SAN ANTONIO...96.84 101.63 101.77 104.78 106.76 54.31 0 40 80 120 2012 Actual 2013 Actual 2014...

FISCAL YEAR 20172nd Quarter Report

PROVIDING SERVICES/MEASURING RESULTS

ANTONIOSAN

T A B L E O F C O N T E N T S

Service Area 1: Public Safety

1. Fire Response Time (Non Medical Calls)

2. Fire Response Time (Medical Calls)

3. Structure Fires per 1,000 Residents

4. Medical Incidents per 1,000 Residents

5. Police Emergency Response Time for Priority Calls

6. Violent Crime Rate per 100,000 Residents

7. Driving While Intoxicated (DWI) Arrests & Alcohol-Related Traffic Accidents

8. Total Calls for Police Service

Service Area 3: Neighborhoods

15. Live Release Rate

16. Animal Shelter Intake

17. Spay/Neuter Surgeries Performed

18. Days from Initial Complaint to First Code Inspection

19. Code Enforcement Compliance Rates – Tier 1 & 2

20. Days for Initial Review of Residential Plans

21. Building-Related Inspections Performed as Scheduled

22. High Risk Inspection Completion Rates

23. Participants in Preservation Outreach Programs

24. Café College Participants and FAFSA Completion

25. Prospects Courtyard and Haven for Hope Campus Graduates

26. Senior Center Participants

27. Seniors Satisfied with Services

28. Annual Visits to Library

29. Annual Library Circulation

30. Computer and Wi-Fi Usage

31. Recreation Facility Attendance

Service Area 2: Infrastructure

9. 2012 Bond Projects in Construction or Completed

10. 2012 Bond Projects On-Time

11. Acres Approved by Council and Protected Under Edwards Aquifer Protection Program

12. Streets Moving from Bad to Excellent Condition

13. Potholes Filled within 2 Business Days

14. Fleet Availability

T A B L E O F C O N T E N T S

Service Area 4: Sustainability

32. Municipal Facility Avoided Utility Costs

33. Recycling Containers Installed to Achieve 1:1 Ratio with Trash Receptacles

34. Recycling Rate

35. Refuse and Recycling Collection Misses

Service Area 7: Open Government

52. General Fund Expenditures as Percentage of Estimate

53. General Fund Revenues as a Percentage of Estimate

54. Achieve Payment to Vendors within Terms

55. Earned Media

56. Voluntary Turnover Rate

57. Virgin Pulse HealthMiles Wellness Program Participation

58. Business Days to Fill a Position

59. Calls Answered by 311

Service Area 6: Convention, Visitor & Arts

39. Airport Overall Customer Satisfaction

40. International Airport Operating Cost per Passenger

41. Convention Center Exhibit Hall Occupancy Levels

42. Event Days at the Alamodome

43. Average Revenue Per Attendee at the Alamodome

44. Revenue Per Net Square Foot of Convention Facility Rentable Space

Service Area 5: Economic Development

36. Housing Units Facilitated within SA2020 Boundary

37. Jobs Created/Retained through Economic Development Activities

38. Total Corporate Investment in San Antonio

Service Area 6: Convention, Visitor & Arts (continued)

45. Convention Room Nights Booked

46. Annual Online Engagement

47. Attendance at Cultural Events

48. Non-City Dollars Leveraged for Arts by Funded Agencies

49. Events at Downtown Parks and Plazas

50. Square Feet of Sidewalks Pressure Washed

51. Riverboat Cruise Passengers

S E R V I C E A R E A 1 : P U B L I C S A F E T Y

7:48 7:25 7:29 7:34 7:38 7:44 7:51

0:00

1:12

2:24

3:36

4:48

6:00

7:12

8:24

2012Oct-Dec

2012Jan-Sep*

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Res

po

nse

Tim

e (m

inu

tes)

1. FIRE RESPONSE TIME (NON MEDICAL CALLS)

Target: 7:40

About this measure:

Response time measures the time elapsed from when a call to 9-1-1 is received by the San Antonio Fire Department (SAFD) dispatch center to when the first emergency unit arrives on scene to initiate action to control the incident.

Why it is important:

Reducing response time means that firefighters are reaching the scene faster to minimize injury and loss to people, property and the environment.

What is being done:

Computer Aided Dispatch (CAD) with Automatic Vehicle Locator (AVL) dispatches the closest available unit. The SAFD continues to analyze ways to reduce overall response times through its Strategic Planning Initiative.

Responsible Department: Fire

CURRENT YEAR PERFORMANCE (BY QUARTER)

HISTORICAL PERFORMANCE (BY FISCAL YEAR) Lower = better

7:54

7:48

0:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Response Time (minutes)

* The Department made a change in the calculation of response time in Jan. 2012., reflected in the chart above.

Updated 1/18 YTD = average of quarters?

1


2. FIRE RESPONSE TIME (MEDICAL CALLS)

Target: 8:05

About this measure:

Response time measures the time elapsed from when a call to 9-1-1 is received by the Fire Department dispatch center to when the first emergency unit arrives on scene to initiate action to control the incident. This could be an EMS unit staffed with Paramedics, or other Fire Department units manned by trained Emergency Medical Technicians or Paramedics. Many Fire Department Engines and Ladder Trucks have EMTs trained to the paramedic level. These units respond to medical calls with a Paramedic on board approximately 50% of the time.


Reducing response time means that Emergency Medical Technicians and Paramedics are reaching the patient faster in an emergency.

What is being done:

In addition to normal EMS resources, the Fire Department staffs up to an additional eight Peak Medic Units to provide EMS service during periods of expected high call volume. Computer Aided Dispatch (CAD) with Automatic Vehicle Locator (AVL) dispatches the closest available unit. The SAFD continues to analyze ways to reduce overall response times through its Strategic Planning Initiative.


7:55

7:51

0:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Response Time (minutes)


HISTORICAL PERFORMANCE (BY FISCAL YEAR)

8:19 7:55 7:53 8:00 8:01 8:00 7:53

0:00

4:48

9:36

2012Oct-Dec

2012Jan-Sept*

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Res

po

nse

Tim

e (m

inu

tes)

Lower = better

* The Department made a change in the calculation of response time in Jan. 2012., reflected in the chart above.


2


Structure Fires per 1,000 Residents

0.56 0.62

0.58

0.74 0.78

0.41

0.00

0.20

0.40

0.60

0.80

1.00

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Stru

ctu

re F

ires

per

1,0

00

R

esid

ents

0.22

0.18

0 0.05 0.1 0.15 0.2 0.25

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Structure Fires per 1,000 Residents



3. STRUCTURE FIRES PER 1,000 RESIDENTS

About this measure:

This measure indicates the number of actual structure fires that were responded to by the Fire Department per 1,000 residents.


This measure provides a relative indicator of structure fires within a community. The measure reflects the impact that the fire code and the community safety education programs have on the community.

What is being done:

The Fire Prevention Division minimizes potential fire and environmental damage through inspections and enforcement of the Fire Code.


COMPARATIVE ANALYSIS (ICMA 2015 DATA)

1.46 1.34

0.66 0.74

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

1.60

OklahomaCity

Dallas Austin San Antonio

Lower = better

Editorial note: Be careful to compare “apples-to-apples”. Sometimes the ICMA data is residential structure fires only. We report all confirmed structure fires in this measure.

Updated 10/18

ICMA Data doesn’t match FY15 24/7 Q4 report

Ask why ICMA data is different (.68 vs. .74)

YTD = sum of quarters

3


96.84 101.63 101.77 104.78 106.76

54.31

0

40

80

120

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Med

ical

Inci

den

ts

per

1,0

00

Res

iden

ts

27.45

26.85

0 5 10 15 20 25 30

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Medical Incidents per 1,000 Population



4. MEDICAL INCIDENTS PER 1,000 RESIDENTS

About this measure:

This measure indicates the number of medical incidents per 1,000 residents that were responded to by the San Antonio Fire Department (SAFD).


This measure provides a relative indicator of medical incidents within a community. The measure reflects the progress in efforts towards health and wellness throughout the City. It is also an indication of the workload for the Department in terms of medical calls.

What is being done:

The SAFD Emergency Medical Services Division has initiated a Mobile Health pilot program with the goal of reducing the number of repeat customers to the EMS system through education, wellness checks, and partnerships with hospitals and healthcare providers.


COMPARATIVE ANALYSIS (ICMA 2015 DATA) All EMS Responses per 1,000 Residents

161.31

104.78 90.18

0.0020.0040.0060.0080.00

100.00120.00140.00160.00180.00

Dallas San Antonio Austin

Lower = better

INNOVATION TO UPDATE: 2014 data available only for OKC & Dallas

Updated 10/18

ICMA Data doesn’t match FY15 24/7 Q4 report


4


8:22 8:03 8:00 6:57

0:00

2:24

4:48

7:12

9:36

Oklahoma City Austin Dallas San Antonio

7:42 7:10 7:07 6:57

7:21 6:56

0:00

3:36

7:12

10:48

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Res

po

nse

Tim

e (m

inu

tes)



Lower = better

5. POLICE EMERGENCY RESPONSE TIME– PRIORITY CALLS

Target: 7:20

About this measure:

This measure calculates the time from receipt of a priority emergency call to the arrival of an officer on scene. Emergency calls include: robbery in progress, Police Officer in trouble, rape in progress, and shooting in progress.


The San Antonio Police Department covers approximately 485 sq. miles. This measure reflects the Department’s ability to leverage internal resources to respond to priority calls quickly, while ensuring officer safety.

What is being done:

In FY17, all available resources continue to be assigned to patrol. FY16 priority calls increased by 11%, mirroring a significant increase in violent crime during the period. The Department experienced significant attrition during the year with 148 officers separating from service. The Police Academy started three cadet classes to address the increased vacancies and 107 cadets have graduated. In FY17, four cadet classes are scheduled. The first class began in October 2016 and has 25 in training. The second class, which began in January 2017, has 35 cadets, and a projected third class with 48 cadets is scheduled for April 2017.

Responsible Department: Police

COMPARATIVE ANALYSIS (ICMA 2015 DATA) Top Priority Average Time from Receipt to Arrival on Scene

6:47

7:04

0 0.05 0.1 0.15 0.2 0.25 0.3 0.35

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Response Time (Minutes)

Lower = better

Updated 4/18

Ask why ICMA data is different (7:12 vs. 6:57)

YTD = average of quarters?

5


967

694 594 587 525 396 373 330

0

500

1000

Houston Dallas Phoenix San AntonioFort Worth San Diego Austin San Jose

177.4

0 50 100 150 200

Oct-Dec

Jul-Sept

Apr-Jun

Jan-Mar*

Violent Crime Rate per 100,000 Residents

CURRENT YEAR PERFORMANCE (BY CALENDAR YEAR)

HISTORICAL PERFORMANCE (BY CALENDAR YEAR) 6. VIOLENT CRIME RATE PER 100,000 RESIDENTS

About this measure:

The FBI’s Uniform Crime Reporting (UCR) program’s violent crime category is composed of four offenses: murder and non-negligent manslaughter, forcible rape, robbery, and aggravated assault. It is reported as a rate per 100,000 population.


