Civil Grand Jury | 2016-2017 City and County of San Francisco Accelerating Sf Government Performance Taking

Note: Missing finding numbers detected: F3, F4, F5, F6, F7

Comments 35

• CO1
  Dignity Health Citybeat 2017 poll. The 2016 poll reported that over 50% of San Franciscans believed the City was headed in the wrong direction; interestingly, the SFG’s most recent City Survey (2015), which attempts to measure public satisfaction with SFG services, recorded the highest favorability ratings in recent history. The divergent findings could either suggest that the public’s general frustration is not a reflection of how the public perceives SFG services – or that the methodology used in one (or both) polls are fundamentally different.
• CO2
  State of California Employment Development Department data.
• CO3
  Among other examples, this article notes that “if you live in the San Francisco Bay Area in the early 21st century, it’s hard not to feel a special connection to Renaissance Florence.”
• CO4
  The percentage of children in San Francisco is 13%; New York City, which is the second most expensive city in the US, has a 21% rate. See Housing for Families with Children, San Francisco Planning Department (1/17/2017). As Board of Supervisors member Norman Yee has said: “Everybody talks about children as our future…[but]if you have no children around, what’s our future?” As reported in The New York Times, (1/21/2017).
• CO5
  FBI data referenced in “San Francisco Torn as Some See ‘Street Behavior’ Worsen”, The New York Times (4/24/2016). See also “Blame game: SF officials continue to point fingers over rise in property crimes” SF Examiner (5/27/2016).
• CO6
  Bumpy Roads Ahead: America’s Roughest Rides and Strategies to Make our Roads Smoother (TRIP; November 2016). San Francisco, which was grouped with Oakland, received a rating of 71% of major roads being classed as poor condition, which is 11% higher than the 2nd worst city (Los Angeles). While the methodology of the TRIP study is fundamentally different from the way the SFG measures pavement quality, and grouping San Francisco with Oakland is not necessarily fair, the study is still suggestive of the work the SFG needs to do to improve the City’s roads.
• CO7
  See, for example, the Controller’s Office recent benchmarking documenting that the City’s bus service average speed of 8.1 MPH is the slowest among peer cities; regarding BART, see “BART hits record low in survey of its riders”, SF Chronicle (1/26/2017); MUNI has yet to hit the mandated goal of 85% on time or early arrivals.
• CO8
  See, for example, “Complaints of syringes and feces rise dramatically in SF”, SF Chronicle (11/2/2016). The Public Works Department, as reported by the SF Chronicle (4/21/2017), has corroborated the dramatic increase of syringes on the City’s streets, with a reported 16,318 syringes collected in January 2017, up from 2,118 collected in January 2016 – a 670% increase in 12 months.
• CO9
  To put the hollowing out of the City’s Public School system in perspective, there are around 37,000 fewer public school students today than in 1970. In other words, during a period in which the City’s overall population increased by approximately 21%, the total number of children attending SF public schools decreased by over 41%. As reported in “San Francisco Asks: Where Have All the Children Gone?”, The New York Times, (1/21/2017).
• CO10
  That San Francisco appears to have the highest per capita government expenditures of any major US city raises fundamental questions about the efficiency and cost-effectiveness of the County and City’s Government. While this topic is outside the purview of this investigation, the Board of Supervisors, the Mayor’s Office, the Controller’s Office, and/or the Civil Grand Jury should strongly consider further analysis on this topic.
• CO11
  Civic Bridge, an initiative organized by the Mayor’s Office of Civic Innovation, places private sector experts who volunteer 16 weeks of their time to help government entities on specific challenges. The Fit-It program was 26 ACCELERATING SF GOVERNMENT PERFORMANCE established by Mayor Lee in 2016, for the purpose of improving SFG responsiveness to community needs; as reported in the SF Chronicle (3/22/2017), the program is slated to expand in 2017 with the addition of three full- time employees alongside the 40 staff seconded from other SFG departments – while Fix-It is laudable in concept, per Note 10 above, Citizen R would likely ask why the SFG, which appears to receive the highest per capita budget of any major US city, needs a coordinating body to ensure that public services address neighborhood needs in a timely manner.
• CO12
  The recent lawsuit initiated by the San Francisco City Attorney Dennis Herrera in Federal Court to halt enforcement of President Trump’s executive order denying federal funding to “sanctuary jurisdictions” notes that of “the $1.2 billion in federal funds that San Francisco receives for its annual operating budget, 92 percent goes to entitlement programs like Medicare, Medicaid, Temporary Assistance to Needy Families, and Supplemental Nutrition Assistance Programs.” In other words, approximately 10% of the County and City’s budget is from the federal government.
