RTC#02-049

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RTC#02-049 March 26, 2002

SUBJECT:	PROPOSED PROGRAM OUTCOME STATEMENTS, PROGRAM OUTCOME MEASURES, AND WEIGHTING FOR RESTRUCTURED PROGRAMS IN THE COMMUNITY DEVELOPMENT DEPARTMENT

REPORT IN BRIEF

Five proposed programs are being restructured to the outcome management format for the Community Development Department. Minor revisions are being made to three programs; two are undergoing full restructuring. These programs contain a total of 37 program outcome measures. Recommended weightings for each outcome measure is also included. City staff has been restructuring operating and support programs to the City’s outcome management system for several years. Through this effort, three components are established for each program: a program outcome statement, that describes the program’s overall purpose; a concise set of program outcome measures, which describe the most important results that the program should produce; and the assigned weighting for each outcome measure, which describes the relative importance of each outcome. The outcome management system allows the City Council to review and approve the proposed outcome statement, outcome measures, and outcome weighting for each program as it goes through the restructuring process. This allows the City Council to set service levels for restructured programs, and to allocate the City’s limited resources to operating and support programs. The restructured program outcome statements and program outcome measures will be used to prepare the proposed FY 2002/2003 and 2003/2004 operating budget for the Community Development Department. The recommended program outcome statements and outcome measures maintain existing service levels.

BACKGROUND The City’s outcome management system allows both the City Council and staff to comprehensively review the services and programs that we provide to our citizens and customer groups. Through this effort, staff from a specific department work with the Office of the City Manager to examine one or more programs that are being restructured to the outcome management system. This effort requires that staff redefine the overall purpose of the program, identify the fundamental results that the program should produce annually, and prioritize these results. Recommendations in all three areas are made to the City Council, who makes the final policy decisions. City staff has added three steps to better align the program restructuring process to citizen and customer needs. First, the citizen and customer groups that are served by the restructured programs were identified. Next, citizen/customer expectations and requirements were determined. Third, proposed outcome measures were carefully reviewed to strike balances between customer satisfaction, operational performance, and financial results. This review also balances outcomes that are determined based on citizen/customer perception of program results with objective program results. Results from the FY 2000 and FY 2001 External Customer Satisfaction Survey were used in setting baseline results for customer satisfaction outcomes. Listings of customer groups and customer requirements are included for the Council’s information; no formal action is required by the City Council regarding this information. Community Development Department Community Development Department staff manages a total of four existing programs. They are: Community Planning Economic Prosperity Development Services Neighborhood Stability The Neighborhood Stability program is being divided into two programs. The department will be responsible for a total of five programs. They are: Community Planning Development Services Economic Prosperity Neighborhood Preservation Housing and Human Services. Community Planning This program is responsible for the City’s land development planning services. These services include coordinating updates to the General Plan and its sub- elements, providing policy recommendations regarding proposed land development and redevelopment proposals to the Planning Commission and City Council, representing the City to various local, regional, and state agencies, and maintaining the City’s land use, economic, and demographic information systems. Services are provided to both direct and indirect customer groups. Direct customers include the City Council, boards and commissions, consumers of land use information, and other City employees. Indirect customers include neighborhood groups, businesses, and individual City residents. Customer requirements include: complete and timely policy recommendations, innovative alternatives, accurate information, and equable/balanced staff reports.

Proposed Program Outcome Statement:

To plan the physical development and redevelopment of the City in order to maintain and improve its physical appearance, safety, and functionality, its economic and its overall quality of life by

Providing leadership in developing a vision for the future and maintaining the cohesiveness, usefulness, and relevancy of the General Plan;
Developing strategies, policy reports, and comprehensive long-range plans relative to the built environment;
Assembling, analyzing, and disseminating up-to-date, accurate, and usable land use information and comparative demographic and economic data on the City;
Assuring that capital improvement planning and programming is coordinated and time sensitive;
Participating in regional planning efforts and influencing state and federal policy development to protect land use and planning policy in the City; and informing and involving the community in long-range and strategic planning, land use policy development and implementation actions.

