Olathe 2005 Balanced
Scorecard
Final Report
Measuring Up for the Future
Implementing the Community’s Strategic Plan
OlatheKS.org
Olathe 2005 Balanced Scorecard
Executive Summary
The following
report represents the City’s first attempt to develop and present performance
measures designed to monitor progress toward our goals over time, allow for
continued improvement in efficiency, better service delivery, and allow for
better value being delivered for tax dollars. These measures help align our
business activities with our community-based strategic plan. (The process flow
is presented on the following page.)
In late 2004,
staff responded to Council and Olathe Strategic Plan interest in developing a
performance measurement system which would enable stakeholders to better
understand city operations and programs; and, to allow us to better manage our
resources. The Balanced Scorecard system is designed to allow managers to
monitor program results in four areas:
·
Financial
·
Customer
·
Employee
·
Operational
This report is presented by the
seven Strategic Plan “Key Result Areas” highlighting key measures which affect organization
performance. In several cases, our goals are yet to be determined (TBD).
Those efforts will commence in 2006 and be coordinated through the Strategic
Plan Implementation Groups and shared with the City Council.
In some cases, data and
measures are either not available (NA) or are in development. This is a living
document much like the original 2000 DirectionFinders® report. Staff
looks forward to working with the Council and all of our stakeholders as we
develop our performance measurement system helping Olathe set the
standard for excellence in public service.
Sincerely,
J. Michael Wilkes,
City Manager
Legend:
·
CIP – Capital Improvements Program
·
Seven Strategic Plan “Key Result” Areas are listed in the
following table of contents.
Table of Contents
Public Services and Administration
·
Achieve Public Administration Excellence 1
·
Utilize “Pay-For-Use” Services Whenever Possible 3
·
Focus on Core Services 4
Diversity
·
City
Government Shall Reflect Community Diversity 5
·
Work
Continuously to Creatively
Promote Understanding of Diversity 6
·
Capitalize on Existing Strengths 6
Transportation
·
Work to Promote Effective Traffic Flow 7
·
Support Mass Transit Efforts in the Community 7
·
Deal Aggressively with the Railroad Problem 8
Public Safety
·
Pursue
Safety Professionalism Excellence 9
·
Promote
Multi-dimensional Efforts to ensure
that Olathe is a Safe Community 10
·
Provide Safety Resources 11
Economic Sustainability
·
Aggressively Promote Economic Development Efforts 12
·
Moderate Debt Usage to the Greatest Extent Possible 12
·
Diversify City Revenue Sources 13
Downtown
·
Promote a Vibrant Downtown Area 14
·
Pursue Innovative Economic Development Opportunities 15
·
Continually Monitor Downtown Development Efforts 15
Active Lifestyles
- Unify Community Parks and Recreation Activities 16
·
Actively Market Signature Parks and Program 17
·
Seek and Secure Long Term, Permanent Partners
and Funding for
Parks and Recreation Programs
and Facilities 18
·
Fund and Develop Community Centers 19
Public
Services and Administration
Strategic Target: Achieve Public Administration Excellence
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Overall stakeholder
satisfaction index (Base year 2000 = 100).
|
114
99
|
115
97
|
TBD
NA
|
|
|
Percent
of respondents satisfied or very satisfied with the overall value that they
receive for their tax dollars and fees
|
67
|
62
|
TBD
|
|
|
Percent
of respondents who somewhat or very familiar with City of Olathe budget/financial information
|
NA
|
39
|
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with the availability of
information about City programs and services
|
75
|
76
|
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with the quality of the City’s web
page
|
59
|
58
|
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with overall customer service they
receive from City employees
|
77
|
77
|
TBD
|
|
|
Percent
of respondents contacting the City in the past year who found that it was
easy or very easy to reach the person they needed to reach
|
84
|
82
|
TBD
|
|
|
Percent of respondents contacting the City in the past
year who usually or always agreed that:
·
Employees were
courteous and polite
·
Employees gave
prompt, accurate and complete answers to their questions
·
Employees did
what they said they would do in a timely manner
·
Employees
helped resolve the issue to the citizen’s satisfaction
|
NA
NA
NA
NA
|
88
73
76
68
|
TBD
TBD
TBD
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with the effectiveness of the
City’s communication with the public
|
70
|
73
|
TBD
|
|
Strategic Target: Achieve Public Administration Excellence
Continued
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Financial
|
|
|
|
|
Worker’s Compensation
Claims as a percent of City payroll.
