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1 Tacoma, WA

2 The International City/County Management Association (ICMA) is the professional and educational organization for appointed administrators and assistant administrators in local government. The mission of ICMA is to create excellence in local governance by developing and fostering professional local government management worldwide. To further this mission, ICMA develops and disseminates new approaches to management through training programs, information services, and publications. ICMA s Center for Performance Measurement (CPM) is dedicated to helping local governments improve the effectiveness and efficiency of public services through the collection, analysis, and application of performance information. To learn more about CPM, please call , cpmmail@icma.org, or visit icma.org/performance. All of the data included in this Dashboard Report will also be included in the Annual Data Report. These comparative performance measures are from those jurisdictions that have submitted data as part of CPM s annual data cycle for FY by the International City/County Management Association, 777 North Capitol Street, NE, Suite 500, Washington, DC All rights reserved, including rights of reproduction and use in any form or by any means, including the making of copies by any photographic process or by any electronic or mechanical device, printed or written or oral, or recording for sound or visual reproduction, or for use in any knowledge or retrieval system or device, unless permission in writing is obtained from the copyright owner

3 July 24, 2009 The (CPM) is pleased to present the attached FY Performance Dashboard, prepared especially for your jurisdiction. The report displays selected pieces of CPM performance data for your jurisdiction vis-a-vis the CPM median. Most of the measures shown in the dashboard are the CPM Core Measures. Some other measures are also included. (To view the lists of CPM Core Measures, please logon to the private website at cpm, and select Core Measures from the menu at the left.) In cases where your jurisdiction did not submit data for a dashboard measure, appears in place of the absent data. For information about upcoming webinars that teach how to create your own customized dashboard report and other analysis tools, please send a message to cpmmail@icma.org. IMPORTANT NOTE: The FY Performance Dashboard does not constitute a comprehensive assessment of the performance of any local government, department, or activity, nor should it be used as such. This report provides a limited view of performance in selected service areas, which may help officials highlight successes and find improvement targets in those areas. Additional raw data provided on CPM s password-protected website ( cpm) and other resources should be employed to make a more comprehensive assessment. For questions or suggestions regarding this report or other CPM activities, please contact one of the ICMA staff members listed below. Name Phone Service Areas Parker Dougherty / pdougherty@icma.org... Highways & Road Maintenance, Libraries, and Refuse & Recycling Bo Gattis...202/ bgattis@icma.org... Risk Management, Human Resources, and Obesity Kira Hasbargen...202/ khasbargen@icma.org...purchasing Tom Holland...202/ tholland@icma.org...police, Youth Services, and Facilities Nish Keshav...202/ nkeshav@icma.org...general Demographics Corey Orlosky...202/ corlosky@icma.org... Code Enforcement, Information Technology, and Sustainability Zane Reynolds...202/ zreynolds@icma.org... Fleet Management, Parks & Recreation, and Housing Gerald Young...360/ gyoung@icma.org...fire & EMS

4 FY Dashboard Report Service Area: CODE ENFORCEMENT $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 Expenditures per FTE (n=70 in ) $126,367 $72,877 $74,804 $74, Code enforcement performance depends on numerous factors, including the age of the housing stock, local ordinances, and staffing resources. The measures presented are among the core measures for code enforcement. Others include rates of voluntary compliance and induced compliance. For complete access to raw data and all jurisdiction comments, visit Total Code Cases Brought into Voluntary Compliance as a Percentage of All Cases Open during the Reporting Period (n=55 in ) Total Code Cases Brought into Compliance through Admin/Judicial Action as a Percentage of All Cases Open during the Reporting Period (n=55 in ) % % 57.7% % It is important to consider code enforcement officials' caseloads when evaluating the time to complete inspections. It is important to consider code enforcement officials' caseloads when evaluating the time to complete inspections. * The response represents either not available or no answer submitted For more info:

5 FY Dashboard Report Service Area: CODE ENFORCEMENT Percentage of Inspections Completed on Time (n=73 in ) % Code enforcement performance depends on numerous factors, including the age of the housing stock, local ordinances, and staffing resources. The measures presented are among the core measures for code enforcement. Others include rates of voluntary compliance and induced compliance. For complete access to raw data and all jurisdiction comments, visit It is important to consider code enforcement officials' caseloads when evaluating the time to complete inspections. Average Number of Calendar Days from Permit Application to Issuance (n=53 in ) It is important to consider code enforcement officials' caseloads when evaluating the time to complete inspections. * The response represents either not available or no answer submitted For more info:

6 FY Dashboard Report Service Area: FACILITIES MANAGEMENT Customer Ratings of Custodial Services (Excellent + Good) (n=24 in ) 76.1% Facilities management performance may be assessed based on several core measures, including customer satisfaction, emergency custodial requests/repairs completed within two hours, nonemergency repairs requests per 100,000 square feet, custodial/repair expenditures per square foot, and response times. Variations in performance may relate to differences in number of FTEs, jurisdiction size, and other factors. For complete access to raw data and all jurisdiction comments, visit 10 Percentage of Emergency Custodial Requests Completed within 2 Hours (n=16 in ) Percentage of Emergency Repairs Completed within 2 Hours (n=27 in ) 85.7% * The response represents either not available or no answer submitted For more info:

7 FY Dashboard Report Service Area: FACILITIES MANAGEMENT $1.40 $1.20 $1.00 Custodial Expenditures per Square Foot (All Facilities) (n=25 in ) $0.99 $1.29 $1.80 $1.60 $1.40 $1.20 Repair Expenditures per Square Foot (All Facilities) (n=26 in ) $1.59 $1.50 $0.80 $1.00 $0.60 $0.40 $0.20 $0.00 $0.80 $0.60 $0.40 $0.20 $0.00 These data represent cost per square foot, not total dollars expended. Repair expenditures may vary with incidences of vandalism, severe weather, the age of facilities, and other factors. Response Time for Non-Emergency Repairs (in Hours) (n=35 in ) Non-Emergency Repair Requests per 100,000 Square Feet (n=43 in ) Response times may vary based on local factors such as response time standards, emergency definition, and staff availability for nonscheduled repairs. * The response represents either not available or no answer submitted For more info:

8 FY Dashboard Report Service Area: FIRE AND EMS Percentage of Residential Fires Confined to Room or Structure of Origin (n=76 in ) 94% 95% 96% Many factors contribute to fire/ems effectiveness, including response time, fire containment, patient outcomes, and customer satisfaction. This summary presents some key measures along with related measures of workload and availability, such as responses per in-service apparatus per day and the percentage of time fire companies are available for first response within their first due areas. Other factors which may affect performance are population density, climate, traffic, career vs. paid-on-call staffing, median age of the population, age and construction materials of the housing stock, and prevalence of high-risk land uses within the jurisdiction, such as major transportation corridors and industrial facilities. Smaller, more compact jurisdictions may have quicker response times, but not have the resources to respond to multiple simultaneous calls. For complete data and jurisdiction comments, visit Excludes jurisdictions with an undetermined extent of flamespread of more than 40 percent. Percentage of Emergency Fire Calls with Response Times of 5 Minutes or Less, Dispatch to Arrival (n=45 in ) Percentage of Time Fire Company Is Available for 1st Response (n=30 in ) % 63% 6 63% 64% % Response time (dispatch to arrival) includes turnout time. Other measures track separate components of total response time. Availability is within a company s first-due area. If busy elsewhere, response time may be longer (from farther-away units). * The response represents either not available or no answer submitted For more info:

9 FY Dashboard Report Service Area: FIRE AND EMS 10 Customer Satisfaction: Percentage of Those Using Fire (n=15) or EMS (n=18) Services in Past 12 Months that Rate Service Quality as Excellent 84% 88% EMS Response Time: Dispatch to Arrival for Emergency Calls (Seconds) (n=50 in ) Fire EMS Some report jurisdiction-wide surveys (regardless of contact). See Fig 5-20 online for details. EMS response time is also measured in fractiles (percentage within 4, 5, and 8 minutes; see Q112-Q114 online). 3 25% 2 15% 1 5% Percentage of Cardiac Patients Delivered to Hospital with a Pulse (n=26 in ) 26% 21% Fire and Non-Fire Responses per In-Service Apparatus per Day (n=51) vs. Square Miles Served per Fire Suppression Station (n=116) 1.9 Responses per In-Service Apparatus per Day Square Miles Served per Fire Suppression Station This measure includes those in rhythms other than ventricular fibrillation, pulseless ventricular tachycardia, PEA, or asystole. Where call volume is low, area served may be large. Paid-on-call may use reserve apparatus. See also EMS station data online. * The response represents either not available or no answer submitted For more info:

10 FY Dashboard Report Service Area: FLEET MANAGEMENT Customer Satisfaction Ratings of Fleet Maintenance Service (Excellent + Good) (n=39 in ) 9 94% Fleet management performance can be assessed using several outcome-oriented core measures, including customer satisfaction, number of vehicles exceeding replacement criteria, and expenditures per vehicle. Variations in performance may relate to differences in types of vehicles maintained, preventive maintenance and replacement policies, climate, and other factors. Some high expenditures may be attributed to unique, jurisdictionspecific incidents such as severe weather. For complete access to raw data and all jurisdiction comments, visit This measure represents the proportion of survey respondents that rated service as excellent or good. Percentage of Light Vehicles Exceeding Replacement Criteria (n=86 in ) Preventive Maintenance Expenditures per Light Vehicle I 9% 8% 7% 6% 7.9% 6.7% 5.8% 5% 4% 3% 2% 1% % 1.9% Min 25th Median 75th Max $0 $200 $400 $600 $800 $1,000 $1,200 Number of vehicles exceeding replacement criteria may vary based on the availability of capital funding to purchase new vehicles. * The response represents either not available or no answer submitted For more info:

11 FY Dashboard Report Service Area: FLEET MANAGEMENT Total Maintenance Expenditures per Police Vehicle (n=58 in ) Percentage of Vehicles Using Alternative Fuels (n=33 in ) Min 25th Median 75th Max $0 $2,000 $4,000 $6,000 $8,000 $10,000 $12, % 8% 7% 6% 5% 4% 3% 2% 1% % 9.5% % Alternatives fuels may include biodiesel, compressed natural gas, electricity, ethanol, hydrogen, and other fuels. * The response represents either not available or no answer submitted For more info:

12 FY Dashboard Report Service Area: HIGHWAYS AND ROADS Citizen Ratings of Road Condition (Good + Mostly Good) (n=33 in ) 85% Highways and road maintenance performance may be assessed using several key measures, including citizen satisfaction with road condition, objective assessment of road condition (using PAVER or other objective systems), expenditures, and other measures. Variations in performance may relate to differences in population density, traffic conditions, paving material, weather, and other factors. Some jurisdictions attribute expenditure differences to extreme weather conditions that sometimes cause road damage. For complete access to raw data and all jurisdiction comments, visit Citizens' ratings of road condition in a jurisdiction may be influenced by their perceptions of roadways not maintained by the local government. 10 Citizen Satisfaction Ratings of Street Sweeping (Excellent + Good) (n=31 in ) Objective Ratings of Road Condition: Paved Lane Miles Assessed in Satisfactory or Better Condition as Percentage of Lane Miles Assessed (n=74 in ) 8 66% % Many jurisdictions do not collect information regarding citizen satisfaction with street-sweeping. The definition of "satisfactory road condition" is determined by each jurisdiction based on local preferences, priorities, and resources. * The response represents either not available or no answer submitted For more info:

13 FY Dashboard Report Service Area: HIGHWAYS AND ROADS Potholes Repaired as Percentage of Potholes Needing Repair (n=54 in ) Rehabilitation Expenditures per Paved Lane Mile (n=112 in ) $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 $2,580 $2,663 $2,671 $1,759 $1,344 $ Pothole figures count only those potholes reported to the jurisdiction. Road rehabilitation expenditures are often influenced by climate and traffic conditions, as well as the cost of materials. Snow & Ice Control Expenditures per Capita (n=99 in ) Rehabilitation Expenditures per Paved Lane Mile (n=112 in ) $4.00 $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50 $0.00 $3.61 $3.61 $1,600 $1,400 $1,200 $1,000 $800 $600 $400 $200 $0 $1,520 $481 $36 $23 $ Snow and ice control expenditures are influenced by control method(s) and, of course, climate conditions. This measure represents the average cost per pothole repaired, but does not account for the number of potholes repaired in total. * The response represents either not available or no answer submitted For more info:

14 FY Dashboard Report 25th Min Number of Housing Units (Regardless of Household Income) Foreclosed upon per 1000 Population (n=22 in ) Median 75th Max Service Area: HOUSING SERVICES To help compare one effect of the current economy, CPM has added a foreclosure indicator. Most of CPM s housing indicators relate only to low-moderate income households, but this indicator relates to households in all income categories. Housing services for low-mod income households may be assessed using several indicators: low-mod income households assisted with home purchases, completion rates for new construction and rehabilitation of low-mod income housing units. Performance variations may be attributed to differences in need for low-mod income housing, land and construction costs, availability of materials and contractors to perform construction and rehabilitation work, and other factors. For complete access to raw data and all jurisdiction comments, visit CPM s private website at Factors affecting foreclosure rates include unemployment rates, financing availability, property values, and other factors. Low-Mod Income Households Assisted in Buying Homes per 1,000 Population (n=38 in ) Low-Mod Income Households Assisted per $100,000 Financial Assistance for Homeownership (n=40 in ) 25th Min Median 75th Max Some jurisdictions perform only emergency rehabilitation work while others perform full rehabilitation or some combination of emergency and full rehabilitations. The number of homes available in the low-moderate income price range may influence performance on this indicator. * The response represents either not available or no answer submitted For more info:

15 FY Dashboard Report Service Area: HOUSING SERVICES New Low-Mod Income Housing Units Completed per 1,000 Population (n=40 in ) New Low-Mod Income Housing Units Completed as a Percentage of Units Needed (n=28 in ) % % % % Some jurisdictions report that the availability of materials, labor, and financing affects their ability to meet demonstrated need for lowmoderate income housing units New Low-Mod Income Housing Units Completed per $100,000 of Public Financial Assistance for Housing Low-Mod Income Housing Units Rehabilitated per 1,000 Population (n=51 in ) Local prices for land, materials, and labor influence the number of units that may be completed per $100,000 of public financial assistance. The availability of outside capital also influences * The response represents either not available or no answer submitted For more info:

16 FY Dashboard Report Service Area: HUMAN RESOURCES Internal Customer Ratings of Overall HR Services (Excellent + Good) (n=6 in ) 77% 87% Human resources performance can be assessed using several outcome-oriented core measures, including internal customer satisfaction, turnover rates, sick leave hours used, employee grievances, and employee reviews completed on time. Variations in performance may relate to organization of the HR function, number of jurisdictional employees, and activities performed by the HR function. 2 Management Non-Management For complete access to raw data and all jurisdiction comments, visit 9% 8% 7% 8.15% Employee Turnover Rate (n=115 in ) % 6.61% 6.61% 10 8 Percentage of Employee Reviews Completed on Time (n=85 in ) 85% 6% 5% 6 4% 3% 4 2% 1% * The response represents either not available or no answer submitted For more info:

17 FY Dashboard Report Service Area: HUMAN RESOURCES 10 Percentage of Employee Grievances Resolved before Leaving Management Control (n=54 in ) 91% Sick Leave Hours Used per 1,000 Hours Worked (n=69 in ) Public Safety Non-Public Safety HR Expenditures per Jurisdiction FTE (n=72 in ) $1,200 $1,000 $993 $800 $600 $400 $200 $0 * The response represents either not available or no answer submitted For more info:

18 FY Dashboard Report Service Area: INFORMATION TECHNOLOGY Internal Customer Satisfaction with General IT Services (Excellent + Good) (n=38 in ) 82% 92% Information technology performance can be assessed on several key measures, including customer satisfaction, response time, and expenditures. Variations in performance may relate to differences in the organization of IT function, in-house vs. contract service provision, staff size, services offered, and other factors. 4 2 The customer survey data presented reflects employee opinion, rather than the public or citizen satisfaction level. For complete access to raw data and all jurisdiction comments, visit 10 Internal Customer Satisfaction with Telephone Systems (Excellent + Good) (n=23 in ) 94% 9 10 Internal Customer Satisfaction with Network Services (Excellent + Good) (n=29 in ) 92% * The response represents either not available or no answer submitted For more info:

19 FY Dashboard Report Service Area: INFORMATION TECHNOLOGY Internal Customer Satisfaction with Application Services (Excellent + Good) (n=27 in ) 10 89% % 4 2 IT O&M Expenditures per Workstation (n=33 in ) IT O&M Expenditures per Jurisdiction FTE (n=32 in ) $3,500 $3,000 $2,500 $2,000 $2,619 $2,488 $2,981 $3,000 $2,500 $2,000 $2,746 $1,500 $1,500 $1,000 $1,000 $500 $ $500 $0 Expenditures per workstation is an input measure and helps provide context for comparisons with other jurisdictions. Expenditures per jurisdiction FTE is an input measure and facilitates comparison of the cost of IT services across the jurisdiction. * The response represents either not available or no answer submitted For more info:

20 FY Dashboard Report Service Area: LIBRARY SERVICES Citizen Rating of Overall Library Services (Exc. + Good) (n=25 in ) 92% Library performance can be assessed using several outcomeoriented core measures, including citizen satisfaction, circulation rates, O&M expenditures, and visitation rates. Performance variations may relate to differences in staffing, services provided, and jursdiction-specific characteristics. 4 2 For complete access to raw data and all jurisdiction comments, visit Library O&M Expenditures per Capita (n=59 in ) Patron Internet Usage Per Teminal (n=50 in ) $30 $25 $24.80 $26.40 $ ,500 2,000 2,087 $20 1,500 $15 $10 1,000 $5 $ * The response represents either not available or no answer submitted For more info:

21 FY Dashboard Report Service Area: PARKS AND RECREATION Citizen Ratings of Overall Park & Recreation Services (Excellent + Good) (n=31 in ) 85% Parks and recreation performance can be assessed using several outcome-oriented core measures, including customer satisfaction, net expenditures, and revenue. Performance variations may relate to differences in staffing, services provided, and jursdiction-specific characteristics as the presence of a university and other factors. 4 2 For complete access to raw data and all jurisdiction comments, visit $175 $125 $75 Net Expenditures per Capita for Parks & Recreation (Including Golf) (n=71 in ) $12 $10 Total Parks & Recreation Revenue per Capita (Excluding Golf) (n=108 in ) $11.29 $25 $8 -$25 $6 -$75 -$ $ $34.44 $4 -$125 -$ $2 $0 This measure reflects the ability to recover costs through sources like user fees (generally a good outcome). However, some must reduce or eliminate user fees to ensure access to activities. * The response represents either not available or no answer submitted For more info:

22 FY Dashboard Report Service Area: POLICE SERVICES Police-Inititated Non-Traffic Contacts per FTE as Percentage of Total Police Responses per FTE (n=54 in ) 17% 18% Police services performance can be assessed on several core measures, including citizen satisfaction, response times, the number of UCR Part I crimes reported, clearance rates, and the percentage of total arrests that are for juveniles. Variations in performance may relate to differences in staffing, jurisdiction size, services provided, and other factors. Helpful refinements can be made to crime statistics by providing crime rates separately for businesses and neighborhoods and by considering the influence of transient populations (such as commuters and tourists). A geographic information system (GIS) can also help generate and report statistics in a meaningful way. For complete access to raw data and all jurisdiction comments, visit Comparing the police-initiated actions in the field to the total number of police responses can be a measure of proactiveness. Average Time in Seconds from Receipt of Top Priority Police Telephone Call to Dispatch (n=89 in ) Total UCR Part I Crimes Cleared per Sworn FTE (n=98 in ) Min 25th Median 75th Max The ability to clear a crime may be influenced by the quality of the initial arrest, preservation of evidence, and/or report made in a case. * The response represents either not available or no answer submitted For more info:

23 FY Dashboard Report Service Area: POLICE SERVICES UCR Part I Violent Crimes Reported per 1,000 Population (n=140 in ) Percentage of UCR Part I Violent Crimes Cleared (n=130 in ) Min 25th Median 75th Max Some variation among jurisdictions with regard to this indicator may be due to differences in daytime or seasonal populations UCR Part I Property Crimes Reported per 1,000 Population (n=138 in ) Percentage of UCR Part I Property Crimes Cleared (n=123 in ) Min 25th 75th Max 10 Median Also, variation in crime report rates may occur as a result of overand/or underreporting. * The response represents either not available or no answer submitted For more info:

24 FY Dashboard Report Service Area: POLICE SERVICES 6.0 Total Arrests for UCR Part I Crimes per Sworn FTE (n=100 in ) Juvenile Arrests for UCR Part I Crimes as a Percentage of Total Arrests (n=116 in ) % 24% Some variation in the number of arrests may be due to differences in local arrest policies. This is a surrogate indicator for the level of juvenile crime in a jurisdiction Citizen Rating of Safety in Their Neighborhoods (Very Safe + Somewhat Safe) (n=38 in ) 88% 97% 83% 10 8 Citizen Rating of Safety in Business Areas (Very Safe + Somewhat Safe) (n=27 in ) 86% 93% 67% % 2 2 Daytime After Dark Daytime After Dark Citizen satisfaction with police services may be influenced by a number of factors such as personal experiences. * The response represents either not available or no answer submitted For more info:

25 FY Dashboard Report Service Area: PURCHASING Internal Customer Satisfaction with Purchasing Services (n=23 in ) 83% 89% 77% 85% Purchasing performance may be assessed on several core measures, including customer satisfaction, central purchasing dollar amount per purchasing FTE, and percentage of purchases made using purchasing/credit cards. Variations in performance may relate to differences in staffing, jurisdiction size, and other factors. For complete access to raw data and all jurisdiction comments, visit Quality Timeliness Dollar Amount of Central Purchasing Office Purchases per Central Purchasing Office FTE (in Millions) (n=49 in ) Percentage of Purchasing Conducted with Purchasing Cards/Credit Cards (n=68 in ) $12 $10 $11.02 $10.35 $ th $8 $6 $4 $2 $ Min Median 75th Max Some large deviations from the median may be attributed to the handling of construction projects. Unlike most CPM data, the data for this measure may be estimated. See notes in the FY Annual Data Report for more information. * The response represents either not available or no answer submitted For more info:

26 FY Dashboard Report Service Area: REFUSE AND RECYCLING 18% 16% 14% 12% 1 8% 6% 4% 2% Recycling Tonnage as a Percentage of Total Refuse & Recycling Tonnage (n=56 in ) 15% 12% 16% % Refuse collection performance can be assessed on several core measures: citzen satisfaction, tonnage collected per account, expenditures per ton collected, and recycling tonnage as a percentage of total waste collected. Variations in performance may relate to differences in staffing, jurisdiction size, and other factors. For complete access to raw data and all jurisdiction comments, visit Refuse Tonnage per Account (n=61 in ) Citizen Satisfaction Ratings for Refuse Collection (n=28 in ) The graph shows the total of "Excellent" plus "Good" responses. * The response represents either not available or no answer submitted For more info:

27 FY Dashboard Report Service Area: REFUSE AND RECYCLING 10 8 Citizen Satisfaction Ratings for Recycling Collection (n=27 in ) 81% 82% $120 $100 $80 Expenditures per Ton of Material Collected (n=51 in ) $102 $ $60 $40 $27 $45 2 $20 $0 Refuse Recycling The graph shows the total of "Excellent" plus "Good" responses. Min Net Expenditures per Ton of Recycling Collected (n=49 in ) 25th Median 75th Max The complete data set, available at icma.org/cpm, includes a number of descriptors that help to put a jurisdiction's performance into perspective. For example, the method or refuse collection (manual, semi-automated, or automated) can have a large impact on the cost of providing refuse collection services. Likewise, policies and regulations regarding open burning of yard waste can have an impact on the tonnage of yard waste collected, and if yard waste is comingled with refuse, the tonnage of refuse collected as well. -$100 $0 $100 $200 $300 $400 Net expenditures equals gross expenditures, less revenue from the sale of recyclable materials. * The response represents either not available or no answer submitted For more info:

28 FY Dashboard Report Service Area: RISK MANAGEMENT $1.80 $1.60 $1.40 $1.20 $1.00 $0.80 $0.60 $0.40 $0.20 $0.00 Workers Compensation Expenditures per $100 of Jurisdiction Salaries & Benefits (n=28 in ) $1.69 Risk management performance may be assessed on several core measures, including workers compensation expenditures, worker days lost per accident, third party vehicle liability, and number of traffic accidents per 100,000 miles driven. Variations in performance may relate to differences in staffing, jurisdiction size, services and facilities provided, and other factors. Some high expenditures may be attributed to unique, jurisdictionspecific incidents like severe weather. For complete access to raw data and all jurisdiction comments, visit Workers Compensation Claims per 100 FTEs (n=81 in ) Worker Days Lost per Workers Compensation Claim (n=67 in ) 8 25th Min Median 75th Max Some variation may be attributed to differences in the types of operations undertaken by in-house staff vs. contracted agencies. Some variation may be explained by differences in the number of claims with no time lost or individual claims that result in a long-term * The response represents either not available or no answer submitted For more info:

29 FY Dashboard Report Service Area: RISK MANAGEMENT Liability Claims per 10,000 Population Served (n=100 in ) Average Expenditures per Accident (n=26 in ) $1,400 $1,273 25th $1,200 $1,000 $800 Min 75th Max $600 $400 Median $200 $0 Traffic Accidents per 100,000 Miles Driven (n=17 in ) 25th Min 75th Max Median The number of accidents does not indicate their severity. Also see accident expenditures for more information. * The response represents either not available or no answer submitted For more info:

30 FY Dashboard Report Service Area: YOUTH SERVICES Total Number of Children Receiving Subsidized Childcare as a Percentage of Eligible Children for whom Childcare Was Requested (n=8 in ) Youth services performance may be assessed on several core measures, including subsidized childcare slots filled as a percentage of slots available, the percentage of children and youth who successfully completed the conditions of their probation during the reporting period, and the number of substantiated child abuse and/or neglect calls as a percentage of all investigated cases. Variations in performance may relate to differences in staffing, jurisdiction size, and other factors. For complete access to raw data and all jurisdiction comments, visit The ability of a jurisdiction to meet residents' demonstrated need for subsidized child care, without leaving slots open or waitlisting children, is generally considered a positive outcome. 10 Percentage of Children and Youth Who Successfully Completed the Conditions of Their Probation during the Reporting Period (n=9 in ) Number of Child Abuse and/or Neglect Cases Substantiated as a Percentage of All Children (n=6 in ) 0.81% 8 75% * The response represents either not available or no answer submitted For more info:

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