While other cities are listed for informational purposes, violent crime rate measurement is a tool for internal year to year comparison and self assessment. As per the FBI, due to differences in reporting methodology, UCR comparisons to other cities may “lead to simplistic and/or incomplete analyses that often create misleading perceptions.”

What is being done:

In FY17, addressing the increase in citywide violent crime is of paramount priority. The Department has implemented a Multi Agency Violent Crimes Task Force in partnership with various national and local law enforcement agencies to combat violence citywide. The Department has also initiated the Group Violence Initiative to leverage community partnerships and provide youth with alternatives to criminal behavior. In addition, the Department is also working to implement the grant funded Texas Anti-Gang Initiative, coordinating with Federal, State, and local law enforcement agencies.


503.0

630.7

539.3 587.2

734.7

177.4

0

100

200

300

400

500

600

700

800

2012*Actual

2013Actual

2014*Actual

2015*Actual

2016*Actual

2017YTDV

iole

nt

Cri

me

Rat

e p

er 1

00

,00

0

Res

iden

ts

991

665572 539 553

381 396321

0

400

800

1,200

Houston Dallas Phoenix San

Antonio

Fort

Worth

San

Diego

Austin San Jose

COMPARATIVE ANALYSIS (FBI 2015 DATA) Violent Crime Rate per 100,000 Residents

*Figures updated to reflect revised population count provided by FBI.

Updated 4/18

*Due to the reporting timeframe, 1st quarter includes only data through February.

Ask why FBI data is different due to updated population count

**Due to reporting delays, 4th quarter includes only partial data through November.

YTD = sum of quarters?

FBI stats reported by calendar year quarter

6


7.17

3.98 3.95

1.24

0.00

2.00

4.00

6.00

8.00

Austin Oklahoma City San Antonio Dallas



6,576 6,659 6,033

5,470

4,470

1,929 1,451 1,538 1,485 1,533 1,509

666

0

2,000

4,000

6,000

8,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

DW

I Arr

ests

& A

ccid

ents

DWI Arrests Alcohol-Related Traffic Accidents

7. DRIVING WHILE INTOXICATED (DWI) ARRESTS & ALCOHOL-RELATED TRAFFIC ACCIDENTS

Target: 4,464 arrests/1,538 accidents

About this measure:

This measure reflects the total number of people arrested for driving while intoxicated compared to the number of alcohol-related traffic accidents.


High numbers of DWI arrests demonstrate the San Antonio Police Department’s commitment to safety in our community and emphasize the proactive approach to addressing the issue of drunk driving in the City.

What is being done:

The Department continues to maximize the use of the DWI Unit as well as grant-funded DWI STEP officers to deploy resources at peak times during the week and on specific holidays using a data-driven approach. San Antonio Fear Free Environment officers promote the message of not drinking and driving with community outreach, and social media is used to spread the message and encourage followers to stay sober and plan ahead. Fewer DWI arrests are attributed in part to increased community outreach efforts to spread the message of not drinking and driving.


COMPARATIVE ANALYSIS (ICMA 2015 DATA) DWI arrests per 1,000 Residents

313

353 908

1,021

0 200 400 600 800 1,000 1,200

Jul-Sept

Apr-Jun

Jan-Mar**

Oct-Dec*

DWI Arrests & Accidents

DWI Arrests Alcohol-Related Traffic Accidents

Miami-Dade County, FL DUI Arrests 2014 1386

Oklahoma City, OK DUI Arrests 2014 2380

Dallas, TX DUI Arrests 2014 1837

San Antonio, TX DUI Arrests 2014 6206

Fairfax County, VA DUI Arrests 2014 2681

ICMA 2014 DATA: POPULATION

ICMA 2014 DATA

Miami-Dade County, FL Population: Police 2014 1102509

Oklahoma City, OK Population: Police 2014 620163

Dallas, TX Population: Police 2014 1268570

San Antonio, TX Population: Police 2014 1386547

Fairfax County, VA Population: Police 2014 1116246

*Results updated based on revised data. **2nd Quarter results include only partial data through March and may be revised at a later date.

Updated 4/13 YTD = sum of quarters

7




1,2

18

,60

9

1,2

45

,16

4

1,2

55

,60

8

1,2

83

,03

1

1,3

42

,98

9

67

9,5

39

0

250,000

500,000

750,000

1,000,000

1,250,000

1,500,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Cal

ls f

or

Serv

ice

8. TOTAL CALLS FOR POLICE SERVICE

About this measure:

This measure tracks all calls for service from the San Antonio Police Department (SAPD). In 2016, SAPD responded to more than 1.3 million calls for service. Calls for service have steadily increased yearly, in part due to overall population increase of the City.


The majority of police services begin with a call for service which includes reported crimes, traffic accidents, and other requests.

What is being done:

Demand for police services grew by 4.7% from FY15 to FY16. With a 7% increase in coverage area (from 453 to 485 sq. miles) due to annexations, efforts are underway to revisit the Patrol Resource Allocation Model to examine potential geographic realignments and balance the number of calls handled by each officer. In addition, the Department is in the preliminary stages of implementing an online reporting system that will allow citizens to submit reports electronically for select calls (for example, criminal mischief). As a result, officers will not have to respond to these calls.


336,978

342,561

0 75,000 150,000 225,000 300,000 375,000

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Calls for Service


8

S E R V I C E A R E A 2 : I N F R A S T R U C T U R E

9. PERCENTAGE OF 2012 BOND PROJECTS IN CONSTRUCTION OR COMPLETED

Target: 99%

About this measure:

In May 2012, residents approved the $596 million 2012-2017 General Obligation Bond Program consisting of 140 projects. This measure shows progress towards fulfilling the Transportation and Capital Improvement Department’s commitment to have all 2012 Bond program projects in construction or substantially completed by 2018.


Completing the 2012 Bond Program in a timely manner fulfills the commitment made to voters and provides much needed street, drainage, park, library and other facility improvements.

What is being done:

Each project is assigned to a project management team and is carefully tracked through the design, right of way acquisition, environmental review, utility coordination, procurement and construction. Regular meetings are held with the Citizen Bond Oversight Commission to track the schedule, budget and client satisfaction on projects

Responsible Department: Transportation and Capital Improvements

6%

31%

76%

94% 96%

0%

20%

40%

60%

80%

100%

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

20

12

Bo

nd

Pro

ject

s in

C

on

stru

ctio

n o

r C

om

ple

ted



96%

96%

0% 20% 40% 60% 80% 100%

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

2012 Bond Projects in Construction or Completed

Updated 1/16

YTD = current quarter?

9


98%

98%

0% 20% 40% 60% 80% 100%

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Percentage of 2012 Bond Projects On-time

10. PERCENTAGE OF 2012 BOND PROJECTS ON-TIME

Target: 80%

About this measure:

This metric measures how closely the current project is to the original timelines for each step in the project. The schedules include all phases of the project including real estate acquisition, environmental review, design, contract execution, utility work coordination and construction.


This measure ensures transparency on the current City Bond Program, which is the largest to date. The City made a commitment to voters to keep the Bond Program on-time. This measure shows the City is fulfilling that commitment. It also allows potential problems and solutions to be identified early in projects.

What is being done:

Meetings are held on a monthly basis to review all projects and identify delays and potential solutions. In addition, quarterly meetings are held with all the utilities to ensure progress.

Responsible Department: Transportation and Capital Improvements (TCI)

98% 94% 95% 88%

96% 98%

0%

20%

40%

60%

80%

100%

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Per

cen

tage

of

Bo

nd

Pro

ject

s O

n-

tim

e

2007 Bond 2012 Bond



Higher = better

Updated 1/16


10


96,680 109,510

126,376 135,371 142,435 143,245

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Tota

l Acr

es A

cqu

ired

11. ACRES APPROVED BY COUNCIL AND PROTECTED UNDER EDWARDS AQUIFER PROTECTION PROGRAM

Target: 5,000 acres

About this measure:

This measure shows how much acreage the City has protected through acquisition or with a conservation easement that is established within the Edwards Aquifer recharge and contributing zones as part of the voter approved Edwards Aquifer Protection initiative. To date there have been three elections related to the Edwards Aquifer Program. This measure tracks all of the programs: • May 2000: Acquired 6,553 acres • May 2005: Acquired 90,150 acres • November 2010: Acquired 46,542 acres


The best way to protect the aquifer is to protect sensitive and irreplaceable land located over its recharge and contributing zones. The Edwards Aquifer provides San Antonio with a pure source of water vital to the livelihood of a growing population and an expanding economy.

What is being done:

Through a 1/8-of-a-cent sales tax, extended in the May 2015 election, the City is collecting $90 million to acquire and preserve land or land interests in the aquifer's recharge and contributing zones inside Bexar County and other nearby counties. Landowners’ participation in the program is voluntary.

Responsible Department: Parks & Recreation


HISTORICAL PERFORMANCE (BY FISCAL YEAR)*

Higher = better

650

160

0 100 200 300 400 500 600 700

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Acres Acquired

*Measure shows cumulative acres

Updated 4/18

YTD = sum of quarters plus prior year actual

11


89.2 90.8 97.2

82.5

108.6

50.9

0

20

40

60

80

100

120

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Mile

s o

f St

reet

s M

ovi

ng

fro

m

Bad

to

Exc

elle

nt

Co

nd

itio

n

12. MILES OF STREETS MOVING FROM BAD TO EXCELLENT CONDITION

Target: 98.51 miles of streets will be improved

About this measure:

When street pavements are re-surfaced, the pavement condition index score (PCI), a standard measurement of street quality, increases and its categorization changes from bad to excellent. The PCI score ranges from 0 (bad) to 100 (excellent).


This measure focuses on street rehabilitation and demonstrates the City's efforts in improving the street network. It is the City's goal to increase the percentage of streets having a "good" or better rating while providing desirable standards of safety, appearance, and convenience to residents.

What is being done:

Every year, TCI develops a five-year maintenance plan for the street network through the Infrastructure Management Program and other City funding mechanisms. Projects identified for a rehabilitation application will be improved from bad to excellent.

Responsible Department: Transportation & Capital Improvements

Higher = better



31.8

19.1

0 5 10 15 20 25 30 35

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Miles of Streets Moving from Bad to Excellent Condition

Updated 1/16


12


93.7% 95.8% 99.0% 95.0% 96.0% 99.0%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Per

cen

tage

of

Po

tho

les

Fille

d

wit

hin

48

Ho

urs

13. PERCENTAGE OF POTHOLES FILLED WITHIN 2 BUSINESS

DAYS

Target: 95%

About this measure:

This measure reports the percentage of potholes filled within 2 business days of receiving notification.


Not only do potholes contribute to the deterioration of the roadway, but they are a nuisance to drivers and a major concern of the community as evidenced in the 2010, 2012 and 2014 Community Surveys. The reduction of potholes through a quick response is a priority for the Transportation & Capital Improvements Department.

