of persons entering branch libraries including Bookmobiles, Log Cabin Ranch and Juvenile Justice Center",Collection Method: Sample survey results plus people counter tabulations are combined to determine the number of persons entering the branch libraries. (People counters are located at approximately half of the branches); Chief of Branches Office. Timing: Sample surveys are conducted semi-annually in October and April for those branches without people counters. People counter results are tabulated in January and July.,Above target is positive,General,5060860,5337801,5046671,5046671,5410000,5410000,5680500,5680500,"The number of branch visits by patrons reached 93% of targeted goal. The 5 week closing of North Beach Branch Library in preparation for the new facility opening is a contributing factor in not reaching the targeted goal. Branch visits peaked in FY12-13 with the opening of Bayview Branch Library, but the visitor count at Bayview has declined and flattened by 28.8%. ",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",BRANCH PROGRAM,Provide hours of operation at the branch libraries that respond to user demand,LIB.EEG.02.748.748,"Weekly hours of operation in the branch libraries including Bookmobiles, Log Cabin Ranch and Juvenile Justice Center","Weekly hours of operation in the branch libraries including Bookmobiles, Log Cabin Ranch and Juvenile Justice Center","Collection Method: Sum of hours of operation for each open branch library and bookmobile service per week; Chief of Branches Office. Timing: Public hearings will be held no later than March 1, 2013, as established by the renewal of the Library Preservation Fund in 2008. Data reports are generated monthly.",Above target is positive,General,1282,1321,1352,1352,1334,1334,1356,1356,Branch hours increased by a total of 39 hours per week. The total annual system-wide service hours total 1370 hours per week (13% above the requirements of the Library Preservation Fund of 1211 hours/week). ,,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",CHILDREN & YOUTH SERVICES (CYS),Provide high quality programs for children and youth,LIB.FAL.01.775.775,Number of children and youth attending programs,"Number of particpants who attend library programs for children and youth (birth through 18 years). Includes story times, media programs, special programs, teen programs, Summer Reading, and Kid Power.",Collection Method: Staff count; Office of Children & Youth Services. Timing: Reports are generated twice yearly in August and January.,Above target is positive,General,254611,242490,282294,282294,245000,245000,246000,246500,"The 15% increase of attendance reflects the new graphics and marketing to community and the library's continued commitment to high quality of educational and culturally relevant programs for children, youth and families. ",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",CHILDREN & YOUTH SERVICES (CYS),Provide high quality programs for children and youth,LIB.FAL.01.774.774,Number of programs provided,"Number of programs provided by the library for children (birth through 18 years) and their families and care providers. Includes story times, media programs, special programs, teen programs, Summer Reading, and Kid Power.",Collection Method: Staff count; Office of Children & Youth Services. Timing: Reports are generated twice yearly in August and January.,Above target is positive,General,6260,6742,6994,6994,6294,6294,6300,6350,"The 11% increase reflects aligned system-wide program for VIVA, Imaginuity, pilot Big Playdate, Maker March, digital media, and training to support librarian led programming. ",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",CHILDREN & YOUTH SERVICES (CYS),"Support early literacy through ""Every Child Ready to Read"" (ECRR) program",LIB.FAL.03.781.781,Number of caregiver/parent participants in ECRR trainings and workshops,"Number of caregiver/parent participants in ""Every Child Ready to Read"" (national early literacy program) trainings and workshops.",Collection Method: Staff count; Office of Children & Youth Services. Timing: Reports compiled annually and available in July.,Above target is positive,General,764,937,605,605,950,600,950,950,"Year-end actuals for parents and caregivers participating in early literacy workshops at the Library were down by about one-third from target due to staff vacancies and heavy turnover in 2013-14. New staff needed more time to build community relationships and gain early literacy knowledge. We anticipate more stable staffing will allow us to meet the projected target in 2014-15. Of note, more early literacy workshops are now being offered by SFPL in Spanish, Cantonese and Mandarin. ",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",CHILDREN & YOUTH SERVICES (CYS),"Support early literacy through ""Every Child Ready to Read"" (ECRR) program",LIB.FAL.03.780.780,Percentage of caregiver/parent participants who rate ECRR trainings and workshops as important in fostering early literacy,"Percentage of caregiver/parent participants who rate ""Every Child Ready to Read"" (national early literacy program) trainings and workshops as important in fostering early literacy.",Collection Method: Survey conducted by staff; Office of Children & Youth Services. Timing: Reports will be generated annually with results available in June.,Above target is positive,Percent,0.98,0.99,0.99,0.99,0.99,0.99,0.99,0.99,Teachers and parents continue to provide positive feedback on the early literacy workshops conducted by children's librarians. ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",CHILDREN & YOUTH SERVICES (CYS),Support education of children and youth through instruction on library resources and how to use them,LIB.FAL.02.778.778,Number of children and teens receiving instruction via school visits or library visits,Number of children and teens receiving instruction on use of library resources by either a librarian visiting their class at school or their class coming to the library.,Collection Method: Staff count; Office of Children & Youth Services. Timing: Reports are generated twice yearly in August and January.,Above target is positive,General,83094,88364,82185,82185,85000,65000,86000,86000,Year end actual reflects 26% increase to revised target and slightly below the original target. This is due to the library's commitment of engaging and supporting teachers and students for academic achievement. ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",CHILDREN & YOUTH SERVICES (CYS),Support education of children and youth through instruction on library resources and how to use them,LIB.FAL.02.777.777,Number of instructional visits or programs for school classes,Visits by children's and teen librarians to area schools or visits by school classes to libraries for instruction on library resources and how to use them in support of homework and research.,Collection Method: Staff count; Office of Children & Youth Services. Timing: Reports are generated twice yearly in August and January.,Above target is positive,General,3366,3705,3562,3562,3450,3200,3470,3500,Year end actual exceeds the revised target due to hiring of 7 new children's librarians. This reflects the library's longstanding commitment to supporting student success and seeking active partnership with SFUSD. ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",CHILDREN & YOUTH SERVICES (CYS),Support education of children and youth through instruction on library resources and how to use them,LIB.FAL.02.779.779,Percentage of participants who rate instructional visits or programs for school classes as good or very good,"Percentage of participants (school teachers and students) who reported ""good"" or ""very good"" to the question ""How do you rate the instructional visits or programs for school classes?"" as part of the Office of Children and Youth Services survey.",Collection Method: Survey conducted by staff; Office of Children & Youth Services. Timing: Reports generated annually in March and available in April.,Above target is positive,Percent,0.95,0.97,0.96,0.96,0.99,0.99,0.99,0.99,The evaluation changed from individual reponses to group feedback as a class. The library noticed a reduction in the number of classes surveyed and will administer in the Fall instead of Spring in FY14/15. 86% reported learning something new and 97% indicated they will return to the library. ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",COLLECTIONS & TECHNICAL SERVICES (CTS),"Acquire, prepare and maintain library materials for public use",LIB.EGD.01.754.754,Number of new materials made available to the public,"Number of library materials (books and audiovisual materials) cataloged, processed, and inventoried.",Collection Method: Statistics compiled by Technical Services staff. Timing: Reports are generated monthly.,Above target is positive,General,407012,372945,381215,381215,380000,350000,350000,350000,"The Library's robust materials budget allowed it to exceed its new item target by 9% and continue to build strong physical collections, including the opening day collection for the North Beach Branch Library. Materials were purchased for the branch up to and beyond the May 10 North Beach opening in larger than usual quantities. ",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",COLLECTIONS & TECHNICAL SERVICES (CTS),Ensure access to materials and services for patrons who speak/read a language other than English,LIB.EGD.02.756.756,Number of physical items in languages other than English added to the library's collection,Number of library materials (books and audiovisual materials) in languages other than English added to the library's collection.,Collection Method: Statistics compiled by Technical Services staff. Timing: Reports are generated twice a year.,Above target is positive,General,59344,63068,57330,57330,60000,60000,60000,60000,"Despite a 16% increase on spending for these materials, actuals were below target by 4%. Turnover of both Japanese and Vietnamese-language cataloging staff positions due to retirements resulted in a minor backlog of international languages materials. ",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Wong, Alicia",COLLECTIONS & TECHNICAL SERVICES (CTS),Meet citizens' needs in quantity and availability of library collections,KPI92320317634473,Circulation of eBooks and eMedia,"Number of items (eBooks/eMedia) circulated to the public (children, youth and adults) system-wide.",Collection Method: Statistics generated from the Library’s automated circulation system; Information Technology and Collections & Technical Services Divisions. Timing: Reports are generated monthly.,Above target is positive,General,379506,556702,808093,808093,750000,750000,900000,1200000,"Circulation of eBooks & eMedia rose at a 47% rate over last year, exceeding the Library's target by 35%. Contributing factors are the continued digital shift in patron preferences and several major publishers that had been holdouts beginning to license their eBooks to libraries. ",,,No,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Wong, Alicia",COLLECTIONS & TECHNICAL SERVICES (CTS),Meet citizens' needs in quantity and availability of library collections,KPI92317317582846,Circulation of physical books and materials,"Number of items (physical books/materials) circulated to the public (children, youth and adults) system-wide.",Collection Method: Statistics generated from the Library’s automated circulation system; Information Technology and Collections & Technical Services Divisions. Timing: Reports are generated monthly.,Above target is positive,General,10971974,10604636,10036860,10036860,10300000,10250000,10000000,10000000,"The Library saw a 5.35% decline in physical circulation in FY14, mirroring a general trend in libraries towards greater use of online formats, and proving our forecast overly optimistic. ",,,No,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",COLLECTIONS & TECHNICAL SERVICES (CTS),Provide access to quality online computer resources and databases,KPI321412112514548,How patrons rate the quality of library databases on a scale of 1-10,How patrons rate the quality of library databases on a scale of 1-10,"Collection Method: Survey posted on the Library's web site since February 2008; Communications, Collections & Adult Services Office. Timing: Survey conducted 24/7 throughout the year. Results immediately available.",Above target is positive,General,8.03,7.94,7.79,7.79,8.1,8,8.2,8.2,"The Library achieved 96% of its target. May consider re-wording this question because the term ""library databases"" may not be understood to include the eBooks and eMedia available in more recent years, as well as reference periodicals and business resources etc. ",,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",COLLECTIONS & TECHNICAL SERVICES (CTS),Provide access to quality online computer resources and databases,LIB.EGF.03.761.761,Number of uses of the Library's subscription databases by staff and public,Number of searches done by staff and users on licensed database purchased by the library.,"Collection Method: Vendor-supplied database usage reports are used to summarize total number of searches for all databases. For vendors who do not supply statistics on ""searches,"" the total number of ""retrievals"" or ""access"" is used instead. Collection Development Office Database Librarian gathers statistics from vendors, enters statistics into spreadsheet, and summaries are posted on the Library's staff website, Staffnet. Timing: Reports are generated monthly.",Above target is positive,General,3211440,2972611,3910588,3910588,3200000,3500000,3700000,3900000,"Increases surpassed target by 63% (showing a 27% increase over FY13) with growth fueled by more use of business and investment databases, as well as eBooks and eMedia. ",,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",COLLECTIONS & TECHNICAL SERVICES (CTS),Provide beneficial uses for materials no longer needed by the library,LIB.EGF.02.760.760,Number of books and library materials distributed to community groups for public benefit purposes,Number of books and library materials distributed to community groups.,Collection Method: Hand count of boxes of materials distributed to community groups. Adult Services/Redistribution Program. Timing: Redistributed books are logged as they are picked up. Statistics are generated quarterly.,Above target is positive,General,50840,90045,54502,54502,60000,65000,60000,60000,Use of the program was steady with smaller donations to local organizations continuing to be the trend. ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",COLLECTIONS & TECHNICAL SERVICES (CTS),Provide high quality collections and resources,KPI321285104683219,How patrons rate the quality of library collections on a scale of 1-10,How patrons rate the quality of library collections on a scale of 1-10,"Collection Method: Survey posted on the Library's web site since February 2008. Communications, Collections & Adult Services Office. Timing: Survey conducted 24/7 throughout the year. Results immediately available.",Above target is positive,General,8.3,8.44,8.48,8.48,8,9,8.7,8.7,"An incorrect value was previously reported for the July-December period - the correct rating for that period was 7.91 while 9.04 had been reported. Nonetheless a strong performance in the January- June period resulted in the Library exceeding its original target for FY14 by 6%, reflecting a continued strong materials budget and increased use of sophisticated analytical tools that target acquisitions to the locations where they are most likely to be popular. ",,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",COLLECTIONS & TECHNICAL SERVICES (CTS),Provide high quality collections and resources,LIB.EGF.01.757.757,Percentage of San Franciscans who rate the quality of the library's collections as good or very good (biennial City Survey),"Percentage of San Francisco residents who reported ""good"" or ""very good"" to question ""In general, how do you rate the City's libraries on quality of collections of books, tapes, etc?"" as part of a mail and telephone citizen survey.","Collection Method: Citizen survey conducted by the Controller's Office. Mail and telephone surveys are conducted between January-February and results are reported in early spring. 5,500 mail surveys are sent out and roughly 400 telephone interviews are conducted. Documentation is located within the Controller's Office. Timing: To be determined by Controller's Office (currently done every 2 years). ",Above target is positive,Percent,0,0.75,0,0,0,0,0.78,0,City Survey is conducted in the Spring of odd-numbered years only. ,,E Culture & Recreation,Yes,Yes,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",COMMUNICATIONS PROGRAMS & PARTNERSHIPS (CPP),Ensure access to materials and services for patrons who speak/read a language other than English,LIB.EGF.05.765.765,Attendance at public programs and trainings offered for speakers of languages other than English,Number of people attending public programs offered in languages other than English.,Collection Method: Staff count of attendees; Public Affairs Office within the CCAS Division. Timing: Program evaluation forms are filled out by the sponsoring librarian following a public program. Public Affairs office collects the data and compiles it monthly.,Above target is positive,General,2546,2659,6330,6330,2200,4000,4000,4000,The various technology and computer classes we offer for non-English speakers as well as our conversational language assistance groups are driving up total attendance at our public programs offered for Non-English speakers. ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",COMMUNICATIONS PROGRAMS & PARTNERSHIPS (CPP),Provide for and inform the public on high quality educational and cultural programs and services offered by the library,LIB.EGF.04.763.763,Number of people attending adult programs,Number of people attending adult programs,"Collection Method: Staff count of attendees; Communications, Collections & Adult Services Office. Timing: Statistics reported after each program. Compiled monthly.",Above target is positive,General,47893,48349,61020,61020,45000,45000,48000,50000,"Attendance at public programs climbed significantly this year due to a strong selection of diverse and interesting exhibitions with related programs, a very popular One City One Book series, and the continued work of the Diversity in Programming Committee, which instituted new diversity programming themes that were carried out through adult programs across the SFPL's 28 libraries including Viva - Latino Hispanic Heritage Month activities and Black History Month programs. ",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",Department Center/Other,All City employees have a current performance appraisal,LIB.XXX.01.782.782,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Timing: Data is provided daily; reports may be generated upon request.",Above target is positive,General,697,728,753,753,683,721,683,100,Exceeded target. Performance Appraisals not yet collected will be escalated to Division Chiefs for collection. Additional training will be provided to supervisors in FY15. ,,E Culture & Recreation,Yes,No,No,No,No,Yes | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",Department Center/Other,All City employees have a current performance appraisal,LIB.XXX.01.783.783,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Performance Appraisals (PA) are maintained in the Library's HR Division PA database. PA database tracks by worksite and anniversary date. Timing: Data is provided daily; reports may be generated upon request.,Above target is positive,General,533,480,569,569,615,683,721,100,Reached 76% of target which is a significant increase from mid-year. ,,E Culture & Recreation,Yes,No,No,No,No,Yes | |
| LIB,PUBLIC LIBRARY,"Wong, Alicia",FACILITIES,Ensure that all library facilities are clean and well maintained,KPI8997991935764,How patrons rate the cleanliness and maintenance of library facilities on a scale of 1 to 10,How patrons rate the cleanliness and maintenance of library facilities on a scale of 1 to 10 ,Collection Method: Survey posted on Library's website since February 2008; Facilities Division. Timing: Survey conducted 24/7 throughout the year. Results immediately available. ,Above target is positive,General,8.3,8.2,8.1,8.1,8.2,7.8,8,8,"Downward trend in satisfaction was reversed during the year due to increased attention to maintenance, thus result was within .1 of reaching target. ",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Wong, Alicia",FACILITIES,"Ensure that all library facilities are safe, accessible and sustainable public spaces",KPI8981291165456,Gallons of water used in Library facilities,Total amount of water measured in gallons used in Library facilities. ,Collection Method: Data provided by SFPUC; Facilities Division. Timing: Statistics are provided yearly as part of the departmental Climate Action Plan and are based on previous fiscal year data. Reports are generated bi-annually. ,Below target is positive,General,10457788,10639812,10247070,10247070,10539844,10539844,10434445,10330101,Water conservation measures put in place in response to drought have reduced use. ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Wong, Alicia",FACILITIES,"Ensure that all library facilities are safe, accessible and sustainable public spaces",KPI8997291908871,How patrons rate their sense of safety and personal security in the library on a scale of 1 to 10 ,How patrons rate their sense of safety and personal security in the library on a scale of 1 to 10 ,Collection Method: Survey posted on Library's website since February 2008; Facilities Division. Timing: Survey conducted 24/7 throughout the year. Results immediately available. ,Above target is positive,General,8.7,8.7,8.8,8.8,8.2,7.6,7.7,7.8,Target exceeded as library continues to emphasize efforts to maintain safe and welcoming environment. ,,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Wong, Alicia",FACILITIES,"Ensure that all library facilities are safe, accessible and sustainable public spaces",KPI8980491112026,Number of kilowatts used in Library facilities,Total amount of electricity measured in kilowatts used in Library facilities ,Collection Method: Data provided by SFPUC; Facilities Division. Timing: Statistics are provided yearly as part of the departmental Climate Action Plan and are based on previous fiscal year data. Reports are generated bi-annually. ,Below target is positive,General,9094379,8520191,8647239,8647239,8498627,8868626,8779940.14,8692141,"Reduction measures succeeded in lowering projected increase, so overage was only 1.7%. Expect continuing energy retrofits to bring usage down to or below target. ",,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Wong, Alicia",FACILITIES,"Ensure that all library facilities are safe, accessible and sustainable public spaces",KPI8982891287809,Number of security incidents reported in Library facilities,Number of security incidents reported in Library facilities ,Collection Method: Data collected by SFPL Security Unit through incident report forms; Facilities Division. Timing: Statistics are collected daily. Reports are generated monthly. ,Below target is positive,General,4412,3599,2992,2992,3728,3382,3348,3315,Target exceeded by %19.75. Emphasis on continually improving the safety of the Library environment continues. ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Wong, Alicia",FACILITIES,"Ensure that all library facilities are safe, accessible and sustainable public spaces",KPI16058868341842,Percentage of San Franciscans who rate the overall quality of Branch Library facilities as good or very good (biennial City Survey),"Percentage of San Franciscans who rate the overall quality of Branch Library facilities as ""good"" or ""very good""","Collection Method: Citizen survey conducted by the Controller's Office. Mail and telephone surveys are conducted between January-February and results are reported in early Spring. 5,500 mail surveys are sent out and roughly 400 telephone interviews are conducted. Documentation is located within the Controller's Office. Timing: To be determined by Controller's Office (currently done every 2 years.) ",Above target is positive,Percent,0.792,0.84,0,0,0,0,0.8,0,City Survey is conducted in the Spring of odd-numbered years only. ,,,No,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Wong, Alicia",FACILITIES,"Ensure that all library facilities are safe, accessible and sustainable public spaces",KPI16058668306942,Percentage of San Franciscans who rate the overall quality of Main Library facilities as good or very good (biennial City Survey),"Percentage of San Franciscans who rate the overall quality of Main Library facilities as ""good"" or ""very good""","Collection Method: Citizen survey conducted by the Controller's Office. Mail and telephone surveys are conducted between January-February and results are reported in early Spring. 5,500 mail surveys are sent out and roughly 400 telephone interviews are conducted. Documentation is located within the Controller's Office. Timing: To be determined by Controller's Office (currently done every 2 years.)",Above target is positive,Percent,0.716,0.77,0,0,0,0,0.8,0,City Survey is conducted in the Spring of odd-numbered years only. ,,,No,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Wong, Alicia",FACILITIES,"Ensure that all library facilities are safe, accessible and sustainable public spaces",KPI8982191252779,Percentage of waste stream recycled or composted in Library facilities,Total amount of recycled or composted material measured in tons generated by Library facilities. ,Collection Method: Data provided by Dept of Environment; Facilities Division. Timing: Statistics are provided monthly. Reports are generated quarterly. ,Above target is positive,Percent,0.77,0.8,0.79,0.79,0.8,0.8,0.8,0.8,Increased attention to recycling and composting efforts will raise rate back to 80% or more. ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",INFORMATION TECHNOLOGY,Ensure access to materials and services for patrons who speak/read a language other than English,LIB.EGG.02.771.771,Number of uses (or hits) to the Library's web pages in Chinese and Spanish,"The number of times library users access pages in Chinese and Spanish within the Library's website for information. The page and its embedded files counts as a single page view. This statistic includes hits to the Library's web server and to the catalog, which is on a different server. ",Collection Method: Google Analytics software on the Library's web server; Information Technology Division. Timing: Reports are generated semi-annually.,Above target is positive,General,205198,298292,1807295,1807295,215000,2000000,1400000,1400000,"Based on mid-year figure, the year end figure has not quite met expectations.. Additionally, mobile device usage continues to increase pulling users from the full-site thus causing a decrease in the 13-14 year end actual. ",,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Wong, Alicia",INFORMATION TECHNOLOGY,Meet patron needs for access to technology,KPI85049126470952,Average number of wi-fi users per day at branch libraries,Measure explains how many patrons on the average per day use the library’s wi-fi network at all the branch locations.,Data collected by Meraki wi-fi management system. Reports generated monthly by Meraki. ,Above target is positive,General,2502,2785,1973,3775,1350,1800,1890,1890,The increase in average users probably due to proliferation with consumer adoption of mobile smart phones and with other mobile devices such as iPad and other Internet ready devices. ,,,No,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Wong, Alicia",INFORMATION TECHNOLOGY,Meet patron needs for access to technology,KPI85048126461641,Average number of wi-fi users per day at the Main Library,Measure explains how many patrons on the average per day use the library’s wi-fi network at the Main Library location.,Data collected by Meraki wi-fi management system. Reports generated monthly by Meraki. ,Above target is positive,General,1217,1004,891,1592,500,700,735,735,The increase in average users is probably due to proliferation of consumer adoption of mobile smart phones and with other mobile devices such as iPad and other Internet ready devices. ,,,No,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Wong, Alicia",INFORMATION TECHNOLOGY,Meet patron needs for access to technology,KPI88407238947792,"Number of hours used by patrons at public computer terminals, including both reserved and walk-in use",Measure explains how much public computer time is used by patrons.,Report generated by PC Reservation and Time Management system; Information Technology Division. Timing: Reports will be generated monthly.,Above target is positive,General,539985,525671,655888,655888,528000,660000,660000,675000,Exceeded target. Computer use remains very popular at the Main and all branch libraries. ,,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",INFORMATION TECHNOLOGY,Meet patron needs for access to technology,LIB.EGG.01.768.768,Number of public computers available for use,Number of public computers available for use. Expanded definition of computers to include all categories available to the public.,Collection Method: Staff count; Information Technology Division. Timing: Reports generated in December and June.,Above target is positive,General,905,924,946,946,950,950,970,970,"Actual: Computer availability decreased as more patrons obtain the use of their own devices (computers, tablets, smartphones). Projection: The Library expects computer availability to increase slightly since a few more new computers will be deployed. However, the projection was decreased from target since an increase in patron-owned devices is expected to continue.",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",INFORMATION TECHNOLOGY,Meet patron needs for access to technology,LIB.EGG.01.767.767,Number of web pages viewed (or hits) to the Library's web servers,The number of times library users access pages within the Library's website for information. The page and its embedded files counts as a single page view. This statistic includes hits to the Library's web site and to the catalog. ,Collection Method: Google Analytics software on the Library's web server; Information Technology Division. Timing: Reports are generated semi-annually.,Above target is positive,General,12510099,13314347,52849115,52849115,12000000,50000000,30000000,30000000,"New Integrated Library System was not implemented as forecasted. In addition, Encore was removed as primary Catalog option, causing significant increase in users clicks (page views) to navigate Catalog. Website usage alone remained largely unchanged. ",,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Wong, Alicia",INFORMATION TECHNOLOGY,Meet patron needs for access to technology,KPI85047126427551,Number of website and catalog page views by mobile devices,Number of website and Catalog page views by Mobile devices,"Monthly reports generated through Google Analytics, a website traffic and marketing effectiveness tool",Above target is positive,General,3522233,5782382,7960993,7960993,5000000,7000000,7250000,7250000,"Airpac (Mobile Catalog) usage increased by 180,000 page views between the first 6 months and the second 6 months of the year. ",,,No,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",MAIN PROGRAM,Ensure customer satisfaction with services at the Main Library,KPI32110696843762,How patrons rate the quality of library staff assistance at the Main Library on a scale of 1-10,How patrons rate the quality of library staff assistance at the Main Library on a scale of 1-10.,Collection Method: Survey posted on the Library's web site since February 2008; Chief of Main Office. Timing: Survey condcuted 24/7 throughout the year. Results available immediately.,Above target is positive,General,8.43,8.3,8.2,8.2,8.5,8.5,8.5,8.5,Actual is 92.5% of target. Strategic priorities for FY 15 include focus on service excellence. ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",MAIN PROGRAM,Ensure customer satisfaction with services at the Main Library,LIB.EEF.03.743.743,Number of attendees at public trainings and instructional classes provided at the Main Library,The number of library patron participants who attend classes at the Main Library.,Collection Method: Count by library staff after each training session; Chief of Main Office. Timing: Reports are generated quarterly.,Above target is positive,General,5357,6581,6434,6434,4000,4500,4500,5000,Exceeded target. Main Library offered increased instructional and training opportunities for the public. ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",MAIN PROGRAM,Ensure customer satisfaction with services at the Main Library,LIB.EEF.03.740.740,Number of questions answered annually at the Main Library,"Number of questions answered by staff using library resources incluidng reference, directional and text/chat questions.","Collection Method: Survey of questions asked and responded to electronically, by mail, telephone and at service desks; Chief of Main Office. Timing: Surveys are conducted in the Fall and Spring every year. Results are available in the following month.",Above target is positive,General,975278,924355,877178,877178,900000,900000,900000,900000,Actual is 97.5% of target. Patrons continue to access high-quality informational services at the Main Library's public service desks but also use a variety of self-directed resources offered by the Library both in-house and off-site. ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",MAIN PROGRAM,Ensure customer satisfaction with services at the Main Library,LIB.EEF.03.744.744,Percentage of participants who rate public trainings and classes at the Main Library as good or very good,"Percentage of library users who rate their satisfaction with public trainings and classes at the Main Library as ""good"" or ""very good,"" as part of regular exit surveys.",Collection Method: Exit surveys conducted by Information Services library staff after each training/class; Chief of Main Office. Timing: Reports will be generated quarterly.,Above target is positive,Percent,1,0.97,1,1,0.95,0.95,0.95,0.95,Exceeded target. Main Library patrons reported very high satisfaction with training and classes. ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",MAIN PROGRAM,Ensure customer satisfaction with services at the Main Library,LIB.EEF.03.742.742,Percentage of San Franciscans who rate the quality of staff assistance as good or very good (biennial City Survey),"Percentage of San Francisco residents who reported ""good"" or ""very good"" to question ""In general, how do you rate the City's libraries on assistance from library staff"" as part of a mail and telephone citizen survey.","Collection Method: Citizen survey conducted by the Controller's Office. Mail and telephone surveys are conducted between January-February and results are reported in early spring. 5,500 mail surveys are sent out and roughly 400 telephone interviews are conducted. Documentation is located within the Controller's Office. Timing: To be determined by Controller's Office (currently done every 2 years). ",Above target is positive,Percent,0,0.85,0,0,0,0,0.8,0,City Survey is conducted in the spring of odd-numbered years only. ,,E Culture & Recreation,Yes,No,Yes,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",MAIN PROGRAM,Provide hours of operation at the Main Library that respond to user demand,LIB.EEF.02.739.739,Number of persons entering the Main Library,Number of persons entering the Main Library.,"Collection Method: People counters at all entrances and exit gates; Communications, Collections, & Adult Services Office. Timing: Reports are generated monthly.",Above target is positive,General,2187564,2084098,1835085,1835085,2000000,2000000,2100000,2125000,"Actual is 91.75% of target. With Mayor's attention and interdepartmental and Library Commission cooperation, the Library continues to strengthen efforts to provide a welcoming environment at the Main Library. ",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",MAIN PROGRAM,Provide hours of operation at the Main Library that respond to user demand,LIB.EEF.02.738.738,Weekly hours of operation at the Main Library,Total number of hours that the Main Library is open to the public per week.,"Collection Method: Established hours of operation; Chief of Main Office. Timing: Public hearings will be held no later than March 1, 2013, as established by the renewal of the Library Preservation Fund in 2008. Data reports are available at any time.",Above target is positive,General,60,60,60,60,60,60,60,60,Met target for open hours as set by Library Commission. ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",SYSTEMWIDE,Meet citizens' needs in quantity and availability of library collections,KPI112618635132265,Collection Expenditures per Number of Borrowers,,,Above target is positive,Currency,22.41,21.87,25.18,25.18,23.65,22.22,25.79,27.94, ,,,No,No,No,No,Yes,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",SYSTEMWIDE,Meet citizens' needs in quantity and availability of library collections,KPI112620635145505,"Expenditures per Circulation of physical, eBooks & eMedia materials",,,Above target is positive,Currency,8.15,8.36,9.32,9.32,8.42,0,8.6,9.71, ,,,No,No,No,No,No,No | |
| LIB,PUBLIC LIBRARY,"Hudson, Mary",SYSTEMWIDE,Meet citizens' needs in quantity and availability of library collections,KPI112619635139575,Expenditures per Number of Visits,,,Above target is positive,Currency,12.76,12.57,14.69,14.69,13.31,13.84,13.44,13.93, ,,,No,No,No,No,Yes,No | |
| LLB,LAW LIBRARY,"Bell, Marcia",LAW LIBRARY,Ensure customer satisfaction with Law Library services,LLB.EEA.03.786.786,Percent of library users who report that the Law Library provides valuable legal information services for their needs.,Percent of library users who report that the Law Library provides valuable legal information services for their needs.,Collection Method: The Law Library provides an online customer survey on its webpage and provides surveys within the library and by email to customers in order to measure customer satisfaction.,Above target is positive,Percent,0.99,0.988,0.974,0.974,0.65,0.65,0.65,0.7,"Year-end actuals were significantly higher than projections & the target, representing a very high degree of customer satisfaction.",,E Culture & Recreation,Yes,No,No,No,No,No | |
| LLB,LAW LIBRARY,"Bell, Marcia",LAW LIBRARY,Ensure that the public has access to the most current legal information.,LLB.EEA.01.784.784,"Number of items checked in, processed or removed on the automated system and shelved or withdrawn ","The number of items checked-in, processed or removed on the automated system and shelved or withdrawn, which is a measure of the critically important currency of the collection.","Collection Method: The automated system generates a report linked to the data entries regarding the number of items received, checked in, deleted and processed. Timing: A report for the fiscal year was generated from the in-house automated system to obtain the actuals.",Above target is positive,General,13444,18315,5446,42870,8500,39000,3000,3000,"Actual figures for the year are higher than expected. As a result of the library's move to new quarters, there was an exceptionally large amount of processing required. ",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| LLB,LAW LIBRARY,"Bell, Marcia",LAW LIBRARY,Provide comprehensive and readily accessible legal information resources and services,KPI93786265475570,Amount of catalog searches and in-library computer legal research usage,This measures the amount of catalog searches and in-library computer legal research usage by the public ,The automated liberary system generates usage data automatically. ,Above target is positive,General,12559,45436,16795,31257,15000,18000,15000,15000,Year end actuals are significantly higher than projected.,,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy",Goal 1: Create a safer transportation experience for everyone,Objective 1.1: Improve security for transportation system users,KPI106250258746561,"SFPD-reported Muni-related crimes per 100,000 miles","Purpose: To improve security throughout the Muni system by identifying and reducing criminal activity. Definition: The ratio of reported crimes to every 100,000 miles of service.","The number of incidents reported from the SFPD data warehouse are calculated as a ratio to every 100,000 revenue vehicle miles traveled, as reported through the SHOPS database.",Below target is positive,General,3.77083,7.55167,9.26,8.92,3.39,9.69,3.05,3.05, ,,,No,No,No,No,No,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy",Goal 1: Create a safer transportation experience for everyone,Objective 1.2: Improve workplace safety and security,KPI10791057193296,"Workplace injuries per 200,000 hours","Purpose: To improve workplace safety by tracking and reducing workplace injuries. Definition: The ratio of work-related injuries to every 200,000 work hours.","Data on injuries are reported from the workers compensation claims database and calculated as a ratio to every 200,000 work hours.",Above target is positive,General,16.6,13.56667,12.3,12.05833,14.6,10.55,13.1,13.1, ,,,No,No,No,No,No,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy",Goal 1: Create a safer transportation experience for everyone,Objective 1.3: Improve the safety of the transportation system,MTA.BEM.01.788.788,"Muni collisions per 100,000 vehicle miles",Purpose: To reduce accidents through effective operator training programs as well as effective accident follow-up training. Definition: Track reduction in accidents as a result of more effective operator training and accident retraining. Data include Federal Transit Administration reportable collisions.,Method: Number of reportable revenue service collisions divided by revenue miles. Data will be reported to the Board on a quarterly basis. Timeframe: Data is available approximately 60 days after the each quarter closes. The annual goal for the forthcoming fiscal year is traditionally approved by the SFMTA Board of Directors in April or May. Service Standards Cross-Reference: C4 ,Below target is positive,General,4.99143,5.2225,6.02,5.8825,4.53,6.16,4.07,4.07, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.1: Improve customer service and communications,KPI10833674421424,Customer rating: Overall customer satisfaction with bicycle network; scale of 1 (low) to 5 (high),"Purpose: To improve customer satisfaction and increase mode share through effective reporting, analysis and planning. Definition: Customer rating on a 1 (low) to 5 (high) scale of overall satisfaction with bicycle network.",Results from quarterly customer satisfaction surveys are reported as an average score on a 1 (low) to 5 (high) scale. Results are based on a non-probability sample from opt-in SFMTA online panel surveys.,Above target is positive,General,0,0,0,2.76,3,2.67,3.5,3.5, ,,,No,No,No,No,No,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.1: Improve customer service and communications,KPI10833674421424,Customer rating: Overall customer satisfaction with bicycle network; scale of 1 (low) to 5 (high),"Purpose: To improve customer satisfaction and increase mode share through effective reporting, analysis and planning. Definition: Customer rating on a 1 (low) to 5 (high) scale of overall satisfaction with bicycle network.",Results from quarterly customer satisfaction surveys are reported as an average score on a 1 (low) to 5 (high) scale. Results are based on a non-probability sample from opt-in SFMTA online panel surveys.,Above target is positive,General,0,0,0,2.76,3,2.67,3.5,3.5,,Results cannot be reported at this time due to insufficient survey coverage that lacks representation of SFMTA customer population. Surveying will resume in FY14.,,No,No,No,No,No,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.1: Improve customer service and communications,KPI10833774429474,Customer rating: Overall customer satisfaction with pedestrian environment; scale of 1 (low) to 5 (high),"Purpose: To improve customer satisfaction and increase mode share through effective reporting, analysis and planning. Definition: Customer rating on a 1 (low) to 5 (high) scale of overall satisfaction with pedestrian environment.",Results from quarterly customer satisfaction surveys are reported as an average score on a 1 (low) to 5 (high) scale. Results are based on a non-probability sample from opt-in SFMTA online panel surveys.,Above target is positive,General,0,0,0,3.49667,3,3.62,3.5,3.5, ,,,No,No,No,No,No,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.1: Improve customer service and communications,KPI10833574417754,Customer rating: Overall customer satisfaction with taxi availability; scale of 1 (low) to 5 (high),"Purpose: To improve customer satisfaction and increase mode share through effective reporting, analysis and planning. Definition: Customer rating on a 1 (low) to 5 (high) scale of overall satisfaction with taxi availability.",Results from quarterly customer satisfaction surveys are reported as an average score on a 1 (low) to 5 (high) scale. Results are based on a non-probability sample from opt-in SFMTA online panel surveys.,Above target is positive,General,0,0,0,2.49667,3,2.53,3.5,3.5, ,,,No,No,No,No,No,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.1: Improve customer service and communications,KPI10833574417754,Customer rating: Overall customer satisfaction with taxi availability; scale of 1 (low) to 5 (high),"Purpose: To improve customer satisfaction and increase mode share through effective reporting, analysis and planning. Definition: Customer rating on a 1 (low) to 5 (high) scale of overall satisfaction with taxi availability.",Results from quarterly customer satisfaction surveys are reported as an average score on a 1 (low) to 5 (high) scale. Results are based on a non-probability sample from opt-in SFMTA online panel surveys.,Above target is positive,General,0,0,0,2.49667,3,2.53,3.5,3.5,,Results cannot be reported at this time due to insufficient survey coverage that lacks representation of SFMTA customer population. Surveying will resume in FY14.,,No,No,No,No,No,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.1: Improve customer service and communications,KPI10791157223816,Customer rating: Overall customer satisfaction with transit services; ; scale of 1 (low) to 5 (high),"Purpose: To improve customer satisfaction and increase ridership through effective reporting, analysis and planning. Definition: Customer rating on a 1 (low) to 5 (high) scale of overall satisfaction with Muni service.",Results from quarterly customer satisfaction surveys are reported as an average score on a 1 (low) to 5 (high) scale. Results are based on a non-probability sample from opt-in SFMTA online panel surveys.,Above target is positive,General,0,0,0,3.02333,3,3.12,3.5,3.5, ,,,No,No,No,No,No,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.1: Improve customer service and communications,MTA.BKG.02.807.807,Hazardous traffic signal reports: % responded to and repaired within two hours,"Purpose: To ensure the safety of all modes of transportation by responding quickly to complaints of hazardous traffic signal conditions. Definition: During business hours, the Signal Shop enters malfunctions in a manual log and dispatches crews. During other hours, calls are routed to the 24-hour hotline which logs the call and dispatches staff from the Department of Technology (DOT). If the problem is major and urgent, DTIS pages a Signal Shop emergency crew to the scene. Repair crews record their arrival time and the time the call is completed. ","Method: All complaints and service requests are maintained in a database system. Reports are generated to determine average response rate. Timeframe: Data is available approximately 60 days after the each quarter closes. The annual goal for the forthcoming fiscal year is traditionally approved by the SFMTA Board of Directors in April or May. Service Standards Cross-Reference: A13 (FY08), A11 (FY09) Results are based on a non-probability sample from opt-in SFMTA online panel surveys.",Above target is positive,Percent,0.97429,0.96833,0.947,0.96286,0.98,0.97,0.98,0.98, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.1: Improve customer service and communications,MTA.BKP.01.808.808,Parking meter malfunction reports: % responded to and repaired within 48 hours,"Purpose: To ensure consistent operation of parking meters and promptly repair inoperable meters. Definition: Electronic parking meters are capable of self-reporting malfunctions. In addition, a hotline number is posted on each meter to enable members of the public to report instances of malfunction directly to the meter shop. These reporting mechanisms enable DPT to respond and repair meters in a timely and efficient manner to ensure the highest level of service to the public. ","Method: The San Francisco Parking Meter Management System (SFPM) is a work order system which automates requests for service and allows them to be tracked and compiled. A report is generated providing the average response rate for all complaints received within a quarter. Timeframe: Data is available approximately 60 days after the each quarter closes. The annual goal for the forthcoming fiscal year is traditionally approved by the SFMTA Board of Directors in April or May. Service Standards Cross-Reference: A11 (FY08), A9 (FY09) ",Above target is positive,Percent,0.84,0.8175,0.45,0.75867,0.86,0.82,0.86,0.86, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.1: Improve customer service and communications,MTA.BKG.01.803.803,Traffic and parking control requests: % investigated and responded to within 90 days,"Purpose: To measure responsiveness to the public. Definition: Each request is logged into an electronic database system and given a tracking number. Requests are then assigned to staff for investigation, which can include evaluation of existing conditions, collision history, traffic and pedestrian volume, circulation, and transit impact. Residents are notified of investigation results and recommendations. The request is then logged as completed. ","Method: Using the existing database system, a report is generated to provide a response rate for all requests completed within a specific quarter. Timeframe: Data is available approximately 60 days after the each quarter closes. The annual goal for the forthcoming fiscal year is traditionally approved by the SFMTA Board of Directors in April or May. Service Standards Cross-Reference: A9 (FY08), A7 (FY09) Results are based on a non-probability sample from opt-in SFMTA online panel surveys.",Above target is positive,Percent,0.79,0.79,0.318,0.51125,0.83,0.72,0.83,0.83, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.1: Improve customer service and communications,MTA.BEN.02.795.795,Transit operator complaints requiring follow up: % resolved within 30 days,"Purpose: To measure customer satisfaction with the Municipal Railway and the effectiveness of internal processes to address the complaints. Definition: SFMTA summarizes complaints received, resolved, and outstanding on a quarterly basis. ",Method: Data provided from the Passenger Service Report Unit and will be reported to the Board on a monthly basis. ADA related passenger service reports are used to calculate this resolution rate. All others are forwarded to Divisions for resolution. The resolution rate is calculated based on the percentage of actionable ADA related complaints for which hearing notices were sent to customers within 30 days. (The standard to was changed to 14 days in FY10) Timeframe: Data is available approximately 60 days after the each quarter closes. The annual goal for the forthcoming fiscal year is traditionally approved by the SFMTA Board of Directors in April or May. Service Standards Cross-Reference: C2 ,Above target is positive,Percent,0.87714,0.9,0.869,0.78358,0.96,0.87,0.96,0.96, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Harrison, Andrew (Robert)","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.2: Improve transit performance,KPI124988100757201,Customer rating: Transit system reliability; scale of 1 (low) to 5 (high),"Purpose: To improve customer satisfaction and increase ridership through effective reporting, analysis and planning. Definition: Customer rating on a 1 (low) to 5 (high) scale of satisfaction with Muni service reliability. ",Results are based on a non-probability sample from opt-in SFMTA online panel surveys.,Above target is positive,General,0,0,0,2.62333,3.5,2.79,3.5,3.5, ,,,No,No,No,No,Yes,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.2: Improve transit performance,KPI10803957796002,Headway adherence,Purpose: To maintain and improve service reliability by achieving a high level of adherence to headway schedules. Definition: The percentage of observed arrivals on the Rapid Network that meet their scheduled headway times.,"Time point arrival data from the NextBus system are used to compare actual vs. scheduled headways in the Trapeze system for Rapid Network routes. A gap occurs if actual headway between two vehicles is five minutes greater than the scheduled headway. A bunch occurs if the actual headway between two vehicles is less than two minutes. For vehicles with scheduled headways of five minutes or less, a bunch occurs if the actual headway is less than one minute.",Above target is positive,Percent,0.753,0.765,0.734,0.734,0.821,0.78,0.859,0.859, ,,,No,No,No,No,Yes,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.2: Improve transit performance,MTA.BEN.01.789.789,Percentage of on-time performance,,,Above target is positive,Percent,0.60056,0.58975,0.572,0.58789,0.85,0.6,0.85,0.85, ,,"B Public Works, Transportation & Commerce",Yes,No,Yes,Yes,Yes,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.2: Improve transit performance,MTA.BEN.01.790.790,Percentage of scheduled service hours delivered,"Purpose: To measure service hours through available operators and equipment deployed in revenue service, along with the percentage of equipment available for service. Definition: Monthly measurement of the percent of total available hours for service measuring operators and equipment and percentage of equipment available daily. ",Method: Both operators and equipment are measured as to the total number of hours in service as a percentage of the total scheduled hours. Data come from the online dispatching system. Measurement of the vehicles that begin service at the scheduled time will be provided from the 8am and 6pm �Not-Out Report� generated by Central Control and will show the percent of vehicles that went out at the scheduled time for both the AM and PM pullout. Timeframe: Data is available approximately 60 days after the each quarter closes. The annual goal for the forthcoming fiscal year is traditionally approved by the SFMTA Board of Directors in April or May. Service Standards Cross-Reference: A2 ,Above target is positive,Percent,0.96875,0.96975,0.907,0.96167,0.985,0.97,0.985,0.985, ,,"B Public Works, Transportation & Commerce",Yes,No,Yes,No,Yes,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.2: Improve transit performance,MTA.BEN.01.792.792,Ridership: passengers carried,"Purpose: To measure ridership. Definition: Annual measurement of the number of passengers who board the Municipal Railway�s revenue vehicles. A passenger is counted each time they board a vehicle, even though they may be on the same journey from origin to destination. ",Method: Ride checkers are utilized to count passenger boardings. Timeframe: Data are gathered over the course of the year. Unaudited results are available approximately 90 days after the end of the fiscal year. The annual goal for the forthcoming fiscal year is traditionally approved by the SFMTA Board of Directors in April or May. Service Standards Cross-Reference: B1 ,Above target is positive,General,222125944,222991006,226486344,226486344,230000000,0,230000000,230000000, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.3: Increase use of all non-private auto modes,KPI10804157884757,Non-private auto mode share,,,Above target is positive,Percent,0,0,0,0,0.5,0,0.5,0.005,,,,No,No,No,No,No,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy","Goal 2: Make transit, walking, bicycling, taxi, ridesharing & carsharing the preferred means of travel",Objective 2.4: Improve parking utilization and manage parking demand,KPI10892093174303,On-street parking reliability of SFpark metered parking spaces,Purpose: To optimize street parking through monitoring the occupancy rates of SFpark spaces. Definition: The percentage of time that 20% of on-street spaces are available.,Methodology: The SFpark data warehouse computes parking availability per hour for each block by dividing the total time all spaces on that block were occupied into the total time that all spaces on the block were open for parking. A second quotient is then calculated as the percentage of time that the occupancy ratio for block hours (measured above) is 80% or below.,Above target is positive,Percent,0.69967,0.73921,0,0.7515,0,0,0,0, ,,,No,No,No,No,No,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy",Goal 3: Improve the environment and quality of life in San Francisco,Objective 3.4: Deliver services efficiently,KPI10889992135739,Average annual transit cost per revenue hour,,,Above target is positive,Currency,202.5,202.67,0,0,197.6,202.67,192.66,192.66,,,,No,No,No,No,Yes,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy",Goal 3: Improve the environment and quality of life in San Francisco,Objective 3.4: Deliver services efficiently,KPI110525516074693,Cost per boarding,,,Above target is positive,Currency,2.9,2.91,0,0,2.84,2.91,2.77,2.77, ,,,No,No,No,No,Yes,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy",Goal 3: Improve the environment and quality of life in San Francisco,Objective 3.4: Deliver services efficiently,KPI110524516071187,Cost per revenue mile,,,Above target is positive,Currency,26.52,26.8,0,0,26.13,26.8,25.47,25.47, ,,,No,No,No,No,Yes,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy",Goal 3: Improve the environment and quality of life in San Francisco,Objective 3.4: Deliver services efficiently,KPI112963661060923,Farebox recovery ratio,,,Above target is positive,Percent,0.32,0.34,0,0,0.32,0.34,0.32,0.32, ,,,No,No,No,No,Yes,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy",Goal 4: Create a workplace that delivers outstanding service,Objective 4.2: Create a collaborative and innovative work environment,KPI10892493319457,Employee rating: Overall employee satisfaction,,,Above target is positive,General,0,3.37,0,3.42,3.5,3.5,4,4,,,,No,No,No,No,Yes,No | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy",Goal 4: Create a workplace that delivers outstanding service,Objective 4.3: Improve employee accountability,MTA.XXX.01.815.815,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Timing: We are developing an in-house tracking system Currently HR collects and tracks MEA perofrmance reviewrs.",Above target is positive,General,525,1024,0,3615,1000,0,4000,4000,,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,Yes | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy",Goal 4: Create a workplace that delivers outstanding service,Objective 4.3: Improve employee accountability,KPI32343439021081,# of employees for whom scheduled performance appraisals were completed,"This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. ","Data Collection Method: Supervisors with employees to develop individualized expectations and goals related to department mission and goals. Supervisors then gather information and provide feedback regarding employee performance using a standardized performance appraisal form. Employees review the form and meet with supervisors to discuss the employee's progress toward established expectations and goals. The appraisal form is signed by the employee, supervisor, and the department manager and is filed in the employees Personnel File. Frequency: New employee reviews should be scheduled according to their applicable probationary period. Other employees should be reviewed every 12 months.",Above target is positive,General,509,947,250.41667,3005,1000,3146,4000,4000, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,Yes | |