Proposed Outcome Measures/Weighting:	Weighting

85% of the members of City Council and the commission directly supported rate the quality of information and analysis of the plans, studies, and policy reports as meeting expectations.	5
Actions by outside agencies on land use related issues are consistent with City policy 85% of the time.	3
An overall customer satisfaction rating of 85% is achieved. 5	3
85% of non-routine items are completed on schedule. 3	3
85% of information requests are completed within 48 hours. 3	3
The budget/cost ratio is 1.0. 2	2

Development Services

This program ensures that development or redevelopment projects are designed and built to comply with the City’s land use and building codes. Examples of services include reviewing land use and building plans submitted by property owners or their representatives, issuing building and other types of development related permits, and completing building inspections. Direct customers are applicants (e.g. contractors, designers, and homeowners), City Council, and boards and commissions. Customer requirements include: customer service, timeliness, accuracy, consistent/uniform application of code requirements, thoroughness, and service quality.

Proposed Program Outcome Statement

Ensure and improve the safety, physical appearance, and functionality of the City through a positive, proactive, and comprehensive development review by:

Providing comprehensive and timely review and assistance to achieve compliance with relevant land use and development requirements;
Providing an integrated and effective review and permitting system that adds valuable technical knowledge to the process while minimizing review times;
Supporting the City Council, Planning Commission, and Heritage Preservation Commission, as necessary, in order to implement the General Plan and policies of the City with respect to land use and development project reviews: and
Providing timely building inspections to ensure compliance with approved plans.

Proposed Outcome Measures/Weighting:	Weighting

85% of the members of City Council and Commissions supported by Community Development rate the completed development projects as meeting expectations with approved concept plans.	5
90% of all building permits with plans and minor building permits are ready for issuance within one business day. ready for issuance within one business day.	5
An overall customer satisfaction rating of 85% is achieved. 5	5
85% of the members of City Council and Commissions supported by Community Development rate the quality of development review process as meeting expectations	4
95% of requested inspections are completed within 24 hours of the request.	3
95% of the project reviews, plan checks, and inspections which are audited are found to meet standards of quality	3
90% of regular building plan checks are reviewed within an average 21 days average 21 da	3
90% of total building permits (on a three-year average) are closed	2
95% of land use permit applications are reviewed within 10 days. ys.	2
The budget/cost ratio is 1.	2

Economic Prosperity

Through this program, City staff provides a range of services to the City’s business community and to representatives of business owners interested in potential relocation to Sunnyvale. The program also strives to build working partnerships between businesses and residents. Examples of services include serving a liaison between business and City service providers, working with individual businesses or business groups to solve specific problems, establishing positive relationships with targeted businesses so they know that the City appreciates the benefits they bring to the community, and undertaking marketing and promotional efforts. Overall, staff serves as the ombudsman for businesses to facilitate communication with the City. The program serves four key customer groups: existing business owners who own businesses within the City; potential new business owners who are considering establishment of a business within the City; and, employees of businesses located within the City. In addition, City residents represent an indirect customer group for this program. Customer requirements include: access to City business processes, rapid response to requests, accurate information about City programs and policies, a balanced tax base, and a vibrant, diverse commercial sector.

Proposed Program Outcome Statement

Foster a prosperous community, a vibrant business environment, a diversified and broad tax base, and a downtown with vitality by:

developing strategies and supporting policies and practices to achieve economic diversity;
communicating the benefits of doing business in Sunnyvale and the importance of businesses to the community;
incorporating regional perspectives into local strategies so that decisions and programs add value to the business community;
undertaking redevelopment activities to meet objectives of the General Plan and other policy documents; and
strategically retaining and attracting targeted business clusters to achieve economic diversity.

Proposed Outcome Measures/Weighting:	Weighting

85% of businesses surveyed rate the City as a good place to do business.	4
40% of the Sunnyvale’s residents perceives the downtown area as an attractive shopping/or entertainment destination.	3
85% of businesses requesting information from the City rank the support as good or better.	4
85% of businesses concerned about or involved in issues at a regional level rate the City’s efforts in addressing these issues as good or better.	4
The ratio between business/residential general fund tax base meets or exceeds the ratio for the previous year.	3
City revenues generated in the redevelopment project area increase by 2% on a rolling five-year average.	1
The budget/cost ratio is 1.	1

Neighborhood Preservation

Through this program, City staff work with neighborhood residents and businesses to build strong neighborhood association and to support neighborhood preservation and improvements efforts. Staff also enforces property maintenance, zoning and related City codes and regulations. These compliance efforts include educational outreach, targeted assistance, and aggressive enforcement and abatement when needed. Examples of program services include support in the formation and operation of neighborhood associations, serving as liaison between neighborhood residents and City service providers, working collaboratively with associations to resolve neighborhood-specific issues, providing information about City codes, and regulations, inspecting properties for code compliance, achieving code compliance through education, assistance, citations, and compliance orders, or abatement proceedings. Customer groups include individual property owners (either residential or business), individual residents (owner, renter, or business occupant), and various kinds of formal and informal neighborhood groups. Customer requirements include responsiveness, service quality, equality/balanced treatment, and positive code compliance.