What is being done:

Through a combination of the Street Maintenance Program and pothole patching activities, the City aims to significantly reduce the incidence of potholes on City roadways and improve service delivery by increasing the number of potholes repaired pro-actively.

Responsible Department: Transportation & Capital Improvements



Higher = better

NUMBER OF COMPLETED POTHOLE REPAIRS

11,717 12,954

29,401

57,679

0

10,000

20,000

30,000

40,000

50,000

60,000

FY13 FY14 FY15 FY16

99%

99%

0% 20% 40% 60% 80% 100%

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Percentage of Potholes Filled within 48 Hours

Higher = better

Updated 1/16

YTD = current quarters

13


92% 95% 92% 95% 96% 96% 91% 91% 91%

0%10%20%30%40%50%60%70%80%90%

100%

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Flee

t A

vaila

bili

ty

Light Vehicles Heavy Equipment

14. FLEET AVAILABILITY

Target: 95% Fleet Availability for Light Vehicles; 90% Fleet Availability for Heavy Equipment

About this measure:

This measures the performance of fleet maintenance activities for light vehicles, which are serviced by the Building & Equipment Service Department (BESD) and include San Antonio Police vehicles, as well as heavy equipment, which are serviced by the Solid Waste Management Department (SWMD). Goals are based on the complexity of repairs by vehicles and equipment type.


This measure reports the amount of time vehicles and equipment are available to City departments who use the equipment to provide core services to the citizens of San Antonio.

What is being done:

Preventive Maintenance for vehicles and equipment are monitored to ensure vehicles and equipment are operating in good condition. Reducing vehicle repair time minimizes the amount of time equipment is not available to departments.

Responsible Department: Building & Equipment Services; Solid Waste Management



Higher = better

91%

91%

96%

96%

0% 20% 40% 60% 80% 100%

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Fleet Availability

Light Vehicles Heavy Equipment

Beginning in FY 2015, SWMD assumed responsibility for heavy vehicles & equipment, while BESD continues to service light vehicles. Pre-2015 data reflects combined performance prior to separation of fleet service centers.


14

S E R V I C E A R E A 3 : N E I G H B O R H O O D S

18.6% 25.1% 22.5% 23.1% 23.4% 23.6%

36.8% 41.6% 46.8% 45.9% 42.7% 41.5%

6.0%

7.2% 9.3% 12.7% 18.8% 23.2% 3.4% 2.8% 3.3%

3.4% 3.2%

61.4%

77.3% 81.3% 85.0% 88.3% 91.4%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Live

Rel

ease

Rat

e

Adoptions Rescues Returns to Owner Trap Neuter Return

15. LIVE RELEASE RATE

Target: 88%

About this measure:

This measure shows the percentage of live outcomes (animals that are adopted by a citizen, rescued by a non-profit group, trapped-neutered-returned (TNR), or returned to their owner) compared to the total shelter outcomes.


The way a community treats its most vulnerable populations is a reflection of the values of the community. San Antonio is committed to maintaining its live release rate of 88% in FY 2017.

What is being done:

In FY 2017, Animal Care Services will continue highly successful partnerships with non-profit organizations who committed to rescuing 12,700 animals this year. One of ACS’ FY 2017 budget initiatives includes a modification to the High Volume Pet Program (HVPP) and Rescue Partner Incentive Program (RPIP) that provides additional funding to offset expenses related to the rescue of harder-to-place pets such as pets with mange, ringworm, or other injuries or illnesses.

Responsible Department: Animal Care Services 22.1%

25.0%

44.9%

38.1%

23.7%

22.7%

2.2%

4.1%

92.9%

89.9%

0% 20% 40% 60% 80% 100%

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Live Release Rate

Adopt Rescue Returns to Owner Trap Neuter Return



Higher = Better

COMPARATIVE ANALYSIS (FY 2016)

97% 88% 85% 75% 64% 54%

0%

50%

100%

150%

Austin San AntonioSan Diego Houston Dallas El Paso

Live Release Rate Higher = Better

DEPT to UPDATE COMPARATIVE DATA

Updated 4/7

*Results updated based on revised data.

YTD = average of quarters

15


16. ANIMAL SHELTER INTAKE

Target: 31,000

About this measure:

Animal shelter intake is the number of animals that enter the City’s care each year. Animals enter the shelter either as strays picked up by Animal Care Services (ACS) Officers, brought in by the public, or are surrendered by their owner.


ACS receives nearly 100,000 calls for service annually (citizen-initiated and department-initiated). In order to improve public health and safety, the City must be able to respond to these calls and have capacity to impound animals when necessary.

What is being done:

ACS continues to develop innovative solutions to increase kennel capacity including allowing approved rescue organizations to house stray animals upon intake (at the Paul Jolly Adoption Center at Brackenridge Park and the ACS Stray Kennels Animal Defense League campus), implementing a City-wide Trap Neuter Return (TNR) program for cats and reducing the stray hold period for a pet with an identified live outcome. In addition, the FY 2017 Adopted Budget provides funding to continue the Enhanced Intake & Admissions Counseling program that provides options to citizen caretakers to house stray pets for part of their holding period while being marketed online for potential owner reclaim which allows ACS to maintain capacity within the shelter. Additionally, the required registered microchip ordinance and increased department focus on reuniting micro chipped pets with their owners alleviates shelter capacity and allows the department to bring in additional animals.

Responsible Department: Animal Care Services

34,946

29,220 30,056 29,727 31,811

14,741

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Shel

ter

Inta

ke

7,138

7,603

0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Shelter Intake


HISTORICAL PERFORMANCE (BY FISCAL YEAR) Higher = better

For FY 2017: change Historical Performance chart to reflect overall total- no quarterly breakout

Updated 4/7

*Results updated based on revised data.


16


17. SPAY & NEUTER SURGERIES PERFORMED

Target: 40,334 Surgeries

About this measure:

This measure shows the number of spay and neuter surgeries performed city-wide as a direct result of City funding, grant funding awarded to the City, and through City-owned spay/neuter clinics at Brackenridge Park and Brooks City Base being operated by ACS partners. These surgeries may take place at either the Animal Care Services (ACS) clinic prior to animals being released to adopters and rescue partners, or at one of the City’s partner agencies and clinics to provide free or low-cost surgeries in targeted areas.


ACS receives nearly 100,000 calls for service annually (citizen-initiated and department-initiated) and impounds nearly 31,000 pets annually. Controlling the stray animal population is one of the strategic priorities of ACS. Many of these strays are owned animals allowed to roam free of restraint or have been abandoned by owners.

What is being done:

In FY 2017, ACS will provide direct funding for approximately 11,875 free community spay/neuter surgeries. These surgeries will be targeted to areas with the greatest volume of 311 call-for-service requests and animal impoundments. Additionally, through a joint partnership with Brooks Development Authority and the City of San Antonio, the Brooks Spay/Neuter Clinic opens in January 2017. This clinic will provide 5,000 low-cost spay/neuter surgeries in its first year (8,000 annually by Year 3 and beyond) and wellness services for pet owners in addition to the 8,000 annual surgeries provided by the spay/neuter clinic at Brackenridge Park.

Responsible Department: Animal Care Services

19,846

26,144 26,083

34,168 35,781

14,741

04,0008,000

12,00016,00020,00024,00028,00032,00036,00040,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual*

2017YTD

Spay

& N

eu

ter

Surg

erie

s P

erfo

rmed

6,016

8,725

0 2,000 4,000 6,000 8,000 10,000

Jul-Sept

Apr-Jun

Jan-Mar**

Oct-Dec*

Spay & Neuter Surgeries Performed



Higher = better

COMPARATIVE ANALYSIS (FY 2014) 26,083

6,182 6,000

0

10,000

20,000

30,000

San Antonio Austin San Jose

Spay & Neuter Surgeries Higher = better

Per ACS (1/11/17): Comp graph removed

*Results updated based on revised data ** Pending information from Partners

5/11/16: target updated from 25,500 to 26,500 as per Maria (email from Josh C.)

Per Maria: update numbers for 2015 YTD, 2016 YTD, and 2016 target to include All surgeries the City supports – clinics run by other agencies ACS Partners we fund at their facilities Brackenridge Brooks (beginning FY17)

*Pending Information from Partners 3rd Quarter results updated based on revised data

Updated 4/7

1

1Beginning in FY15, numbers include all surgeries supported by the City, not only no-cost surgeries


17


2.9

2.2

1.4 1.4 1.4 1.4

2.9

2.0 1.7 1.7

2.1 2.1

0

1

2

3

4

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Ave

rage

Res

po

nse

Tim

e in

B

usi

nes

s D

ays

Tier 1 Tier 2


HISTORICAL PERFORMANCE (BY FISCAL YEAR) 18. AVERAGE RESPONSE IN DAYS FROM INITIAL CODE ENFORCEMENT COMPLAINT TO FIRST INSPECTION

Target: Tier 1 in 2 business days; Tier 2 in 6 business days

About this measure:

This measure tracks the average number of business days it takes to respond to Tier 1 and 2 code enforcement complaints. Violations marked with “*” were escalated to Tier 2 status in FY 2015.


Responding to cases quickly is an important indication of the level of customer service that is provided to impacted residents.

What is being done:

In FY 2017, Code Improvement and Performance Management plans continue to be a priority. Last fiscal year, three positions were added to increase Code Enforcement’s presence during weekends. In FY 2015, and in response to community input, the department re-prioritized three violations to Tier 2 to promote quicker compliance.

Responsible Department: Development Services/Code Enforcement

Lower = better

Tier 1 Violations Key Health/Safety Issues

Tier 2 Violations Property Uses & Building Maintenance

• Visual obstructions • Unsecure structures • Overgrown yards/lots • Illegal dumping • Emergency

demolitions • Broken sewer lines

• Building maintenance

• Certificate of Occupancy

• Work without permit

• Zoning (improper use of property)

• Substandard structures

• Graffiti • Junked vehicles • Garage sales* • Oversized

vehicles* • Front/side yard

parking*

2.0

2.1 1.3

1.5

0 1 2 3

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Average Response Time in Business Days

Tier 1 Tier 2

Updated 4/7


18


80% 89%

95% 96% 95% 97%

0%

20%

40%

60%

80%

100%

2012Actual

2013Actual*

2014Actual

2015Actual

2016Actual

2017YTD

Co

mp

lian

ce R

ate

wit

hin

45

C

alen

dar

Day

s CURRENT YEAR PERFORMANCE (BY QUARTER)

HISTORICAL PERFORMANCE (BY FISCAL YEAR) 19. CODE ENFORCEMENT COMPLIANCE RATES –TIER 1 & 2

Target: 90% compliance of Tier 1 & 2 violations within 45 calendar days

About this measure:

This measure tracks the percentage of Tier 1 & 2 violations in compliance within 45 days. Compliance is achieved when the violation has been resolved by the owner or the City has abated the nuisance. In FY 2015, three additional violation types escalated from Tier 3 to Tier 2: Oversized vehicles, Front/Side Parking and Garage Sale Permits.