| MTA,MUNICIPAL TRANSPORTATION AGENCY,"Quayle, Timothy",Goal 4: Create a workplace that delivers outstanding service,Objective 4.3: Improve employee accountability,MTA.BEN.01.791.791,Unscheduled absence rate: transit operators,"Purpose: To measure unscheduled absences. Definition: Monthly measurement of unscheduled absences is defined as time that is not scheduled in advance and includes the following payroll categories: Sick pay (with pay), Sick Leave (without pay), AWOL, Worker�s Comp, SDI, and Assault Pay. ","Method: TESS and the Attendance Tracking System currently provide the data as a calculation of scheduled hours available against unscheduled hours for Municipal Railway employees. Timeframe: Data is available approximately 60 days after the each quarter closes. The annual goal for the forthcoming fiscal year is traditionally approved by the SFMTA Board of Directors in April or May. Service Standards Cross-Reference: A6 (FY08), A4 (FY09) ",Below target is positive,Percent,0.09214,0.08642,0.118,0.09384,0.12,0.09,0.11,0.11, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| MYR,MAYOR,"Lu, Carol",AFFORDABLE HOUSING,Provide affordable housing,MYR.FFC.01.858.858,Number of homeownership opportunities or assistance received by first time homebuyers,NEW by MYR for Budget FY07.,,Above target is positive,General,122,208,196,196,130,171,130,130, ,,G General City Responsibilities,Yes,No,No,No,Yes,No | |
| MYR,MAYOR,pmadmin,AFFORDABLE HOUSING,Provide affordable housing,KPI115877578067066,Number of low-and-moderate income rental units rehabilitated or preserved with public financial assistance,,,Above target is positive,General,0,556,0,0,38,0,145,160, ,,,No,No,No,No,No,No | |
| MYR,MAYOR,"Lu, Carol",AFFORDABLE HOUSING,Provide affordable housing,MYR.FFC.01.854.854,Number of newly constructed low and moderate-income rental units completed with public financial assistance,"Number of units/beds of new low income rental units funded by MOH (not including SFRA projects). ""Completed"" is defined as having been issued Certificate of Substantial Completion.",,Above target is positive,General,135,207,254,254,254,254,240,339, ,,G General City Responsibilities,Yes,No,No,No,No,No | |
| MYR,MAYOR,"Lu, Carol",COIT,Ensure proper documentation of COIT Meetings,KPI90884203449523,Post minutes of meetings within 48 hours of approval by committees,COIT committee meeting minutes should be posted within 48 hours of approval,Collection Method: Review of posting correspondence. Collection Frequency: Quarterly. Data Collection Source: COIT log spreadsheet. ,Above target is positive,Percent,0,0.35,0,0,0,0,0,0,"As of 1/1/13, COIT has moved to the Mayor’s Office","As of 1/1/13, COIT has moved to the Mayor’s Office",F General Administration & Finance,Yes,No,No,No,No,No | |
| MYR,MAYOR,"Lu, Carol",COMMUNITY DEVELOPMENT,Improve the physical infrastructure and environment of low-income neighborhoods,MYR.FAB.02.843.843,Number of facilities assisted,"CDBG funds are used to develop or rehabilitate community facilities that serve low- and moderate-income residents such as neighborhood centers, child care centers and senior centers. HOPWA funds are used to rehabilitate community facilities that serve persons with HIV/AIDS. This measure is the number of community facilities that are assisted with HOPWA and CDBG funding for capital improvements. NEW: MOH measures added Feb 06","Collection Method: Data is collected through regular on-line reporting by funded agencies to MOH. Timing: MOH reporting is on a federal timeline. MOH closes out contracts in mid-August, and submits data to the U.S. Department of Housing and Urban Development (HUD) by September 30th. MOH can provide year-end actuals by mid-October. Six-month data is available, if given adequate lead time, after mid-February.",Above target is positive,General,14,11,17,17,14,20,12,14, ,,G General City Responsibilities,Yes,No,No,No,No,No | |
| MYR,MAYOR,"Lu, Carol",COMMUNITY DEVELOPMENT,Improve the physical infrastructure and environment of low-income neighborhoods,MYR.FAB.02.844.844,Number of public space improvement projects completed,"CDBG funds are used for public space improvement projects such as park renovations, neighborhood beautification such as tree planting, and community playgrounds and gardens. This measure is the number of CDBG-funded public space improvement projects that are completed. NEW: MOH measures added Feb 06.","Collection Method: Data is collected through regular on-line reporting by funded agencies to MOH. Timing: MOH reporting is on a federal timeline. MOH closes out contracts in mid-August, and submits data to the U.S. Department of Housing and Urban Development (HUD) by September 30th. MOH can provide year-end actuals by mid-October. Six-month data is available, if given adequate lead time, after mid-February.",Above target is positive,General,1,1,2,2,1,2,1,1, ,,G General City Responsibilities,Yes,No,No,No,No,No | |
| MYR,MAYOR,"Lu, Carol",COMMUNITY DEVELOPMENT,Promote economic development in low-income communities,MYR.FAB.01.842.842,Number of direct loans made to small businesses and micro-enterprises,"This measure is the number of direct loans made by MOH to small businesses and micro-enterprises. This measure is a subset of measure 03, number of public and private loans made to small businesses and micro-enterprises. A small business is defined as a business with up to 50 employees. A micro-enterprise is a business with up to five employees including the owner(s). NEW: MOH measures added Feb 06","Collection Method: Data is collected through regular on-line reporting by funded agencies to MOH. Timing: MOH reporting is on a federal timeline. MOH closes out contracts in mid-August, and submits data to the U.S. Department of Housing and Urban Development (HUD) by September 30th. MOH can provide year-end actuals by mid-October. Six-month data is available, if given adequate lead time, after mid-February.",Above target is positive,General,4,20,39,39,18,25,18,25, ,,G General City Responsibilities,Yes,No,No,No,Yes,No | |
| MYR,MAYOR,"Lu, Carol",COMMUNITY DEVELOPMENT,Promote economic development in low-income communities,MYR.FAB.01.840.840,Number of existing businesses assisted,"Number of existing small business and micro-enterprise expansions as a result of technical assistance/loan packaging services provided by CDBG-funded community-based organizations. In defining business expansion, MOCD uses measurable indicators that show a business has expanded, including: 1) increased sales revenue over previous year totals, 2) the opening of a second location or expansion into larger space, 3) an increase or expansion of new jobs, and 4) the launch of a new product line. A small business is defined as a business with up to 50 employees. A micro-enterprise is a business with up to five employees including the owner(s). NEW: MOCD measures added Feb 06","Collection Method: Data is collected through regular on-line reporting by funded agencies to MOCD. Timing: MOCD reporting is on a federal timeline. MOCD closes out contracts in mid-August, and submits data to the U.S. Department of Housing and Urban Development (HUD) by September 30th. MOCD can provide year-end actuals by mid-October. Six-month data is available, if given adequate lead time, after mid-February.",Above target is positive,General,704,753,762,762,500,525,500,500, ,,G General City Responsibilities,Yes,No,No,No,Yes,No | |
| MYR,MAYOR,"Lu, Carol",COMMUNITY DEVELOPMENT,Promote economic development in low-income communities,MYR.FAB.01.838.838,Number of jobs created,CDBG-funded community-based organizations provide technical assistance and loan packaging services to small businesses and micro-enterprises to assist businesses with start-up or expansion. Jobs are created as a result of business start-ups and expansions. This measure is the number of full-time equivalent (FTE) jobs. It includes part-time jobs that contribute toward a FTE. A small business is defined as a business with up to 50 employees. A micro-enterprise is a business with up to five employees including the owner(s). NEW: MOH measures added Feb 06,"Collection Method: Data is collected through regular on-line reporting by funded agencies to MOH. Timing: MOH reporting is on a federal timeline. MOH closes out contracts in mid-August, and submits data to the U.S. Department of Housing and Urban Development (HUD) by September 30th. MOH can provide year-end actuals by mid-October. Six-month data is available, if given adequate lead time, after mid-February.",Above target is positive,General,269,340,509,509,315,210,315,275, ,,G General City Responsibilities,Yes,No,No,No,Yes,No | |
| MYR,MAYOR,"Lu, Carol",COMMUNITY DEVELOPMENT,Promote economic development in low-income communities,MYR.FAB.01.841.841,Number of jobs retained,"CDBG-funded community-based organizations provide technical assistance and loan packaging services to existing small businesses and micro-enterprises to prevent the businesses from closing, moving out of the City, or laying off employees. Jobs are retained as a result of business retention. This measure is the number of full-time equivalent (FTE) jobs that were saved as a result of the technical asisstance provided. It includes part-time jobs that contribute toward a FTE. A small business is defined as a business with up to 50 employees. A micro-enterprise is a business with up to five employees including the owner(s). NEW: MOH measures added Feb 06","Collection Method: Data is collected through regular on-line reporting by funded agencies to MOH. Timing: MOH reporting is on a federal timeline. MOH closes out contracts in mid-August, and submits data to the U.S. Department of Housing and Urban Development (HUD) by September 30th. MOH can provide year-end actuals by mid-October. Six-month data is available, if given adequate lead time, after mid-February.",Above target is positive,General,240,300,890,890,200,275,200,275, ,,G General City Responsibilities,Yes,No,No,No,Yes,No | |
| MYR,MAYOR,"Lu, Carol",COMMUNITY DEVELOPMENT,Promote economic development in low-income communities,MYR.FAB.01.839.839,Number of public and private loans made to small businesses and micro-enterprises,"CDBG-funded community-based organizations provide technical assistance and loan packaging services to small businesses and micro-enterprises to assist businesses with start-up or expansion. Business loans are packaged by MOH-funded organizations for both public and private funding sources. This measure is the number of loans that were approved from both public and private lenders, including direct loans made by MOH. A small business is defined as a business with up to 50 employees. A micro-enterprise is a business with up to five employees including the owner(s). NEW: MOH measures added Feb 06","Collection Method: Data is collected through regular on-line reporting by funded agencies to MOH. Timing: MOH reporting is on a federal timeline. MOH closes out contracts in mid-August, and submits data to the U.S. Department of Housing and Urban Development (HUD) by September 30th. MOH can provide year-end actuals by mid-October. Six-month data is available, if given adequate lead time, after mid-February.",Above target is positive,General,116,141,153,153,135,100,135,100, ,,G General City Responsibilities,Yes,No,No,No,No,No | |
| MYR,MAYOR,"Lu, Carol",COMMUNITY DEVELOPMENT,Promote economic development in low-income communities,MYR.FAB.01.837.837,Number of small business and micro-enterprise start-ups assisted,Number of small business and micro-enterprise start-ups assisted through technical assistance/loan packaging services provided by CDBG-funded community-based organizations. MOH defines a start-up as a business that has operated for one year or less. A small business is defined as a business with up to 50 employees. A micro-enterprise is a business with up to five employees including the owner(s). NEW: MOH measures added Feb 06,"Collection Method: Data is collected through regular on-line reporting by funded agencies to MOH. Timing: MOH reporting is on a federal timeline. MOH closes out contracts in mid-August, and submits data to the U.S. Department of Housing and Urban Development (HUD) by September 30th. MOH can provide year-end actuals by mid-October. Six-month data is available, if given adequate lead time, after mid-February.",Above target is positive,General,415,565,343,343,380,350,380,380, ,,G General City Responsibilities,Yes,No,No,No,Yes,No | |
| MYR,MAYOR,"Lu, Carol",COMMUNITY DEVELOPMENT,Provide support services to stabilize individuals and families,MYR.FAB.03.846.846,Number of individuals receiving emergency shelter and homeless prevention services through ESG,"Community-based organizations receive Emergency Solutions Grant (ESG) funds to provide homeless services such as shelter, case management and homeless prevention services. This measure is the number of individuals receiving ESG-funded services. NEW: MOH measures added Feb 06","Collection Method: Data is collected through regular on-line reporting by funded agencies to MOH. Timing: MOH reporting is on a federal timeline. MOH closes out contracts in mid-August, and submits data to the U.S. Department of Housing and Urban Development (HUD) by September 30th. MOH can provide year-end actuals by mid-October. Six-month data is available, if given adequate lead time, after mid-February.",Above target is positive,General,3525,4804,2086,2086,1500,1498,2500,1500, ,,G General City Responsibilities,Yes,No,No,No,No,No | |
| MYR,MAYOR,"Lu, Carol",COMMUNITY DEVELOPMENT,Provide support services to stabilize individuals and families,MYR.FAB.03.845.845,Number of individuals receiving public services through CDBG,"Community-based organizations receive CDBG funds to provide public services such as employment training and placement, legal services, case management and information/referral services. This measure is the number of individuals receiving non-housing related CDBG-funded services prior to 2011 and both housing and non-housing related services after 2011 due to the change in the Mayor's Office responsibilities. NEW: MOH measures added Feb 06. NOTE: Starting with FY07, numbers do not include individuals that are served with CDBG-funded housing programs that are adminstered by MOH, and individuals that are served with $850,000 in CDBG funds that is administered by DCYF.","Collection Method: Data is collected through regular on-line reporting by funded agencies to MOH. Timing: MOH reporting is on a federal timeline. MOH closes out contracts in mid-August, and submits data to the U.S. Department of Housing and Urban Development (HUD) by September 30th. MOH can provide year-end actuals by mid-October. Six-month data is available, if given adequate lead time, after mid-February.",Above target is positive,General,13568,13380,15483,15483,10000,12821,10000,13000, ,,G General City Responsibilities,Yes,No,No,No,No,No | |
| MYR,MAYOR,pmadmin,COMMUNITY DEVELOPMENT,Provide support services to stabilize individuals and families,KPI115921578155992,Number of individuals receiving services through HOPWA,Community-based organizations receive HOPWA funds to provide housing and supportive services for persons with HIV/AIDS. This measure is the number of individuals receiving housing and/or supportive services through HOPWA-funded activities.,"Collection Method: Data is collected through regular on-line reporting by funded agencies to MOH. Timing: MOH reporting is on a federal timeline. MOH closes out contracts in mid-August, and submits data to the U.S. Department of Housing and Urban Development (HUD) by September 30th. MOH can provide year-end actuals by mid-October. Six-month data is available, if given adequate lead time, after mid-February.",Above target is positive,General,0,644,673,1275,494,620,1114,620, ,,,No,No,No,No,No,No | |
| MYR,MAYOR,"Lu, Carol",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,MYR.XXX.01.860.860,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: Evaluations tracked the administrative division of the Mayor's Office. (Shalonda Baldwin) Timing: The Mayor's Office conducts performance evaluation on a calendar year basis, not a fiscal year. Evaluations for the upcoming calendar year are scheduled in December. Evaluations for the calendar year that is about to end occur in December. December 2005 was the first year evaluations were scheduled (for calendar year 2006).",Above target is positive,General,85,86,92,92,86,92,86,86, ,,G General City Responsibilities,Yes,No,No,No,No,Yes | |
| MYR,MAYOR,"Lu, Carol",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,MYR.XXX.01.861.861,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted amd completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: Evaluations tracked by the administrative division of the Mayor's Office. (Shalonda Baldwin) Timing: The Mayor's Office conducts performance evaluation on a calendar year basis, not a fiscal year. Evaluations for the upcoming calendar year are scheduled in December. Evaluations for the calendar year that is about to end occur in December. December 2005 was the first year evaluations were scheduled (for calendar year 2006).",Above target is positive,General,77,63,0,92,86,92,86,86, ,,G General City Responsibilities,Yes,No,No,No,No,Yes | |
| MYR,MAYOR,pmadmin,NEIGHBORHOOD SERVICES,Connect diverse groups to City Hall,KPI128119378954811,Number of cultural events produced,,,Above target is positive,General,,,,,,,,,,,,No,No,No,No,No,No | |
| MYR,MAYOR,"Lu, Carol",NEIGHBORHOOD SERVICES,Respond to citizens,MYR.FAJ.01.848.848,"Number of Certificates, Proclamations, and Greeting Letters Issued","Total number of Certificates, Proclamations and Greeting Letters issued by the Mayor's Office of Neighborhood Services.","Collection Method: Office Manager tracks certificates, proclamations and greeting letters online as they are issued in an excel database, and then adds them for periodic reporting. Timing: Real time.",Above target is positive,General,1645,1624,451,1049,1500,1350,1500,1500, ,,G General City Responsibilities,Yes,No,No,No,Yes,No | |
| MYR,MAYOR,pmadmin,NEIGHBORHOOD SERVICES,Respond to citizens,KPI128110378455223,Number of community engagement events produced,,,Above target is positive,General,,,,,,,,,,,,No,No,No,No,No,No | |
| MYR,MAYOR,"Lu, Carol",NEIGHBORHOOD SERVICES,Respond to citizens,MYR.FAJ.01.849.849,Number of Community Outreach Events,Number of Community Outreach Events produced for the Mayor by the Mayor's Office of Neighborhood Services.,Collection Method: Excel database kept with summary of town hall meetings. Timing: Real time.,Above target is positive,General,7,7,4,4,7,10,7,7, ,,G General City Responsibilities,Yes,No,No,No,Yes,No | |
| MYR,MAYOR,"Lu, Carol",PUBLIC POLICY & FINANCE,Obtain citizen input and promote understanding of the City's budget,MYR.FEY.02.851.851,"Number of presentations to advocates, labor groups, community organizations, and other stakeholders",NEW measure by MYR Feb 06. Measure tracks the count of meetings and presentations to stakeholders on the City's budget. Meteings with City department heads and budget staff are excluded.,Collection Method: Meetings/presentations are tracked over the course of the year by the Budget Office. Timing: Meetings/presentations are tracked over the course of the year by the Budget Office. Most occur during the budget season (March - June).,Above target is positive,General,35,25,25,25,25,25,25,25, ,,G General City Responsibilities,Yes,No,No,No,Yes,No | |
| PAB,BOARD OF APPEALS,"Pacheco, Victor",APPEALS PROCESSING,Provide a fair and efficient administrative appeals process to the public,PAB.BAH.01.862.862,Percentage of cases decided within 75 days of filing,"Current and prior years data reflect percentage of cases decided within 75 days of filing. Construction projects and business activities are delayed while the Board processes and decides appeals. The sooner appeals are heard by the Board, the less the delay caused by the process.","Collection Method: Log and department files. Timing: Our data is available on a weekly basis, as appeals are decided by the Board.",Above target is positive,Percent,0.65,0.62,0.75,0.75,0.6,0.89,0.6,0.6,"For the 12-month period from July 01, 2013 to June 30, 2014, the Board decided a total of 124 appeals. 93 of the 124 were decided within 75 days of filing, or 75%.",This measure is inherently volatile due to the nature of the appeals process. Appeals may be rescheduled at the request of parties to allow time for settlement negotiations; appeals may also be heard by the Board initially and then continued if the Board requires supplemental evidence. The fluctuating volume of appeals filed also influences how quickly a matter can be heard by the Board.,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| PAB,BOARD OF APPEALS,"Pacheco, Victor",APPEALS PROCESSING,Provide a fair and efficient administrative appeals process to the public,PAB.BAH.01.863.863,Percentage of written decisions released within 15 days of final action,"Current and prior years data reflect percentage of written decisions released within 15 days of final action. The scheduling of hearings is at the beginning of the process and the distribution of the Board's Notice of Decision and Order is at the end. The goal is to always send out decisions as soon as possible following the board's final action on an appeal so that the public, project sponsors and businesses are only minimally delayed.","Collection Method: Log and department files. Timing: Our data is available on a weekley basis, as Board decisions become final, and then notices of decision are released.",Above target is positive,Percent,1,1,1,1,0.97,1,0.97,1,"For the 12-month period between July 01, 2013 and June 30, 2014, the Board released 124 written decisions. All 124 or 100% were released within the 15-day window after final action.",Board staff strives to release all written decisions within the 15-day window in order to minimize delays upon the parties involved.,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| PAB,BOARD OF APPEALS,"Pacheco, Victor",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,PAB.XXX.01.864.864,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Timing: This data is available on a yearly basis.",Above target is positive,General,5,5,5,5,5,5,5,5, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,Yes | |
| PAB,BOARD OF APPEALS,"Pacheco, Victor",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,PAB.XXX.01.865.865,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: Performance appraisals are kept on employee personnel files. Timing: This data is available on a yearly basis.,Above target is positive,General,5,5,5,5,5,5,5,5, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,Yes | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",CRIMINAL AND SPECIAL DEFENSE,Provide alternatives to incarceration,KPI91122309707716,Number of carryover participants in Drug Court,Number of participants who are remaining active in Drug Court during the reporting period.,Collection Method: Hand count and Excel database. Timing: Upon request to Drug Court staff. Spreadsheet is maintained in Specialty Unit file share.,Above target is positive,General,283,146,214,214,200,120,120,120,Based on data from Drug Court. Our office continues to advocate for expansion of eligibility and obtain waivers from the District Attorney which has allowed more individuals to participate in Drug Court. ,,,No,No,No,No,Yes,No | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",CRIMINAL AND SPECIAL DEFENSE,Provide alternatives to incarceration,KPI91125309719852,Number of dismissals of Drug Court client cases,Number of cases in which a client has graduated from Drug Court and obtained a dismissal in a case.,Collection Method: Hand count and Excel database. Timing: Upon request to Drug Court staff. Spreadsheet is maintained in Specialty Unit file share.,Above target is positive,General,132,112,68,68,80,80,75,75,Based on data from Drug Court. Our office continues to advocate for expansion of eligibility and obtain waivers from the District Attorney which has allowed more individuals to participate in Drug Court.,,,No,No,No,No,No,No | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",CRIMINAL AND SPECIAL DEFENSE,Provide alternatives to incarceration,KPI91123309713162,Number of Drug Court cases in bench warrant status,"Drug Court cases in which the client has a bench warrant. Such cases frequently require legal consultation, research and motion work.",Collection Method: Hand count and Excel database. Timing: Upon request to Drug Court staff. Spreadsheet is maintained in Specialty Unit file share.,Above target is positive,General,477,127,193,193,300,100,100,100,Based on data from Drug Court. Our office continues to advocate for expansion of eligibility and obtain waivers from the District Attorney which has allowed more individuals to participate in Drug Court. ,,,No,No,No,No,No,No | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",CRIMINAL AND SPECIAL DEFENSE,Provide alternatives to incarceration,KPI14865526804809,Number of new participants in Drug Court,Number of clients in the reporting period who start participation in Drug Court. Includes Drug Court Track I cases (Drug Diversion.) ,Collection Method: Hand count and Excel database. Timing: Upon request to Drug Court staff. Spreadsheet is maintained in Specialty Unit file share.,Above target is positive,General,272,159,182,182,150,150,150,150,Based on data from Drug Court. Our office continues to advocate for expansion of eligibility and obtain waivers from the District Attorney which has allowed more individuals to participate in Drug Court. ,,,No,No,No,No,Yes,No | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",CRIMINAL AND SPECIAL DEFENSE,Provide expungement services,KPI91106309507445,Number of applicants/individuals receiving legal consultation and referrals via drop in services and telephone conferences,"The Public Defender's Office assists people in clearing their records by helping them get expungements, certificates of rehabilitation from the Governor and by getting their records sealed. Includes document review and legal research into whether relief is available. Drop in services provided in the office and at four Walk-in Clinics located at community-based sites.",Collection Method: Ongoing hand count by Clean Slate program and staff. Timing: When needed upon request to the Clean Slate program unit. Spreadsheet is maintained in Clean Slate Unit file share.,Above target is positive,General,5268,4975,7172,7172,4758,5800,4800,5800,Based on counts and databases maintained by Clean Slate staff.,,,No,No,No,No,Yes,No | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",CRIMINAL AND SPECIAL DEFENSE,Provide expungement services,PDR.AIB.02.871.871,Number of motions filed on behalf of the clients under Clean Slate,Number of motions filed on behalf of the clients under the Clean Slate Program. Motions include PC 1203.4 (expungment); PC 851.8 (seal & destroy arrest); 851.90 (seal arrest); 849.5 (arrest and release); 1203.3 (early termination of probation); 17(b)(3) (felony to misdemeanor reduction); 4852 et seq (Certificates of Rehabilitation).,Collection Method: Ongoing hand count by Clean Slate program and staff. Timing: When needed upon request to the Clean Slate program unit. Spreadsheet is maintained in Clean Slate Unit file share.,Above target is positive,General,1129,1145,1237,1237,720,720,720,900,"Due to the continuing increase in demand for Clean Slate services, our office prevailed in efforts to increase the case limit requirements and allow additional cases to be heard in Superior Court. ",,A Public Protection,Yes,No,No,No,Yes,No | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",CRIMINAL AND SPECIAL DEFENSE,Provide Re-entry Services to Clients,KPI91144309855100,Number of clients evaluated for referral to services,Number of clients evaluated by Reentry Unit staff for referral to services.,Hand count and Excel database. Timing: Upon request to Reentry Unit Staff. Spreadsheet is maintained in Re-entry Unit file share.,Above target is positive,General,284,316,264,264,300,300,300,300,Based on Reentry Unit records.,,,No,No,No,No,Yes,No | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",CRIMINAL AND SPECIAL DEFENSE,Provide Re-entry Services to Clients,KPI91145309861766,Number of clients referred to services,Number of clients referred by Reentry Unit staff to services.,Hand count and Excel database. Timing: Upon request to Reentry Unit Staff. Spreadsheet is maintained in Reentry Unit file share.,Above target is positive,General,232,212,203,203,200,200,200,200,Based on Reentry Unit records.,,,No,No,No,No,Yes,No | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",CRIMINAL AND SPECIAL DEFENSE,Provide Services for Children of Incarcerated Parents,KPI91155309896962,Number of clients evaluated for referral and referred to services,Number of clients evaluated by staff of Children of Incarcerated Parents program for referral to services and subsequently referred to services.,Hand count and Excel database. Timing: Upon request to CIP Staff. Spreadsheet is maintained in Specialty Unit file share.,Above target is positive,General,79,79,82,82,85,80,85,80,Based on C.I.P. statistics.,,,No,No,No,No,No,No | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",CRIMINAL AND SPECIAL DEFENSE,Provide training to staff,PDR.AIB.03.873.873,Number of training programs offered to staff,"Number of training programs offered to both new and experienced attorneys, investigators, interns and support staff.",Collection Method: Ongoing hand count by training staff Timing: The department maintains current number of trainings offered each month.,Above target is positive,General,234,144,128,128,120,120,120,120,"Total number of trainings offered to PDR staff, including sessions of trainings for new attorneys.",,A Public Protection,Yes,No,No,No,No,No | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",CRIMINAL AND SPECIAL DEFENSE,Represent defendants effectively,PDR.AIB.01.866.866,Number of felony matters handled,"Number of felony cases in which the PDR appeared in court at least once. A felony is an offense carrying a possible state prison sentence, generally exceeding one year. (examples: drug sales, robbery, sexual assault). Measure includes both unadjudicated cases and Motions to Revoke Probation.",Collection Method: CCSF CMS Report #5029 Timing: Upon request to CMS,Above target is positive,General,7672,8857,9448,9448,8433,10783,8433,9820,The department receives this data from Superior Court CMS (Case Management System). The actual is based on actual number of clients represented by the PD Felony Unit. Total number is from CMS report.,,A Public Protection,Yes,No,No,No,Yes,No | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",CRIMINAL AND SPECIAL DEFENSE,Represent defendants effectively,PDR.AIB.01.869.869,Number of juvenile matters handled,Number of juvenile matters handled in delinquency cases: Total court appearances.,"Collection Method: Juvenile Court caseload statistic, YGC, and departmental hand count. Timing: Since this data is maintained by our department, it can be accessed upon request when needed. The methodology is that the attorneys hand in their daily calendars which are then hand counted by our Legal Process Clerk Virginia Libiran, each month based on categories which include new cases, transfer in cases, conflict declared, progress reports, bench warrant, Placement appearances, collaborative court appearances at our Principals Collaborative Center (PCC), Youth Family Violence Court (DV), and Wellness (mental health clients), pre-trials, motions, dispositions, and CARC appearances. The calendars and records are kept in our office at 258 A Laguna Honda Blvd., our Public Defender Juvenile Justice Center. ",Above target is positive,General,4758,4460,4531,4531,4600,4496,4600,4525,Actual is based on number of total court appearances where representation was provided by the PD Juvenile Unit.,,A Public Protection,Yes,No,No,No,Yes,No | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",CRIMINAL AND SPECIAL DEFENSE,Represent defendants effectively,PDR.AIB.01.868.868,Number of mental health clients represented,The number of clients represented by the PDR in conservatorship and involuntary psychiatric hospitalization proceedings.,"Collection Method: Ongoing hand count by PDR Mental Health Unit staff. Timing: Since this data is maintained by our department, it can be accessed upon request, when needed, by hand count.",Above target is positive,General,2965,3457,3484,3484,3000,3000,3000,3000,Actual is based on actual number of clients represented by the PD Mental Health Unit.,,A Public Protection,Yes,No,No,No,Yes,No | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",CRIMINAL AND SPECIAL DEFENSE,Represent defendants effectively,PDR.AIB.01.867.867,Number of misdemeanor matters handled,"Number of misdemeanor cases in which the PDR appeared in court at least once. A misdemeanor is an offense carrying a possible sentence of one year or less local confinement in the county jail. (examples: prostitution, driving under the influence, vandalism).",Collection Method: CCSF CMS Report #5029 Timing: Upon request to CMS,Above target is positive,General,4570,4635,5109,5109,4269,6733,3625,5684,The department receives this data from Superior Court CMS (Case Management System). The actual is based on actual number of clients represented by the PD Misdemeanor Unit. Total number is from CMS report.,,A Public Protection,Yes,No,No,No,Yes,No | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,PDR.XXX.01.880.880,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Timing: Evaluations are done yearly and available by the end of the fiscal. New employees are provided 90 day and 6 month evaluations.",Above target is positive,General,156,162,110,110,163,163,163,163,7 employees on personal leave. 4 separations.,,A Public Protection,Yes,No,No,No,No,Yes | |
