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However more recent data for the period ending June 30, 2012, illustrates that poor investment returns, coupled with changes in plan assumptions by PERS (e.g. discount rates and mortality rates) has resulted in the City's unfunded obligations increasing between $4.2 million (actuarial) and $22.140 million (market). This situation is not unique to Pleasanton, as the investment returns for fiscal year 2011/2012 were poor (only 1%) and PERS-initiated changes to discount rates and mortality rates affected all California Cities. These external impacts more than offset any meaningful savings resulting from the State's pension reform efforts and the City's local efforts to implement varies retirement tiers and requiring employees to pick-up their full EPMC. Arguably, however, the increases would have been greater without these state and local initiatives. 7. Community Services is an activity that is performed for the benefit of the public. This includes Human Services, Civic Arts, and Recreation. Also included are two enterprises — Pleasanton's Para-transit Program and the Callippe Preserve Golf Course. The primary metrics used to evaluate these functions are twofold: the number of enrollments or participants in various programs and the cost recovery for each program. In regards to enrollments, the City targets a 2% growth factor in each program annually. The quality of each program offered, convenient locations, and effective marketing have a direct impact on this target. In regards to cost recovery, the City targets an overall revenue model that limits General Fund subsidies to no more than 50% in the areas of Human Services, Civic Arts, and Recreation; no more than 70% in the Para-transit Enterprise; and 0% in the Golf Course Enterprise Operations. The City currently meets all targets for each functional area within Community Services. However, it is recommended these targets be carefully monitored and analyzed, and possibly reduced, in the coming years to limit reliance on the General Fund. This goal can be achieved through operational efficiencies, increased enrollments and participation in City programs, and modest fee adjustments in the future. CONCLUSION The attached information is interesting and informative and provides perspective on how resources are allocated and measured organizationally. The survey results reflect the community's "qualitative" attitudes about City services, whereas as the performance metrics provide a "quantitative" look at the organization. These findings, when reviewed together, are useful in measuring performance and shaping the future strategic decisions of the City. In gathering the attached data, the focus of the City's executive team was to ensure the City is "measuring what matters" and that through constant reinforcement, the City's performance measurement program will work to improve the delivery of services and management of City resources. That said it is also important to note that each and every day, City of Pleasanton employees work to deliver exceptional value and quality of life to our residents and Page 7 of 8