|
2.1
|
1.5
|
TBD
|
|
|
Percent achieved
between budgeted and actual:
·
General Fund
Revenue
·
General Fund
Expenditures
|
104.4
87.5
|
94
86.2
|
TBD
TBD
|
|
Employee
|
|
|
|
|
Employee overall
satisfaction with employment.
|
NA
|
68
|
TBD
|
|
Employee overall
satisfaction with training received
|
NA
|
65
|
TBD
|
|
Percent of employees
making progress toward their Individual Development Plan
|
NA
|
85
|
TBD
|
|
|
Turnover rate
·
Regular
Retirement
·
Disability
Retirement
·
Involuntary
termination
·
Resignation
|
9.6
1.2
0.1
1.8
6.5
|
10
2.0
0.0
2.2
5.8
|
TBD
TBD
TBD
TBD
TBD
|
|
Strategic
Target: Utilize “Pay-For-Use” Services Whenever Possible
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Satisfaction composite Index for Municipal Services customer
service (Base year 2003 = 100)
|
103
|
104
|
TBD
|
|
|
Satisfaction
composite Index for water service (Base year 2003 = 100)
|
104
|
104
|
TBD
|
|
|
Satisfaction
composite Index for waste water service (Base year 2003 = 100)
|
102
|
102
|
TBD
|
|
|
Satisfaction
composite Index for residential solid waste service (Base year 2003 = 100)
|
102
|
103
|
TBD
|
|
|
Satisfaction
composite Index for recycling service (Base year 2003 = 100)
|
101
|
100
|
TBD
|
|
|
Satisfaction
composite Index for yard waste service (Base year 2003 = 100)
|
103
|
103
|
TBD
|
|
Financial
|
|
|
|
|
|
Percent achieved
between budgeted and actual:
·
Water and
Sewer Fund Revenue
·
Water and
Sewer Fund Expenditures
·
Solid Waste
Fund Revenue
·
Solid Waste
Fund Expenditures
|
84
94
101.5
96.2
|
90.7
90.7
98.9
98.5
|
TBD
TBD
TBD
TBD
|
|
|
Revenue
Bond Rating for Water and Sewer Fund
|
A2
AA-
|
A2
AA-
|
TBD
TBD
|
|
Operational
|
|
|
|
|
|
Percent
of water loss reported
|
12
|
13.3
|
<15
|
|
|
Percent
of time water meets regulatory standards.
|
99
|
100
|
100
|
|
|
Percent
of time waste water meets effluent limits
|
99.8
|
99.8
|
99.9
|
|
|
Number of
sewer backups reported annually
|
8
|
3
|
<5
|
|
Employee
|
|
|
|
|
|
Percent
of wastewater treatment operators that re-certify as scheduled
|
100
|
100
|
100
|
|
Strategic
Target: Focus on Core Services
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
of respondents rating the overall maintenance of city streets as satisfactory
or very satisfactory
|
65
|
73
|
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with the overall maintenance of
city parks
|
86
|
82
|
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with snow removal on major streets
|
80
|
80
|
TBD
|
|
|
Percent
of respondents rating mowing and trimming along city streets and other public
areas as satisfactory or very satisfactory
|
70
|
66
|
TBD
|
|
|
Percent
of respondents rating snow removal on neighborhood streets as satisfactory or
very satisfactory
|
55
|
55
|
TBD
|
|
Operational
|
|
|
|
|
|
Percent
of streets with a pavement condition rating of:
- Arterials
– 60 or higher
- Collectors
– 55 or higher
- Residential
– 50 or higher
|
96
93
95
|
96
94
97
|
95
95
95
|
|
|
Percent
of time traffic signals are operational
|
NA
|
100
|
TBD
|
|
|
Percent
of pavement markings meeting standards.