| PDR,PUBLIC DEFENDER,"Roberts, Larry",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,PDR.XXX.01.881.881,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Collection Method: The department's unit managers are responsible for completing performance evaluations for all employees in their units. The Chief Attorney oversees the evaluation process. All evaluations are maintained in the employee's personnel file. Timing: Refer to previous measure.,Above target is positive,General,75,155,91,91,163,163,163,163,7 employees on personal leave. 4 separations.,,A Public Protection,Yes,No,No,No,No,Yes | |
| POL,POLICE,"Goldberg, John",DEPARTMENT-WIDE/OTHER,All city employees have a current performance appraisal,KPI322857353828839,Percentage of employees for whom performance appraisals were scheduled,"Collection Method: For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Timing: There is no system currently in place to track the submission of performance appraisals. Until 2000, the Staff Inspection Unit had the task of ensuring compliance with completion and tracking of the PIP binders and PAR forms. We anticipate using the new HRMS system to monitor compliance. The new Early Intervention System will also be implemented to address OCC concerns in this area. For Civilian personnel, Department of Human Resources notifies the SFPD when a performance evaluation is due. Permanent employees are scheduled for evaluation on a yearly basis. the completed evaluation is placed in the individual's personnel file.",New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent employees must have an annual appraisal.,Above target is positive,General,100,100,0,100,100,100,100,100, ,,A Public Protection,Yes,No,No,No,No,Yes | |
| POL,POLICE,"Goldberg, John",DEPARTMENT-WIDE/OTHER,All city employees have a current performance appraisal,KPI322858353847186,Percentage of employees for whom scheduled performance appraisals were completed,"Collection Method: SFPD sworn personnel are evaluated by their supervisor every six month period; March - August and September - February. An Officer's (Q2's) Performance Appraisal Report (PAR) is placed in their Performance Improvement Program (PIP) Binder which is kept at their Unit under lock and key. When an officer transfers to a new assignment the PIP Binder also is transferred. Probationary Officers are evaluated once every month. Inspectors, Sergeants (Q50's), Lieutenants (Q60's) and Captains (Q80's) PARs are kept in their personnel file. For civil personnel, Department of Human Resources notifies the SFPD when a performance evaluation is due. Permanent employees are scheduled for evaluation on a yearly basis. The completed evaluation is placed in the individual's personnel file. Timing: There is no system currently in place to track the submission of Performance Appraisals. Each District Captain monitors compliance of the completion of Performance Appraisels. ","New measure requested by Mayor on 8/15/2005. This is the number of applicable employees in a department for whom a performance appraisal was conducted during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled accordingto their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.",Above target is positive,General,89,90,0,92,100,95,92,92, ,,A Public Protection,Yes,No,No,No,No,Yes | |
| POL,POLICE,"Goldberg, John",OPERATIONS AND ADMINISTRATION,Ensure safety of officers and the public,POL.ACM.01.912.912,Number of collisions where the officer is at fault,A count of the number of officer involved vehicle collisions where the officer was determined to be at fault. Collisions are reviewed by Dept. Accident Board of Review to determine training or discipline required.,"Collection Method: Data is selected from traffic collision reports and entered into the Department Accident Board of review (DABOR ) database, maintained at SFPD Traffic Division. Officer Sally Foster (553-1198) maintains statistics on DABOR dispositions. Timing: Monthly.",Below target is positive,General,72,72,24,68,50,80,50,50, ,,A Public Protection,Yes,No,No,No,No,No | |
| POL,POLICE,"Goldberg, John",PATROL,Arrest perpetrators of crimes,POL.ACX.03.936.936,Number of adult arrests for Part I property crimes,"Number of adult arrests for Part 1 property crimes UCR = Uniform Crime Reporting, a program of the FBI. UCR Part I property crimes are burglary, larceny-theft, motor vehicle theft and arson.","Collection Method: Arrests are recorded by the Sheriff's Office at time of booking, captured by the Court Management System (CMS), and forwarded monthly by mag-tape to the California Department of Justice (DOJ), Sacramento. At SFPD request, DOJ Criminal Justice Statistics Center produces a monthly report, ""Adult and Juvenile Arrests Reported"" which provide these stats. Timing: This data is not available in the SFPD automated system. As stated above, arrest information is obtained through special requests from DOJ, and provided in aggregate form to the Department. (DOJ Report AR3311)",Below target is positive,General,0,0,0,0,0,0,0,0,,,A Public Protection,Yes,No,No,No,No,No | |
| POL,POLICE,"Goldberg, John",PATROL,Arrest perpetrators of crimes,POL.ACX.03.932.932,Number of adult arrests for UCR Part I violent crimes,"Number of adult arrests for Part 1 violent crimes. Uniform Crime Report (UCR) violent crimes are: homicide, forcible rape, robbery and aggravated assault. Adult is age 18 years and older.","Collection Method: This data is collected by the Sheriff Office. Arrests are recorded by Sheriff at time of booking, captured by Court Management System (CMS), and forwarded monthly by mag-tape to the California Department of Justice (DOJ), Sacramento. At SFPD request, DOJ Criminal Justice Statistics Center produces a monthly report, ""Adult and Juvenile Arrests Reported"" which provide these stats. Timing: This data is not available in the SFPD automated system. As stated above, arrest information is obtained through special requests from DOJ, and provided in aggregate form to the Department. (DOJ Report AR3311)",Below target is positive,General,0,0,0,0,0,0,0,0,,,A Public Protection,Yes,No,No,No,No,No | |
| POL,POLICE,"Goldberg, John",PATROL,Arrest perpetrators of crimes,POL.ACX.03.935.935,Number of juvenile arrests for Part I property crimes,"Number of Juvenile arrests for Part 1 property crimes. UCR = Uniform Crime Reporting, a program of the FBI. UCR Part I property crimes are burglary, larceny-theft, motor vehicle theft, and arson.","Collection Method: Arrests are recorded by Youth Guidance Center (YGC) at time of booking, captured by the Court Management System (CMS), and forwarded monthly by mag-tape to the California Department of Justice (DOJ), Sacramento. At SFPD request, the DOJ Criminal Justice Statistics Center produces a monthly report, ""Adult and Juvenile Arrests Reported"" which provide these stats. Timing: This data is not available in the SFPD automated system. As stated above, arrest information is obtained through special requests from DOJ, and provided in aggregate form to the Department (DOJ Report AR3311)",Below target is positive,General,0,0,0,0,0,0,0,0,,,A Public Protection,Yes,No,No,No,No,No | |
| POL,POLICE,"Goldberg, John",PATROL,Arrest perpetrators of crimes,POL.ACX.03.931.931,Number of juvenile arrests for UCR Part I violent crimes,"Number of juvenile arrests for Part 1 violent crimes. UCR violent crimes are: homicide, forcible rape, robbery and aggravated assault. Juveniles are under 18 years of age. UCR = Uniform Crime Reporting, a program of the FBI.","Collection Method: This data is collected by the Sheriff's Office. Arrests are recorded by the Youth Guidance Center (YGC) at time of booking, captured by the Court Management System (CMS), and forwarded monthly by mag-tape to the California Department of Justice (DOJ), Sacramento. At SFPD request, DOJ Criminal Justice Statistics Center produces a monthly report, ""Adult and Juvenile Arrests Reported"" which provide these stats. Timing: This data is not available in the SFPD automated system. As stated above, arrest information is obtained through special requests from DOJ, and provided in aggregate form to the Department (DOJ Report AR3311).",Below target is positive,General,0,0,0,0,0,0,0,0,,,A Public Protection,Yes,No,No,No,No,No | |
| POL,POLICE,"Goldberg, John",PATROL,Ensure the safety of citizens,POL.ACX.04.945.945,"Ensure the safety of persons riding public transportation (MUNI) in the City; offenses reported as per 1,000 riders","Number of crimes committed on a MUNI bus or at a MUNI facility, as a percentage of MUNI ridership (per 1000 riders), via the SFPD Incident file. All incidents related to public transportation are coded as such and retrievable. ",Collection Method: The proposed figures are obtained via a CrimeMAPS search using Premise Codes associated with Muni. Timing: Data is obtained monthly.,Below target is positive,General,1.36,2.77,0,1.89,1.75,3.75,1.5,1.5, ,,A Public Protection,Yes,No,No,No,No,No | |
| POL,POLICE,"Goldberg, John",PATROL,Reduce crime; Uniform Crime Reporting (UCR) numbers,POL.ACX.01.921.921,"UCR: Number of UCR homicides per 100,000 population","Number of UCR Homicides per 100,000 Population. UCR Homicide definition: The willful and non-negligent killing of one human being by another = murder and non-negligent manslaughter. This does not include: fetal deaths, traffic fatalities, accidental deaths, assaults to murder, attempts to murder.","Collection Method: Number of Homicides divided by current San Francisco population and multiplied by 100,000. Population FY 2008: 829,848, FY 2009 & FY 2010: 842,265 (Source: CA Department of Finance E-2 Report).",Below target is positive,General,7.358,6.288,1.66,4.745,0,0,0,0, ,,A Public Protection,Yes,No,Yes,No,No,No | |
| POL,POLICE,"Goldberg, John",PATROL,Reduce crime; Uniform Crime Reporting (UCR) numbers,POL.ACX.01.922.922,UCR: Number of UCR Part I property offenses reported,"UCR Part I property crimes are burglary, larceny-theft, motor vehicle theft, and arson. UCR = Uniform Crime Reporting, a program of the FBI. UCR reports are of OFFENSES, not CRIMES.","Collection Method: Data is obtained from an Access database system which was developed by SFPD and allows us to capture a more current set of data. Data provided for this fiscal year (beginning June 2010) is from our Microsoft Access-based Incident Report System (IRS) which extracts incidents as they are entered by police officers. Each Monday, the COMPSTAT officers prepare a hybrid database, including data from IRS and the hand counts. This data is also used for UCR Reporting to the FBI. Timing: Monthly, by the 10th of the month.",Below target is positive,General,35317,42108,21570,48284,31723,53425,49733,51225, ,,A Public Protection,Yes,No,No,No,No,No | |
| POL,POLICE,"Goldberg, John",PATROL,Reduce crime; Uniform Crime Reporting (UCR) numbers,POL.ACX.01.923.923,"UCR: Number of UCR Part I property offenses reported per 100,000 population","Number of crimes divided by 100,000 population. ","Collection Method: Number of Part I Property crimes divided by current San Francisco population and multiplied by 100,000. Population FY 2008: 829,848, FY2009 & FY2010: 842,625 (Source: CA Department of Finance, E-2 Report). Timing: Monthly.",Below target is positive,General,4191.4,4997.241,2560,5730.3,3768,6250,5925,5625, ,,A Public Protection,Yes,No,No,Yes,Yes,No | |
| POL,POLICE,"Goldberg, John",PATROL,Reduce crime; Uniform Crime Reporting (UCR) numbers,POL.ACX.01.920.920,"UCR: Number of UCR Part I violent offenses reported per 100,000 population","Number of offenses divided by 100,000 population.","Collection Method: Number of UCR Violent Part I crimes divided by current San Francisco population and multiplied by 100,000. Population FY 2008: 829,848, FY 2009 & FY 2010: 842,625 (CA Dept of Finance E-2 Report). Population: 842,625. Timing: Monthly.",Below target is positive,General,810.3,876.545,388,904.5,748,1030,980,930, ,,A Public Protection,Yes,No,No,Yes,Yes,No | |
| POL,POLICE,"Goldberg, John",PATROL,Reduce crime; Uniform Crime Reporting (UCR) numbers,POL.ACX.01.919.919,UCR: Number UCR Part I violent offenses reported,"UCR = Uniform Crime Reporting, a program of the FBI. UCR Part I violent crimes are: homicide, forcible rape, robbery and aggravated assault. For violent crimes only, offenses are crimes multiplied by the number of victims. UCR reports are of OFFENSES, not CRIMES.","Collection Method: Data is obtained from an Access database system which was developed by SFPD and allows us to capture a more current set of data. Data provided for this fiscal year (beginning June 2010) is from our Microsoft Access-based Incident Report System (IRS) which extracts incidents as they are entered by police officers. Homicide and Rape crime statistics are hand counted. Each Monday, the COMPSTAT officers prepare a hybrid database, including data from IRS and the hand counts. This data is also used for UCR Reporting to the FBI. Timing: Monthly, by the 10th of the month.",Below target is positive,General,6842,7386,3266,7619,6295,8500,7847,8082, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| POL,POLICE,"Goldberg, John",PATROL,Respond timely to calls for emergency assistance,POL.ACX.02.928.928,Response time: Priority A calls (in seconds),"Average time from dispatch of Priority A call to arrival on scene, in seconds. Priority ""A"" calls are those emergency / in-progress requests for service received by the Department of Emergency Management (DEM) and dispatched to police officers. Time from dispatch of the call to the officer's notification of arrival on scene is computed. An average time in seconds is computed.",Collection Method: Several time stamps are placed into the dispatch file. The Department of Emergency Management (DEM) dispatcher stamps the time when the call is dispatched over the air; the dispatcher also stamps the time the officer notifies dispatch of arrival on the scene. Delays may occur between officer's arrival on scene and time stamp of arrival. Timing: DEM updates this data in real time. DEM produces reports for SFPD monthly.,Below target is positive,General,261,294,260,260,240,280,240,240, ,,A Public Protection,Yes,No,Yes,No,Yes,No | |
| POL,POLICE,"Goldberg, John",PATROL,Respond timely to calls for emergency assistance,POL.ACX.02.929.929,Response time: Priority B calls (in seconds),"Average time from dispatch of Priority B call to arrival on scene, in minutes and seconds Priority ""B"" calls are those "" just occurred"" or urgent requests for service received by the Department of Emergency Management (DEM) and dispatched to police officers. Time from dispatch of the call to the officer's notification of arrival on scene is computed. An average time in minutes and seconds is computed.",Collection Method: Several time stamps are placed into the dispatch file. The Department of Emergency Management (DEM) dispatcher stamps the time when the call is dispatched over the air; the dispatcher also stamps the time the officer notifies dispatch of arrival on the scene. Delays may occur between officer's arrival on scene and time stamp of arrival. Timing: DEM updates this data in real time. DEM produces reports for SFPD monthly.,Below target is positive,General,485,524,361,361,450,515,450,450, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| POL,POLICE,"Goldberg, John",SFPD-INVESTIGATIONS,Reduce the amount of violence in San Francisco,POL.ACB.02.908.908,Firearm seizures,The number of firearms collected by SFPD. A major goal of SFPD is to remove all firearms off the street.,"Collection Method: Every firearm seized is collected, tracked, and recorded by Crime Scene Investigation (CSI). Paper forms are used for this record keeping. Timing: Crime Scene Investigation prepares a monthly spreadsheet , by District, displaying the types of firearms seized. Data is available at the end of each month.",Above target is positive,General,731,998,434,911,800,950,950,950, ,,A Public Protection,Yes,No,No,No,No,No | |
| POL,POLICE,"Goldberg, John",SPECIAL OPERATIONS,Reduce traffic collisions and ensure pedestrian safety,POL.ACY.01.951.951,Number of 'driving under the influence' arrests,"This is the number of arrests made for ""driving under the influence"" ( this includes DUI-Alcohol or Drugs, as primary or subsequent charge)..",Collection Method: Traffic Company hand-counts reports and maintains a master file involving DUI charges. Timing: Aggregate data is available at the end of each month.,Above target is positive,General,546,534,0,0,843,600,600,600, ,"Keeping for record, but department cannot report this data at the time. Jul 2013: 49 Aug 2013: 48 Sep 2013: 57 Q1Total: 154 Oct 2013: 53 Nov 2013: 43 Dec 2013: 48 Q2 Total: 144",A Public Protection,Yes,No,No,No,No,No | |
| POL,POLICE,"Goldberg, John",SPECIAL OPERATIONS,Reduce traffic collisions and ensure pedestrian safety,POL.ACY.01.953.953,Number of moving citations issued,Number of moving citations issued.,Collection Method: Data is hand counted . A summary report is received from each district station counting issuances for a given period by selected violations and entered into a master worksheet maintained by traffic company. Timing: Monthly.,Above target is positive,General,62328,94381,0,0,133543,0,0,0, ,,A Public Protection,Yes,No,No,No,No,No | |
| POL,POLICE,"Goldberg, John",SPECIAL OPERATIONS,Reduce traffic collisions and ensure pedestrian safety,POL.ACY.01.950.950,Number of traffic collisions that result in fatalities,The number of traffic collisions that result in fatalities.,Collection Method: Selective data from traffic collision reports are entered into an Accident Record Management System (RMS) database maintained by the Traffic Company. Timing: Monthly.,Below target is positive,General,35,31,0,20,0,40,0,0, ,,A Public Protection,Yes,No,No,No,Yes,No | |
| POL,POLICE,"Goldberg, John",SPECIAL OPERATIONS,Reduce traffic collisions and ensure pedestrian safety,POL.ACY.01.949.949,Number of traffic collisions that result in injuries,The number of traffic collisions that result in injuries.,Collection Method: All traffic collision reports are hand counted by Traffic Company. Selective data from traffic collision reports are entered into an Accident Record Management System (RMS) database maintained by the SFPD Traffic Company. Timing: Monthly.,Below target is positive,General,1546,3150,0,0,2775,1925,3308,3315, ,"Cannot report at this time because analyst who was entering data from paper reports left the department and has not been replaced. Mid-year data deleted because it was an estimation, according to Jeanne Chisholm. ",A Public Protection,Yes,No,No,No,Yes,No | |
| POL,POLICE,"Baltazar, Erick",THE OFFICE OF CITIZEN COMPLAINTS,Address civilian complaints of police misconduct professionally and efficiently,KPI156931256039225,Number of Cases Closed During the Reporting Period,"The measure identifies the number of cases closed, including those cases that were mediated, during the relevant time period. Section 3304 of the California Government Code dictates that all investigations of police misconduct should be completed within one calendar year. ","The OCC maintains statistics and provides quarterly reports on the number of cases closed. The reports are presented to the San Francisco Police Commission and are a matter of public record. The OCC's quarterly and annual statistical reports are on file with the OCC, 25 Van Ness Avenue, Suite 700, SF CA 94102, with the Police Commission office, 5th floor, Hall of Justice, 850 Bryant St. SF 94103, and with the SF Public Library, Larkin and Grove Streets. SF 94102. Timing: Public reports are generated quarterly and annually, and can be found on the agency's website: www.sfgov.org/occ. ",Above target is positive,General,856,723,339,711,816,714,684,684,"The OCC's goal is to close as many or more cases than the number of new cases filed during a fiscal year. During FY 2013-14, the OCC opened 734 cases and closed 711 cases. While the OCC was budgeted for 17 OCC investigators, the OCC operated with only 14 fully trained investigators due to vacancies because of attrition and step adjustments that reduced OCC's personnel budget allowable expenditures by $300,000. In addition, of the 14 fully trained investigators, one served as an acting senior investigator during this period, supervising a team of investigators. ",,,No,No,No,No,No,No | |
| POL,POLICE,"Baltazar, Erick",THE OFFICE OF CITIZEN COMPLAINTS,Address civilian complaints of police misconduct professionally and efficiently,POL.ACV.01.916.916,Number of Cases Closed During the Reporting Period per FTE Investigator,The measure is calculated by dividing the total number of complaints closed by OCC in the relevant period by the number of fully trained 8124 investigators serving in the period. The overall agency's objective is to close as many as or more complaints than the number of new complaints filed annually.,"Collection Method: The OCC maintains statistics and provides quarterly reports on the number of complaints closed. The reports are presented to the SF Police Commission and are a matter of public record. OCC personnel rosters, including number of 8124 investigators employed in given time periods, are on record with OCC's Senior Account Clerk. The OCC's quarterly and annual statistical reports, which also contain general staffing information, are on file with OCC, 25 Van Ness Avenue, Suite 700, SF CA 94102, with the Police Commission office, 5th floor, Hall of Justice, 850 Bryant St. SF 94103, and with the SF Public Library, Larkin and Grove Streets., SF 94102. Timing: The OCC generates public reports quarterly and annually. The reports can be found on the agency's website: www.sfgov.org/occ.",Above target is positive,General,60,54,21,43,48,48,48,48,"During the second half of FY 2013-14, a fully trained investigator closed an average of 21 cases. Overall, a fully trained investigator closed an average of 43 cases during FY 2013-14, 7 cases short of the target of 48 cases per investigator. Proper case management and accountability will ensure that investigators close an average of 4 or more cases per month, or 48 cases per fiscal year. ",,A Public Protection,Yes,No,No,No,Yes,No | |
| POL,POLICE,"Baltazar, Erick",THE OFFICE OF CITIZEN COMPLAINTS,Address civilian complaints of police misconduct professionally and efficiently,KPI156935256088006,Number of Cases Mediated During the Reporting Period,"The measure identifies the number of cases mediated during the relevant time period. Mediation is an alternative way of resolving complaints about police conduct. The OCC identifies cases where the parties might benefit from a face to face discussion of their perspectives on the encounter that resulted in a complaint. If both the complainant and the officer agree, the case is taken out of the investigation process and scheduled for a mediation with our trained volunteer mediators.","The OCC maintains statistics and provides quarterly reports on the number of cases mediated. The reports are presented to the San Francisco Police Commission and are a matter of public record. OCC's quarterly and annual statistical reports are on file with the OCC, 25 Van Ness Avenue, Suite 700, SF CA 94102, with the Police Commission office, 5th floor, Hall of Justice, 850 Bryant St. SF 94103, and with the SF Public Library, Larkin and Grove Streets. SF 94102. Timing: Public reports are generated quarterly and annually, and can be found on the agency's website: www.sfgov.org/occ.",Above target is positive,General,64,50,5,65,60,60,60,60,"During the second half of FY 2013-14, the OCC mediated 30 cases. Overall, the OCC mediated 65 cases or 9% of the 711 cases closed during FY 2013-14. The 65 mediated cases exceeded the target of 60. ",,,No,No,No,No,No,No | |
| POL,POLICE,"Baltazar, Erick",THE OFFICE OF CITIZEN COMPLAINTS,Address civilian complaints of police misconduct professionally and efficiently,POL.ACV.01.914.914,Number of Cases Sustained During the Reporting Period,"The measure identifies the number of completed investigations which contain at least one sustained allegation of police misconduct. Sustained is one of ten findings that could be reached by the Office of Citizen Complaints. A sustained finding is one in which a preponderance of the evidence proved that the conduct complained of did occur, and that using as a standard the applicable regulations of the San Francisco Police Department, the conduct was improper.","Collection Method: The OCC maintains statistics and provides reports (from OCC's database and from reports of OCC's staff attorneys) annually to the Police Commission pursuant to City Charter 4.127 and Police Commission Resolution 19-91, concerning numbers of sustained complaints submitted by OCC and dispositions of said complaints by SFPD, through the Chief and/or the SF Police Commission. The OCC's quarterly and annual statistical reports are on file with OCC, 25 Van Ness Avenue, Suite 700, SF CA 94102, with the Police Commission office, 5th floor, Hall of Justice, 850 Bryant St. SF 94103, and with the SF Public Library, Larkin and Grove Streets. SF 94102. Timing: Public reports are generated quarterly and annually, and can be found on the agency's website: www.sfgov.org/occ.",Below target is positive,General,48,39,8,53,0,0,0,0,"The OCC closed 339 cases during the second half of FY 2013-14. Of those, 24 cases had one or more sustained allegations of misconduct, resulting in a 7% sustained rate. During FY 2013-14, the OCC closed a total of 711 cases. Of those, 53 cases had one or more sustained allegations of misconduct, resulting in a 7% sustained rate for FY 2013-14.",,A Public Protection,Yes,No,No,No,No,No | |
| POL,POLICE,"Baltazar, Erick",THE OFFICE OF CITIZEN COMPLAINTS,Address civilian complaints of police misconduct professionally and efficiently,POL.ACV.01.915.915,Percentage of Sustained Cases Completed within the One-Year Statute of Limitations Under Government Code 3304,"This measure is defined by dividing the total number of sustained cases sent by OCC to SFPD during the relevant period into the number of sustained complaints that are sent within Government Code section 3304's one-year limitation period or other time specified by Government Code Section 3304. A complaint may be against personnel, policy or procedure. Sustained is one of ten findings that could be reached as a result of an investigation by the OCC. A sustained finding is one in which a preponderance of the evidence proved that the conduct complained of did occur, and that using as a standard the applicable regulations of the Department, the conduct was improper.","Collection Method: The OCC maintains statistics and provides reports (from OCC's database and from reports of OCC's staff attorneys) annually to the Police Commission pursuant to City Charter 4.127 and Police Commission Resolution 19-91, concerning numbers of sustained complaints submitted by OCC and dispositions of said complaints by SFPD, via Chief and/or SF Police Commission. OCC's quarterly and annual statistical reports are on file with OCC, 25 Van Ness Avenue, Suite 700, SF CA 94102, with the Police Commission office, 5th floor, Hall of Justice, 850 Bryant St. SF 94103, and with the SF Public library, Larkin and Grove Streets. SF 94102. Timing: Public reports are generated quarterly and annually, and are posted on the agency's website: www.sfgov.org/occ",Above target is positive,Percent,1,1,1,0.985,1,0.99,1,1,"During the second half of FY 2013-14, the OCC sustained 24 cases. All of those cases were sent to the Department within Government Code Section 3304's one-year statue of limitation period or other time specified by Government Code Section 3304. Of the 53 cases that were sustained during the entire FY 2013-14, 52 were sent to the Department within Government Code Section 3304's one-year statue of limitation period or other time specified by Government Code Section 3304. One case was not sent to the Department within Government Code section 3304's one-year statue of limitation period or other time specified by Government Code section 3304 because the case was originally withdrawn by the complainant in 2010 and was re-filed in 2012 pursuant to the complainant's request. Discipline could not be imposed because the original complaint was filed in 2010. ",,A Public Protection,Yes,No,No,No,Yes,No | |