Prioritizing violations for health, safety &quality of life results in quicker compliance, safer communities & greater resident satisfaction.

What is being done:

By escalating three violation types to Tier 2, Officers are addressing these complaints on a quicker turnaround. It is anticipated that addressing these items more quickly will increase the satisfaction of residents who identified these issues and the quality of life across communities.

Responsible Department: Development Services/Code Enforcement

Higher = better

98%

96%

0% 20% 40% 60% 80% 100% 120%

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Compliance Rate within 45 Calendar Days

* The 2013 measure was calculated using April-September numbers as a new initiative was implemented in March.

SMELLL TEST- Make sure quarterly results support annual result for FY 2015


19


2

1

2 2 2 2

0

2

4

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Day

s fo

r In

itia

l Rev

iew

of

Ne

w

Res

iden

tial

Pla

ns


HISTORICAL PERFORMANCE (BY FISCAL YEAR) 20. DAYS FOR INITIAL REVIEW OF RESIDENTIAL PLANS

Target: 3 Business Days

About this measure:

This measure tracks the average number of days it takes for initial review of a residential plan by Development Services including review of all new single-family development, single-family additions/renovations and townhome development projects.


Prompt turnaround time to perform initial review of plans is an important indication of the level of customer service.

What is being done:

Development Services continues to leverage technology to enhance customer service. The department will review residential plans electronically, which will reduce the need for customers to print plans and deliver them to the City. In addition, the department will continue to work to replace its software system using newer technology that will make doing business in the City easier, faster, and more efficient.

Responsible Department: Development Services

2

2

0 1 2 3 4 5

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Days for Initial Review of Residential Plans

Lower = better

Updated 4/10


20


98% 98% 93% 93%

0%25%50%75%

100%

San Antonio Dallas Austin Oklahoma City

97% 97% 99% 98% 95% 96%

0%

25%

50%

75%

100%

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

% o

f B

uild

ing-

Rel

ated

In

spec

tio

ns

Per

form

ed a

s Sc

he

du

led




21. PERCENTAGE OF BUILDING-RELATED INSPECTIONS PERFORMED AS SCHEDULED

Target: 95%

About this measure:

This measure tracks the percentage of building code inspections performed by the scheduled date. These inspections include, electrical, mechanical, and plumbing for residential and commercial buildings.


Customers schedule inspections based on construction schedules. Performing inspections as scheduled is important to ensure customers do not encounter delays.

What is being done:

Development Services continues to leverage technology to enhance customer service. The department uses route optimization software to help inspectors organize their inspections in the most efficient manner. In addition, the department will continue to work to replace its software system using newer technology that will make doing business with the City easier, faster, and more efficient.

Responsible Department: Development Services

Higher = better

96%

95%

0% 25% 50% 75% 100%

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

% of Building-Related Inspections Performed as Scheduled

% of Building-Related Inspections Performed as Scheduled Higher = better


21


87%

85%

0% 25% 50% 75% 100%

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

% of Establishments on Target with Number of Required Inspections

52% 61% 58%

76%

99%

87%

0%

25%

50%

75%

100%

2012Actual

2013Actual

2014Actual

2015*Actual

2016Actual

2017YTD

% o

f R

equ

ired

Hig

h R

isk

Insp

ecti

on

s C

om

ple

ted


HISTORICAL PERFORMANCE (BY FISCAL YEAR) 22. HIGH RISK INSPECTION COMPLETION RATES

Target: 98%

About this measure:

This measures the effectiveness of the Food and Environmental Health Program by showing the rate at which inspections are being conducted at Risk 3 establishments compared to the rate prescribed by the Texas Department of State Health Services.


A food establishment’s inspection frequency is determined by the risk of foodborne illness based on the types of foods served, preparation techniques, numbers of employees, number of meals served, and the populations served. The higher the risk number, the greater the potential for the establishment to cause illness or injury.

What is being done:

During FY 2015, new performance standards were set for staff to focus on Risk 3 establishments. The new performance standards correlate to the Department of State Health Services requirements and give management a meaningful method to determine the overall effectiveness of the program. Risk 3 establishments receive three (3) routine inspections annually.

Responsible Department: Health

Higher = better

----

----

----

----

----

----

----

----

----

----

*Beginning in FY 2015, the Health Department began counting the number of establishments that had received all required inspections, rather than the number of inspections completed.

Updated 4/7

Ask if they want to update the pictures


22


23. NUMBER OF PARTICIPANTS IN PRESERVATION OUTREACH PROGRAMS

Target: 4,700 Participants

About this measure:

This is a measure of the total number of participants in Education & Outreach Programs conducted by the Office of Historic Preservation (OHP).


OHP holds a range of events and initiatives which provide opportunities that focus on building communities, providing educational opportunities, celebrating heritage, and facilitating neighborhood revitalization.

What is being done:

OHP continually looks for collaboration opportunities with other City departments and local groups in order to expand total reach and target new audiences. Staff also promotes events through the use of social media and a regular e‐newsletter. OHP maintains a goal to increase Facebook subscribers by 10% each quarter.

Responsible Department: Office of Historic Preservation



1,806

3,764 4,469

5,312

8,374

2,970

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Tota

l Nu

mb

er

Par

tici

pan

ts in

P

rese

rvat

ion

Pro

gram

s

Higher = better

712

2,258

0 500 1,000 1,500 2,000 2,500

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Total Number Participants in Preservation Programs

Wood Window Certification Course, March 1 & 2

Updated 1/24


23


26,278 28,571

32,357 31,516

28,090

12,643

2,144 3,459 4,170 4,474 4,264 2,098

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Caf

éco

lleg

e P

arti

cip

ants

& F

AFS

A

Co

mp

leti

on

@ c

aféc

olle

ge

Participants FAFSA

Higher = better

HISTORICAL PERFORMANCE (BY FISCAL YEAR) 24. CAFÉCOLLEGE PARTICIPANTS & FAFSA COMPLETION

Target: 30,000 participants and 4,000 students assisted in completing a Free Application for Federal Student Aid (FAFSA)

About this measure:

In an effort to increase college awareness, San Antonio Education Partnership (SAEP) is contracted by the Department of Human Services to operate and manage cafécollege, a one-stop facility that increases college awareness and assists in college enrollment. This measure reflects this number of participants who visit cafécollege and complete a FAFSA form.


In an effort to increase the number of San Antonio residents that enroll in college, cafécollege opened in September 2010. Although not all cafécollege participants are seeking help with financial aid applications, FAFSA completion is an indication of intention to attend college.

What is being done:

The Department of Human Services in collaboration with the San Antonio Education Partnership (SAEP) revised the agency contract in an effort to expand on collected performance data and focus on outcome based measurements. Cafécollege collaborates with local schools and San Antonio residents of all ages to create programming tailored to the needs of students. Student Aid San Antonio events are held to increase awareness by providing information on financial aid resources and assisting with applying for financial aid and scholarships. FAFSA completion rates are cyclical in nature, with an increase towards the end of the fiscal year.

Responsible Department: Human Services

6,491

6,152

738

1,360

0 1,000 2,000 3,000 4,000 5,000 6,000 7,000

Jul-Sept

Apr-Jun

Jan-Mar*

Oct-Dec

Cafécollege Participants & FAFSA Completion

FAFSA Participants


*Comparative data includes total number of FAFSA applications completed, regardless of location

Updated 4/7

*2nd Quarter results include estimates for March


24


322

276

108

182

0 50 100 150 200 250 300 350

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Prospects Courtyard & Haven for Hope Graduates Haven for Hope Graduates PCY Graduates

598

874 995 1,010

1,287

598

385 462 451 504

724

290

0

200

400

600

800

1,000

1,200

1,400

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual*

2017YTD

Pro

spec

ts C

ou

rtya

rd &

Hav

en

for

Ho

pe

Gra

du

ates

PCY Graduates Haven for Hope Graduates

HISTORICAL PERFORMANCE (BY FISCAL YEAR) 25. PROSPECTS COURTYARD & HAVEN FOR HOPE GRADUATES

Target: 1,200 Prospects CY, 550 Haven for Hope graduates

About this measure:

These measures reflect the number of individuals who are transitioning from Prospects Courtyard, an outdoor safe – sleeping environment, to the Haven for Hope Campus and from the Haven for Hope campus into Permanent Housing.


The Haven for Hope Campus provides a range of services to individuals, male and females, experiencing homelessness in San Antonio and Bexar County. Transformation is achieved through the provision, coordination, and delivery of an efficient system of care. These measures reflect individuals who are beginning a pathway to self‐sufficiency.

What is being done:

The City invested $6.8 million in Haven for Hope and campus partners to fund operations and security, safe outdoor sleeping and mental health, restoration, and community based counseling for FY 2017.


* Results updated based on revised data


Higher = better

Updated 4/7

*Results updated based on revised data


25


31,941

15,427

2,960

0

10,000

20,000

30,000

40,000

San Antonio Houston Dallas

15,431 18,069 18,576

31,813 29,462

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual*

2017YTD

Sen

ior

Ce

nte

r P

arti

cip

ants

HISTORICAL PERFORMANCE (BY FISCAL YEAR) 26. NUMBER OF SENIOR CENTER PARTICIPANTS

Target: 32,000 participants

About this measure:

The Department of Human Services (DHS) provides nutrition, health, social, and other support services to encourage seniors to lead active and engaged lives in the community. Services are provided at various locations throughout the City, Monday-Friday. The measure reflects the number of participants, aged 60 and older, who attend Senior Centers.


The Program provides an opportunity to inform seniors of available resources and services which focus on improving quality of life for seniors. The centers offer activities which lead to increased socialization, mobility, fitness, and learning opportunities.

What is being done:

To meet the demands of the growing senior population and increase the number of meals served, DHS expanded the Senior Nutrition Program in Council District 2, 6 and 7 in FY 2016. Sites have been strategically located to provide services within a 5-mile radius for all City residents.


DHS changed

method of tracking

participants in FY 2013


29,462

29,313

0 5,000 10,000 15,000 20,000 25,000 30,000 35,000

Jul-Sept

Apr-Jun

Jan-Mar*

Oct-Dec

Senior Center Participants (Cumulative)

Higher = better

18,069

4,300 2,900

0

5,000

10,000

15,000

20,000

City San Antonio City of Houston Dallas County

COMPARATIVE ANALYSIS (2016 DATA) Number of Seniors Served (FY 2016)

Higher = better

Updated 4/7

*Results updated based on revised data



26


86% 90% 94% 95% 95% 95%

0%

25%

50%

75%

100%

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Per

cen

t o

f Se

nio

rs S

atis

fied

wit

h

Serv

ices


HISTORICAL PERFORMANCE (BY FISCAL YEAR) 27. PERCENTAGE OF SENIORS SATISFIED WITH SERVICES

Target: 97%

About this measure:

The Department of Human Services (DHS) provides nutrition, health, social, and other support services to encourage seniors to lead active and engaged lives in the community. Services are provided at various locations throughout the City, Monday-Friday. The measure reflects the percent of seniors who have indicated that they are satisfied with services offered at the City of San Antonio’s 59 Senior Center locations.