|
NA
|
5
|
TBD
|
|
|
Percent
of street light outages repaired within five working days from time of
notification
|
NA
NA
|
80
15
|
TBD
TBD
|
|
|
Percent
of traffic signal outages responded to within 30 minutes of notification
|
NA
|
85
|
TBD
|
|
|
Percent
of preventative maintenance completed as scheduled for traffic signals
|
NA
|
100
|
NA
|
|
|
Percent
of preventative maintenance completed as scheduled for pavement markings
|
NA
|
30
|
TBD
|
|
Diversity
Strategic Target: City Government Shall Reflect Community
Diversity
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal*
|
Goal Met or Exceeded
|
Operational
|
|
|
|
|
|
Percent
of City workforce matching the community’s demographic balance of diversity:
·
Disability
(Available 2006 with new accounting software)
·
Deaf/Hearing
Impaired
|
NA
.7
|
NA
.8
|
TBD
.8
|
|
|
Percent
of police employees, by ethnicity/race:
·
White
(non-Hispanic)
·
Black
(non-Hispanic)
·
Hispanic
·
Asian/Pacific
Islander
·
American
Indian/Alaskan Native
|
90.4
6.6
1.8
0.6
0.6
|
91
6
2.5
0.5
0.0
|
84
4
6
3
0
|
|
|
Percent
of fire employees, by ethnicity/race:
·
White
(non-Hispanic)
·
Black
(non-Hispanic)
·
Hispanic
·
Asian/Pacific
Islander
·
American
Indian/Alaskan Native
|
97
2
0.1
0.1
0.0
|
95
3
1
1
0
|
84
4
6
3
0
|
|
|
Percent
of all other City workforce matching the community’s demographic balance of
diversity:
·
White
(non-Hispanic)
·
Black
(non-Hispanic)
·
Hispanic
·
Asian/Pacific
Islander
·
American
Indian/Alaskan Native
|
91
6
1.5
1
0.5
|
90.1
6.6
2.1
1.2
0
|
84
4
5
3
0
|
|
* Our Goal represents
community actuals based on 2005 Census and other projections.
Strategic Target: Work Continuously to Creatively Promote
Understanding of
Diversity
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
of respondents rating Olathe’s service to specialized
populations as good or excellent
·
Non-English
speaking persons
·
Deaf/hearing
disabled persons
·
Persons with
limited physical mobility
·
Seniors
·
Racial
minorities
|
62
80
64
68
63
|
67
82
64
65
65
|
TBD
TBD
TBD
TBD
TBD
|
|
|
Percent
of respondents who agree or strongly agree that racial discrimination is not
a problem in the City of Olathe
|
56
|
59
|
TBD
|
|
|
Percent
of respondents who agree or strongly agree that the City of Olathe does a good job of promoting
diversity in the community
|
NA
|
61
|
TBD
|
|
Employee
|
|
|
|
|
Percent of employees who have received diversity training
|
30
|
40
|
100
|
|
Percent of City staff who have received training in:
- Spanish
- American
Sign Language
|
13
1
|
8
2
|
TBD
TBD
|
|
Percent of employees who agree or strongly agree that
racial discrimination is not a problem among City staff (Proposed measure for
2007 employee survey)
|
NA
|
NA
|
TBD
|
|
Strategic
Target: Capitalize on Existing Strengths
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
rating taxi coupon program as good or very good
|
NA
|
89
|
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with effectiveness of
boards/commissions
|
58
|
53
|
TBD
|
|
Transportation
Strategic Target: Work to Promote Effective Traffic Flow
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
of respondents rating the overall flow of traffic and congestion management
in Olathe as satisfactory or very
satisfactory
|
30
|
30
|
TBD
|
|
Financial
|
|
|
|
|
|
CIP
Dollars spent per capita on transportation projects
|
$1555
|
$2087
|
TBD
|
|
|
Percent
of CIP dollars allocated to transportation projects
|
65
|
62
|
TBD
|
|
Operational
|
|
|
|
|
|
Percent
of traffic signals connected to ATMS
|
0
|
50
|
TBD
|
|
|
Percent
increase in lane miles from all sources
|
7.5
|
5.9
|
TBD
|
|
|
Percent
of total lane miles improved to city standards (Curbs and Asphalt)
|
NA
|
92
|
TBD
|
|
|
Percent
of total miles of arterial streets improved to 4 or more lanes
|
60
|
60
|
TBD
|
|
|
Average
travel time:
·
Major
East-West corridor
·
Major
North-South corridor
(Survey
month scheduled for August)
|
NA
NA
|
NA
NA
