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years in various formats, but has never consolidated the data into a comprehensive format. Staff has been working for several months to achieve this objective. Generally speaking, performance measures help the City acknowledge successes and make resource decisions to address needs of the community that current services may not meet. In tough economic times, measuring progress is especially important in helping the City allocate scarce resources where they are most needed. Ongoing, the goal is to measure against data from previous years and to set meaningful targets for key service areas. Targets are generally derived from approved general plans, master plans, as well as internal and external benchmarks and established industry standards. By measuring our programs using a variety of data, we can see how Pleasanton's present state relates to its past indicators and future goals and objectives. Ultimately, the measures provide direction for resource allocation. HOW TO INTERPRET THE DATA The attached documents highlight key service areas (see Exhibit B). Data comes from budgeted funding in the Operating Budget and Capital Improvement Program documents, department program tracking, master plans, and community and business surveys. In regards to the former, survey results have been incorporated into the attached information. Also, because of the inaugural scope of this report, some measures have been developed for the first time this year and no data is available. Over time, as data becomes available it will provide a more complete picture of the City's accomplishments. The report shows the relative resources devoted to each area, the volume of outputs for each area, and the outcomes or actual results. Measuring program outcomes can be the most challenging exercise but is the most meaningful as it expresses whether our efforts are accomplishing the intended results. For example, during the last several years, the City experienced a series of financial challenges that required the City Council to make budget cuts in several priority areas. However, the City has worked hard to find ways to maintain service levels despite reduced resources. The resulting cuts are evidenced in the changes in resource allocations in some areas. KEY SERVICE AREAS: The attached material is organized into 7 key service areas, as follows: Public Safety, Dependable Infrastructure, Economic Development, Community Development, Library Services, Financial Stability, and Community Services. The following are highlights from each service area. 1. Public Safety services remain a high priority service. Police emergency and non-emergency response times remain at or better than the General Plan standard of 4 minutes and 20 minutes, respectively. As growth is contemplated in the East Side and infill development progresses in the future, it will be important for the City to closely monitor response times to ensure conformance Page 3of8