| POL,POLICE,"Baltazar, Erick",THE OFFICE OF CITIZEN COMPLAINTS,Address civilian complaints of police misconduct professionally and efficiently,KPI16318027925298,Percentage of Sustained Cases that Resulted in Corrective or Disciplinary Action by the Chief or Police Commission ,This measure is calculated by dividing the number of cases in which disciplinary action was imposed by the Chief of Police or Police Commission by the number of cases that were actually submitted by the OCC and were taken into consideration by the Chief or Police Commision. This measure does not include those cases in which no action was taken by the SFPD because the officer was no longer within the jurisdiction of the SFPD or Police Commission (the officer resigned or retired) or in which no action was taken by the SFPD within the one-year statute of limitations period. ,"The OCC is notified by the SFPD of its adjudication and disposition of OCC sustained cases. The OCC keeps records of those notices and generates a report of the adjudication of those cases. The OCC presents a report of its sustained cases and their SFPD dispositions, with confidential information redacted, as part of its quarterly and annual reports to the Police Commission. Those reports are on file with the OCC, 25 Van Ness Avenue, Suite 700, SF CA 94102, with the Police Commission office, 5th floor, Hall of Justice, 850 Bryant St. SF 94103, and with the SF Public Library, Larkin and Grove Streets. SF 94102. Timing: Public reports are generated quarterly and annually, and can be found on the agency's website: www.sfgov.org/occ. The Police Department also generates monthly reports on discipline imposed, and those reports can be found on www.sfgov.org/police. ",Above target is positive,Percent,0.905,0.925,1,0.94,0.9,0.9,0.9,0.9,"In each of the 21 cases considered by the SFPD or the Police Commission for disciplinary action during the second half of FY 2013-14, discipline or other corrective action was imposed. The cases considered by the Police Chief or the Police Commission during this period were not necessarily the same cases sent to them by the OCC during the measurement period. ",,,No,No,No,No,No,No | |
| POL,POLICE,"Baltazar, Erick",THE OFFICE OF CITIZEN COMPLAINTS,Facilitate corrective action in response to complaints,KPI156938256135657,"Number of Findings of Policy, Procedure, or Practice Failure Identified in the OCC Caseload During the Reporting Period","The measure identifies the number of findings of policy, procedure, or practice failure identified in the OCC caseload during the relevant time period. The OCC's policy work is an essential aspect of its mission. The San Francisco City Charter requires the OCC to present quarterly recommendations concerning SFPD's policies or practices that enhance police-community relations while ensuring effective police services. ","The OCC files statistical reports containing all policy recommendations made to SFPD and the Police Commission on a quarterly basis. Special reports are prepared by the OCC as warranted and presented to the SFPD and/or the Police Commission. The reports to the Police Commission are public record. OCC's reports containing policy recommendations are on file with the OCC, 25 Van Ness Avenue, Suite 700, SF CA 94102, on the OCC website: www.sfgov.org/occ, with the Police Commission, Room 505, Hall of Justice, 850 Bryant St. SF 94103 and with the SF Public Library, Larkin and Grove Streets., SF 94102. Timing: The Office of Citizen Complaints generates public reports quarterly and annually. The reports can be found on the agency's website: www.sfgov.org/occ.",Above target is positive,General,9,7,2,8,0,0,0,0,"During the second half of FY 2013-14, the OCC identified 2 policy findings in OCC's caseload. Overall, the OCC identified a total of 8 policy findings in OCC's caseload during FY 2013-14.",,,No,No,No,No,No,No | |
| POL,POLICE,"Baltazar, Erick",THE OFFICE OF CITIZEN COMPLAINTS,Facilitate corrective action in response to complaints,POL.ACV.02.917.917,"Number of Policy, Procedure, and Practice Findings Presented to SFPD or Police Commission During the Reporting Period","The measure identifies the number of policy, procedure, and practice recommendations presented to the SFPD or the Police Commission during the report period. The OCC's policy work is an essential aspect of its mission. The San Francisco City Charter requires the OCC to present quarterly recommendations concerning SFPD's policies or practices that enhance police-community relations while ensuring effective police services. ","Collection Method: The OCC files statistical reports containing all policy recommendations made to SFPD and the Police Commission on a quarterly basis. Special reports are prepared by the OCC as warranted and presented to the SFPD and/or the Police Commission. The reports to the Police Commission are public record. OCC's reports containing policy recommendations are on file with the OCC, 25 Van Ness Avenue, Suite 700, SF CA 94102, on the OCC website: www.sfgov.org/occ, with the Police Commission, Room 505, Hall of Justice, 850 Bryant St. SF 94103 and with the SF Public Library, Larkin and Grove Streets., SF 94102. Timing: The OCC generates public reports quarterly and annually. The reports can be found on the agency's website: www.sfgov.org/occ.",Above target is positive,General,16,15,5,12,0,0,0,0,"During the second half of FY 2013-14, the OCC presented 5 policy, procedure and/or practice recommendations to the SFPD and/or the Police Commission. For the entire fiscal year of 2013/14, the OCC presented 12 policy, procedure and/or practice recommendations to the SFPD and/or the Police Commission. Recommendations presented to the Police Commission and/or SFPD during the measurement period were not necessarily the same ones that were identified in the OCC caseload during the measurement period because of the agency's prioritization of policy issues and the agency's need to provide recommendations in response to policy issues raised by either the Police Commission or SFPD.",,A Public Protection,Yes,No,No,No,No,No | |
| PRT,PORT,"Wallace, Meghan",ADMINISTRATION,Economic Impact of Port Capital Program,PRT.BKO.05.966.966,Annual Capital Budget,Total Annual Budget,Collection Method: Data drawn from annual capital budget submission Timing: Date is available on an annual basis.,Above target is positive,Currency,15395117,36357722,0,14000000,14000000,14000000,14645078,12800000, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| PRT,PORT,"Wallace, Meghan",ADMINISTRATION,Financial Stability - Maintain a strong financial postion,PRT.BKO.02.963.963,Outstanding receivables as a percent of annual billed revenue,Outstanding net receivables as percent of annual billed revenues. ,"Collection Method: As a result of Controller's PM review which could not validate this PM, staff recommends revising the denominator from ""billed revenue"" (which was manually calculated using varying methods over the years) to ""total port revenue"" (budget basis, not financial statement, and regularly reported and consistently calculated). Net receivables data is collected in the Port's financial software, Oracle, and then reported in the Summary Aging Report. Then, the Port determines the percentage receivable by dividing the net receivables (numerator) by the total annual revenues (denominator). ",Below target is positive,Percent,0.038,0.038,0.0417,0.0417,0.045,0.0412,0.045,0.045,Increase still due to Pier 38 ongoing legal status. ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| PRT,PORT,"Wallace, Meghan",ADMINISTRATION,Financial Stability - Maintain or improve the Port's access to the capital markets,PRT.BKO.01.962.962,The Port's debt service coverage ratio,Net revenues available for debt service divided by debt services for the 2004 refunding bonds.,"Collection Method: From the Port's Audited Annual Financial Statements and other related financial documents from the Finance Department. Timing: Data needed to calculate the debt service coverage ratio is available only annually. Data is typically available by mid-October, after the completion of the Port's annual financial statement audit.",Above target is positive,General,5,6.54,8.89,8.89,2.05,6.74,4.7,5.27,"Debt service coverage is significantly higher than projected due to a combination of: (i) higher base rental and parking revenues than previously forecasted, (ii) lower than anticipated claims and litigation expenses, (iii) lower than previously projected charges for city Attorney and fire protection services, and (iv) lower than previously forecast DPW expenses reported for financial statement purposes. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| PRT,PORT,"Wallace, Meghan",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,PRT.XXX.01.974.974,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Timing: Data collected throughout the year and is tracked by Port HR",Above target is positive,General,208,216,106,106,235,223,235,235, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,Yes | |
| PRT,PORT,"Wallace, Meghan",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,PRT.XXX.01.975.975,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: Supervisors and managers send the original performance appraisal document to the Port�s Human Resources Office where it is clocked in and recorded in DHRs PeopleSoft system that contains information about each Port employee, such as contact information, social security number, dates of services, etc. After recording, the documents are filed at the front of the employee�s personnel folder. Timing: Data collected throughout the year and is tracked by Port HR",Above target is positive,General,177,140,31,31,235,223,235,235, ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,Yes | |
| PRT,PORT,"Wallace, Meghan",MAINTENANCE,Financial Stability - Improve utilization of maintenance resources,KPI111977626410199,Maintenance cost per square foot of Port facilities,,,Above target is positive,Currency,0.85,0.82,0.35,0.35,0.92,0.8,0.94,0.96, ,,,No,No,No,No,Yes,No | |
| PRT,PORT,"Wallace, Meghan",MAINTENANCE,Financial Stability - Improve utilization of maintenance resources,PRT.BKY.01.970.970,Percentage of preventative maintenance of sewer pumps performed on schedule,Percentage of routine scheduled preventative maintenance to be performed on sewer pumps and backflow devices.,Rate based on records maintained by the Port�s Maintenance Division,Above target is positive,Percent,0.71,0.77,0.87,0.87,0.95,0.95,0.95,0.95,"Jan through June we increased our completion of preventive maintenance on the sewage pumps to 87%, averaging the year at 82% ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| PRT,PORT,"Wallace, Meghan",MAINTENANCE,Financial Stability - Improve utilization of maintenance resources,PRT.BKY.01.971.971,Reduce the number of unscheduled repairs of sewer pumps,Total number of unscheduled sewer pump maintenance events.,Records maintained by the Port�s Maintenance Division,Below target is positive,General,5,14,1,9,10,12,10,10,"Through our Preventive Maintenance Program we were able to identify and repaired issues of 19 sewage pumps, preventing pump failure and unschedule down time. Mitigating risk of sewage overflows ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| PRT,PORT,"Wallace, Meghan",MARITIME OPERATIONS & MARKETING,Economic Impact - Increase cruise volume,PRT.BKD.02.959.959,Total number of cruise ship calls,Total number of cruise ship calls,Collection Method: Projected is based on passenger cruise schedule. Actuals are based on the Port's billing system Timing: Bookings 6 - 12 months in advance but are subject to change,Above target is positive,General,59,65,41,73,73,73,73,73,"""Strong demand in cruise ship calling San Francisco. Number of cruise ship calls in FY13/14 increased by 12% compared to FY12/13 actual. This is clearly a sign of economic recovery as well as San Francisco as an attractive destination. Cruise ships are larger and can accomondate more cruise passengers and therefore, generate more wharfage revenue to the Port. "" ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| PRT,PORT,"Wallace, Meghan",MARITIME OPERATIONS & MARKETING,Economic Impact - Increase cruise volume,PRT.BKD.02.960.960,Total number of cruise ship passengers,"Combined total of embark, transit and debark passengers",Collection Method: Projected is based on passenger cruise schedule. Actuals are based on the Port's billing system Timing: Monthly on the 30th of the following month,Above target is positive,General,159337,202389,135015,250107,240000,240092,260000,260000,"Strong demand in cruise ship calling San Francisco. This is clearly a sign of economic recovery as well as San Francisco as an attractive destination. Cruise ships are larger and can accomondate more cruise passengers and therefore, generate more wharfage revenue to the Port. Cruise revenue increased by 23.6% compared to last year. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| PRT,PORT,"Wallace, Meghan",MARITIME OPERATIONS & MARKETING,Economic Impact - Increase the volume of cargo shipping,PRT.BKD.01.957.957,Total cargo tonnage - Breakbulk,Total cargo tonnage from breakbulk cargo.,Collection Method: Data collected and maintained by Maritime division staff. Timing: Monthly on the 30th of the following month,Above target is positive,General,24385,18089,2452,4298,37000,3400,25000,35000,Still experiencing low demand in breakbulk. ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| PRT,PORT,"Wallace, Meghan",MARITIME OPERATIONS & MARKETING,Economic Impact - Increase the volume of cargo shipping,PRT.BKD.01.958.958,Total cargo tonnage - Bulk,"Total cargo tonnage from bulk cargo. Cargo tonnage is the total mass of actual cargo transported through the port. Bulk cargo can be in liquid or dry form, but the Port is specifically tracking dry cargo. It is transported unpackaged in large quantities and then is usually dropped or poured, with a spout or shovel bucket into a bulk carrier ship's hold, railroad car, or tanker truck/trailer/semi-trailer body. ","Collection Method: On the monthly basis, the Port receives Excel spreadsheets identifying the tonnage by month from customers, including Hanson, Cemex and Darling. Maritime staff then save the spreadsheets on the Port's network. ",Above target is positive,General,1166386,1270884,778458,1371682,1200000,1200000,1300000,1400000,Actual performance in dry bulk in FY13/14 came in higher than projected. Demand in sand is experiencing upward trend at Pier 92 while demand in aggregate remains flat at Pier 94. ,,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| PRT,PORT,"Wallace, Meghan",MARITIME OPERATIONS & MARKETING,Economic Impact - Track ferry passenger volume,PRT.BKD.03.961.961,Total number of ferry passengers transiting though Port managed facilities.,"Total number of ferry passengers transiting though Port managed facilities. (includes China Basin terminal, excludes Golden Gate Ferries)","Collection Method: Data depends on reporting from ferry operations Timing: Presently finalizing new ferry operator agreement by the end of FY 06/07, and expect this agreement to include a monthly or quarterly reporting requirement.",Above target is positive,General,1542479,1661433,1134314,2295050,1545000,1998798,1998798,2098738,"""FY13/14 ridership increased significantly primarily due to two BART strikes, Labor Day Bay Bridge closure, and the east bay services seemed to retain a portion of these as new riders. Another reason contributed to the increase is the new South San Francisco services started in April 2013. "" ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| PRT,PORT,"Wallace, Meghan",PLANNING & DEVELOPMENT,Economic Impact - Enhance Economic Activity on Waterfront,PRT.BKW.02.968.968,Total number of projects in defined development process,"Total number of projects currently in development process on Port property. A project is deemed to be in the development process only after Port Commission and/or the Board of Supervisor action designating it as such; for example, Commission approval to release development request for proposal or authorization for Port staff to manage development project in-house.",Collection Method: Commission Resolutions or other relevant documentation available at Pier 1. Timing: Data maintained in project files on continuous basis; reporting will be as of January 1 each year,Above target is positive,General,7,10,2,14,7,12,7,7,"Current Projects as of June 30, 2013: (1) National Park Service Alcatraz Landing; (2) Pier 29 Commercial Tenanting; (3) Seawall Lot 322-1 Affordable Housing; (4) Seawall Lot 351; (5) Pier 38 Bulkhead Rehabilitation; (6) Seawall Lot 337 and Pier 48; (7) Crane Cove Park; (8) Pier 70 Waterfront Site; (9) Pier 80 Terminal; (10) Pier 96 Bulk Terminal; (11) 20th Street Historic Buildings; (2) Bayview Gateway Park; (13) Downtown Ferry Terminal Expansion; (14) Pier 27 Open Space. This total is twice the target number of projects, reflecting an unusually high level of activity due to market conditions, etc. All of these active projects are expected to continue to be active throughout FY2015 and most will continue through 2016. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| PRT,PORT,"Wallace, Meghan",PLANNING & DEVELOPMENT,Quality of Life - Public participation in implementation of Waterfront Land Use Plan,PRT.BKW.01.967.967,Total number of community meetings held to discuss ongoing Port projects and programs,"Each of the Port's major planning projects and programs is vetted through a community process, which requires significant staff support. The community planning process typically uses the Port's existing advisory groups as the primary community outreach venue. Additionally, there are advisory groups that are administered by other divisions at the Port, such as the Fisherman’s Wharf Advisory Group and the Maritime Commerce Advisory Committee, both of which are administered by the Maritime Division. These standing committees, along with public meetings of the Port Commission, provide the primary forum for public outreach regarding Port projects and programs. Additionally, the Port relies upon other community forums, including groups such as SPUR, San Francisco Architectural Heritage, BCDC Design Review Board, and special, ad-hoc meetings such as “Town Hall” meetings, planning charettes, etc., to conduct public outreach.","Collection Method: Advisory Group/Committee meeting notices, agendas, and minutes available at Pier 1 provide details about community meetings. Planning & Development Division staff reach out to project managers to ensure that all meetings are captured and recorded in a master tracking spreadsheet. Timing: Data on advisory group/committee meetings, including meeting notices, agendas, and minutes, are maintained in project files located at Pier 1 on continuous basis. ",Above target is positive,General,22,42,11,28,25,23,25,25,"With 17 meetings held in the first half of the fiscaly year and 11 in the second half (NEWAG, CWAG, SWAC, WDAC) for a total of 28 which is only slightly higher than the target of 25. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,Yes,No | |
| PRT,PORT,"Wallace, Meghan",REAL ESTATE & MANAGEMENT,Economic Impact - Achieve maximum revenue from leasing activities,KPI125842129275729,Net Revenue (Gross Revenues minus Gross Expenditures),"Collected revenues in commercial/industrial and parking revenue, less Real Estate Division expenditures","Collection Method: Port Revenue Budget (for target reports) and Accounts Receivables records (for projected and actual reports), less Real Estate Division expenditure budget (for target) and actual expenses (for projection and actual reports). Timing: Accounting generates the Statement of Revenues report on the monthly basis and the Port performs a Six Month Report for revenues and expenditures that can inform the mid-year update. Actuals will need to be reported after fiscal year-end close.",Above target is positive,General,0,0,0,0,48.1,55.21,51.77,55.23, ,,,No,No,No,No,Yes,No | |
| PRT,PORT,"Wallace, Meghan",REAL ESTATE & MANAGEMENT,Economic Impact - Achieve maximum revenue from leasing activities,KPI125843129286325,Net Revenue Growth Over Prior Year,Percentage growth of net revenues year over year. Annual percentage increase is typically between 2.5-3%. Goal will be approximately 5% to achieve growth in resources to invest in other mission-driven fundings such as maritime and preservation of the waterfront for the citizens of California.,"Collection Method: Determine net revenues (Port Revenue Budget (for target reports) and Accounts Receivables records (for projected and actual reports), less Real Estate Division expenditure budget (for target) and actual expenses (for projection and actual reports)) and estimate percentage change year over year. Timing: Accounting generates the Statement of Revenues report on the monthly basis and the Port performs a Six Month Report for revenues and expenditures that can inform the mid-year update. Actuals will need to be reported after fiscal year-end close.",Above target is positive,General,0,0,0,0,-5,9,8,7, ,,,No,No,No,No,No,No | |
| PRT,PORT,"Wallace, Meghan",REAL ESTATE & MANAGEMENT,Economic Impact - Achieve maximum revenue from leasing activities,PRT.BKZ.01.973.973,Overall Port Vacancy Rate,Vacant property that is ready and available to lease.,"Data is derived from Rent Roll Report and Vacancy Report, which are prepared as requested. Rent rolls are generated by the Port’s property management software “Propworks”. Those statements are then manually reviewed by Property Management staff to correct for any errors or include any space that is under a pending lease negotiation. The combination of data and analysis creates the Vacancy report. Both files are saved on the Real Estate Division network drive. Vacancy is defined as square footage of office and shed space which is actively available to lease, divided by total square footage of office and shed space port wide. Office and shed properties are the only types included because they represent more traditional real estate space, and are thus loosely comparable to other private sector vacancy calculations. ",Below target is positive,Percent,0.035,0.016,0.076,0.076,0.1,0.085,0.06,0.085,"AC34 venues are leased up, and average vacancy returns. ",,"B Public Works, Transportation & Commerce",Yes,No,No,No,No,No | |
| PRT,PORT,"Wallace, Meghan",REAL ESTATE & MANAGEMENT,Economic Impact - Achieve maximum revenue from leasing activities,KPI111978626414720,Revenue per square foot of rentable space,,,Above target is positive,Currency,4.67,4.46,5.39,5.39,4.68,5.1,5.25,5.41,"Departure of AMC reduced SF, but increased Port's overall revenue psf as total revenues divided by lower SF total. New leases also at higher rates. ",,,No,No,No,No,No,No | |
| PRT,PORT,"Wallace, Meghan",REAL ESTATE & MANAGEMENT,Economic Impact - Achieve maximum revenue from leasing activities,KPI125844129296563,Revenue to Expense Ratio,Collected revenues in commercial/industrial and parking revenue ,"Collection Method: Port Revenue Budget (for target reports) and Accounts Receivables records (for projected and actual reports), divided by Real Estate Division expenditure budget (for target) and actual expenses (for projection and actual reports). Timing: Accounting generates the Statement of Revenues report on the monthly basis and the Port performs a Six Month Report for revenues and expenditures that can inform the mid-year update. Actuals will need to be reported after fiscal year-end close.",Above target is positive,General,0,0,0,0,5.28,0,5.22,5.42, ,,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Customer and Community,Invest in Customers/Community,KPI164536279196407,"CR3.1 Billing Accuracy (water/wastewater/power)= Billing Error Rate (Number of error-driven billing adjustments per 10,000 bills)","Billing accuracy using the number of error-driven billing adjustments during reporting period / number of bills generated during reporting, multiply by 10,000 = error rate","Data Source: SFPUC Customer Care and Billing System How: SQL Query of cancelled and rebilled bills Calculation: Number of error-driven billing adjustments during reporting period divided by the number of bills generated during reporting, multiply by 10,000 = number of adjustments per 10,000 bills.",Below target is positive,General,16,13,8,8,10,10,10,10, ,,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Customer and Community,Invest in Customers/Community,KPI164537279198962,"CR3.4 Water meter reading accuracy (Number of errors per 1,000 reads)","Number of errrors divided by total number of meter reads multiplied by 1,000 = water meter reading errors per 1,000 water meter reads","Data Source: SFPUC Customer Care and Billing System How: SQL Query for meter reads not used on bill Calculation: Need meter reading error divided by number of meter readings completed multiplied by 1,000 = # errors per 1,000 meters read",Below target is positive,General,1.31,1,0.64,0.64,1,1,1,1,"# of errors/1000 meter reads The exact calculation for CR3.4 for FY 2013-14 is .64 meter read error per 1,000 meter read completed (1385/2,150,603*1,000), note that the increase in the number of completed meter reads in FYE2014 is due to the change from bi-monthly to monthly meter reading schedule. ",,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Customer and Community,Invest in Customers/Community,KPI164534279190163,"CR6.3a Percent of water rate and fee structure that reflects cost of service (including funding capital investment, O&M, and contribution to reserve)","Report water, wastewater, and power separately. For water, wastewater and power: weighted average retail price charged divided by full retail cost to deliver. Multiply result by 100 to get percent. Weighted average price should consider quantity supplied at differet price levels. Full cost to deliver should reflect full cost of service, including funding capital investment, O&M and contribution to reserve. Indicators for water , wastewater, and power should be calculated seperately. ","Data Source: Rate studies How: Periodic independent rate studies determine cost of service by customer class, and rates set accordingly - apply weighted average retail price charged divided by full retail cost to deliver. Multiply result by 100 to get percent. ",On target is positive,Percent,1,1,1,1,0.99,1,1,1, ,,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Customer and Community,Invest in Customers/Community,KPI164535279192647,"CR6.3b Percent of wastewater rate and fee structure that reflects cost of service (including funding capital investment, O&M, and contribution to reserve)","Report water, wastewater, and power separately. For water, wastewater and power: weighted average retail price charged divided by full retail cost to deliver. Multiply result by 100 to get percent. Weighted average price should consider quantity supplied at differet price levels. Full cost to deliver should reflect full cost of service, including funding capital investment, O&M and contribution to reserve. Indicators for water , wastewater, and power should be calculated seperately. ","Data Source: Rate studies How: Periodic independent rate studies determine cost of service by customer class, and rates set accordingly - apply weighted average retail price charged divided by full retail cost to deliver. Multiply result by 100 to get percent. ",On target is positive,Percent,1,1,1,1,1,1,1,1, ,,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Customer and Community,Invest in Customers/Community,KPI164533279187820,"CR6.3c Percent of power rate and fee structure that reflects cost of service (including funding capital investment, O&M, and contribution to reserve)","Report water, wastewater, and power separately. For water, wastewater and power: weighted average retail price charged divided by full retail cost to deliver. Multiply result by 100 to get percent. Weighted average price should consider quantity supplied at differet price levels. Full cost to deliver should reflect full cost of service, including funding capital investment, O&M and contribution to reserve. Indicators for water , wastewater, and power should be calculated seperately. ","Data Source: Rate studies How: Periodic independent rate studies determine cost of service by customer class, and rates set accordingly - apply weighted average retail price charged divided by full retail cost to deliver. Multiply result by 100 to get percent. ",On target is positive,Percent,0.67,0.78,0.7,0.7,0.67,0.626,0.76,0.74, ,"Metric for Power slightly changed as a result of lower District and Wholesale Excess power sales, which decreased the overall portion of sales reflecting cost of service.",,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Alt, Emily",Customer and Community,Invest in Customers/Community,KPI114819508238133,CY3.1a Percent labor hours worked by SFPUC Service Territory Residents as a percent of all hours worked," The Project Labor Agreement of March 2007, governing the Water System Improvement Program, provides for labor stability on all covered construction projects and has set a goal of 50% of Total Hours and 50% of Total Apprentice Hours to be performed by SFPUC Service Territory Residents (includes SF residents).","Data Source: All SFPUC construction projects, including those covered by the WSIP PLA, utilize San Francisco's web-based labor compliance program, ""Elation Systems, Inc."" The online software and database allows contractors to submit their weekly certified payroll reports electronically. Elation Systems' electronic payrolls are used to produce the employment data included in this report. How: Data is collated from Elation reports, including hours, wages, crafts, and worker residence. Calculation: (a) Service Territory Resident Hours (includes 267 zip codes within the SFPUC service territory) is divided by Total Hours, and then converted to a percentage.",Above target is positive,Percent,0,0.5,0.48,0.4825,0.5,0.5,0.5,0.5, ,,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Alt, Emily",Customer and Community,Invest in Customers/Community,KPI114821508290378,CY3.1b Percent apprentice labor hours worked by WSIP PLA Service Territory Residents Apprentices as a percent of all Apprentice hours worked.,"The Project Labor Agreement of March 2007, governing the Water System Improvement Program, provides for labor stability on all covered construction projects and has set a goal of 50% of Total Hours and 50% of Total Apprentice Hours to be performed by SFPUC Service Territory Residents (includes SF residents).","Data Source: All SFPUC construction projects, including those covered by the WSIP PLA, utilize San Francisco's web-based labor compliance program, ""Elation Systems, Inc."" The online software and database allows contractors to submit their weekly certified payroll reports electronically. Elation Systems' electronic payrolls are used to produce the employment data included in this report. How: Data is collated from Elation reports, including hours, wages, crafts, and worker residence. Calculation: Service Territory Resident Apprentice Hours is divided by Total Apprentice Hours.",Above target is positive,Percent,0,0.75,0.725,1.455,0.5,0.5,0.5,0.5, ,,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Alt, Emily",Customer and Community,Invest in Customers/Community,KPI114823508342504,CY3.2a Labor hours worked by local residents as percent of all hours worked,"The City and County of San Francisco passed an ordinance in 2010[1] requiring public work or improvement contracts over $400k to hire employees local to the project beginning with a 20% requirement and increasing by 5% each year* until it reaches the maximum threshold of 50%. The ordinance took effect in 2011 (Year 1*). Per the ordinance, Year 1 or FY2011-12 projects must meet the 20% requirement. Year 2 or FY2012-13 projects must meet the 25% requirement. And so on, so forth up to 50%. *Note: Each year runs from March 25th to March 24th; therefore, this is used as a proxy for the fiscal year.","Data Source: Data is captured using the Elation Systems' certified payroll database. Calculation: The SFPUC works closely with the City's Office of Economic and Workforce Development (OEWD) to track and monitor all workforce compliance requirements. For purposes of this report, and to keep in alignment with OEWD's annually published results, the numbers provided here are found in the San Francisco's Local Hiring Policy for Construction Annual Report.",Above target is positive,Percent,0,0.29,0,0.37,0.3,0.3,0.3,0,Insufficient data available at the time of reporting period. FY13-14: Continuing contracts resulted in the following labor hours: FY11-12 March to March Ordinance Requirement: 20% a. 37% FY12-13 March to March Ordinance Requirement : 25%: a. 39% Data for previous years will continue to be updated each year; as contracts started in the FYs need to meet that FY's requirement and may not be completed until the follwing FY(s). ***The third-year legislative review period has been extended for an additional 12 months while maintaining the local hire requirement at 30%.