|
TBD
TBD
|
|
Strategic Target: Support Mass Transit Efforts in the
Community
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
of respondents rating availability of public transportation as satisfactory
or very satisfactory
|
26
|
19
|
TBD
|
|
Operational
|
|
|
|
|
|
Average
daily ridership of Olathe’s Route K
|
NA
|
49
|
TBD
|
|
|
Percent
of dwelling units with access to public transportation within one-quarter mile
|
NA
|
11
|
TBD
|
|
Strategic Target: Deal Aggressively with the Railroad
Problem
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
of railroad crossings where trains are not required to blow whistles
|
21
|
21
|
TBD
|
|
Financial
|
|
|
|
|
|
Percent
of CIP Dollars programmed for railroad projects
|
6.3
|
7.7
|
TBD
|
|
Operational
|
|
|
|
|
|
Percent
of railroad crossing that are grade separated
|
21
|
21
|
TBD
|
|
|
Number of
Fire emergency response delays due to railroads (Data covers June through December
2005 only)
|
NA
NA
|
3
15
|
TBD
TBD
|
|
|
Estimated
daily vehicle-hours of traffic delay caused by Santa Fe railroad crossings
|
NA
|
3,980
|
TBD
|
|
PUBLIC
SAFETY
Strategic Target: Pursue Safety
Professionalism Excellence
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
of respondents satisfied or very satisfied with the overall quality of local
fire protection
|
90
|
87
|
TBD
|
|
|
Percent
of respondents who rate the professionalism of the police officer with whom
they had contact as good or excellent (Proposed measure for 2006 Direction
Finders survey)
|
NA
|
NA
|
TBD
|
|
Percent compliance with Kansas State Statutes regarding
racial profiling
|
NA
|
100
|
100
|
|
Employee
|
|
|
|
|
Total number of training, education and development hours completed
by fire fighters
|
14,000
|
14,100
|
TBD
|
|
Percent of police officers meeting department training
compliance standards
|
100
|
100
|
100
|
|
Percent police officers with:
- Associates
Degree
- Bachelors
Degree
- Masters
Degree or above
|
NA
NA
NA
|
11
59
7
|
TBD
TBD
TBD
|
|
Percent firefighters with:
- Associates
Degree
- Bachelors
Degree
- Masters
Degree or above
|
37
30
1
|
40
31
2
|
TBD
TBD
TBD
|
|
Strategic Target: Promote Multi-dimensional Efforts to ensure
that Olathe is a Safe
Community
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
of school officials rating the effectiveness of the School Resource Officers
(SRO) Program as good or excellent
|
NA
|
89.5
|
TBD
|
|
|
Percent
of respondents who are satisfied or very satisfied with the City’s efforts to
prevent crime
|
76
|
76
|
TBD
|
|
Percent of assigned Part 1 crimes cleared:
|
18.2
73.6
|
27.53
75.6
|
TBD
TBD
|
|
|
Percent
of respondents rating fire prevention services as good or very good (Proposed
measure for 2007 Direction Finders survey)
|
NA
|
NA
|
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with quality of building
inspections
|
NA
|
50
|
TBD
|
|
|
Percent
of respondents rating the overall enforcement of city codes and ordinances
satisfied or very satisfied
|
55
|
49
|
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with public safety education
programs (Proposed measure for 2006 Direction Finders survey will separate
Police/Fire responses)
|
75
NA
NA
|
68
NA
NA
|
NA
TBD
TBD
|
|
Operational
|
|
|
|
|
|
Percent
of DUI’s successfully prosecuted (Diversions, Convictions and Felony
Referrals)
|
NA
|
90.4
|
TBD
|
|
|
Number of
incidents involving students:
·
Violent crimes
per 100 students
·
Non-violent
crimes per 100 students
|
0.29
2.16
|
0.27
2.00
|
TBD
TBD
|
|
|
Number of
accidents per 1000 citizens:
·
Fatal
accidents
·
Injury
accidents
·
Non-injury
accidents
·
Alcohol related accidents
|
.018
3.2
29.22
0.44
|
0.017
3.0
29.09
0.41
|
TBD
TBD
TBD
TBD
|
|
|
Number of
Olathe stakeholders receiving CERT
|
161
|
187
|
TBD
|
|
Strategic
Target: Provide Safety Resources
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
of respondents satisfied or very satisfied with how quickly public safety