The centers offer activities which lead to increased socialization, mobility, fitness, and learning opportunities. Through participant input, DHS is able to gauge the successfulness and quality of program services. This input is used to modify programming and services on an annual basis, as needed.

What is being done:

To meet the demands of the growing senior population, DHS expanded the Senior Nutrition Program in Council District 2, 6 and 7 in FY 2016. The new Senior Center in FY17 will provide an increase in the overall number of senior participants.

Responsible Department: Human Services 96%

94%

0% 25% 50% 75% 100%

Jul-Sept

Apr-Jun

Jan-Mar*

Oct-Dec

Percent of Seniors Satisfied with Services

Higher = better

Updated 4/7



27

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwi5h5_D_PzKAhWKNSYKHaUfCBEQjRwIBw&url=http://www.mysanantonio.com/news/local_news/article/New-center-in-District-5-offers-senior-service-792371.php&psig=AFQjCNEK8DjTT4VbkwzllLqAFoJL3PBhRw&ust=1455735769068738


28. ANNUAL VISITS TO LIBRARY

Target: 5,710,000 Visits

About this measure:

This measure shows the number of visits to all library locations to access books, technology, programs, voting, and other library services.


Visits to libraries provide people access to educational, cultural, self-directed learning, entertainment, and civic engagement resources and services

What is being done:

The Library Department’s Marketing Team has increased their public information efforts including developing a branding campaign to increase public awareness. In addition, library services are being tailored by location to community needs to provide greater incentive for visits. The Potranco Branch Library, which is co-located with the Mays Family YMCA, opened in November 2016 and the Schaefer Branch Library opened in March 2017, increasing access to library resources. Many libraries also serve as early voting and Election Day polling places, fostering civic engagement in the community.

Responsible Department: Library



5.3 M 5.5 M 5.4 M 5.5 M 5.3 M

2.8 M

0.0 M

1.0 M

2.0 M

3.0 M

4.0 M

5.0 M

6.0 M

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Tota

l Vis

its

to L

ibra

ry

Higher = better

1.3 M

1.5 M

0 500,000 1,000,000 1,500,000 2,000,000

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Total Visits to Library

COMPARATIVE ANALYSIS (FY 2015 PLDS)

5.5 4.5

3.9 3.2 3.1

1.9

0.01.02.03.04.05.06.0

San Antonio Phoenix Houston Dallas Austin Fort Worth

In M

illio

ns

Annual Visits to Library Higher = better

Updated 4/26

NOTE: Comp data was updated in Q3 of FY16


28


29. ANNUAL LIBRARY CIRCULATION

Target: 7,340,000 Items

About this measure:

This measure indicates the number of items checked out by customers of the San Antonio Public Library. Items include physical and digital resources such as print books, eBooks, magazines, CDs and DVDS.


Access to over two million physical and digital materials help advance literacy development, school readiness, self-directed learning, and the transfer of knowledge.

What is being done:

The Library has ramped up its marketing efforts to increase public awareness. The Library conducts an analysis to identify demand for the most popular items which assists in buying and distribution efforts. The Library continues to analyze and adjust its service strategies to the information needs of patrons.

Responsible Department: Library

7.4 M 7.4 M 7.2 M 7.4 M 7.3 M

3.5 M

0.0 M

1.0 M

2.0 M

3.0 M

4.0 M

5.0 M

6.0 M

7.0 M

8.0 M

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Tota

l Cir

cula

tio

n

1.8 M

1.7 M

0 500,000 1,000,000 1,500,000 2,000,000

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Total Circulation


HISTORICAL PERFORMANCE (BY FISCAL YEAR) Higher = better

COMPARATIVE ANALYSIS (FY 2015 PLDS)

6.3 6.2 5.0 4.7

4.0

1.9

0

2

4

6

8

Austin Phoenix Dallas Fort Worth San Antonio Houston

Total Annual Per Capita Library Circulation Higher = better

Updated 4/26

NOTE: Comp data was updated in Q3 of FY16


29


154,439

148,286

504,004

457,513

658,443

605,799

0 200,000 400,000 600,000 800,000

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Hours of Computer & Wi-Fi Usage

Hours of Comp Use Hours of Wi-Fi Use

30. HOURS OF COMPUTER & WI-FI USAGE

Target: 2,450,000

About this measure:

This measure reports the number of hours that individuals are utilizing the Library's computers & Wi-Fi at all locations.


The community is provided consistent and convenient access to public computers and Wi-Fi throughout the library system, which consists of 30 locations. This digital inclusion strategy is available to all in the community and helps bridge the digital divide.

What is being done:

The Library and the Information Technology Services Department are working together to support robust computing at all library locations. Wi-Fi access is maintained during – and even beyond – library open hours in all branch libraries and during library hours at the Central Library.

Responsible Department: Library CURRENT YEAR PERFORMANCE (BY QUARTER)


1.58 M

2.20 M 2.38 M 2.41 M

1.26 M

0.0 M

0.5 M

1.0 M

1.5 M

2.0 M

2.5 M

2013Actual*

2014Actual

2015Actual

2016Actual

2017YTD

Nu

mb

er o

f H

ou

rs o

f C

om

pu

ter

and

Wi-

Fi U

sage

Hours of Comp Use Hours of Wi-Fi Use

Higher = better

Prior to FY2013,

the Library tracked

number of computer sessions

rather than hours of

computer/WIFI use

Updated 4/26

*Prior to FY 2013, the Library tracked number of computer sessions rather than hours of computer/Wi-Fi use


30


31. RECREATION FACILITY ATTENDANCE

Target: 565,404

About this measure:

The measure reflects the total number of visits by adults and youth at City community center facilities.


The measure is important to recognize how many residents are utilizing community center facilities. The facility attendance is a measure that staff can use when making recommendations for improvements to facility programs and operations.

What is being done:

The Department currently uses a variety of methods to promote various programs and events at facilities. The Department uses attendance data to determine the community response to programs and events as well as to analyze facility needs.

Responsible Department: Parks & Recreation CURRENT YEAR PERFORMANCE (BY QUARTER)


524,725 556,177 548,775 551,377 568,408

280,350

0

100,000

200,000

300,000

400,000

500,000

600,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Rec

reat

ion

Fac

ility

Att

end

ance

Higher = better

149,382

130,968

0 40,000 80,000 120,000 160,000

Jul-Sep

Apr-Jun

Jan-Mar

Oct-Dec

Recreation Facility Attendance


31

S E R V I C E A R E A 4 : S U S T A I N A B I L I T Y

32. MUNICIPAL FACILITY AVOIDED UTILITY COSTS (SAVINGS)

Target: $115,000 Avoided (Saved) Annually

About this measure:

This measure shows the utility costs that will be avoided (saved) each year as a result of utility conservation projects completed in municipal facilities.


The Office of Sustainability implements municipal facility retrofits to reduce the City’s environmental impact, save taxpayer funds, conserve natural resources, and improve sustainability of City facilities. Staff select projects that generate cost savings greater than the project cost.

What is being done:

During FY 2017 the following municipal energy retrofit projects will be completed (note some projects include multiple locations): 1. Exterior Lighting Retrofit at 6 locations 2. HVAC Equipment and Controls upgrades at 5 facilities 3. Retro-commissioning and Equipment Upgrades at 3 facilities In addition to avoided costs (savings), the City will qualify for CPS Energy Rebates up to $215,000 with these improvements. Projects planned for the second half of FY 2017 are expected to meet the annual target.

Responsible Department: Office of Sustainability



CUMULATIVE ANNUAL AVOIDED COST

$472,493

$218,149 $232,611 $259,601

$112,141

$30,368

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

$400,000

$450,000

$500,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

An

nu

al A

void

ed U

tilit

y C

ost

s (S

avin

gs)

$1,417,829

$0

$500,000

$1,000,000

$1,500,000

2010 2011 2012 2013 2014 2015 2016

$8,599

$21,769

0 5000 10000 15000 20000 25000

Jul-Sep

Apr-Jun

Jan-Mar

Oct-Dec

Avoided Utility Costs (Savings)

Editorial note: update Cumulative Annual Avoided Cost each quarter

Updated 1/20

Switch x and y axis Ask whether to keep cumulative graph or add picture


32


33. NUMBER OF RECYCLING CONTAINERS INSTALLED TO ACHIEVE 1:1 RATIO WITH TRASH RECEPTACLES

Target: 1,988

About this measure:

Since FY 2010, recycling receptacles have been installed at 100% of park locations with availability to the public. The program has been expanded to achieve a 1:1 ratio between recycling containers and trash receptacles in parks.


The Parks & Recreation recycling program supports the City's goal of creating a pathway to zero waste.

What is being done:

This measure reflects an increase in recycling availability to the public.

Responsible Department: Parks & Recreation


HISTORICAL PERFORMANCE (BY FISCAL YEAR)*

1,153 1,291

1,563 1,770

2,004 2,077

0

500

1,000

1,500

2,000

2,500

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

# R

ecyc

ling

Co

nta

iner

s

60

13

0 10 20 30 40 50 60 70

Jul-Sep

Apr-Jun

Jan-Mar

Oct-Dec

# Recycling Containers

Higher = better

*Measure shows cumulative recycling receptacles since 2010

Updated 4/18 YTD = sum of quarters plus prior year actual

33


9.5%

10.9%

5.4%

13.3%

8.9%

6.0%

7.0%

6.5%

30.8%

36.7%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Jul-Sep

Apr-Jun

Jan-Mar

Oct-Dec

Recycling Rate by Type

Blue Cart Brush/Bulky Pick-up Brush Drop-off Green Cart Household Hazardous Waste

27% 32%

29% 30% 32% 33%

0%

10%

20%

30%

40%

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Rec

yclin

g R

ate

34. RECYCLING RATE

Target: 38% in FY 2017, 60% by 2025

About this measure:

This measures the percent of solid waste, collected from approximately 352,000 customers, that is recycled. The City’s single-family recycling programs include weekly curbside recycling collection, semi-annual curbside brush collection, drop-off brush material sites and curbside organics collection.


Recycling promotes environmental stewardship and long-term sustainability. It is a cost-effective alternative to burying waste in landfills.

What is being done:

The 18-month rollout of the “pay as you throw” pricing structure and curbside organics collection service will be complete in April 2017.

