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With regards to economic development, office vacancies, jobs, hotel tax revenues and business license <br /> revenues are generally used to measure the performance and effectiveness of the city's staff and <br /> initiatives. Over the last years, office vacancy has decreased from approximately 18% to 13% where <br /> the metric is 12%; jobs have increased from approximately 52,400 to 53,500 where the metric is <br /> 55,000; hotel revenues have increased from $3 million to $3.9 million where the metric,is $3 million; <br /> and the number of business licenses issued has increased from roughly 8,530 to 9,100 where the goal <br /> is 9,200. <br /> He stated that community development in particular is a difficult category to measure and one that <br /> generates a lot of interest. Acknowledging the constant tension between the issuing of permits and <br /> managing community expectations, one metric is the average number of days required to issue permits <br /> for planning approvals whether they are issued over the counter or through the Planning.Commission <br /> or City Council. In every opportunity the city is beating the established metric, which is essentially the <br /> industry standard. The city does fall short on the more controversial projects that require considerable <br /> thought and process such as Staples Ranch and Oak Grove. These are therefore not factored into the <br /> analysis. The analysis also looks at the efficacy of the city's cost•.recovery model, :which currently <br /> recovers about 1.7% in revenue for all the activity that is processed. Staff would argue that a more <br /> aggressive revenue model could improve efficiency and move community development more towards <br /> an enterprise activity. Staff will be coming to the Council later this year to consider fee adjustments that <br /> support a more aggressive model. <br /> Library services are performing very well on every metric when compared to state averages, despite a <br /> modest decrease in staffing in recent years. <br /> Financial stability is measured largely by debt, specifically construction debt and unfunded pension <br /> obligations. Over the last 3 years, construction debt has decreased from $28 million to $2 million. In FY <br /> 2013-14, the city will have zero construction debt for the first time since the 1960s. Unfunded pension <br /> and retiree medical obligations have unfortunately grown by $4.2 million to $22 million, depending on <br /> whether you look to the actuarial or market wide liability. Staff will be having a more robust discussion <br /> regarding this liability when the Comprehensive.Annual Financial Report is submitted to the Council in <br /> March. <br /> Community services, which include human services, recreation, civic arts, paratransit and the golf <br /> course, are typically measured by the number of participants and level of General Fund.subsidy. Each <br /> program met their respective standards in each category. There is also the hope that the golf course, <br /> which is now paid off, will be able to sustain itself without.General Fund contributions moving forward. <br /> Mr. Fialho concluded the staff presentation, stating that staff at every level is very proud of the <br /> exception services that Pleasanton delivers to the community and is pleased to see both the metrics <br /> and survey reinforce that. <br /> Councilmember Brown asked how targets are selected and whether staff expects to modify them. <br /> Mr. Fialho explained that targets are a combination of internal and external benchmarks derived from <br /> the General Plan, master plans, and industry standards. He confirmed that staff has the ability to adjust <br /> those metrics on a year to year basis. <br /> Mayor Thorne opened the public hearing and, seeing no speakers, closed the public hearing. He <br /> thanked the Council for its support in moving forward with this as it provides a programmatic way to <br /> share measurable goals and objectives with the Council and the community. He noted that the best <br /> organizations are never satisfied with the status quo and said it is his professional opinion that <br /> Pleasanton has precisely the right leadership, community involvement and tools to become rather than <br /> simply to meet the industry standard. <br /> City Council Minutes Page 11 of 15 February 4,2014 <br />