• CO13
  Luca de Pacioli is known as the “Father of accounting and bookkeeping.” His treatise Summa de Arithmetica, geometria. Proportioni et proportionalita, released in 1494, contains the first published description of the double-entry accounting system. The “reinventing government” movement started in the US in the 1990s, and was championed by then Vice President Al Gore. Despite efforts in Washington and various states to implement “reinventing” concepts like performance-based budgeting, public trust in government is now at historic lows, and progress on a range of important public issues has stalled. According to one view, reflected in “25 Years Later, What Happened to Reinventing Government”, Governing magazine (9/2016), the reason for the lack of greater success is a combination of over-emphasis on budgeting or technical issues and poor political leadership. Equally plausible, however, is that the “reinventing” movement fizzled because even the most celebrated initiatives were largely superficial – as the management expert Peter Drucker pointed out in The Atlantic, Vice President Gore’s promise to reinvent the US Government represented budget savings and efficiencies equivalent to two tenths of one percent of the federal budget, leading to “trivial” results.
• CO14
  Speech in Springfield, Illinois, June 16, 1858. This is the so-called “House Divided Speech”, which Lincoln gave before 1,000 delegates at the Illinois Republican Convention, shortly after he was nominated as the Republican candidate for US Senator.
• CO15
  San Francisco City Charter, Article III, Section 3.100 states: “The Mayor shall be the chief executive officer and the official representative of the City and County.” The same section later notes the Mayor has responsibility for “[g]eneral administration and oversight of all departments and governmental units in the executive branch of the City and County.”
• CO16
  During the course of this investigation, the Civil Grand Jury was informed that the Office of the Mayor’s website was likely going to be upgraded to improve its accessibility and organization. At the time of publishing this report, the exact scope and timing of this upgrade were unclear.
• CO17
  Another way to measure the extent of public awareness of SFG performance lies within the PS website itself; specifically, every scorecard indicator website has a visitor tracking ticker. For example, as of March 1, 2016, the property crime indicator recorded 1,020 page views. Generously assuming that all 1,020 views were discrete visitors, and all were San Franciscans, this means that 0.12% of the City’s population is aware of this indicator. Other indicators have even lower page views.
• CO18
  Likely as a result of the ambitious level of data collection and processing the Controller’s Office handles, San Francisco has been recognized by the International City/Country Management Association’s Center for Performance Analytics, earning a Certificate of Excellence in 2011, 2013, 2015 and 2016. To earn this certificate municipalities apply and pay a notional fee. In 2016 a total of 33 other cities earned the same certificate, including Kansas City, New Orleans, San Antonio and San Jose. 27 ACCELERATING SF GOVERNMENT PERFORMANCE
• CO19
  As quoted in “SF falling short on many goals, controller finds”, SF Chronicle (9/3/2016). 20. 2008-2009 Status of Civil Grand Jury Recommendations, Office of the Controller (2014 update).
• CO20
  See, for example, How to Create Government KPIs, Freebalance (2/18/2017). A more scholarly reference is Michael Barber’s How to Run a Government (Penguin Random House, 2015); see, for example, pages 10-13, in which he advocates keeping the number of priority targets to a “small number”.
• CO21
  See, for example, “In Portland, One Plan Tackles Climate Change and Racial Discrimination”, Governing Magazine (March 2017).
• CO22
  On the disparity of unemployment between the City’s white and African-American populations, see Employment by race and place: snapshots of America, Brookings Institution (2/27/2017). On implicit gender bias in government budgets, see for example, Gender Budgeting: Fiscal Context and Current Outcomes (IMF Working Paper, 2016) and The Impact of Women on the 2016 Budget (House of Commons Library, 2016). Both sources are referenced in “The Fiscal Mystique,” The Economist (2/25/2017).
• CO23
  The City Charter of New York was amended in 1977 to require, per Section 12, the Mayor to submit two mayoral management reports (MMR) a year to the public and the City Council. While each Mayor has chosen somewhat different approaches to the MMR, in general New York’s example compares favorably with other US cities given its scope and level of detail. The most recent MMR, filed by Mayor De Blasio, covers all city departments and is 349 pages.