Responsible Department: Solid Waste Management CURRENT YEAR PERFORMANCE (BY QUARTER)1


1 Brush recycling is seasonal and causes a variation in the overall recycling rate throughout the year.

Higher = better


2.8%

30.5% 30.0%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Oklahoma, OK Austin San Antonio

From ICMA report: calculate comparative rates by taking (tons of yard waste collected, composted + tons of recyclables collected)/(tons of residential refuse disposed of + NUMERATOR)

Higher = better

Updated 4/17

Ask why ICMA data is different (34.7% vs. 30%)


34


35. REFUSE AND RECYCLING COLLECTION MISSES PER 10,000 COLLECTION POINTS

Target: 9.00 or Fewer Misses per 10,000 Collection Points

About this measure:

The department provides weekly garbage, recycling, and organics collection services to approximately 352,000 single-family households. This measure tracks the percentage of missed collections for all single-family homes serviced by City crews.


Ensuring all refuse is collected provides for cleaner neighborhoods. If a collection is missed, customers can call 3-1-1 to report the missed collection and the department will respond accordingly.

What is being done:

To ensure that material is collected on time, route supervisors coach drivers to service routes efficiently and dispatch replacement vehicles during equipment breakdowns.

Responsible Department: Solid Waste Management



8.80 9.70

8.70 8.93 8.93

10.30

0.00

2.00

4.00

6.00

8.00

10.00

12.00

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Mis

sed

Ho

use

ho

ld C

olle

ctio

ns

per

10

,00

0 C

ust

om

ers

11.20

9.30

0 2 4 6 8 10 12

Jul-Sep

Apr-Jun

Jan-Mar

Oct-Dec

Missed Household Collections per 10,000 Customers

Lower = better

Updated 4/17


35

S E R V I C E A R E A 5 : E C O N O M I C D E V E L O P M E N T

36. Downtown area housing units facilitated throughincentives (SA2020 Boundary)*

Target: 620 housing units

About this measure:

This measure shows the number of incentivized housing units approved in the Greater Downtown Area. The goal is to attract 7,500 new housing units to downtown by 2020.


Great downtowns have vibrant residential life that provides authenticity and a sense of place and community. Increasing the number of housing units brings more residents, enhances downtown activity, and attracts employers, jobs, and retail opportunities.

What is being done:

The FY 2017 budget allocates $2 million in incentives for downtown redevelopment. This funding provides incentives for the Center City Housing Incentive Policy, the Brownfield Redevelopment Program, the West Side Development Corporation (WDC), and San Antonio Growth for the Eastside (SAGE).

Responsible Department: Center City Development & Operations

649

1,050

1,187

993

858 837

0

200

400

600

800

1,000

1,200

1,400

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Do

wn

tow

n a

rea

ho

usi

ng

un

its

faci

litat

ed t

hro

ugh

ince

nti

ves

(SA

20

20

Bo

un

dar

y)

458

379

0 100 200 300 400 500

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Downtown Area Housing Units Facilitated Through Incentives (SA2020 Boundary)



Higher = better Updated 4/17

*Measure title changed from “Housing Units within the Inner City Reinvestment/Infill Policy Area” to “Downtown area housing units facilitated through incentives (SA2020 Boundary)” as of Q3 2014.


36


37. JOBS CREATED/RETAINED THROUGH ECONOMIC

DEVELOPMENT ACTIVITIES

Target: 4,000 jobs

About this measure:

This is a measure of all jobs created and retained through economic development incentives provided by the Economic Development Department in partnership with the Economic Development Foundation (EDF).


This measure illustrates San Antonio’s economic competitiveness in securing more and better job opportunities for its citizens. An increase in jobs within San Antonio strengthens the City’s economy.

What is being done

The Economic Development Department utilizes a number of state and local tools and programs to attract and retain jobs. In addition, the department manages a contract with the EDF1 for marketing and business retention expansion (BRE)/attraction services. The City Council allocated $2.251 million in FY 2017 for economic development grants to assist in the retention, recruitment and attraction of businesses to San Antonio.

Responsible Department: Economic Development

5,670

3,632 3,709

5,059

5,670

972

0

1,000

2,000

3,000

4,000

5,000

6,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Job

s C

reat

ed/R

etai

ned

Th

rou

gh E

con

om

ic

Dev

elo

pm

ent

Act

ivit

ies



Higher = better

367

605

0 100 200 300 400 500 600 700

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Jobs Created/Retained Through Economic Development Activities

1The City entered into a contract with the EDF in FY 2011 to provide coordinated economic development services in an effort to increase the number of jobs created and retained in San Antonio.

2 2Results updated based on revised data


37


38. TOTAL CORPORATE INVESTMENT

Target: $385 million in New Investment

About this measure:

This measure shows the amount of planned company investment in projects announced through the City’s incentivized programs. Such projects are a result of both local expansion and the recruitment of new businesses to San Antonio.


The measure indicates the scale of new capital investment in the community which provides for job creation and business growth.

What is being done:

The Economic Development Department manages the City’s contract with the Economic Development Foundation for global marketing and business retention/attraction. The City Council allocated $2.251 million in FY 2017 for economic development grants to assist in the retention, recruitment and attraction of businesses to San Antonio.

Responsible Department: Economic Development

$809 M

$302 M

$584 M

$377 M

$1375 M

$319 M

$0.0 M

$200.0 M

$400.0 M

$600.0 M

$800.0 M

$1000.0 M

$1200.0 M

$1400.0 M

$1600.0 M

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Tota

l Co

rpo

rate

Inve

stm

ent



Higher = better

$10.5 M

$308.8 M

$0 M $100 M $200 M $300 M $400 M

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Total Corporate Investment ($ in Millions) 1The increase in FY 2016 includes $1 billion investment in Microsoft Corporation’s Project Rafter– a new four phase data center complex.

2Results updated based on revised data 2

Figures are based on reports provided by EDF. Incentives are not always direct funding, but may include other benefits such as tax abatements.

Updated 2/20

1

Ask whether to add picture


38

S E R V I C E A R E A 6 : C O N V E N T I O N , V I S I T O R & A R T S

4.51 4.33 4.35 3.96 3.80

0

1

2

3

4

5

IndianapolisIntl

AustinBergstrom

San AntonioIntl

Cleveland Fort LauderdaleIntl

3.88 4.12 4.23 4.39 4.34 4.41

0

1

2

3

4

5

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Air

po

rt C

ust

om

er S

atis

fact

ion



COMPARATIVE ANALYSIS (2016 DATA) Airport Customer Satisfaction

39. AIRPORT OVERALL CUSTOMER SATISFACTION

Target: 4.0 (Very Good) out of 5.0 (Excellent)

About this measure:

The Airport Service Quality (ASQ) Survey is the world’s leading airport customer satisfaction benchmark program with over 190 airports surveying their passengers monthly. Each quarter, this measure illustrates the overall satisfaction of passengers of the Airport. All airports use the same questionnaire and follow the same methodology.


Findings from the ASQ assist the airport in identifying areas for improvement as well as areas where the Airport excels.

What is being done:

The Aviation Department is focused on improving the customer experience for our passengers. In FY 2016, the Airport installed lactation “pods” for privacy for breastfeeding passengers, on-line real-time Terminal A security line wait time information and increased branding of San Antonio’s military, Tricentennial and aviation history.

Responsible Department: Aviation

4.44

4.38

0.0 1.0 2.0 3.0 4.0 5.0

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Airport Customer Satisfaction

Higher = better Updated 2/20 YTD = average

of quarters

39


$21.30

$16.73 $14.23

$11.58 $9.89 $7.53

$0

$5

$10

$15

$20

$25

SacramentoIntl

IndianapolisIntl

AustinBergstrom

San AntonioIntl

HoustonHobby

Dallas Love

$11.49 $11.58 $11.29

$12.77 $13.08 $12.81

$0

$2

$4

$6

$8

$10

$12

$14

2012Actual

2013Actual*

2014Actual

2015Actual

2016Actual

2017YTD

Air

po

rt C

ost

per

Pas

sen

ger



COMPARATIVE ANALYSIS (FY 2013 DATA) Airport Cost per Passenger

40. INTERNATIONAL AIRPORT OPERATING COST PER PASSENGER

Target: $13.65

About this measure:

The measure tracks the average operating cost per passenger boarding a flight at San Antonio International Airport. This includes personnel costs, facility operations, fire, and law enforcement costs.


Cost per passenger is a benchmark measure that is commonly used to compare airports. It is an indication of how efficiently the Airport is operating.

What is being done:

The Airport continues to look for non‐airline revenue opportunities year‐round. Increases in the cost per passenger are related to costs for improving the customer experience during construction and for parking lot improvements.

Responsible Department: Aviation

Lower = better

$13.14

$12.47

$0 $5 $10 $15

Jul-Sep

Apr-Jun

Jan-Mar

Oct-Dec

Airport Cost per Passenger

*In 2013 this measure was adjusted to remove Capital & Stinson costs from the calculation. Historical performance reported beginning in 2013 reflects this change.

Updated 11/4


40


41. CONVENTION CENTER EXHIBIT HALL OCCUPANCY

LEVELS

Target: 70%

About this measure:

This measure is the percentage of available days occupied at the four exhibit halls of the Henry B. Gonzalez Convention Center. The industry standard “practical” maximum occupancy rate is 70% and the “efficient” range is considered to be approximately 50 to 60%.


Tracking convention center exhibit hall occupancy helps determine a level of maximum use of the facility, allows the City to compare activity to competitive destinations, and determines the success of sales strategies in booking conventions with tradeshows. Maximizing occupancy results in positive economic impact for the local economy.

What is being done:

Convention Center booking staff is working with Visit San Antonio to maximize exhibit hall efficiency and occupancy, as well as promoting the newly expanded space.

Responsible Department: Convention & Sports Facilities

68% 68% 75% 73% 71% 70%

0%

20%

40%

60%

80%

100%

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Co

nve

nti

on

Ce

nte

r Ex

hib

it H

all

Occ

up

ancy

Lev

els

84%

55%

0% 20% 40% 60% 80% 100%

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Convention Center Exhibit Hall Occupancy Levels



Higher = better

COMPARATIVE ANALYSIS (2015)

73% 57%

48%

0%20%40%60%80%

San Antonio Convention Centers inGateway Markets (over30,000 hotel rooms)*

Other Similar SizedConvention Centers*

Exhibit Hall Occupancy

*Source: PricewaterhouseCoopers (PwC) Convention Centers Report

Higher = better

Updated 4/10 YTD = average of quarters

41


42. EVENT DAYS AT THE ALAMODOME

Target: 109 days

About this measure:

This measure represents the total number of days per year when an event is actually occurring at the Alamodome. This does not include the move in/move out days for events.


Event days at the Alamodome determine the amount of utility that the facility provides the community by offering a variety of entertainment options. The relationship between event days and revenue generation is important in that the goal is to achieve an overall low net cost of operations. The more events held in the facility, the more that revenue is generated to offset fixed costs.

What is being done:

Staff is focusing their efforts on bringing in concerts and sporting events while the Alamodome undergoes construction.