personnel respond to emergencies
|
83
|
83
|
TBD
|
|
Financial
|
|
|
|
|
|
Fire: Property
loss per capita
|
$115.04
|
$41.20
|
TBD
|
|
|
Police: Property
loss per capita
|
NA
|
$23.54
|
TBD
|
|
Operational
|
|
|
|
|
|
Percent
of Code 1 Emergency calls responded to within 4 minutes from ECC dispatch to
arrival on scene:
|
77
|
77
|
TBD
|
|
Percent of Priority 1
police calls responded to in 5 minutes or less
|
53.6
|
68.9
|
TBD
|
|
Economic
Sustainability
Strategic Target: Aggressively Promote Economic
Development Efforts
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
of respondents rating Olathe as an excellent or good place to
live
|
93
|
95
|
TBD
|
|
|
Percent
of respondents rating Olathe as an excellent or good place to
work
|
73
|
72
|
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with the quality of new residential
development in the City
|
73
|
68
|
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with Olathe schools
|
86
|
83
|
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with the quality of new commercial
development in the City
|
65
|
64
|
TBD
|
|
Strategic Target: Moderate Debt Usage to the Greatest
Extent Possible
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Financial
|
|
|
|
|
|
Debt
service as a percent of General and Debt Service Fund expenditures
|
25
|
22
|
25
|
|
Operational
|
|
|
|
|
|
General
Fund Bond Rating
|
AA/Aa3
|
AA/Aa2
|
TBD
|
|
|
Percent
of CIP projects that are cash funded
|
46
|
55.5
|
TBD
|
|
|
General
Fund Debt per capita - (Equalized for Inflation)
|
$1104
|
$1090
|
TBD
|
|
Strategic Target: Diversify City Revenue Sources
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
of respondents satisfied or very satisfied with the City’s effort to involve
the public in financial decisions
|
51
|
47
|
TBD
|
|
Operational
|
|
|
|
|
|
Percent
of General Fund Revenues from Sales Tax
|
53
|
52
|
TBD
|
|
|
Ratio of
acres zoned for residential development to non-residential development
|
NA
|
73/27
|
TBD
|
|
|
Ratio of
commercial and industrial taxable assessed value to residential
taxable assessed value
|
72/28
|
72/28
|
70/30
|
|
Downtown
Strategic Target: Promote a Vibrant Downtown Area
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
of respondents satisfied or very satisfied with the maintenance and
preservation of downtown Olathe
|
59
|
54
|
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with the maintenance of business
property in downtown Olathe
|
NA
|
62
|
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with the types of businesses in
downtown Olathe
(Proposed
measure for 2006 Direction Finders survey)
|
NA
|
NA
|
TBD
|
|
|
Percent
of respondents satisfied or very satisfied with the maintenance of
residential property in downtown Olathe
|
NA
|
49
|
TBD
|
|
Financial
|
|
|
|
|
|
Percent
of CIP dollars spent in downtown
|
4
|
3
|
TBD
|
|
Operational
|
|
|
|
|
|
How often
do residents visit downtown Olathe
- Live
there
- Daily,
Live elsewhere
- Once
per week
- Once
per month
- Few
time per year
- Seldom/Never
(Proposed
measure for 2006 Direction Finders survey)
*2003
Strategic Plan Survey
|
5*
10*
25*
21*
22*
17*
|
NA
NA
NA
NA
NA
NA
|
TBD
TBD
TBD
TBD
TBD
TBD
|
|
Strategic Target: Pursue Innovative Economic Development
Opportunities
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
of eligible residential properties benefiting from Housing Rehabilitation
Programs located within the Original Town area
|
NA
|
58
|
TBD
|
|
|
Financial
|
|
|
|
|
|
Number
of TIFs, TDDs, Development Districts
|
1
|
0
|
TBD
|
|
|
Percent
of available funds for neighborhood revitalization improvements spent per
year
(New
Program – Planned initiation in 2006)
|
NA
|
0
|
TBD
|
|
|
Operational
|
|
|
|
|
|
Number
of applications for neighborhood revitalization
|
10
|
1
|
TBD
|
|
|
Number
of applications for downtown façade improvements
|
2
|
1
|
TBD
|
|
Strategic Target: Continually Monitor Downtown Development
Efforts