*** ,Insufficient data available at the time of reporting period. FY13-14: Continuing contracts resulted in the following labor hours: FY11-12 March to March Ordinance Requirement: 20% a. 37% FY12-13 March to March Ordinance Requirement : 25%: a. 39% Data for previous years will continue to be updated each year; as contracts started in the FYs need to meet that FY's requirement and may not be completed until the follwing FY(s). ***The third-year legislative review period has been extended for an additional 12 months while maintaining the local hire requirement at 30%.*** ,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Alt, Emily",Customer and Community,Invest in Customers/Community,KPI114825508383502,CY3.2b Labor hours worked by local resident apprectices as a percent of all aprectice hours worked.,"The City and County of San Francisco passed an ordinance in 2010[1] requiring public work or improvement contracts over $400k to hire employees local to the project beginning with a 20% requirement and increasing by 5% each year* until it reaches the maximum threshold of 50%. The ordinance took effect in 2011 (Year 1*). Per the ordinance, Year 1 or FY2011-12 projects must meet the 20% requirement. Year 2 or FY2012-13 projects must meet the 25% requirement. And so on, so forth up to 50%. *Note: Each year runs from March 25th to March 24th; therefore, this is used as a proxy for the fiscal year.","Data Source: Data is captured using the Elation Systems' certified payroll database. Calculation: The SFPUC works closely with the City's Office of Economic and Workforce Development (OEWD) to track and monitor all workforce compliance requirements. For purposes of this report, and to keep in alignment with OEWD's annually published results, the numbers provided here are found in the San Francisco's Local Hiring Policy for Construction Annual Report.",Above target is positive,Percent,0,0.72,0,0.71,0.5,0.5,0.5,0.5,DATA: a. & b.: Insufficient data available at the time of reporting period. FY13-14: Continuing contracts resulted in the following labor hours: FY11-12 March to March Ordinance Requirement: 20% b. 80% FY12-13 March to March Ordinance Requirement : 25%: b. 68% Data for previous years will continue to be updated each year; as contracts started in the FYs need to meet that FY's requirement and may not be completed until the follwing FY(s). ***The third-year legislative review period has been extended for an additional 12 months while maintaining the local hire requirement at 30%.*** ,DATA: a. & b.: Insufficient data available at the time of reporting period. FY13-14: Continuing contracts resulted in the following labor hours: FY11-12 March to March Ordinance Requirement: 20% b. 80% FY12-13 March to March Ordinance Requirement : 25%: b. 68% Data for previous years will continue to be updated each year; as contracts started in the FYs need to meet that FY's requirement and may not be completed until the follwing FY(s). ***The third-year legislative review period has been extended for an additional 12 months while maintaining the local hire requirement at 30%.*** ,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Wade, Susan",Environment,Steward the Environment,KPI166986303346576,EN 12.2b Total electricity reduction achieved by customers (in MWh),Total MWh electricity reduction resulting from customers' efforts and/or SFPUC audits.,Data Source:On annual fiscal year basis: Power/ EES Project records: Tally savings for individual EE projects. Note: Impact of LED streetlight conversions reported elsewhere. How: Savings for individual EE projects are tallied Calculation: Sum of estimated kWh savings for projects completed in the six month period.,On target is positive,General,3142,3140,2686,2686,4353,4353,4353,4353, ,,,No,No,No,No,Yes,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Wade, Susan",Environment,Steward the Environment,KPI166987303355947,EN 12.2c Total gas reduction achieved by customers (in therms),Total gas reductions (therms) that have resulted from customers' efforts and/or SFPUC audits,Data Source: Power/ EES Project records: Savings for individual EE projects are tallied. Note: Any impact from LED streetlight conversions reported separately. How: Savings for individual EE projects are tallied Calculation: Sum of estimated natural gas (therms) savings for projects completed in the six month period.,On target is positive,General,121948,543493,1823225,1823225,2000000,16000000,400000,75000, ,,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Environment,Steward the Environment,KPI164540279288995,EN10.1 Number of unauthorized discharges from the combined sewer system,Provide the number of unauthorized discharges from the combined sewer system. ,Data Source: Unauthorized discharges reported to the EPA or Regional Board: Permit reporting requirements How: Report or none Calculation: Number of discharges reported,On target is positive,General,0,0,5,5,0,2,0,0,"09/21/2013: An unexpected rain event during dry season while conducting scheduled maintenance caused a CSD event while SEP capacity was limited to 150 MGD (permit requires 240-250 MGD prior to discharge). 11/20/2013: Pine Lake pump station discharged approximately 750 gallons of combined wastewater during a heavy rain event 5 unauthorized discharge events occurred at SEP during FY 13-14 (9-21-13, 2-8-14, 2-28-14, 3-10-14, 5-14-14)","5 unauthorized discharge events occurred at SEP during FY 13-14 (9-21-13, 2-8-14, 2-28-14, 3-10-14, 5-14-14)",,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Environment,Steward the Environment,KPI164541279291609,EN10.2 Percent of annual wet and dry weather flow treated before discharged per year (by level of quality),"Divide quantity of wet and dry weather flows that receive at least primary treatment by total wet and dry weather flows for each facility (Oceanside and Southeast), multiply by 100. Divide quantity of wet and dry weather flows that receive secondary treatment by total wet and dry weather flows for each facility (Oceanside and Southeast), multiply by 100.",Calculation: All outflows receive primary treatment. Secondary treatment NPDS permitted October through April (wet season) and reported annually in July. ,On target is positive,Percent,1,1,1,1,1,1,1,1, ,,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Environment,Steward the Environment,KPI164545279304237,EN12.1b Average monthly electricity used per SFPUC street light (in kWh),Enter average monthly energy use per SFPUC street light (in killowatt hours).,Data Source: Power Enterprise Meter Data Management System (MDMS) & Streetlight Inventory How: Calculated using spreadsheet sum of monthly energy from streetlights divided by total number of streetlights Calculation: Enter average monthly electricity use per sfpuc street light (in kilowatt hours). ,On target is positive,General,52,57,51.67,51.67,45.2,48,29,35,"The conversion of 18,600 cobra head-type, high pressure sodium to light emitting diode (LED) luminaires was delayed. The project has a projected completion date of June 30, 2015. ","The conversion of 18,600 cobra head-type, high pressure sodium to light emitting diode (LED) luminaires was delayed. The project has a projected completion date of June 30, 2015. ",,No,No,No,No,Yes,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Environment,Steward the Environment,KPI164547279309834,EN12.2a Annual peak load reduction (in kW),"Enter reductions in annual peak load for electricity and gas that have resulted from customers' efforts and/or SFPUC audits. If peak load data is not available, provide total reduction in consumption and indicate this in your response.",Data Source:On annual fiscal year basis: Power/ EES Project records: Savings for individual EE projects are tallied. Note: Impact of LED streetlight conversions reported elsewhere. How: Savings for individual EE projects are tallied Calculation: Sum of estimated kW savings for projects completed in the six month period. ,On target is positive,General,639,282,276,276,545,1000,500,100, ,"Peak load expected to be less in FY2014-15 due to different mix of EE project types, and less in FT2015-16 due to reduced EE funding.",,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Environment,Steward the Environment,KPI164548279312698,EN16.1a SFPUC's electricty and/or natural gas consumption for provision of all SFPUC services (metric tons),"Total direct and indirect greenhouse gas (GHG) emissions (metric tons of carbon equivalent) for electricity and natural gas consumption per year using CCAR protocol or other protocal as determined by SFE/Departmental Climate Action Plan requirements. Indirect GHG emissions are defined as GHG emissions from consumption of purchased electricity, heat, or steam. For purposes of this reporting, use Scope 1 and Scope 2.","Data Source: SFPUC DepCap report as submitted to SFE annually in spring of the fiscal year for, and following the end of, the prior fiscal year. How: Used methodology as contained in SFPUC spring DepCap report for prior fiscal year as required by SFE. Calculation: Used SFPUC DepCap report results (including fleet) for prior fiscal year. *Note that a draft third party verification of SFE's 2010 community-wide ghg inventory was completed, but does not include the emissions factor used for the various sources of GHG emissions. Note that beginning with FY2011/12 reporting (for 2010/11 DepCAP report), natural gas emissions exclude Treasure Island. Previous years' reports are artificially inflated due to inclusion of TI natural gas consumption, which is not part of SFPUC's carbon footprint as a City Agency/Department. ",On target is positive,General,4530,2581,2506,2506,0,0,0,0,"GHG emissions from SFPUC's electricity and natural gas consumption: 2,506 metric tons CO2 from consumption of energy in SFPUC buildings and other facilities. From FY2012-13 DepCAP report (published Spring 2014). Electricity = 0 metric tons CO2 Natural Gas = 2,506 metric tons CO2 *Note that a draft third party verification of SFE's 2010 community-wide ghg inventory was completed, but does not include the emissions factor used for the various sources of GHG emissions. Note that beginning with FY2011/12 reporting (for 2010/11 DepCAP report), natural gas emissions exclude Treasure Island. Previous years' reports are artificially inflated due to inclusion of TI natural gas consumption, which is not part of SFPUC's carbon footprint as a City Agency/Department. ",,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Wade, Susan",Environment,Steward the Environment,KPI167001303514779,EN16.1b Annual greenhouse gas (GHG) emissions due to fleet fuel consumption (metric tons),"Total direct and indirect greenhouse gas (GHG) emissions (metric tons of carbon equivalent) due to fleet fuel consumption per year using CCAR protocol. Indirect GHG emissions are defined as GHG emissions from consumption of purchased electricity, heat, or steam. For purposes of this reporting, use Scope 1 and Scope 2 reporting","Data Source: SFPUC DepCap report as submitted to SFE annually in spring of the fiscal year for, and following the end of, the prior fiscal year. How: Used methodology as contained in SFPUC spring DepCap report for prior fiscal year as required by SFE. Calculation: Used SFPUC DepCap report results (including fleet) for prior fiscal year. *Note that a draft third party verification of SFE's 2010 community-wide ghg inventory was completed, but does not include the emissions factor used for the various sources of GHG emissions. Note that beginning with FY2011/12 reporting (for 2010/11 DepCAP report), natural gas emissions exclude Treasure Island. Previous years' reports are artificially inflated due to inclusion of TI natural gas consumption, which is not part of SFPUC's carbon footprint as a City Agency/Department. ",On target is positive,General,5298,4976,5223,5223,0,0,0,0,"GHG emissions from SFPUC's fleet fuel consumption: 5,223 metric tons CO2 from fleet fuel consumption. From FY2012-13 DepCAP report (published Spring 2014). TOTAL a and b: 7,729 metric tons CO2 *Note that a draft third party verification of SFE's 2010 community-wide ghg inventory was completed, but does not include the emissions factor used for the various sources of GHG emissions. Note that beginning with FY2011/12 reporting (for 2010/11 DepCAP report), natural gas emissions exclude Treasure Island. Previous years' reports are artificially inflated due to inclusion of TI natural gas consumption, which is not part of SFPUC's carbon footprint as a City Agency/Department. ",,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Environment,Steward the Environment,KPI164550279318710,EN17.1a Direct energy consumption broken down by source = Energy Intensity (EI metric): MWh energy used per million gallons of water delivered (In-City Retail Water),Total annual MWh used by Water Enterprise per million gallons (MG) In-City Retail Water delivered. These are commonly referred to as energy intensity (EI) metrics.,Data Source:Use County meters (Water) & MDMS Meter Data & Management System(Power) How: Report two energy intensities 1) wholesale and 2)retail (within City Limits): these are defined by: Energy Intensity (EI) retail = EI wholesale + CDD energy use (City deliveries) - ,On target is positive,General,1.05,1.14,0,1.07,1.1,1.09,1.11,1.11,waiting on data from water-- A. Dufour,,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Environment,Steward the Environment,KPI164539279286127,EN17.1c Direct energy consumption broken down by source = Energy Intensity (EI metric): MWh energy used per million gallons wastewater treated,Total annual MWh used by Wastewater Enterprise divided by million gallons wastewater treated per year,"Data Source:MWh and MG from WWE How:MWh from the Power enterprise, MG from WWE SCADA: MWh divided by MG treated = EI",On target is positive,General,2.14,2.1,2.2,2.2,2.1,2.1,2.1,2.1,"Calculation: Data 67,101,581 kWh and 30,068.17 MG --> 2,231 kwh/MG or 2.2 MWh/MG",,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Environment,Steward the Environment,KPI164542279295443,"EN17.3a Percent of laptops, desktops, and monitors that meet the EPEAT Gold standard","The percent of laptops, desktops, and monitors that meet the EPEAT Gold standard.","Data Source: ITS policy to meet standard, but no specific measurement tool / data source. How: ITS orders only EPEAT Gold computers and climate saver printers. Calculation: Divide the number of laptops, desktops, and monitors that meet the EPEAT Gold standard by the total number of laptops, desktops, and monitors. Multiply by 100",On target is positive,Percent,1,1,1,1,1,1,1,1, ,,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Environment,Steward the Environment,KPI164543279297634,EN17.3b Percent of printers and servers that meet the Climate Savers Computing Base standard,"Divide the number of printers and servers that meet the Climate Savers Computing Base standard by the total number of printers and servers, multiply by 100","Data Source:ITS policy to meet standard, but no specific measurement tool / data source. How: ITS orders only EPEAT Gold computers and climate saver printers. Calculation:Divide the number of printers and servers that meet the Climate Savers Computing Base standard by the total number of printers and servers, multiply by 100",On target is positive,Percent,0.95,0.95,0.95,0.95,0.95,0.95,0.95,0.95, ,,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Environment,Steward the Environment,KPI164551279324897,EN6.1b Total amount of water sold to San Francisco residential customers in gallons per capita per day (gpcd),"Per capita water sold to San Francisco residential customers ( in million gallons per day) based on sales data drawn from the billing system Calculate in MGD by population of retail service area Use ""actual"" (not ""rolling avg."") *Use residential per capita for Controller's reports and specify to this in technical description ","Data Source: Billing system, census: How: Estimate of per capita water sold to San Francisco residential customers in gallons per day by population of retail service area. Water sales data drawn from billing system and population data drawn from CA Department of Finance population estimates. ",Below target is positive,General,50.29,48.9,48.42,48.42,55,50,55,55, ,on target or decreasing is positive,,No,No,No,No,Yes,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Environment,Steward the Environment,KPI164549279315532,EN8.2 Percent of total water supplied by alternative sources to retail customers,"Divide the amount of water supplied by new or alternative sources by the total water supplied. Multiply result by 100 to get percent. Note: New/alternative sources include groundwater, recycled water, reclaimed water, rainwater, desalinated water, etc.",Data Source:Use County line and Retail meters. How: Divide the amount of water supplied by new or alternative sources by the total water supplied. Multiply by 100 to get percent.,Above target is positive,Percent,0.03,0.034,0.034,0.034,0.034,0.0314,0.034,0.034, ,waiting for data--dependent on J-Table,,No,No,No,No,Yes,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Environment,Steward the Environment,KPI164538279263354,"EN9.4 Percent sewage sludge (the residual, semi-solid material left from the sewage treatment process) going to beneficial reuse","Divide the amount of sludge that goes to beneficial reuse by the total amount of sludge, multiply by 100 to get percent","Data Source: Data from Contracts with receiving counties (Solano, Sonoma, Merced) for beneficial land applications, landfills as ADC (alternative daily cover) or composting. Calculation: Though SFPUC estimates this measure at 100% into the future, we will continue to track it as material to our core business and of interest to stakeholders. ",On target is positive,Percent,1,1,1,1,1,1,1,1, ,,,No,No,No,No,Yes,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI164532279180394,"GM1.2a Incidents of, and fines or non-monetary sanctions for non-compliance with applicable laws and regulations",1) How many incidents of non-compliance occurred in the current fiscal year? 2) How many fines have been issued? 3) How many incidents of non-monetary sanctions for non-compliance occurred? 4) What is being done to address the issues of non-compliance? ,"How: e.g. DPH, DHS, Clean Water Act, NPDES, etc. for number of violations, fines, or incidents of non-monetary sanctions for non-compliance. Note: If a violation ruling issues and/or fines were levied in e.g. this fiscal year for an infraction occurring in a previous year, the ruling/ fines must be counted as incidents in the current fiscal year (for the purposes of this indicator).",On target is positive,General,3,0,2,2,0,3,0,0,"a. 1) 2 2) 1 ($14,000) 3) 1 4) HHWP completed mitigation plans which included the development of improved processes which reduce future compliance risk associated with both FY 2013-14 circumstances of non-compliance with NERC Standards (from Power) a. WWE - See EN 10.1 - Offical non-compliace incidents will be reported after officail investigation and determination. Corrective measures will then be identified. (wastewater) a. 1) Incidents are counted when official fine or ruling occurs. 2) Total fines issued: $1,677,310 (See note for description.) 3) 0 4) Corrective actions taken: • Additional training for staff on permit requirements, operational procedures, and water quality monitoring • Increased communication • Improved disinfection and dechlorination procedures • Disciplinary action (water) Fines break down as follows: Fines issued by the RWQCB: a) $69,000: minimum mandatory penalties paid by the SFPUC in 2014 to the RWQCB (Reg. 2) for effluent limit violations of the NPDES transmission system discharge permit that occurred from 2010-2012 b) $608,310: settlement costs w/ RWQCB (Reg. 2)for various alleged NPDES permit violations; $277,892 of the $608,310 to Save-the-Bay for completion of a supplemental environmental project The above two fines cover the following instances: (i) effluent limit violations of the potable water treatment plant NPDES permit for HTWTP (2010) (ii) violations of the potable water treatment plant NPDES permit for SVWTP (2011) (iii) effluent limit violations of the transmission system NPDES (2011) (iv) effluent limit violations of the transmission system NPDES (2012) (v) minimum mandatory penalties for effluent violations of the potable water treatment plant NPDES permit for HTWTP (2011) (vi) minimum mandatory penalties for effluent violations of the transmission system NPDES permit (2012) c) $1,000,000: Settlement costs w/ RWQCB (Reg. 5) and CDFW for alleged violations of the federal Clean Water Act, the California Water Code, the Sacramento and San Joaquin River Basins Plan; and the California Fish and Game Code; $800,061 to The Central Valley Regional Water Quality Control Board, and $199,939 to the California Department of Fish and Wildlife ",,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI164527279156784,GM1.2b Drinking water quality compliance rate (percent days in full compliance with drinking water standards),"Annual (percent) days in full compliance with drinking water standards including California Dept of Public Health. Divide number of days in full compliance with drinking water standards by 365, multiply by 100","Data Source: CDPH correspondence re notice of violations. How: Divide number of days in full compliance with drinking water standards by number of days in reporting period, multiply by 100. No notices of violation received. ",On target is positive,Percent,1,1,1,1,1,1,1,1, ,,,No,No,No,No,Yes,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI166878295119234,GM3.1a Percent completion within 45 days from Commission Award to Certification of components of professional service contracts that are within SFPUC control,"Identify number of professional services contracts processed within 45 days of award given conditions, divide by total number of contracts and multiply by 100. ","Data source Contract Admin Bureau from internal excel mathematical counting data base. How:Divide the total number completed within the target time and given conditions by the total number processed, multiply by 100. ",On target is positive,Percent,0.829,0.565,0.62,0.62,0.75,0.7,0.7,0.7,Calculation: 46/74 = 62% The contracting data is SFPUC-wide including all enterprises and bureaus.,,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI164517278987304,GM3.1b Percent completion within 60 days from Commission Award to Certification of components of construction contracts that are within SFPUC control,"Identify number of construction contracts processed within 60 days of award given conditions, divide by total number of contracts and multiply by 100.","Data source: Contract Admin Bureau from internal excel mathematical counting data base. How: Divide the total number completed within the target time and given conditions by the total number processed, multiply by 100.",On target is positive,Percent,0.65,0.66,0.44,0.44,0.7,0.6,0.6,0.6,Calculation: 19/43 = 44%,,,No,No,No,No,Yes,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI164525279147408,GM4.4 Percent of power supplied vs. forecasted,Sum total actual Muni Load divided by monthly total forecasted Load Data,Data Source: MDMS How: Sum total monthly actual Muni Load divided by monthly forecasted Load Data needed is the hourly difference between forecasted power load and actual power load. Subtract the forecast load from the actual load for each hour of the day in a given month. Sum the differences for each hour for the whole month. Divide the total difference for the month by the total actual load for the month and multiply by 100 to get a percent. Calculate the average percent for the twelve month period.,On target is positive,Percent,0.99,1.01,1.0046,1.0046,0.99,0.99,0.9,0.95,"Actual/Forecasted: 853,782.5/849867.1=100.46%","Actual/Forecasted: 853,782.5/849867.1=100.46%",,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Alt, Emily",Governance,Improve Governance,KPI1004051613433513,IA 2.2b Deviation in actual vs. planned facilities and project expenditures (in Millions): WSIP Regional,Identify the difference between planned expenditures and actual expenditures for all major capital projects,Data Source: The WSIP and Other program related Quarterly reports periodically presented to the Commission How: The reports are generated based on a Work Break Down structure that is followed for each project in a program.,Above target is positive,Currency,3900000,122000000,14000000,14000000,385900000,430000000,362000000,179000000,"Calculation: 1. Determine the Total Actual Cost for FY2013-14. This will be the difference between the Total Actual Costs reported for June2013 and June 2014 (Source of data: June 2013 & June 2014 Quarterly Supplemental Reports) June 2013 = $2,433.4M June 2014 = $2,877.8M FY 2013-14 Actual Costs = $2,877.8 - $2,433.4 = $444.4M say $444M 2. Subtract Planned Costs FY2013-14 from Actual Cost FY2013-14: = $444M - $430M = $14M ***FY13-14 actuals calculated as the difference between the total actual cost at the end of June 2013 and the total actual cost at the end of June 2014. Targets calculated from straight-line spread of all project costs in the project baseline except Non-WSIP and Contingency","Calculation: 1. Determine the Total Actual Cost for FY2013-14. This will be the difference between the Total Actual Costs reported for June2013 and June 2014 (Source of data: June 2013 & June 2014 Quarterly Supplemental Reports) June 2013 = $2,433.4M June 2014 = $2,877.8M FY 2013-14 Actual Costs = $2,877.8 - $2,433.4 = $444.4M say $444M 2. Subtract Planned Costs FY2013-14 from Actual Cost FY2013-14: = $444M - $430M = $14M ***FY13-14 actuals calculated as the difference between the total actual cost at the end of June 2013 and the total actual cost at the end of June 2014. Targets calculated from straight-line spread of all project costs in the project baseline except Non-WSIP and Contingency",,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI164518279096604,IA2.2a Deviation in actual vs. planned facilities and project expenditures (in Millions): WSIP Local including LWS,Identify the difference between planned expenditures and actual expenditures for all major capital projects,Data Source: The WSIP and Other program related Quarterly reports periodically presented to the Commission How: The reports are generated based on a Work Break Down structure that is followed for each project in a program.,On target is positive,Currency,19200000,15300000,5000000,5000000,30800000,16000000,47200000,42800000,Calculation: 1. Determine the Total Actual Cost for FY2013-14. This will be the difference between the Total Actual Costs reported for June2013 and June 2014 (Source of data: June 2013 & June 2014 Quarterly Supplemental Reports) June 2013 = $343.6M June 2014 = $364.2M FY 2013-14 Actual Costs = $364.2 - $343.6 = $20.6M say $21M 2. Subtract Planned Costs FY2013-14 from Actual Cost FY2013-14: = $21M - $16M = $5M ***FY13-14 actuals calculated as the difference between the total actual cost at the end of June 2013 and the total actual cost at the end of June 2014. Targets calculated from straight-line spread of all project costs in the project baseline except Non-WSIP and Contingency,Calculation: 1. Determine the Total Actual Cost for FY2013-14. This will be the