• CO24
  Per Section 3.105 of the City Charter, the Mayor appoints the Controller to a 10-year term and may only be removed for cause with the concurrence of the Board of Supervisors by a two-thirds vote. This arrangement provides, in theory, for the Controller’s full organizational independence. However two senior SFG representatives interviewed for this analysis indicated that historically there have been times when the Controller’s Office has been perceived as being overly close to the Office of the Mayor. This topic, while important, lies outside the scope of this investigation.
• CO25
  See, for example, Surfacing the Submerged State: Operational Transparency Increases Trust in and Engagement with Government, Harvard Business School Working Paper 14-034 (2013).
• CO26
  According to a recent analysis conducted by Mother Jones magazine, in 2016 a total of 14 of the 2,244 houses for sale – or 0.62% -- in San Francisco were affordable to a public school teacher earning a salary of $71,000. Trulia has also recently documented that only 0.4% of homes on the market in San Francisco are affordable to a typical teacher. The SFG’s performance in addressing housing needs for public school teachers has been remarkably poor: as reported in the SF Chronicle (3/24/2017), the SFG pledged to build teacher-specific housing in the late 1990s, but the plan was later derailed by the Board of Supervisors. More recently, in 2015 Mayor Lee and SF United School District Superintendent Richard Carranza committed to helping 500 teachers (equivalent to 15% of 28 ACCELERATING SF GOVERNMENT PERFORMANCE the total number of teachers) find housing within five years. Some two years after this public commitment, a total of 16 teachers have been placed in affordable housing. As Board of Supervisor member Hillary Ronen noted “[i]t’s mind boggling…we have lost our way as a city.” The SFG’s lack of progress is all the more troubling given that the affordability crisis has become even more acute in recent years: as noted in The Economist (2/25/2017), over the last five years house prices in San Francisco have risen 66% more than in New York City.
• CO27
  Supervisor Kim’s remarks were quoted in the SF Chronicle (3/21/2017). She also noted “[w]hen are we going to start implementing some of the concepts?” It’s a great question, and the people of San Francisco are still waiting for an answer.
• CO28
  See, for example, “SF spends a record $241 million on homeless, can’t track results”, SF Chronicle (2/5/2016). When overall social spending and indirect benefits/costing are factored in, it’s likely that the SFG is spending over $300M a year on homeless issues.
• CO29
  Auto Burglary in San Francisco, 2015-2016 Civil Grand Jury (June 2016).
• CO30
  San Francisco’s 9-1-1 Call Volume Increase, Findings Paper by the Google 9-1-1 Team (10/2015). This analysis was undertaken in cooperation with the Department of Emergency Management and the Mayor’s Office of Civic Innovation. The findings of this analysis include the suggestion that increases in 9-1-1 calls are due, in part, to a rise in accidental dialing combined with a modest rise in calls associated with homeless persons, auto break-ins and suspicious persons.
• CO31
  Supervisor Peskin noted in reference to the SFG’s poor 911 response times: “I don’t know what is worse, the unacceptable time it takes 911 to respond to emergency calls or the unacceptable amount of time it has taken the city to address this serious safety problem” -- as quoted in the SF Chronicle (1/8/2017). The SF Chronicle (4/28/2017) has also documented that the SFG currently has only 105 911 dispatchers instead of 180, despite the City increasing budgetary support from $43M to $83M across the last six years.
• CO32
  See, for example, “Americans are losing faith in democracy – and in each other,” The Washington Post (10/14/2016), which highlights polls documenting, inter alia, that 40% of the citizenry have lost faith in American democracy, and that confidence in various public institutions has dropped to record lows. A more academic and exhaustive treatment of public dissatisfaction is “The Signs of Deconsolidation”, published in the Journal of Democracy in January 2017. In this article Roberto Foa and Yascha Mounk demonstrate that increasing numbers of young Americans believe that democracy is a bad or very bad way of running the country, while the number of Americans supporting the idea of army rule or a strong populist leader has notably increased in the last 20 years.
• CO33
  See, for example, Mayor Lee’s 2015 State of the City address, in which he noted “I expect to be held accountable” in regard to his newly announced Affordability Directives. Consistent with his extensive and distinguished career with the City’s Government, Mayor Lee is uniquely placed to encourage and strengthen accountability and transparency in the SFG over the long-term.
• CO34
  Supervisor London Breed ran for re-election on a number of issues, including her record on helping the homeless into supportive housing. As her campaign website notes, she “learned many ways to improve how to provide services…allocating our resources efficiently, and holding everyone involved accountable.”