Responsible Department: Convention & Sports Facilities CURRENT YEAR PERFORMANCE (BY QUARTER)


143 131 138 136

110

53

0

20

40

60

80

100

120

140

160

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Tota

l Eve

nt

Day

s at

th

e A

lam

od

om

e

Higher = better

29

24

0 5 10 15 20 25 30 35

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Total Event Days at the Alamodome


42




$7.91 $8.27

$9.32 $8.58 $8.77

$9.87

$0.00

$1.50

$3.00

$4.50

$6.00

$7.50

$9.00

$10.50

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Ave

rage

Rev

enu

e p

er A

tten

dee

at

th

e A

lam

od

om

e

$9.37

$10.96

0 2 4 6 8 10 12

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Average Revenue per Attendee at the Alamodome

Higher = better

43. AVERAGE REVENUE PER ATTENDEE AT THE ALAMODOME

Target: $8.68

About this measure:

This measure represents the amount of revenue generated per attendee at the Alamodome on a yearly basis.


This measure shows the financial success of the Alamodome events. Increasing revenues helps reduce the net cost of operating the Alamodome.

What is being done:

Staff is pursuing a diversified mix of attractive concerts and sporting events to increase revenue per attendee. In FY17, the Alamodome will host CONCACAF and the final stop on the Guns N’ Roses Not in This Lifetime Tour.

Responsible Department: Convention & Sports Facilities

Updated 4/10 YTD = provided by dept

43


44. REVENUE PER NET SQUARE FOOT OF CONVENTION FACILITY RENTABLE SPACE

Target: $20.27

About this measure:

This measure represents the amount of revenue earned on a per square foot basis of the rentable areas within the Convention Center and Lila Cockrell Theatre.


This measure indicates how well the department is able to convert facility rental opportunities into higher revenues that reduce the net cost of facility operations.

What is being done:

Sales and booking teams are marketing the expanded facility’s new spaces and available features.

Responsible Department: Convention & Sports Facilities CURRENT YEAR PERFORMANCE (BY QUARTER)


$18.09 $18.75

$21.64 $21.60 $22.83

$11.10

$0

$4

$8

$12

$16

$20

$24

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Rev

enu

e p

er N

et S

qu

are

Foo

t o

f C

on

ven

tio

n F

acili

ty R

enta

ble

Sp

ace

Higher = better

$6.13

$4.97

$0 $2 $4 $6 $8

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Revenue per Net Square Foot of Convention Facility Rentable Space


44


45. CONVENTION ROOM NIGHTS BOOKED

Target: 912,000

About this measure:

Room night bookings are considered the Visit San Antonio industry standard to measure group sales performance. It represents the sum of overall sales efforts that target group and convention business. This measure includes the total room nights booked for meetings taking place at the Convention Center & hotel meeting space. Group room nights tend to book more sporadically rather than an even distribution over twelve months. Therefore, some variance is expected, with the rate of bookings increasing towards the end of the fiscal year.


Revenue from hotel guest rooms is used to collect funds for the City's Hotel Occupancy Tax. This tax is the primary funding source for Visit San Antonio, along with the Henry B. Gonzalez Convention Center. The money from the tax is also set aside to support the local arts community.

What is being done:

Group room nights tend to book seasonally rather than 12-month equal increments. FY17 Q2 actuals are down compared to FY17 Q2 target. Although the Q1 and Q2 pace goal of 396,974 was not reached, Visit San Antonio is anticipating to make up ground in the remaining half of FY17.

Responsible Department: Visit San Antonio

850k 857k 859k 932k 936k

283k

0

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

900,000

1,000,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Co

nve

nti

on

Ro

om

Nig

hts

B

oo

ked

118,129

165,348

0 100,000 200,000

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Convention Room Nights Booked


HISTORICAL PERFORMANCE (BY FISCAL YEAR) Higher = better Updated 4/24 YTD = sum of

quarters

45


46. ANNUAL ONLINE ENGAGEMENT

Target: 7,200,000

About this measure:

Visit San Antonio measures the annual interaction with visitors through all online customer engagement properties including visitsanantonio.com website visits and Facebook interaction (likes, shares, comments, etc.).


Visit San Antonio is a main source of information on the City and events. It is critical to measure the level of interest in San Antonio that can lead ultimately to travelers choosing San Antonio for their destination. This measurement indicates the effectiveness of Visit San Antonio marketing strategy by showing that consumers are considering travel to San Antonio and taking direct action to learn more.

What is being done:

Online engagement interactions are not projected in equal 12‐month increments as they are influenced by seasonality and timing of various campaigns. FY17 Q2 actuals are up 58.9% compared to FY17 Q2 Target. Strong Q2 is primarily due to continued growth in organic search to Visit San Antonio's website.

Responsible Department: Visit San Antonio

4.3 M 4.7 M

5.6 M

6.5 M

8.4 M

5.5 M

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

8,000,000

9,000,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

On

line

Enga

gem

ent


Higher = better

3,130,940

2,407,076

0 1,000,000 2,000,000 3,000,000 4,000,000

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Online Engagement



46


47. ATTENDANCE AT CULTURAL EVENTS

Target: 3,100,000

About this measure:

This measure represents the number of individuals in attendance at cultural events within the San Antonio community that are supported by the Department of Arts & Culture.


The Department of Arts & Culture strives to enrich quality of life by leading and investing in San Antonio arts and culture. Increased attendance shows support for local arts organizations and individual artists while helping to make San Antonio an exciting place to live and visit.

What is being done:

Attendance is increased through a wide range of events that the department promotes, develops, and markets for the residents and visitors of San Antonio. The department stimulates growth and development of arts and culture through support, guidance, and leadership to local partners.

Responsible Department: Arts & Culture

1.86 M

2.44 M 2.57 M

4.01 M

3.52 M

0.88 M

0.0 M

0.5 M

1.0 M

1.5 M

2.0 M

2.5 M

3.0 M

3.5 M

4.0 M

4.5 M

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Att

end

ance

at

Cu

ltu

ral E

ven

ts

482,650

393,607

0 100,000 200,000 300,000 400,000 500,000 600,000

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Attendance at Events Supported by Arts & Culture



Higher = better Updated 4/24 YTD = sum of quarters

47


48. NON-CITY DOLLARS LEVERAGED FOR ARTS BY FUNDED AGENCIES

Target: $40 million

About this measure:

This measure gauges how effective the local arts and cultural non-profit community have been in leveraging the dollars invested by the City.


The City’s investment in the arts is an important incentive for our arts and cultural partners. It anchors the message that the arts are important to San Antonio and, in return, it helps organizations stimulate support from private and other public foundations, as well as individual giving. The City’s investment also helps augment and support the costs affiliated with running the operations of organizations and the programs they offer to our residents and visitors.

What is being done:

The Department of Arts & Culture is responsible for overseeing the financial and programmatic performance of each funded organization and evaluate the City’s investment. The Department also publishes a Creative Economy Impact Study to monitor economic growth and to help stimulate greater interest in private sector investment. The Department provides technical and economic development training to agencies and artists.

Responsible Department: Arts & Culture

$36.6 M $34.2 M $33.4 M $34.5 M $35.0 M

$25.1 M

$0M

$10M

$20M

$30M

$40M

$50M

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

No

n-C

ity

Do

llars

Lev

erag

ed f

or

Art

s b

y Fu

nd

ed A

gen

cies



Higher = better

$10.20 M

$14.88 M

$0.0 M $5.0 M $10.0 M $15.0 M $20.0 M

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Non-City Dollars Leveraged for Arts by Funded Agencies

Updated 4/24

Ask whether to add picture


48


49. EVENTS AT DOWNTOWN PARKS AND PLAZAS

Target: 750 events

About this measure:

This measure shows the events held at Travis Park, Milam Park, and Marriage Island. This includes weddings, City-sponsored events, corporate events, and private functions. Events such as Lumanaria and NIOSA are also included in this measure.


Having many different events adds vibrancy to the downtown area. It draws people downtown at different hours and supports retail and commercial establishments.

What is being done:

Staff advertises downtown parks and plazas through different media venues including television, radio, written publications, and online. Prior years included events at Alamo Plaza and HemisFair Plaza, which are not currently being scheduled.




601 602 637

840

898

251

0

200

400

600

800

1,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Even

ts a

t D

ow

nto

wn

Par

ks a

nd

P

laza

s

Higher = better

88

163

0 50 100 150 200

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Events at Downtown Parks and Plazas

Updated 1/20


49


50. SQUARE FEET OF SIDEWALKS PRESSURE WASHED

Target: 15,600,000 square feet

About this measure:

This measures shows the square footage of sidewalks in the downtown area that are pressure washed throughout the year.


The appearance of downtown is important to creating an inviting locale for visitors. Having clean sidewalks improves that appearance.

What is being done:

Existing pressure washers have been upgraded with hot water reclaim pressure washers. Downtown Operations staff coordinates with Centro San Antonio staff to ensure the sidewalks are cleaned regularly. A new contract was executed in the fourth quarter of Fiscal Year 2013, which accounts for the increased amount of sidewalks pressure washed.


6.8 M

9.4 M

17.4 M 18.3 M 18.9 M

8.8 M

0.0 M

2.0 M

4.0 M

6.0 M

8.0 M

10.0 M

12.0 M

14.0 M

16.0 M

18.0 M

20.0 M

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Squ

are

Feet

of

Sid

ewal

ks

Pre

ssu

re W

ash

ed

4,437,702

4,329,659

0 1,500,000 3,000,000 4,500,000 6,000,000

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Square Feet of Sidewalks Pressure Washed





50


1.54 M 1.52 M 1.57 M 1.56 M 1.60 M

0.76 M

0.0 M

0.4 M

0.8 M

1.2 M

1.6 M

2.0 M

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Riv

erb

oat

Cru

ise

Pas

sen

gers

51. RIVERBOAT CRUISE PASSENGERS

About this measure:

The City contracts with Rio San Antonio to operate the Riverboat tours on the Riverwalk. This measure notes the number of passengers taking a Riverboat tour.


While the measure is not directly controlled by the City it provides a good indicator of the number of visitors to the Riverwalk and the overall health of the economy.

What is being done:

Visit San Antonio staff advertises San Antonio Riverwalk through various media publications in order to increase tourism. Riverboat cruise passenger ticket sales vary on a seasonal basis. Lower sales occur in the fall and winter months, while a higher number of passengers is expected during spring and summer months.


364,146

394,013

0 100,000 200,000 300,000 400,000 500,000

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Riverboat Cruise Passengers



Higher = better Updated 4/17 YTD = sum of quarters

51

S E R V I C E A R E A 7 : O P E N G O V E R N M E N T

-0.88%

-0.96%

-1.500% -1.000% -0.500% 0.000% 0.500% 1.000% 1.500%

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Percent Variance from Estimate


HISTORICAL PERFORMANCE (BY CALENDAR YEAR)

-0.5% -0.20%

-0.04%

-0.57%

-0.97% -0.88%

-2.0%

-1.0%

0.0%

1.0%

2.0%

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual*

2017YTD

Per

cen

t V

aria

nce

fro

m E

stim

ate

52. GENERAL FUND EXPENDITURES AS PERCENTAGE OF ESTIMATE

Target: Between 0% and -1% Variance

About this measure:

In September the City adopts the Annual Budget for the next fiscal year, running from October 1 – September 30. This measure calculates how close the City is to spending the amount budgeted. It is tracked on a quarterly basis in comparison to an estimate for that quarter. A negative variance means the expenditures are under budget.