difference between the Total Actual Costs reported for June2013 and June 2014 (Source of data: June 2013 & June 2014 Quarterly Supplemental Reports) June 2013 = $343.6M June 2014 = $364.2M FY 2013-14 Actual Costs = $364.2 - $343.6 = $20.6M say $21M 2. Subtract Planned Costs FY2013-14 from Actual Cost FY2013-14: = $21M - $16M = $5M ***FY13-14 actuals calculated as the difference between the total actual cost at the end of June 2013 and the total actual cost at the end of June 2014. Targets calculated from straight-line spread of all project costs in the project baseline except Non-WSIP and Contingency,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI166882295576365,IA2.2c Deviation in actual vs. planned facilities and project expenditures (in Millions): SSIP,Identify the difference between planned expenditures and actual expenditures for all major capital projects,Data Source: SSIP and Quarterly reports. How: Reports are generated based on a Work Break Down structure that is followed for each project in a program. Primavera P6 program is used to generate reports. . ,On target is positive,Currency,0,281000000,149000000,149000000,128000000,249700000,236000000,315000000,Calculation: 1. Determine the Total Actual Cost for FY2013-14. This will be the difference between the Total Actual Costs reported for June2013 and June 2014 (Source of data: Quarterly Report for June 2013 and reported actuals in P6 for June 2014 ) June 2013 = $25M June 2014 = $125.9M FY 2013-14 Actual Costs = $125.9 - $25 = $100.9M say $101M 2. Subtract Planned Costs FY2013-14 from Actual Cost FY2013-14: = $101M - $249.7M = ($148.7M) say ($149M) ***FY13-14 actuals calculated as the difference between the total actual cost at the end of June 2013 and the total actual cost at the end of June 2014. Targets calculated from straight-line spread of all project costs in the project baseline except Non-WSIP and Contingency,Calculation: 1. Determine the Total Actual Cost for FY2013-14. This will be the difference between the Total Actual Costs reported for June2013 and June 2014 (Source of data: Quarterly Report for June 2013 and reported actuals in P6 for June 2014 ) June 2013 = $25M June 2014 = $125.9M FY 2013-14 Actual Costs = $125.9 - $25 = $100.9M say $101M 2. Subtract Planned Costs FY2013-14 from Actual Cost FY2013-14: = $101M - $249.7M = ($148.7M) say ($149M) ***FY13-14 actuals calculated as the difference between the total actual cost at the end of June 2013 and the total actual cost at the end of June 2014. Targets calculated from straight-line spread of all project costs in the project baseline except Non-WSIP and Contingency,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI166883295589292,IA2.2d Deviation in actual vs. planned facilities and project expenditures (in Millions): WWE,Identify the difference between planned expenditures and actual expenditures for all major capital projects,Data Source: WWE and Quarterly reports. How: Reports are generated based on a Work Break Down structure that is followed for each project in a program. Primavera P6 program is used to generate reports.,On target is positive,Currency,22700000,38600000,19000000,19000000,8000000,64900000,43400000,8100000,Calculation: 1. Determine the Total Actual Cost for FY2013-14. This will be the difference between the Total Actual Costs reported for June2013 and June 2014 (Source of data: June 2013 & June 2014 Quarterly Reports) June 2013 = $301.8M June 2014 = $347.4M FY 2013-14 Actual Costs = $347.4 - $301.8 = $45.6M 2. Subtract Planned Costs FY2013-14 from Actual Cost FY2013-14: = $45.6M - $64.9M = ($19.3M) say ($19M) ***FY13-14 actuals calculated as the difference between the total actual cost at the end of June 2013 and the total actual cost at the end of June 2014. Targets calculated from straight-line spread of all project costs in the project baseline except Non-WSIP and Contingency,Calculation: 1. Determine the Total Actual Cost for FY2013-14. This will be the difference between the Total Actual Costs reported for June2013 and June 2014 (Source of data: June 2013 & June 2014 Quarterly Reports) June 2013 = $301.8M June 2014 = $347.4M FY 2013-14 Actual Costs = $347.4 - $301.8 = $45.6M 2. Subtract Planned Costs FY2013-14 from Actual Cost FY2013-14: = $45.6M - $64.9M = ($19.3M) say ($19M) ***FY13-14 actuals calculated as the difference between the total actual cost at the end of June 2013 and the total actual cost at the end of June 2014. Targets calculated from straight-line spread of all project costs in the project baseline except Non-WSIP and Contingency,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI164519279101425,IA2.4a Percent deviation in actual vs. planned capital facilities and project schedules: WSIP Local,1) Update the actual total difference between planned schedule and actual schedule for all major capital projects for each capital improvement program 2) then Calculate the percent delta change since last reported 3) report the delta as the result; the actual total(s) belong in the technical description,"Data Source: The WSIP and Other capital program related Quarterly reports periodically presented to the Commission How: The reports are generated based on a Work Break Down structure that is followed for each project in a program, and applied Earned Value Management (EVM) method.",On target is positive,Percent,0.802,0.012,0.009,0.009,0.066,0.974,0.999,1,A. WSIP Local Actual % complete as of 6/30/2014 = 96.5% Delta = 97.4% - 96.5% = 0.9%,A. WSIP Local Actual % complete as of 6/30/2014 = 96.5% Delta = 97.4% - 96.5% = 0.9%,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Alt, Emily",Governance,Improve Governance,KPI999891562008809,IA2.4b Percent deviation in actual vs planned capital facilities & project schedules: WSIP Regional,1) Update the actual total difference between planned schedule and actual schedule for all major capital projects for each capital improvement program 2) then Calculate the percent delta change since last reported 3) report the delta as the result; the actual total(s) belong in the technical description,"Data Source: The WSIP and Other capital program related Quarterly reports periodically presented to the Commission How: The reports are generated based on a Work Break Down structure that is followed for each project in a program, and applied Earned Value Management (EVM) method.",Above target is positive,Percent,0.427,0.063,0.025,0.025,0.095,0.839,0.9025,0.937,B. WSIP Regional Actual % complete as of 6/30/2014 = 81.4% Delta = 83.9% - 81.4% = 2.5% ,B. WSIP Regional Actual % complete as of 6/30/2014 = 81.4% Delta = 83.9% - 81.4% = 2.5% ,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Alt, Emily",Governance,Improve Governance,KPI999901562020422,IA2.4c Percent deviation in actual vs. planned capital facilities and project schedules: WWECIP (including SSIP) ,1) Update the actual total difference between planned schedule and actual schedule for all major capital projects for each capital improvement program 2) then Calculate the percent delta change since last reported 3) report the delta as the result; the actual total(s) belong in the technical description,"Data Source: The WSIP and Other capital program related Quarterly reports periodically presented to the Commission How: The reports are generated based on a Work Break Down structure that is followed for each project in a program, and applied Earned Value Management (EVM) method.",Above target is positive,Percent,0,0.2126,0.02,0.09,0,0.91,0.979,1,C. WWECIP Actual % complete as of 6/30/2014 = 89% Delta = 91% - 89% = 2%,C. WWECIP Actual % complete as of 6/30/2014 = 89% Delta = 91% - 89% = 2%,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI164520279104749,IA5.1a Preventive maintenance ratio for Water (percent),"Total for CDD, WSTD, HHWP hours of planned maintenance divided by total hours of maintenance, multiplied by 100.",Data Source: Use Maximo & Cognos How: See Source Docs Calculation: See Source Docs,On target is positive,Percent,0.8081,0.7856,0.7157,0.7157,0.7,0.8081,0.8081,0.8,Combined: 71.57% WSTD: 71.3% CDD: 57.03% HHWP: 78.28% The Water Enterprise is currently examining the possibility of implementing a revised metric in order to increase accuracy and transparency.,Combined: 71.57% WSTD: 71.3% CDD: 57.03% HHWP: 78.28% The Water Enterprise is currently examining the possibility of implementing a revised metric in order to increase accuracy and transparency.,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI164528279166366,IA5.1b Preventive maintenance ratio for Wastewater (percent),Enter miles of planned or targeted maintenance divided by total miles of actual maintenance. multiply by 100. i.e. Use Planned vs. Unplanned Work Order Reports to enter miles of planned maintenance before work started divided by total miles of actual maintenance. Multiply by 100.,"Data Source: WWE PM vs. CM Work Order Reports Maximo via Cognos ""WWE PM vs. CM Work Order"" Report How: Divide planned maintenance labor hours by corrective maintenance labor hours. ",On target is positive,Percent,0.38,0.5,0.4,0.4,0.58,0.51,0.51,0.52,"Calculation: WWE Treatment Plant and Pump Stations FY2013-14 July-June: PM-CM Ratio is 40%; 28% PM Labor Hours (10,967.50) divided by 72% CM Labor Hours (27,601.50) = 40% ratio. PBonitz ","Calculation: WWE Treatment Plant and Pump Stations FY2013-14 July-June: PM-CM Ratio is 40%; 28% PM Labor Hours (10,967.50) divided by 72% CM Labor Hours (27,601.50) = 40% ratio. PBonitz ",,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI164531279176871,IA5.3a Distribution system renewal and replacement rate for water mains (percent),Calculate actual expenditure on renewal and replacement(or total miles renewed or replaced) / divided by total present worth of renewal and replacement needs (or total system miles)/ multiply by 100.,Data Source: List of CDD pipeline improvement projects kept by Thahn Nguyen How: Calculate actual expenditure on renewal and replacement (or total miles renewed or replaced) / divided by total present worth of renewal and replacement needs (or total system miles)/ multiply by 100. Calculation: total miles of water pipelines renewed or replaced / total distribution system miles of pipeline.,On target is positive,Percent,0.0022,0.004,0.0043,0.0043,0.01,0.007,0.0075,0.01,5.1 miles = .43%,5.1 miles = .43%,,No,No,No,No,Yes,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI164521279110483,IA5.3b System renewal and replacement rate for Wastewater (miles),"Calculate total actual expenditure on R&R, divided by total present worth of R&R and replacement needs, divide by 100. ","Data Source: Collection System RnR How: Calculate total actual expenditure on R&R, divided by total present worth of R&R and replacement needs, divide by 100.",On target is positive,General,8.7,13.7,12.75,12.75,15,15,15,15, ,,,No,No,No,No,Yes,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Jacobo, Carlos",Governance,Improve Governance,KPI110536516273954,SFPUC Cost per gallon of wastewater,Sewer cost per gallon which represents an average Single Family Residential customer using 6 Ccf of water per month.,,Above target is positive,Currency,0.0099,0.0104,0.0109,0.0109,0.0109,0.0109,0.0116,0.0123, ,,,No,No,No,No,Yes,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Jacobo, Carlos",Governance,Improve Governance,KPI110535516269921,SFPUC Cost per gallon of water,Water cost per gallon which represents an average Single Family Residential customer using 6 Ccf of water per month.,,Above target is positive,Currency,0.007,0.0078,0.0084,0.0084,0.0084,0.0093,0.0102,0.0115, ,,,No,No,No,No,Yes,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Jacobo, Carlos",Governance,Improve Governance,KPI110537516282171,SFPUC Cost per Kilowatt hour of electricity,Electricity cost per kWh for the first 278 kWh drawn by an SFPUC retail customer each month. Roughly 50% of all San Francisco residents’ electricity use is less than or equal to 278 kWh per month.,,Above target is positive,Currency,0.1,0.10931,0.1223,0.1223,0.08,0.157,0.161,0.1643, ,FY13-14 target of .1223 was the target # for low income customers only. ,,No,No,No,No,Yes,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI164522279121601,WP4.2a Recordable injury rate (# recordable/100 employees),State recordable injury rate - OSHA calculation that signifies number of employees out of 100 who had a recordable injury or illness,Data Source: Preliminary Calendar Year -- Year End SFPUC OSHA Injury Logs and eTime How: (Number of Recordable Injuries/Hours Worked (incl. overtime)) x 200000,Below target is positive,General,9.4,8.9,6.9,6.9,7.7,7.7,6.6,6.6,Projected FY2014 is less than 7.7.,,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI164523279135483,WP4.2b Recordable lost time rate (hrs/100 employees),State recordable lost time rate - OSHA calculation that signifies number of employees out of 100 who lost time due to a recordable injury or illness,Data Source: Preliminary Calendar Year -- Year End SFPUC OSHA Logs and eTime How: (Number of Lost Time Day Cases/Hours Worked (incl. overtime)) x 200000,Below target is positive,General,4.7,3.9,3.5,3.5,3.8,3.2,3.4,3.4, ,,,No,No,No,No,No,No | |
| PUC,PUBLIC UTILITIES COMMISSION,"Newman, Josh",Governance,Improve Governance,KPI164524279142268,WP4.2c Number of work-related fatalities,Report number of work-related fatalities,Data Source: Preliminary Calendar Year -- Year End SFPUC OSHA Logs and eTime How: Total Number of Fatalities Recorded on the OSHA logs,On target is positive,General,0,0,0,0,0,0,0,0, ,,,No,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,REC.XXX.05.1081.1081,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05 - please note that RPD has refined the measure wording. This is the number of employees in a department for whom a performance appraisal is to be conducted. It is measured by the number of active regularly assigned employees as of the end of the fiscal year, 6/30/xx. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: This information is obtained from a report generated from PFS (RPD Personnel Management application) showing all active regularly scheduled employees. HR issues a memo to all supervisors regarding the timeline with deadlines noted and indicates Department wide performance goals within the memo. Timing: The data is available on an annual basis within one quarter of fiscal year end. The report indicating all active employees will be generated as of 6/30/07 and the evaluation process will be completed as of September 30, 2007.",Above target is positive,General,0,677,698,698,721,721,721,721, ,,E Culture & Recreation,Yes,No,No,No,No,Yes | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,REC.XXX.05.1082.1082,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05 - please note that RPD has refined the measure wording. This is measured by the number of completed performance appraisals of active regularly assigned employees completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: Hard copies are manually collected & filed in each employee's personnel file. Results of the evaluations are entered into PFS. Timing: The data is available on an annual basis within one quarter of fiscal year end. The report indicating all active employees for whom a performance appraisal was conducted will be generated as of 6/30/07 and the evaluation process will be completed as of September 30, 2007.",Above target is positive,General,0,476,465,465,721,721,721,721, ,,E Culture & Recreation,Yes,No,No,No,No,Yes | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,REC.XXX.05.1083.1083,% of employees for whom annual performance appraisals were completed for the fiscal year,Measured by dividing the number of completed evaluations by the number of evaluations due for the fiscal year. This is the new measure RPD has previously suggested; noted in comments section of related measures.,Collection Method: This percentage will be calculated annually by RPD HR staff using the PFS system. Timing: This data is available on annual basis within one quarter of fiscal year end. ,Above target is positive,Percent,0,0.71,0.67,0.67,1,0.01,1,1,"Of the 698 employees for whom annual performance appraisals were due, 465 were completed = 67% This is far from our target, and there is extensive effort afoot to improve this performance in FY15.",,E Culture & Recreation,Yes,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,Demonstrate and promote the Department's environmental stewardship,REC.EAE.03.1067.1067,Number of tons of diverted material,"During FY 02-03, the Department initiated a recycling program. This measure tracks the amount of material forwarded to recycling service providers.","Collection Method: Ronnie Scott, NSA 8 Manager, collects the data and maintains it in spreadsheet format. Timing: This data is collected on a monthly basis and is available at the end of the second month following the month being reported. Part of this data comes from Sunset Scavenger.",Above target is positive,General,681.7,741,456,865.2,704,800,704,704,"More waste is being diverted into recycling and compost, but also, unfortunately, more waste is being left in our parks.",target is to reduce garbage by 20 tons compared to FY13 to 1280 and increase % diverted (recycled) to 55% = 704 tons diverted,E Culture & Recreation,Yes,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,Improve community loyalty,REC.EAE.01.1028.1028,Number of park volunteer hours,The measure indicates the amount of physical work hours donated to the parks by volunteers.,"Collection Method: Kristin Bowman, Director of Volunteer Services, collects hours donated by volunteers and maintains the records in a spreadsheet. Timing: This data is collected on a monthly basis and is available at the end of the month following the month being reported.",Above target is positive,General,69139,79490,100116,119387,75000,40000,75000,75000, ,,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,Improve community loyalty,REC.EAE.02.1045.1045,Number of recreation volunteer hours,This measure represents the total number of service hours donated to recreation programming.,"Collection Method: Kristin Bowman, Director of Volunteer Services, collects donated hours and enters in excel spreadsheet. Volunteers are instructed to register hours of volunteer service in a volunteer service log. Log sheets from each unit are returned to the Volunteer Office on a monthly basis. Timing: This data is collected on a monthly basis and is available at the end of the month following the month being reported.",Above target is positive,General,78228,73967,83853,113981,75000,60000,75000,75000,"volunteer hours are not straight-lined, so we believe we can still meet the target of 75,000 each/150,000 total parks and recreation hours",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,Improve RPD infrastructure in both buildings and grounds,REC.EAE.04.1074.1074,Percentage of capital projects completed as scheduled,"Measurement of Capital projects is based on meeting given established milestones (i.e., planning, design, construction completion). The trigger for these milestones is when the RPD Commission approves design conception - once received, the time line begins.",Collection Method: Data regarding milestones is maintained in a spreadsheet by Capital Division Staff. Timing: Data is available twice a year. ,Above target is positive,Percent,0.5,0,0.5,0.5,0,0,0,0,"Many projects - ADA, COF, GF, bond programs, partnership - do not have defined schedules. There were six projects scheduled to be completed in FY14, and three were on time - GGP community garden, Kezar Triangle, and Jefferson water conservation. ",,E Culture & Recreation,Yes,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,Improve RPD infrastructure in both buildings and grounds,REC.EAE.04.1076.1076,Percentage of capital projects completed on or under budget,The budget for a capital project is based upon the bid amount awarded.,Collection Method: Data regarding capital project budgets and expenditures is maintained in a spreadsheet by Capital Division Staff. Timing: Data is available twice a year. ,Above target is positive,Percent,0.8,1,0.91,0.91,0.9,1,0.75,0.75,One out of 12 projects finished in this period was over budget - Cayuga Playground.,,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,Improve RPD infrastructure in both buildings and grounds,REC.EAE.04.1075.1075,Percentage of capital projects started as scheduled,"RPD Commission approval of conceptual design qualifies a project as an official capital project. Subsequently, project commencement is measured from the approval to award a contract by the Commission.",Collection Method: Capital Division tracks the RDP Commission resolution approval date and records it as the official start for the capital project. Timing: Data is available twice a year. 8/25/10 roll-up settings reconfigured from last to average to accurately reflecting accounting technique. This invalidates year on year comparisons because the method of calculating this measure has changed. ,Above target is positive,Percent,0,1,1,1,1,0,0,0,"Only the 2012 Bond projects were scheduled to start this period, and all started on time.",,E Culture & Recreation,Yes,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,Improve RPD infrastructure in both buildings and grounds,REC.EAE.04.1071.1071,Percentage of emergency work orders completed,Measure indicates the overall percentage of all emergency work orders completed by the Structural Maintenance Yard within a Quarter of being reported.,"Collection Method: Work orders are tracked through TMA, Total Managed Assets program. Work orders are entered into TMA via department-wide, decentralized Web-based access. Structural Maintenance Yard staff manage the TMA system. Timing: This data is collected on a monthly basis and is available at the end of the month following the month being reported. ",Above target is positive,Percent,0.975,0.89,1,1,0.95,0.75,0.95,0.95,"We are upgrading our workorder system, called TMA, and in the process of rebuilding an architecture there have been changes/improvements to process and procedures, including a standardization of what constitutes an ""emergency"" and fewer staff have TMA entry access, and those staff are now trained on consistent definitions/classifications of workorders. As such, now 100% of emergency workorders are completed (because they really are emergencies).",,E Culture & Recreation,Yes,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,Improve RPD infrastructure in both buildings and grounds,REC.EAE.04.1072.1072,Percentage of health and safety work orders completed,Measure indicates the overall percentage of all health and safety work orders completed by the Structural Maintenance Yard within a Quarter of being reported.,"Collection Method: Work orders are tracked through TMA, Total Managed Assets program. Work orders are entered into TMA via department-wide, decentralized Web-based access. Structural Maintenance Yard staff manage the TMA system. Timing: This data is collected on a monthly basis and is available at the end of the month following the month being reported. ",Above target is positive,Percent,0.8,0.83,0.83,0.82,0.85,0,0.85,0,"Just missed target, will keep striving!",,E Culture & Recreation,Yes,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,Improve RPD infrastructure in both buildings and grounds,REC.EAE.04.1073.1073,Percentage of routine maintenance work orders completed,Measure indicates the overall percentage of all routine maintenance work orders completed by the Structural Maintenance Yard within a Quarter of being reported.,"Collection Method: Work orders are tracked through TMA, Total Managed Assets program. Work orders are entered into TMA via department-wide, decentralized Web-based access. Structural Maintenance Yard staff manage the TMA system. Timing: This data is collected on a monthly basis and is available at the end of the month following the month being reported. ",Above target is positive,Percent,0.8,0.8,0.77,0.77,0.75,0.0075,0.75,0.0075,"Just missed target, still striving on this metric.",,E Culture & Recreation,Yes,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,Improve RPD infrastructure in both buildings and grounds,REC.EAE.04.1070.1070,Percentage of work orders completed,"Measure indicates the overall percentage of all types of work orders completed by the Structural Maintenance Yard within a Quarter of being reported. (Routine maintenance, emergency, and health & safety.)","Collection Method: Work orders are tracked through TMA, Total Managed Assets program. Work orders are entered into TMA via department-wide, decentralized Web-based access. Structural Maintenance Yard staff manage the TMA system. Timing: This data is collected on a monthly basis and is available at the end of the month following the month being reported. ",Above target is positive,Percent,0.81,0.75,0.77,0.77,0.75,0.75,0.75,0.75,Metric performance on track.,,E Culture & Recreation,Yes,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Improve the quality of park maintenance and create safe, welcoming parks and facilities",REC.EAE.01.1021.1021,Citywide percentage of park maintenance standards met for all parks inspected,"This is the average rating for all parks inspected in terms of percentage of standards met (i.e. the percentage for all standards being met, all types of parks, is averaged into a citywide percentage rating).","Collection Method: RPD staff conduct quarterly park evaluations. Hard copies turned in to clerical staff for data entry into Park Evaluations database. Hard copies kept on file by clerical staff. Timing: This data is available quarterly, no more than 30 days after the previous quarter end.",Above target is positive,Percent,0.908,0.91,0.91,0.91,0.9,0.9,0.9,0.9, ,All the Prop C scores are on track !,E Culture & Recreation,Yes,No,Yes,Yes,Yes,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Improve the quality of park maintenance and create safe, welcoming parks and facilities",REC.EAE.01.1026.1026,Citywide percentage of restroom standards met in parks,The citywide compliance rate for this specific feature of the parks standards (restrooms). Compliance rate is calculated as # of yes ratings/divided by total # rated (i.e. not total existing). For this measure the measure is: number of restroom elements meeting standard (i.e. answer = Y) / total number of restroom elements RATED (total of all answers given: Y + N). ,"Collection Method: RPD staff conducts quarterly park evaluations. Hard copies turned in to clerical staff for data entry into Park Evaluations database. Hard copies kept on file by clerical staff. Data Location: Park Evaluations Database. Restrooms is a specific feature of the Parks Standards and the compliance rate for this feature is broken out in the current database reports. Timing: This data is available quarterly, no more than 30 days after the previous quarter end.",Above target is positive,Percent,0.94,0.93,0.9,0.9,0.9,0.9,0.9,0.9, ,All Prop C scores are on track!,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Improve the quality of park maintenance and create safe, welcoming parks and facilities",REC.EAE.01.1035.1035,Number of graffiti orders in top 10 impacted facilities,"This measure tracks the number of graffiti work orders in the top 10 impacted facilities. Facilities are individual parks, except Golden Gate Park, which is broken up into its 6 sections and roadways. ","Collection Method: Graffiti work orders are tracked through RPD's TMA application (Total Managed Assets). Data is entered in the Paint Shop of the Structural Maintenance Yard. Timing: This data is collected on a monthly basis and is available at the end of the month following the month being reported. Starting 1/1/10, top 10 impacted facilities separated Golden Gate Park into 6 sections and roadway, which is the standard accounting practice for Golden Gate Park. ",Above target is positive,General,1509,1678,563,1394,1000,1000,1000,1000,"This metric does not measure *our* performance, rather the handiwork of taggers. Graffiti hotspots remain hot, and our effort to abate is on track.",,E Culture & Recreation,Yes,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Kamalanathan, Dawn",NEIGHBORHOOD and CITYWIDE SERVICES,"Improve the quality of park maintenance and create safe, welcoming parks and facilities",KPI111573577252586,Number of Permits Issued Per Budgeted and Funded Staff in the RPD Permits Division,,"Total number of permits, divided by full time equivalent (FTE) staff",Above target is positive,General,4687,5000,0,2307,4687,4687,4687,4687, ,,,No,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Improve the quality of park maintenance and create safe, welcoming parks and facilities",KPI142516258036660,Number of trees damaged or destroyed,Number of trees damaged or destroyed.,Urban forestry staff manually documents all trees damaged or destroyed. Totals are maintained in a spreadsheet by administrative staff at McLaren Lodge. Timing: This data is collected on a monthly basis and is available at the end of the month following the month being reported. ,Above target is positive,General,70,180,11,18,100,20,100,100,Another metric that does not measure *our* performance but rather characterizes loss of public resources.,,,No,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Improve the quality of park maintenance and create safe, welcoming parks and facilities",KPI142468257943384,Number of trees maintained,"Number of trees maintained (e.g. planted, pruned, removed).","Urban forestry staff manually documents all trees planted, pruned, and removed. Totals are maintained in a spreadsheet by administrative staff at McLaren Lodge. Timing: This data is collected on a monthly basis and is available at the end of the month following the month being reported.",Above target is positive,General,1905,1873,616,1053,950,800,950,950,"Our Urban Forestry division continues to be undersized and understaffed. Target was adjusted a few year ago, but we are we are striving to increase staffing to better serve forestry needs.",,,No,No,No,No,Yes,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Improve the quality of park maintenance and create safe, welcoming parks and facilities",REC.EAE.01.1027.1027,Number of trees planted,Measure tracks number of trees planted by RPD Urban Forestry Division.,Collection Method: Urban forestry staff manually documents all trees planted. Totals are maintained in a spreadsheet by administrative staff at McLaren Lodge. Timing: This data is collected on a monthly basis and is available at the end of the month following the month being reported.,Above target is positive,General,993,876,415,573,400,0,400,400,"We exceeded target, and are ever striving to improve tree planting.",,E Culture & Recreation,Yes,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Kamalanathan, Dawn",NEIGHBORHOOD and CITYWIDE SERVICES,"Improve the quality of park maintenance and create safe, welcoming parks and facilities",KPI111572577246778,Operating Investment Per Acre of San Francisco Parks Maintained (Excluding Golf and Natural Areas),,General Fund + Open Space Fund Investment/total RPD acreage - golf and natural areas,Above target is positive,Currency,15250,16265,16806,16806,15250,15250,15250,15250, ,,,No,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Improve the quality of park maintenance and create safe, welcoming parks and facilities",REC.EAE.01.1034.1034,Percentage of graffiti work orders completed within 48 hours,"This measures the percentage of reported graffiti abated within 2 business days, as per the Mayor's executive order.",Collection Method: Graffiti work orders are tracked through RPD's TMA application (Total Managed Assets). Data is entered in the Paint Shop of the Structural Maintenance Yard. Timing: This data is collected on a monthly basis and is available at the end of the month following the month being reported. ,Above target is positive,Percent,0.77,0.92,0.9,0.9,0.75,0.75,0.75,0.75,The paint crew is fully staffed and the priority remains graffiti abatement. Performance on track!,,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Improve the quality of park maintenance and create safe, welcoming parks and facilities",REC.EAE.01.1036.1036,Percentage of paint shop FTE labor hours devoted to graffiti abatement,This measure indicates the percentage of FTE labor hours in the Paint Shop of the Structural Maintenance Yard devoted to graffiti abatement versus the total FTE labor hours available in the Paint Shop. This measure will allow the Department to compare the allocation of resources within the Paint Shop to graffiti abatement versus other activities.,Collection Method: Graffiti work orders are tracked through RPD's TMA application (Total Managed Assets). Data is entered in the Paint Shop of the Structural Maintenance Yard. The labor hours in graffiti work orders will be compared to total non-leave payroll labor hours. Timing: This data is collected on a monthly basis and is available at the end of the month following the month being reported. ,On target is positive,Percent,0.235,0.22,0.22,0.185,0.22,0.0022,0.22,0.22, ,The paint crew is fully staffed and priority remains graffiti abatement. Performance on track!,E Culture & Recreation,Yes,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Improve the quality of park maintenance and create safe, welcoming parks and facilities",REC.EAE.01.1020.1020,Percentage of San Franciscans who rate the quality of park buildings or structures as good or excellent (biennial City Survey),"Percentage of San Francisco residents that responded ""good "" or ""excellent"" to the question ""In general, how do you rate the quality of the City's parks in condition of facilities (cleanliness, maintenance)?"" as part of annual (mail and telephone) City survey.","Collection Method: Biennial citizen survey conducted by the Controller's Office. Mail and telephone surveys are conducted between January-February of each year and results are reported in early spring. 