• CO35
  The Preamble of the San Francisco City Charter includes specific language emphasizing the importance of responsive and accountable government, noting that the “the people of the City and County” have established the Charter as “the fundamental law”, in order to, inter alia, “enable municipal government to meet the needs of the people effectively and efficiently”, and “to provide for accountability and ethics in public service.” 29 ACCELERATING SF GOVERNMENT PERFORMANCE APPENDICES APPENDIX A: SFG & EXTERNAL SOURCES 31 APPENDIX B: SF IN NATIONAL / GLOBAL RANKINGS 33 APPENDIX C: SFG PERFORMANCE SCORECARD 34 APPENDIX D: AUSTIN’S CITYWIDE DASHBOARD 36 30 ACCELERATING SF GOVERNMENT PERFORMANCE APPENDIX A: SFG & EXTERNAL SOURCES CITY AND COUNTY OF SAN FRANCISCO Charter of San Francisco (1996) Office of the Mayor: Mayor’s 2017 State of the City Address Mayor’s 2015 State of the City Address Mayor’s 2014 State of the City Address Mayor’s Proposed Budget, 2015-2016 & 2016-2017 Resilient San Francisco (2016) San Francisco’s 9-1-1 Call Volume Increase (Office of Civic Innovation in cooperation w/Google; October 2015) Board of Supervisors: Performance Audit of Homeless Services in San Francisco (June, 2016) Civil Grand Jury: Accountability in the San Francisco Government (2008) The Numbers have Something to Say, Is Anybody Listening? Performance Management in SF City Government (2009) Auditing the City Services Auditor: You Can Only Manage What You Measure (2013) Office of the Controller: 2015 City Survey 2013 City Survey 2011 City Survey 2008-2009 Status of Civil Grand Jury Recommendations (2014 Update) Citywide Benchmarking Report, Part I: Demographics, Livability, Public Safety (2017) Citywide Benchmarking Report, Part II: Transportation, Finance (2017) Citywide Benchmarking Report, Part III: Safety Net, Population Health (2017) City Services Auditor Fiscal Year 2016-2017 Annual Workplan Inclusionary Housing Working Group: Final Report (2016) Performance Scorecards website Performance Scorecards Update & Fiscal Year 2015-2016 Performance Measures Strategic Plan: FY 2016-2017 & 2020-2021 Budget & Finance: Draft Capital Plan: Fiscal Years 2018-2027 Proposed Five Year Financial Plan: Fiscal Years 2017-2018 through 2021-22 31 ACCELERATING SF GOVERNMENT PERFORMANCE Other: 2016 Customer Satisfaction Survey (BART) Data in San Francisco: Fueling Good Decisions, dataSF (2016) Housing for Families with Children (Planning Department; 2017) Reaching 80-50: Technology Pathways to a Sustainable Future (Department of the Environment, 2016) San Francisco General Plan (Public Works) San Francisco’s Ten Year Plan to End Chronic Homelessness: Anniversary Report Covering 2004-2014 (San Francisco Human Services Agency) OTHER RESOURCES 2015 Year in Review, City of Austin A Performance Management Framework for State and Local Government: From Measurement and Reporting to Management and Improving, National Performance Management Advisory Commission (2010) An Evaluation of the Performance Measurement Process of the City of Austin, City of Austin (2016) Beyond the Scorecard: Understanding Global City Rankings, The Chicago Council on Global Affairs (2015) The Dark Side of Transparency, McKinsey & Co (February 2017) Employment by race and place: snapshots of America, Brookings Institute (February 2017) The Future is Now: Transparency in Government Performance, Chartered Global Management Accountants (August 2016) Government Productivity: Unlocking the $3.5 Trillion Opportunity, McKinsey & Co (April 2017) How to Create Government KPIs, Freebalance (2017) How to Run a Government, Michael Barber (Penguin Random House, 2015) How US State Governments Can Improve Customer Service, McKinsey & Company (December 2014) Hunger and Homelessness Survey, United States Conference of Mayors (December 2016) Implementing a citizen-centric approach to delivering government services, McKinsey & Company (July 2015) Lessons from Performance Measurement Leaders: A Sample of Larger Local Governments in North America, Government Finance Officers Association (June 2013) Outcome and Process Metrics Recommendations Developed