| Performance and Accountability | Service Delivery Plans | Traditional | Oversight and management of the service delivery plan process. Work with departments to update departmental service delivery plans on an annual basis by aligning with the approved budget. Department/office plans are updated and posted to the City's website in the first quarter of the fiscal year after the annual budget is approved in September. |
| Performance and Accountability | Accountability & Strategic Planning | Traditional | Completion of Performance Measures, Service Delivery Plans and Strategic Projects on time. Quarterly reporting submissions. |
| Performance and Accountability | Budget Management | Essential | Monitor expenditure activity to ensure year-end expenditures are within 3% of the planned budget and that all expenditures are made within the Interdepartmental Purchasing and Contracting Authority Policy (PU 101) and state law. |
| Performance and Accountability | Certifications | Quality of Life | Work towards becoming a certified city with What Works Cities (WWC) and International City/County Management Association (ICMA) in Performance Management by submitting an application every calendar year. Certified cities are better equipped to deliver the most effective services and programs that improve quality of life for residents. The standard reflects a set of aspirations and activities that create a strong foundation for the effective use of data and evidence within city government. |
| Performance and Accountability | City Council Goal Measures | Traditional | Oversight and management of the City Council Goal Measures Program including the scorecard/dashboard vendor contract that is renewed annually. Provide quarterly reports to the City Manager's Office by the fifth week after quarter end for submittal to the City Council. Publish the results on the public dashboard on the City's website no earlier than the fourth business day after City Council receives the report from the City Manager's Office. In addition, OPA will also coordinate with the Office of Communications and Community Engagement to market the Goal Measures Dashboard at least once a quarter. |
| Performance and Accountability | Contract Management | Traditional | Maintain all contracts and remain within 1% of approved budget. Receipt invoices within one business day, according to Interdepartmental Accounts Payable Policy (AC 101). |
| Performance and Accountability | Data Analytics and Visualization | Traditional | Serve as the organization's resource to capture, analyze and report on data generated by the Office of Performance and Accountability (OPA) or other departments to publish or provide information for management, departments, and citizen engagement. This includes development of data or interactive visualizations that allow for the presentation of data in a pictorial or graphical format. Implement accessible and interactive tools, through tools such as the new Enterprise Resource Planning software (currently under implementation) that use data to better connect with citizens, create department efficiency opportunities, and increase public transparency. The new Enterprise Resource Planning software will also allow the city to leverage data to better understand city operations, identify opportunities and enhance decision-making that ultimately improves service delivery. |
| Performance and Accountability | Data/Innovation Committee | Quality of Life | Oversight and administration of the cross-departmental data/innovation committee with responsibilities to include leading the meetings and establishing the mission and guiding principles. The committee's focus is to review and provide input for data governance practices and procedures, data visualizations, and encourage departments throughout the organization to proactively use data. The committee will be integral to the city as the new Enterprise Resource Planning software is currently being implemented for data governance and reporting. |
| Performance and Accountability | Organizational Assessments | Traditional | Oversight and management of departmental/organizational assessments. Develop a scope, milestones, timeframe and deliverables for each assessment and communicate that to the owning department and executive team. Serve as the point of contact for contracted assessments between the consultant and the owning department. Funding for contracted assessments will require funding request through the annual budget process during the second quarter of the fiscal year. Provide a final report with findings and recommendations to the owning department and executive team. Once the assessment is final, an internal recommendation tracker is developed for the assessed department or division so they can document updates that are reported to their Assistant City Manager. Provide recommendation tracker update reports once a quarter to the departments' Assistant City Manager after the first year of assessment completion and then twice a year thereafter. On average, 2-3 department/office assessments are conducted each fiscal year. |
| Performance and Accountability | Performance Measurement | Traditional | Oversight and management of the performance measures program including the scorecard/dashboard vendor contract that is renewed annually. Work with departments to begin reporting on performance measures in the new fiscal year with reports provided to the executive team quarterly. Work with departments to develop action plans for those that have not met targets. |
| Performance and Accountability | Personnel Management | Essential | Management of all personnel related functions such as non-required staff training, employee relations, new employee recruitment, timely processing of timesheets, and personnel actions. This includes emergency conditions situations that require employees to fulfill their individual responsibilities to maintain and restore essential City services. |