Proposed Program Outcome Statement:

Preserve and enhance the long term stability and viability of all City neighborhoods, including residential and non-residential by:

forming community partnerships and supporting neighborhood based goals and objectives;
assisting neighborhoods to create and maintain viable neighborhood associations;
educating citizens about City, county, and non-profit resources available to meet their needs; and,
achieving and ensuring compliance with property maintenance, building, and zoning requirements through a systematic process of education, assistance, and when necessary, progressive enforcement.

Proposed Outcome Measures/Weighting:	Weighting

85% of active neighborhood associations rate the neighborhood partnership’s services as good or better. 4partnership’s services as good or better.	4
80% of the City’s Citizen Opinion Survey respondents state that code enforcement issues are not a serious problem in their neighborhood.	4
85% of all code cases are in compliance within 30 days.	3
90% of chronic code violation cases (where repeated attempts to achieve compliance with the property owner were not successful) are resolved within 10 months.	3
Survey results indicate that 85% of properties meet community Standards for property maintenance.	2
The budget/cost ratio is 1. 2	2

Housing and Human Services

This is a new program; previous housing related services were included with neighborhood preservation efforts. By creating a new program, program staff will be able to focus on activities to support the development of affordable housing within Sunnyvale. Examples of services include administering grant and loan programs for housing improvement and renovation projects, encouraging the creation of low and moderate income housing units, providing limited financial support to targeted human service agencies, and working to resolve complaints and problems between property owners, property managers, and housing occupants. Key customer groups include low/moderate income housing occupants, developers and property owners, low/moderate income property operators, public and human service agencies, and appropriate boards and commissions. Customer group requirements include competent, professional, and caring treatment, responsiveness, competent service delivery by contracting agencies, City code compliance, and maintaining or increasing the number of low/moderate income housing units.

Proposed Program Outcome Statement

Preserve and improve housing conditions for low and moderate income residents, support increased development of affordable housing, and ensure that human service needs in the community are identified and addressed consistent with City policies by:

improving the physical condition of the City’s housing through housing improvement programs;
increasing the supply of safe, habitable, and affordable housing; and
coordinating the City’s outside group funding processes.

Proposed Outcome Measures/Weighting:	Weighting

85% of the goals for the number of improved units are achieved.	4
An overall customer satisfaction rating of 85% is achieved.	4
10% of new housing units (on a five year rolling average) are affordable.	3
As of April 30^th, the amount of undisbursed CDBG entitlement grant funds shall not exceed 1.5 times the grant amount for the program year.	5
85% of the outside group contracts comply with their identified service levels.	3
98% of below market rate (BMR) units are in compliance with BMR program objectives.	4
The budget/cost ratio is 1.	5

Detailed worksheets will be prepared for each outcome measure, describing how actual results achieved will be determined, and how and where data will be collected. Traditionally, the City Council reviews the proposed programs twice during the restructuring process. Restructure programs are first presented to describe the program outcome statements, outcome measures, and proposed weighting for the measures, and to collect Council feedback. The proposed restructured programs, with any revisions as required, are then presented at a following City Council meeting for final review and approval. The City Council has approved a recommendation by City staff to consolidate this approach into review and approval at one City Council meeting. City staff is using this consolidated approach for these restructured programs.

FISCAL IMPACT

The proposed program restructures will be used in prepared the proposed FY 2002/2003 and 2003/2004 operating budget. Required expenses and revenue generation (if appropriate) will be described for these programs in the proposed budget.

PUBLIC CONTACT

Public contact was made through posting of the Council agenda in public places, on the City’s web page, and the publication of the general business/public hearing items in the San Jose Mercury News.

ALTERNATIVES

Approve the proposed program outcome statement, outcome measures, and weighting for the following restructured programs:

Community Planning

Development Services

Economic Prosperity

Neighborhood Preservation

Housing and Human Services

Amend either the proposed outcome statement, outcome measures, or weighting for specific programs, and approve the amended restructured programs as presented for consideration.
Direct staff to further examine the proposed outcome statement, outcome measures, and weighting, and present for consideration at a future City Council meeting.

RECOMMENDATION

City staff recommends Alternative #1 as described above.

Prepared by:
Charles J. Schwabe
Deputy City Manager

Reviewed by:
Robert Paternoster
Director, Community Development

Approved by:
Robert S. LaSala
City Manager

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