for Seattle’s Homeless Services Contracts, Government Performance Lab, Harvard Kennedy School (2016) Performance Accountability, Evidence, and Improvement: Reflections and Recommendations to the Next Administration, National Academy of Public Administration & The Volcker Alliance (October 2016) The PerformanceStat Potential, Robert D. Behn, (Ash Center for Democratic Governance and Innovation, Harvard University, 2014) Performance Tracker: A data-driven analysis of the performance of government, Institute of Government (Spring 2017) Retooling Metropolis: How Social Media, Markets, and Regulatory Innovation can Make America’s Cities More Livable, Manhattan Institute (2016) Solving the Housing Affordability Crisis: How Policies Change the Number of San Francisco Households Burdened by Housing Costs, Bay Area Council Economic Institute (2016) Surfacing the Submerged State: Operational Transparency Increases Trust in and Engagement with Government, Harvard Business School Working Paper 14-034 (2013) Transforming Performance Measurement for the 21st Century, The Urban Institute (July 2014) Why Government Fails so Often, Peter H. Schuck (Princeton University Press, 2014) 32 ACCELERATING SF GOVERNMENT PERFORMANCE APPENDIX B: SF IN NATIONAL / GLOBAL CITY RANKINGS TOPIC INDEX / INDICATOR SCORE SOURCE ECONOMY Best Performing Large US City (2016) 4 Milken Institute Best Cities for Jobs (2016) 5 WalletHub Household Median Income Growth (2016) 24 24/7Wall Street SUSTAINABILITY American Council for Energy Most Energy Efficient Cities (2016) 1 Efficient Economy Greenest Cities in the US (2016) 4 WalletHub No. of Energy Efficient Buildings (2016) 3 EPA FINANCE Public Spending per Capita, US Cities (2015) 1 Balletpedia US City Fiscal Health Index Ranking (2015) 33 The Fiscal Times Moody’s Credit Rating (2017) Aa1 Moody’s LIVABILITY Global Quality of Living Survey (2017) 29 Mercer 100 Best Places to Live in the US (2016) 16 US News Best US Large Cities to Live In (2016) 1 WalletHub PUBLIC HEALTH Number of Primary Community Health 8/43 CDC Indicators in Bottom Quartile (2015) % of Uninsured, US Cities Ranking (2015) 73 WalletHub Top 25 Cities with Highest Short-term 6 American Lung Association Particle Pollution (2015) PUBLIC SAFETY Property Crime Rate, Top 50 Cities (2015) 1 FBI Violent Crime Rate, Top 50 Cities (2014) 31 FBI Pedestrian Danger Index Metro Areas (2016) 85 Smart Growth America SAFETY NET Homelessness Per Capita (2016) 5 US Conference of Mayors Poverty Rate of 25 Largest US Cities (2016) 23 Statista Homeless Unaccompanied Youth (2016) 1 US Conference of Mayors TRANSPORTATION Cities with the Worst Roads (2016) 1 TRIP Cities with Worst Traffic Congestion (2016) 3 INRIX Best US Airports (2016) 5 Travel & Leisure GENERAL Global Cities Index (2016) 23 AT Kearney Global Cities Outlook (2016) 1 AT Kearney Best Run US Cities (2016) 146 WalletHub 33 ACCELERATING SF GOVERNMENT PERFORMANCE APPENDIX C: SFG PERFORMANCE SCORECARD THEMES INDICATORS GOALS STATUS Street & Sidewalk Cleaning Response 95% within 48 hours 94% Graffiti Service Request No target 3,469/month Pothole Response 90% within 72 hours 97% Livability Pavement Condition Index 70% by 2025 68% (8) Park Maintenance Scores 90% of park maintenance standards met 86.3% Recreation Courses Enrollment 70% of courses with enrollment at or above 70% 72% Total Monthly Visitors (Libraries) 558,333 visitors per month (main & branch libraries) 504,326 Total Monthly Circulation (Libraries) 850,00 physical and electronic materials 893,985 Health Network Enrollment 98,000 enrollees by fiscal year 2020-21 94,062 Urgent Care Access 95% of patients in Urgent Care same/next day 84% Primary Care Patient Satisfaction 70% of providers receive a rating of 9 or 10 (of 10) 74% ZSFG Occupancy Rate 85% occupancy 100% Public Health Ave. Daily Population, Laguna Honda Hospital No target 760 (10) Ave. Length of Stay, Laguna Honda Hospital Less than 60 days 70 Unique Substance Abuse Clients in Treatment No target 3,809 Unique Metal Health Clients in Treatment No target 11,362 HIV+ Clients Linked to Medical Care 75% of new cases connected to care