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
|
|
|
|
|
|
|
Percent
of available space leased
|
NA
|
85 - 90
|
TBD
|
|
|
Percent
of available funds for downtown façade improvements spent per year
|
0
|
6
|
TBD
|
|
|
Percent
increase in assessed value of downtown
(2005
Baseline. Initial report due end 2006)
|
NA
|
NA
|
TBD
|
|
|
Value of
new construction in downtown
|
$1.3 M
|
$2.1 M
|
TBD
|
|
Operational
|
|
|
|
|
|
Number of
new businesses located downtown
(Source
data to be developed)
|
NA
|
NA
|
TBD
|
|
Active Lifestyles
Strategic
Target: Unify Community Parks and Recreation Activities
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
of respondents indicating their needs are completely met by existing outdoor
parks and open space
|
80
|
77
|
TBD
|
|
|
Percent
of respondents indicating their needs are completely met by existing outdoor
athletic fields
|
76
|
74
|
TBD
|
|
|
Operational
|
|
|
|
|
|
Percent
of park acres meeting standard
|
NA
|
90
(N=1100)
|
TBD
|
|
|
Indoor
recreation space to national standards
|
0
|
1,400 sq ft
|
60,000 sq ft
|
|
Strategic Target: Actively Market Signature Parks and
Program
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
|
Financial
|
|
|
|
|
|
Number of shelter rentals per year
Shelter revenues per year
|
480
$8,183
|
413
$12,020
|
TBD
TBD
|
|
Customer
|
|
|
|
|
|
Percent
of respondents rating the libraries as satisfactory or very satisfactory
|
81
|
81
|
TBD
|
|
|
Percent
of respondents indicating their needs are completely met by existing walking
and biking trails
|
79
|
75
|
TBD
|
|
|
Percent
of survey respondents satisfied or very satisfied with special events
sponsored by the City
|
75
|
72
|
TBD
|
|
|
Percent
customer satisfaction with shelter rentals
(Under
development by staff)
|
NA
|
NA
|
TBD
|
|
|
Percent
of respondents rating the overall event as good or very good:
·
Summer concert
series
·
4th
of July celebration
·
Fishing Derby
|
NA
NA
NA
|
90
NA
NA
|
TBD
TBD
TBD
|
|
|
Operational
|
|
|
|
|
|
Satisfaction
composite Index for city parks customer service (Base year 2005 = 100)
|
NA
|
100
|
TBD
|
|
|
Satisfaction
composite Index for Mahaffie customer service (Base year 2005 = 100)
|
NA
|
100
|
TBD
|
|
Strategic Target: Seek and Secure Long Term, Permanent
Partners and Funding for Parks and Recreation Programs and Facilities
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Financial
|
|
|
|
|
|
Percent
of operating cost recovered for aquatics programs
|
85
|
83
|
TBD
|
|
|
Percent
of Special Populations programs cost recovered
|
83
|
83
|
TBD
|
|
|
Percent
of direct costs recovered by fees and revenues by program type
·
Pre-school
·
Youth
·
Teens
·
Adult
|
100
100
100
100
|
100
100
100
100
|
TBD
TBD
TBD
TBD
|
|
|
Cost
recovery per program offered at Mahaffie Stagecoach Stop and Farm Historic
Site
|
NA
|
77
|
TBD
|
|
|
Funds
received from grants
|
$68,125
|
$1,650,281
|
TBD
|
|
|
Value of
sponsorship for special events:
·
In-kind
·
Cash
|
$21,000
$22,000
|
$23,000
$17,500
|
TBD
TBD
|
|
Operational
|
|
|
|
|
|
Percent
of special event sponsors who renew contract
|
90
|
90
|
TBD
|
|
Strategic Target: Fund and Develop Community Centers
|
Focus Area
|
Results
2004
|
Results
2005
|
Our
Goal
|
Goal Met or Exceeded
|
Customer
|
|
|
|
|
|
Percent
of respondents who feel existing facilities completely meet their needs for
multi-functional indoor gymnasiums for activities such as basketball and
volleyball
|
NA
|
NA
|
TBD
|
|
|
Percent
of respondents stating existing facilities completely meet their needs for:
·
Activity areas
for senior citizens
·
Areas for
dance, aerobics and fitness classes
·
Community
meeting rooms
·
Indoor fitness
centers with weights and cardiovascular equipment & walking tracks
·
Studios for
arts and crafts
|
NA
NA
NA
NA
NA
|
NA
NA
NA
NA
NA
|
TBD
TBD
TBD
TBD
TBD
|
|
|
Satisfaction
composite Index for recreation programs customer service (Base year 2005 =
100)
|
NA
|
100
|
TBD
|
|