Accurate estimates are key to maintaining a balanced budget and for forecasting next year’s budget.

What is being done:

Monthly Reports of expenditures are provided to the City Manager and Quarterly Reports are presented to the City Council (3+9 Financial Report, 6+6 Financial Report, 9+3 Financial Report, and Year End Financial Report).

Responsible Departments: Budget, Finance

(-) means savings; (+) means spending was more than estimated

*Results have been updated based on revised data

Updated 5/1

YTD = current quarter

52


0.40%

1.41%

-3.0% -1.0% 1.0% 3.0%

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec*

% Variance from Estimate


HISTORICAL PERFORMANCE (BY CALENDAR YEAR)

1.00% 0.90% 1.28%

0.71% 0.12% 0.40%

-3.0%

-2.0%

-1.0%

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual*

2017YTD

% V

aria

nce

fro

m E

stim

ate

53. GENERAL FUND REVENUES AS PERCENTAGE OF ESTIMATE

Target: Less than 1% of Variance

About this measure:

The Budget Office and the Finance Department monitor revenues on a monthly basis to ensure revenues are on track with the adopted budget.


Monitoring department revenues is crucial to ensure a balanced current year budget. If revenues are not received at the budgeted amounts, the City will take corrective action to ensure a balanced budget by year end.

What is being done:

Monthly Reports of revenues are provided to the City Manager and Quarterly Reports are presented to the City Council.

Responsible Department(s): Budget, Finance (+) means more revenue than estimated; (-) means less revenue than estimated

Updated 5/1

*Quarter 4 results are estimates

*Results have been updated based on revised data


53


54. ACHIEVE PAYMENT TO VENDORS WITHIN TERMS

Target: 85%

About this measure:

Measures the percentage of payments to vendors in a timely manner.


Prompt payment of goods and services builds good relationships with the City's suppliers. Paying early or on time may allow the City to take advantage of discounts offered by vendors.

What is being done:

Technology upgrades implemented in 2015 have improved the payment process. Reports are provided to departments on a regular basis to identify payments needing immediate attention. Finance is working with the Information Technology Services Department to improve the detail level of these reports.

Responsible Department: Finance

71%

81% 80% 81% 81% 87%

0%

25%

50%

75%

100%

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Per

cen

tage

of

Invo

ice

s P

aid

O

n T

ime

86%

88%

0 0.25 0.5 0.75 1

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Percentage of Invoices Paid On Time



Higher = better

*4th Quarter results include July-August & will be revised at a later date.


54


55. EARNED MEDIA

Target: 80%

About this measure:

This measure indicates the percentage of earned media coverage generated from news releases disseminated and City-related information pitched to media outlets by the organization.


The Department of Government & Public Affairs is responsible for the City’s corporate communications and works with the news media, as one channel of communication, to provide City-related information to the community. One measure of effectiveness is the amount of earned news coverage resulting from City news releases disseminated and proactive media pitches conducted by the City.

What is being done:

The Government and Public Affairs Department proactively works with local, state, national and international media to expand the City’s overall news coverage. On a daily basis, the Department also initiates pitch calls to the news media regarding City-related information, coordinates news interviews, develops strategic messages, effectively utilizes social media and provides guidance to departments organization-wide.

Responsible Department: Government & Public Affairs

814 872 967 1,113

1,458 1,657

2,067

2,463 2,704

2,315 89%

0%

20%

40%

60%

80%

100%

0

500

1,000

1,500

2,000

2,500

3,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017*YTD

Earn

ed M

edia

Per

cen

tage

Tota

l Ne

ws

Rel

ease

s an

d M

edia

In

qu

irie

s

News Releases Media Inquiries Earned Media

89%

89%

0% 20% 40% 60% 80% 100%

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Earned Media




----

----

----

----

----

----

----

----

----

----

*Beginning in FY17, Government & Public Affairs began measuring earned media rather than the number of media inquiries and news releases.


55


7%

5%

1%

0%

2%

4%

6%

8%

San Antonio Austin Oklahoma City

5.07%

6.00%

7.30% 6.80%

7.60%

3.60%

0%

2%

4%

6%

8%

10%

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Vo

lun

tary

Tu

rno

ver

Rat

e

1.70%

1.90%

0.0% 1.0% 2.0%

Jul-Sept

Apr-Jun

Jan-Mar

Oct-Dec

Voluntary Turnover Rate



COMPARATIVE ANALYSIS (ICMA 2015 DATA) Turnover Rate

56. VOLUNTARY TURNOVER RATE

Target: 7%

About this measure:

The voluntary turnover rate measures the percentage of full-time, civilian employees who leave the City organization by their own choice. This rate does not include retirements or involuntary separations such as employment terminations.


This is a useful measure that shows the organization's progress in becoming an employer of choice. Low voluntary turnover typically reflects a workforce in which employees are satisfied with their current jobs and are not leaving for other employment.

What is being done:

The City strives to increase employee satisfaction throughout the organization by working to provide employees with competitive salaries and a strong benefits package, along with an Employee Wellness Program that rewards healthy behavior.

Responsible Department: Human Resources

Lower = better

Lower = better

Oklahoma City, OK All full-time employees turnover rate 2014 0.02

Austin, TX All full-time employees turnover rate 2014 0.05

Dallas, TX All full-time employees turnover rate 2014 0.1

San Antonio, TX All full-time employees turnover rate 2014 0.04

Fairfax County, VA All full-time employees turnover rate 2014 0.04

Updated 4/17

Ask why ICMA data is different than 24/7 (4% vs. 6.8%)


56


889

3,400 3,880

4,317 4,775

4,945

0

1,000

2,000

3,000

4,000

5,000

6,000

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Nu

mb

er o

f P

arti

cip

ants

4,945

4,840

0 1,000 2,000 3,000 4,000 5,000 6,000

Jul-Sep

Apr-Jun

Jan-Mar

Oct-Dec

Number of Participants


HISTORICAL PERFORMANCE (BY FISCAL YEAR) 57. VIRGIN PULSE HEALTHMILES WELLNESS PROGRAM PARTICIPATION

Target: 4,266 Participants

About this measure:

In order to emphasize the importance of maintaining a healthy lifestyle, the Wellness Program provides employees financial rewards for participating in eligible healthy behaviors. In 2013, the City implemented the Virgin HealthMiles pedometer-based program. In Fiscal Year 2014, the City continued this initiative now called VirginPulse HealthMiles.


Employees who maintain healthy habits and behaviors can lead to overall better health. Increasing enrollment in the program assists in maintaining a healthier workforce which results in reduced healthcare costs for both the employees and the City.

What is being done:

The City’s Wellness Program began in Fiscal Year 2006. Employees are provided the opportunity to participate in VirginPulse HealthMiles, wellness fairs, a smoking cessation program, Weight Watchers at Work, and other activities that increase health and wellness.


Higher = better

Updated 4/17


57


54

47 48 46 50 48

0

15

30

45

60

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Nu

mb

er o

f B

usi

nes

s d

ays

to f

ill

a P

osi

tio

n


HISTORICAL PERFORMANCE (BY FISCAL YEAR) 58. NUMBER OF BUSINESS DAYS TO FILL A POSITION

Target: 46 Business Days

About this measure:

This metric captures business days to fill standard recruitments (positions posted for 14 calendar days or less). This process begins when the department initiates the request to fill the position and concludes when the new employee begins work.


Ensuring that positions are filled in a timely manner is critical for all departments’ operational needs.

What is being done:

The Human Resources Department has significantly reduced the number of days to fill standard recruitments over the last few years, reducing the average from two to four months. In addition to internal process improvements, the department implemented an E-recruitment tool (NEOGOV) to aid in the recruitment process. This online system automates the hiring and selection process and allows hiring departments to more effectively screen candidates with tailored questions, thereby reducing review time. The department is focused on enhanced coordination with departments to further streamline the hiring process, while also improving the quality and diversity of candidate pools.


Lower = better

52

37

0 10 20 30 40 50 60

Jul-Sep

Apr-Jun

Jan-Mar

Oct-Dec

Number of Business Days to Fill a Position

Updated 4/17

YTD = dept will provide

58


59. TOTAL CALLS ANSWERED BY 311

Target: 801,500 Calls Answered

About this measure:

This measure tracks the total number of calls answered by the San Antonio 311 Call Center, as well as service requests submitted through the mobile app, web portal, and social media.


311 is the City’s non-emergency phone number designated for residents inquiring about city services or events. 311 call center representatives are available to answer questions and register resident issues regarding a wide range of concerns including stray animals, potholes, garbage collection, overgrown yards, parks, etc.

What is being done:

In 2011, the department implemented an improved customer relationship management system, increasing the quality of information provided during an initial call & reducing the number of follow up calls, which explains in part the lower number of calls answered in recent years. Residents are also getting their information through other City resources such as social media & websites. In an effort to provide prompt and efficient service, the department continually analyses call volume & peak times to maintain adequate staffing levels. The City has also created additional opportunities to submit service request online at www.sanantonio.gov/311 as well as the FREE 311 Mobile App available through iPhone and Android markets. These additional channels are integrated with the 311 Call Center which provides information for all City departments including Animal Care Services, Development Services/Code Enforcement, Parks and Recreation, Solid Waste Management, and Transportation and Capital Improvements.

Responsible Department: 311 Customer Service



1.01 M .97 M

.81 M .88 M .84 M

.43 M

0.0 M

0.4 M

0.8 M

1.2 M

2012Actual

2013Actual

2014Actual

2015Actual

2016Actual

2017YTD

Tota

l 31

1 C

alls

An

swer

ed

228,893

198,186

0 50,000 100,000 150,000 200,000 250,000

Jul-Sep

Apr-Jun

Jan-Mar

Oct-Dec

Annual Total 311 Calls Answered

FY Calls Answered Received Difference % Difference Answer rate

2009 Actual 1,184,245 1,293,128 108883 8% 92%

2010 Actual 1,172,676 1,389,164 216488 16% 84%

2011 Actual 1,098,270 1,253,137 154867 12% 88%

2012 Actual 1,006,966 1,181,411 174445 15% 85%

2013 Actual 970,775

1,078,941 108166 10% 90%

2014 Actual 811,590 915,192 103602 11% 89%

2015 YTD 346,036

1Beginning in FY 2015, includes web, email and mobile service requests

1


59

http://www.sanantonio.gov/311

SAN ANTONIO...96.84 101.63 101.77 104.78 106.76 54.31 0 40 80 120 2012 Actual 2013 Actual 2014...

Documents

Transcript of SAN ANTONIO...96.84 101.63 101.77 104.78 106.76 54.31 0 40 80 120 2012 Actual 2013 Actual 2014...