within 3 months 90% Health Insurance Coverage 100% of healthy people by 2020 95.4% County Adult Assistance Active Caseload 5,364 active cases projected (no target) 4,913 Calworks Active Caseload 3,976 active cases projected (no target) 3,634 Calfresh Active Caseload 33,339 active cases projected (no target) 29,745 Medi-Cal Enrollment 132,216 active cases projected (no target) 122,512 Homeless Population No target 6,686 Direct Homeless Exits through City Programs 1,570 for Fiscal Year 2016-17 804 Safety Net Family Shelter Waiting List 200 per month 223 (13) In Home Supportive Services Active Caseload 22.500 for Fiscal Year 2016-17 22,377 Meals Delivered to Seniors 1,501,224 for Fiscal Year 2016-17 1,620,337 Children in Foster Care 943 children 899 Children Receiving a Subsidy Enrolled in Licensed Care 85% 87% Licensed Childcare Centers with Quality Scores 99% with 4.5 out of 7 99% Poverty in San Francisco No target 13% Property Crime 6,126 per 100,000 residents projected (no target) 3,311 Violent Crime 883 per 100,000 residents projected (no target) 430 911 Call Volume No target 1,733 911 Call Response 90% within 10 seconds 75% Public Safety Ambulance Response to Life Threatening Emergencies 90% within 10 minutes 90% (9) Police Response to High Priority Call Within 4 minutes 5.2 minutes County Jail Population Fiscal year projection: 1,280 inmates 1,340 Active Probationers No target 3,154 Juvenile Jail Population No target 43 Transit Trips with Bunching or Gaps Between Vehicles 10.6% combined for bunching and gaps 24.1% Percentage of Scheduled Service Hours Delivered 98.5% delivered 98.3% Transit On-Time Performance 85% on-time 57% Customer Rating of Overall Satisfaction w/Transit Services 3.3 out of 5 3.2 Customer Rating of Cleanliness of Muni Vehicles 3.0 out of 5 3.0 Transportation Traffic Fatalities Zero traffic fatalities by 2024 2 (11) Percentage of Citations for Top Five Causes of Collisions 50% of traffic citations 54% Crimes on Muni 5.70 per 100,000 miles 4.6 Muni Collisions 3.67 per 100,000 miles 6.6 Non Private Auto Mode Share 50% non-private auto mode share by FY 2018 53% Congestion No target 12.7 mph Water Sold to San Francisco Residential Customers Less than 50 gallons per capita per day 40.9 gallons Average SFPUC Water and Sewer Bill Less than 2.5% of median income 1.29% Water System Preventative Maintenance 95% of total waster system maintenance time 90% Environment SFPUC Customer Service Rating 90% “Good” or “Excellent” by surveyed customers 85% (8) Days with EPA Air Quality Index Rating of “Good” No target 301 Greenhouse Gas Emissions 25% below 1990 levels by 2017 23% Residential and Small Business Landfill Diversion 60% refuse diverted from landfill 58% Refuse to Primary Landfill Zero waste by 2020 1,571 Total Employment, Metropolitan Division 2.5% increase from prior year (no target) 1,103,700 Economy Temporary Employment, Metropolitan Division 5.3% increase from prior year (no target) 19,800 (11) Unemployment Rate 0.3 % point decrease from prior year (no target) 3.1% Zillow Home Price Index 0.0% increase from prior year (no target) $1.15M 34 ACCELERATING SF GOVERNMENT PERFORMANCE Zillow Rental Price Index 4.9% increase from prior year (no target) $3,007 Office Vacancy Rate 0.0% point increase from prior year (no target) 8.2% Direct Average Asking Rent 7.1% increase from prior year (no target) $73.65 Hotel Occupancy Rate 0.7 % point increase from prior year (no target) 81.5% Average Daily Hotel Rate 6.1 decrease from prior year (no target) $238.77 Revenue Per Available Hotel Room 5.2% decrease from prior year (no target) $194.60 Sales Tax Collections 5.5% increase from prior year/2015 (no target) $94.6M Aa1 (Moody’s) Aa1 General Obligation Bond Rating 16.7% of revenue 30.1% Unrestricted Fund Balance 10% of revenue ($436M in FY 2015-16) 6.9% Finance Stabilization Reserves 0% variance -2.1% (6) Actual Expenditures vs Budgeted Expenditures 0% variance 1.5% Pension Plan Funding Level 100% funded 82.6% Other Post-Employment Benefits Funding Level 100% funded by 2043 0.4% 35 ACCELERATING SF GOVERNMENT PERFORMANCE APPENDIX D: AUSTIN’S CITYWIDE DASHBOARD 36