5,500 mail surveys are sent out and roughly 400 telephone interviews are conducted each year. Documentation is located within the Controller's Office. Timing: Once every two years.",Above target is positive,Percent,0,0.63,0,0,0,0,0.7,0,,,E Culture & Recreation,Yes,Yes,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Improve the quality of park maintenance and create safe, welcoming parks and facilities",REC.EAE.01.1019.1019,Percentage of San Franciscans who rate the quality of the City's park grounds (landscaping) as good or excellent (biennial City Survey),"Percentage of San Francisco residents who reported ""good"" or ""excellent"" to the question: ""In general, how do you rate the quality of the City's parks in grounds (landscaping, plantings)?"" as part of annual (mail and telephone) City Survey.","Collection Method: Biennial City Survey conducted by the Controller's Office. Mail and telephone surveys are conducted between January-February of each year and results are reported in early spring. 5,500 mail surveys are sent out and roughly 400 telephone interviews are conducted each year. Documentation is located within the Controller's Office. Timing: Once every two years.",Above target is positive,Percent,0,0.73,0,0,0,0,0.7,0,,,E Culture & Recreation,Yes,Yes,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Increase access to, and improve quality of, Recreational Programming",REC.EAE.02.1050.1050,Number of recreation course registrations,"Measure indicates number of registrations for all age categories. It includes all recreation programs including aquatic programs. Please note that given a certain month, this number does not reflect all participants but rather those that registered in that given month. ","Collection Method: CLASS recreation management software records all individuals (termed clients within the CLASS system) registered for any kind of program RPD offers. Timing: CLASS implementation launched in January 2007, with preliminary data available in May 2007. Baseline data was captured in FY 08 and 09 and the Department begain setting targets in FY 10. Data is now available monthly. ",Above target is positive,General,54334,54102,36008,60003,55000,55000,55000,55000,"We have popular programs, and more of them! ",,E Culture & Recreation,Yes,No,No,Yes,Yes,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Increase access to, and improve quality of, Recreational Programming",REC.EAE.02.1052.1052,Percentage of recreation courses with 70% capacity of class size,70% is the trial registration threshold RPD is testing in order to determine if a course will take place or not. RPD is in the process of implementing CLASS recreation management software. The CLASS system tracks the use of the Rec and Park programs. Use is associated with participation in programs and success of program delivery.,"Collection Method: CLASS recreation management software records all individuals (termed clients within the CLASS system) registered for any kind of program RPD offers. Timing: CLASS implementation launched in January 2007, with preliminary data available in May 2007. Data is now available quarterly, based on RPD's new annual program calendar with 4 sessions (Spring, Summer, Fall, Winter). ",Above target is positive,Percent,0.65,0.71,0.74,0.74,0.7,0.7,0.7,0.7,"We have lots of popular programs! Above target is very good news - more people playing, learning, doing.",,E Culture & Recreation,Yes,No,No,No,Yes,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Increase access to, and improve quality of, Recreational Programming",REC.EAE.02.1051.1051,Percentage of users receiving scholarships for one or more programs during this period,"Measure indicates portion of eligible households (termed family accounts in CLASS registration system) accessing programs at a 50% discounted cost, and based on financial need. Department has established a scholarship program using the CLASS system, and families apply to qualify for the scholarships. Individuals in eligible families will be allocated up to $250 on an annual basis to apply to department program fees.",Collection Method: CLASS recreation management software will track scholarship use by household (termed family account in CLASS). Timing: Scholarship program launched in September 2007. Data available on an quarterly basis. ,Above target is positive,Percent,0.12,0.14,0.16,0.16,0.13,0.0012,0.13,0, ,,E Culture & Recreation,Yes,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Increase access to, and improve quality of, Recreational Programming",REC.EAE.02.1043.1043,Percentage of users who rate the quality of the City's recreation programs as good or excellent (biennial City Survey),"Percentage of San Francisco residents that responded ""good "" or ""excellent"" to the question ""How do you rate the quality of programs and activities"" as part of annual (mail and telephone) City Survey.","Collection Method: Biennial City Survey conducted by the Controller's Office. Mail and telephone surveys are conducted between January-February of each year and results are reported in early spring. 5,500 mail surveys are sent out and roughly 400 telephone interviews are conducted each year. Documentation is located within the Controller's Office. Timing: Once every two years.",Above target is positive,Percent,0,0.7,0,0,0,0,0.7,0,,,E Culture & Recreation,Yes,Yes,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Increase access to, and improve quality of, Recreational Programming",REC.EAE.02.1054.1054,Satisfaction rate among recreation activity users,"This measure indicates recreation user satisfaction. It is the response to the survey question: ""Would you recommend this program to someone else?"".","Collection Method: Data is collected through a post-program user survey conducted immediately upon completion of a recreation course. Data is entered into a database at McLaren Lodge. Timing: Data will first be available in May 2007 and will be available quarterly, based on RPD's implementation of a new annual program calendar with 4 sessions (Spring, Summer, Fall, Winter).",Above target is positive,Percent,0.977,0,0.89,0.89,0,0,0.7,0.7,89% of recreation participants said they would take the class again and/or recommend it to a friend - great metric!,,E Culture & Recreation,Yes,No,No,No,No,No | |
| REC,RECREATION AND PARK COMMISSION,"Emerson, Taylor",NEIGHBORHOOD and CITYWIDE SERVICES,"Increase access to, and improve quality of, Recreational Programming",KPI335459331551393,"Total number of park facility permits created (picnic tables, recreational centers, fields, etc)",Measure indicates number of park facilities permits created. ,"Collection Method: CLASS recreation management software measures field permitting, picnic table rentals, indoor recreation center bookings, and other types of facility rentals. (NEW MEASURE IN FY2010)",Above target is positive,General,70302,75012,43174,82727,65000,65000,65000,65000,Above target is good news! ,,E Culture & Recreation,Yes,No,No,Yes,No,No | |
| REG,ELECTIONS,"Burgos, Sandro",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,REG.XXX.01.1106.1106,# of employees for whom performance appraisals were scheduled,"New measure requested by Mayor on 8/15/05. This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review shold be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: The Department's Director, as well as each manager responsible for conducting evaluations for their employees, will maintain all documentation of performance appraisals in paper form. Paper documentation will be found in the Director's and manager's confidential files. Timing: semi-annually",Above target is positive,General,31,28,38,38,31,0,31,0,The Department has scheduled 38 performance appraisals during FY14.,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| REG,ELECTIONS,"Burgos, Sandro",DEPARTMENT-WIDE/OTHER,All City employees have a current performance appraisal,REG.XXX.01.1107.1107,# of employees for whom scheduled performance appraisals were completed,"New measure requested by Mayor on 8/15/05. This is the number of applicable employees in a department for whom a performance appraisal was conducted and completed during the fiscal year. ""Completed"" means an appraisal form has been filled out and is in the employee's personnel file. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion.","Collection Method: This is the number of employees in a department for whom a performance appraisal is to be conducted. DHR policy is that all permanent and provisional employees must have an annual appraisal. For new employees, the first review should be scheduled according to their applicable probationary period. For other employees, reviews should be conducted every 12 months. Departments can do appraisals for temporary employees at their discretion. Timing: Performance evaluations are done on an annual fiscal year basis. The performance evaluations are conducted in accordance with the guidelines of DHR's performance plan and appraisal report.",Above target is positive,General,62,28,38,38,31,0,31,0,All performance appraisals that were scheduled for FY14 were completed. ,,F General Administration & Finance,Yes,No,No,No,No,Yes | |
| REG,ELECTIONS,"Burgos, Sandro",ELECTIONS,Improving accessibility to polling places in San Francisco's geographically challenging environment.,REG.FCH.04.1097.1097,Number of polling places that accommodate additional HAVA equipment,"This is the number of polling places of 300 square feet or greater, the minimum space required to accommodate two pieces of voting equipment, tables, chairs, voting booths and the flow of voters throughout Election Day. Additional voting equipment and an accessible table and voting booth are required under the Help America Vote Act (HAVA). The Department seeks accessible site of this size, but they are not available in every voting precinct. Total sites currently number around 570 during statewide elections. During municipal elections the Department may consolidate sites down to around 410. The year-end value is an average of the values from each election in the fiscal year.","Source: ""Voting Area Dimensions,"" an election-specific list of all the polling place sites and their space dimensions. Collection Method: The Department's Precinct Services / ADA coordinators locate polling place facilities and measure the usable interior space. This data is entered into the Election Information Management System (EIMS) and then extracted and compiled into the Voting Area Dimensions list. Collection Frequency: This data is available approximately 40 days prior to an election. Due to cancellations and relocations, this list may change up to Election Day. The final list is available after the election. ",Above target is positive,General,434,512,522,522,446,458,520,448,"During the June 2014 Direct Consolidated Primary, 522 polling places were able to accommodate additional HAVA equipment. ",,F General Administration & Finance,Yes,No,No,No,No,No | |
| REG,ELECTIONS,"Burgos, Sandro",ELECTIONS,Improving accessibility to polling places in San Francisco's geographically challenging environment.,REG.FCH.04.1096.1096,Number of polling places with physically accessible entryways and voting areas,"This is the number of polling places that meet federal and state accessibility standards. San Francisco's unique topography, 100% polling place accessibility is unlikely. The Department seeks accessible sites for polling places and mitigates inaccessible sites using architectural aides to the extent possible. Total sites currently number around 570 during statewide elections. During muncipal elections the Department may consolidate sites down to around 410. Each election season, the Department sees an approximate 13% polling place cancellation rate. (The target will include the need to improve upon recurring and newly relocated sites.) The year-end value is an average of the values from each election in the fiscal year.","Source: ""Polling Place List,"" an election-specific list of all the polling place sites and their accessibility status. Collection Method: The Department's Precinct Services / ADA coordinators locate polling place facilities and complete accessibility surveys. This data is entered into the Election Information Management System (EIMS) and then compiled into the Polling Place List. Collection Frequency: The polling place list is available approximately 40 days prior to an election. Due to cancellations and relocations, this list may change up to Election Day. The final list is available after the election. ",Above target is positive,General,466,545,545,458.5,473,550,551,473,"During the June 2014 Consolidated Direct Primary, 545 polling places had physically accessible entryways and voting areas. ",,F General Administration & Finance,Yes,No,No,No,No,No | |
| REG,ELECTIONS,"Burgos, Sandro",ELECTIONS,Improving accessibility to polling places in San Francisco's geographically challenging environment.,REG.FCH.04.1098.1098,Percentage of polling place sidewalks surveyed for accessibility,"This is the percentage of polling places where the sidewalk/path of travel to the entryway was surveyed prior to an election. To improve access, the Department seeks polling places where the path of travel has a slope of 12% or less. Polling places with a slope that exceeds this are targeted for relocation, to the extent possible. As of March 2013 this measure tracks the percentage of sidewalks surveyed for all active polling places. Previously it reported only the percentage surveyed for a target election, and did not include prior surveys. The year-end value is the average of the values from each election in the fiscal year.","Source: ""Relocation Sheet,"" a list of all relocated/newly located sites where sidewalk surveys were performed. Collection Method: The Department's Precinct Services / ADA coordinators locate polling place facilities and complete sidewalk surveys. The survey data is compiled into the Relocation Sheet. For this measure, the numerator is the number of active polling places where sidewalks have been surveyed, and the denominator is the total number of active polling places. Collection Frequency: This data is available approximately 40 days prior to an election. Due to cancellations and relocations, this list may change up to Election Day. The final list is available after the election. ",Above target is positive,Percent,0.2215,0.46,0.56,0.56,0.5,0.5,0.55,0.57,"During the June 2014 Consolidated Direct Primary, 56% of polling places sidewalks were surveyed for accessibility. ",,F General Administration & Finance,Yes,No,No,No,No,No | |
| REG,ELECTIONS,"Burgos, Sandro",ELECTIONS,Improving the mailing process for the permanent vote-by-mail ballot program and reduce the occurrences of second ballot requests.,REG.FCH.05.1099.1099,Number of returned undeliverable permanent vote-by-mail ballots,"This is the number of vote-by-mail ballots sent to permanent vote-by-mail voters that are returned undeliverable by the U.S. Postal Service. Returned undeliverable mail indicates that a voter has moved without updating his or her voter registration with a new address. Permanent vote-by-mail ballot program participants make up over 85% of vote-by-mail voters. To reduce the number of returned vote-by-mail ballots, and postage and cost incurred from the preparation of second ballots, an address confirmation mailer is mailed to these participants, including overseas and military voters. This mailer gives the participants an opportunity to update their residential address prior to the mailing of the permanent vote-by-mail ballots. The year-end value is the sum of the values from each election in the fiscal year. ","Source: ""Application Method and Ballot Type Issue Statistics"" aka AVMR056, a report from the Department's Election Information Management System (EIMS). This report displays the number of vote-by-mail ballots issued to different categories of voters. The categories to be included in this measure are: 60-Day, Fed-Overseas, Mail Ballot, Perm AV, and PMLTY-O. Collection Method: The report is available in EIMS: Election Workspace>Absentee Processing Menu>Reports and Jobs>AVMR056. Collection Frequency: A complete report is available after an election is certified, which takes place no more than 28 days after the election date.",Below target is positive,General,16449,7783,7575,16704,19203,9344,9558,10154,"During the June 2014 Consolidated Direct Primary election, 7,575 Vote-By-Mail ballots were returned to the Department as undeliverable. ",,F General Administration & Finance,Yes,No,No,No,No,No | |
| REG,ELECTIONS,"Burgos, Sandro",ELECTIONS,Improving the mailing process for the permanent vote-by-mail ballot program and reduce the occurrences of second ballot requests.,REG.FCH.05.1101.1101,Number of second ballot requests from permanent vote-by-mail voters,"This is the number of requests for a second ballot from permanent vote-by-mail voters. Voters request second ballots when they have mis-marked or damaged their original ballot, or when the ballot is not successfully delivered by the U.S. Postal Service. Non-delivery to permanent vote-by-mail voters may occur when a voter moves without updating his or her voter registration with a new address. The year-end value is the sum of the values from each election in the fiscal year. ","Source: ""Application Method and Ballot Type Issue Statistics"" aka AVMR056, a report from the Department's Election Information Management System (EIMS). This report displays the number of second ballot requests from different categories of voters. The categories to be included in this measure are: 60-Day, Fed-Overseas, Mail Ballot, Perm AV, and PMLTY-O. Collection Method: The report is available in EIMS: Election Workspace>Absentee Processing Menu>Reports and Jobs>AVMR056. Collection Frequency: A complete report is available after an election is certified, which takes place no more than 28 days after the election date.",Below target is positive,General,1420,2309,404,968,2260,846,999,999,"During the June 2014 Consolidated Direct Primary, 404 voters requested for a second Vote-By-Mail ballot. ",,F General Administration & Finance,Yes,No,No,No,No,No | |
| REG,ELECTIONS,"Burgos, Sandro",ELECTIONS,Improving the mailing process for the permanent vote-by-mail ballot program and reduce the occurrences of second ballot requests.,REG.FCH.05.1100.1100,Percentage of returned undeliverable permanent vote-by-mail ballots,"This is the number of returned undeliverable permanent vote-by-mail (VBM) ballots as a percentage of total permanent VBM ballots. Returned undeliverable mail indicates that a voter moved without updating his or her voter registration with a new address. Permanent VBM voters make up over 85% of VBM voters. To reduce the number of returned VBM ballots, and postage and cost incurred from the preparation of second ballots, an address confirmation mailer is mailed to these participants, including overseas and military voters. This mailer gives the participants an opportunity to update their residential address prior to the mailing of the permanent VBM ballots. The year-end value is the average of the percentages from each election in the fiscal year.","Source: The numerator is the number of returned undeliverable permanent vote-by-mail (VBM) ballots, and the denominator is the total number of permanent VBM ballots issued. The number of returned undeliverable permanent VBM ballots is from ""Application Method and Ballot Type Issue Statistics"" aka AVMR056, a report from the Department's Election Information Management System (EIMS). The categories to be included in this measure are: 60-Day, Fed-Overseas, Mail Ballot, Perm AV, and PMLTY-O. The total number of permanent VBM ballots issued is currently extracted from EIMS through a customized SQL query. It also includes the following categories: 60-Day, Fed-Overseas, Mail Ballot, Perm AV, and PMLTY-O. Collection Method: The report is available in EIMS: Election Workspace>Absentee Processing Menu>Reports and Jobs>AVMR056. Collection Frequency: A complete report is available after an election is certified, which takes place no more than 28 days after the election date.",Below target is positive,Percent,0.03985,0.03,0.0317,0.0317,0.043,0.04,0.04,0.04,"During the June 2014 Consolidated Direct Primary, 3.17% of Vote-By-Mail ballots were returned to the Department as undeliverable. ",,F General Administration & Finance,Yes,No,No,No,No,No | |
| REG,ELECTIONS,"Burgos, Sandro",ELECTIONS,Maintaining a program to analyze and improve the customer service that the Department provides.,REG.FCH.06.1102.1102,Average rating for the level of customer service provided (scale of 1-5),"The Department provides an online survey that allows customers to give feedback about the level and quality of customer service provided at the Department or through the Department's e-mail system, SFVote. Front counter customers may include voters, candidates/campaigns, poll workers, media, etc. The survey is available on the Department's website and can also be provided to each customer directly after they have received services at the front counter. Customer service may include wait time, efficiency, accuracy of information provided, knowledge and professionalism of staff, organization of lobby, and overall level of need met. The rating for each question ranges from a low score of 1 - or a deficiency in services to a high score of 5 - or an excellent level of services provided. ","Source: Completed online and hardcopy customer surveys. Collection Method: Department staff collect and scan completed surveys from customers and enter the data into spreadsheets. Spreadsheets and scanned surveys are located on the Department's server. Collection Frequency: Surveys are collected and their data is compiled biannually to match the Performance Measure System's fiscal year reporting periods. The first period is from July to December, and the second is from January to June.",Above target is positive,General,4.88812,5,4.4,4.475,5,4.8,5,5,Based on customer service emails sent to SFVote during the June 2014 Consolidated Direct Primary the Department scored an average of 4.4 on a scale from 1 to 5. ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| REG,ELECTIONS,"Burgos, Sandro",ELECTIONS,"Providing a voter education and outreach program in accordance with the Voting Rights Act, the Help America Vote Act, and the Equal Access to Services Ordinance",REG.FCH.02.1092.1092,Number of educational materials distributed,"The Department produces and distributes educational materials as a part of its voter outreach campaigns. These include brochures, posters, flyers and other materials that provide information on voting, ranked-choice voting, multilingual services, accessible voting, and other election topics. This is the number of all educational materials distributed by the Department's Outreach Division. The year-end value is the cumulative number from each election in the fiscal year.","Source: ""Summary of Outreach Activities,"" a post-election report of outreach statistics drawn from the Department's outreach database. Collection Method: Data is entered into the outreach database during the voter education campaign for each election. After the election, this data is summarized in the ""Summary of Outreach Activities"". Collection Frequency: Data is gathered during the two months prior to an election, when that election's voter education campaign is conducted. The ""Summary of Outreach Activities"" is prepared after each election.",Above target is positive,General,33403,22000,10456,23352,27500,14298,15180,16530,"The Department distributed 10,456 pieces of educational material from January 2014 - June 2014. ",,F General Administration & Finance,Yes,No,No,No,No,No | |
| REG,ELECTIONS,"Burgos, Sandro",ELECTIONS,"Providing a voter education and outreach program in accordance with the Voting Rights Act, the Help America Vote Act, and the Equal Access to Services Ordinance",REG.FCH.02.1093.1093,Number of educational presentation program attendees,This is the number of attendees to the educational presentations conducted by the Department. The year-end value is the cumulative number from each election in the fiscal year.,"Source: ""Summary of Outreach Activities,"" a post-election report of outreach statistics drawn from the Department's outreach database. Collection Method: Data is entered into the outreach database during the voter education campaign for each election. After the election, this data is summarized in the ""Summary of Outreach Activities"". Collection Frequency: Data is gathered during the two months prior to an election, when that election's voter education campaign is conducted. The ""Summary of Outreach Activities"" is prepared after each election.",Above target is positive,General,19416,28000,1360,11434,35000,13737,14100,20925,"The Department had 1,360 attendees during the presentations held from January 2014 - June 2014. ",,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| REG,ELECTIONS,"Burgos, Sandro",ELECTIONS,"Providing a voter education and outreach program in accordance with the Voting Rights Act, the Help America Vote Act, and the Equal Access to Services Ordinance",REG.FCH.02.1091.1091,Number of educational presentations,"Educational presentations provide information on voter registration, voting by mail, ranked-choice voting, demonstrations of voting equipment, and other topical election information. They may include presentations at community meetings, naturalization ceremonies, and media interviews. This is the number of educational presentations conducted by the Department. The year-end value is the cumulative number from each election in the fiscal year.","Source: ""Summary of Outreach Activities,"" a post-election report of outreach statistics drawn from the Department's outreach database. Collection Method: Data is entered into the outreach database during the voter education campaign for each election. After the election, this data is summarized in the ""Summary of Outreach Activities"". Collection Frequency: Data is gathered during the two months prior to an election, when that election's voter education campaign is conducted. The ""Summary of Outreach Activities"" is prepared after each election.",Above target is positive,General,360,178,54,149,224,106,94,140,The Department conducted 54 voter educational presentations from January 2014 - June 2015. ,,F General Administration & Finance,Yes,No,No,No,Yes,No | |
| REG,ELECTIONS,"Burgos, Sandro",ELECTIONS,"Providing a voter education and outreach program in accordance with the Voting Rights Act, the Help America Vote Act, and the Equal Access to Services Ordinance",REG.FCH.02.1089.1089,Number of organizations contacted,The Department works with community groups and other organizations to facilitate outreach presentations and distribute voter education materials. This is the number organizations contacted to offer voter outreach services. The year-end value is the cum |
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