San Francisco County Grand Jury
• 2016-2017
• Agency Response
Response to:
Accelerating SF Government Performance
Edwin M. Lee Office of the Mayor Mayor San Francisco August 3, 2017 The Honorable Teri L. Jackson Presiding Judge,*
⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Note: Missing finding numbers detected: F5
Findings and Recommendations 6 findings
F1
The broader public is barely aware of disagree with it, The City has maintained a robust performance measurement system the performance scorecard (PS) partially (explanation in for almost two decades, and finding the right medium and right mix of framework, diminishing its utility and next column) measures is always a priority. The Mayor's Office has been engaged in a hampering the ability of San number of efforts to publicize the City's constantly improving Francisco's Government (SFG) to performance measurement systems. The Scorecard website is a relatively new framework, launched in January 2016. The Mayor's communicate progress to San Office updated its home page to include a direct link to the Scorecard Franciscans. website. Additionally, the local media closely follows the performance reporting done by the City, and frequently publishes articles based on performance reports issued by the City. The Mayor's Office will continue to publish performance information, including, but not limited to, the Scorecard website to the public. Broad public awareness is always the goal.
Related Recommendations (1)
R1
In order to ensure broader public access to the PS platform, The recommendation has been and consistent with the practice of other leading cities, a the Mayor's website (sfmayor.org) as well the Controller's website implemented (summary of how it was clear link to the PS website should be placed on the SFG implemented in next column) (http://sfgov.org/scorecards/) website homepage, the Office of the Mayor's homepage Children management of behind on the wife of both and the Board of Supervisor's homepage by January 1, 2018. Contings that in purpose the 12-34 should be result to cate a still the alsoyate out seminate an action thing of a facility between NAMED OF TAXABLE
F2
Despite the Mayor's role as the The Mayor's Office participates in performance reporting in a number disagree with it, partially (explanation in of ways. The Mayor's Budget Book published each June includes a accountable executive of the SFG, the Mayor does not directly report next column) series of performance measures for each department with data on past performance results to the public, as performance, projected performance, and target performance. The Mayor's Office also works closely with the Controller's Office to support is done in other leading cities. the Performance Measurement Database, and the Controller's Office publishes an annual report with all of the City's performance measures. Lastly, the Scorecards website, which publishes up-to-date performance information online, was developed and is mantained in collaboration with the Controller's Office.
Related Recommendations (1)
R2
1 The Mayor's Office has taken a number of steps to communicate The recommendation will not be Consistent with other leading cities, beginning in 2018 the performance results to the public. The Mayor's Office proactively implemented because it is not Mayor should present an annual SFG Performance report publishes performance information by directly linking to the that concisely communicates SFG performance and progress warranted or reasonable (explanation to the public; the public transmission of which should in next column) Performance Scorecard website on the Mayor's homepage. It is important to note that the City Charter gives the Controller authority consist of: to collect, manage, and report performance information. The i. Hosting a public press conference, the first of which would Controller is mandated to report on performance information, and will continue to do annual reporting. However, the Mayor's Office occur not later than January 31, 2019, announcing the SFG's will continue to augment reporting efforts, as appropriate. annual performance. ii. Posting the SFG Performance report, not later than January 31, 2019, on the Office of the Mayor's website homepage. iii. Submitting the SFG Performance report to the Board of Supervisors for comment. iv. of the Board of Supervisors response, the Controller's Office should update the PS website to reflect annual SFG performance, with comments from the Board of Supervisors and responses from the Office of the Mayor included online for the public's reference.
F3
disagree with it, The City currently tracks semi-annual performance data for over 1,000 The PS framework encompasses too partially (explanation in measures. The Performance Scorecard website was developed to focus many indicators – some of the on a more limited set of measures that are the most relevant to the indicators are of great importance, next column) whereas others are much less public and policymakers. While the website features a more limited set significant. of measures, an important feature of the Scorecard website is that it presents a multi-dimensional picture of City services and the overall health and viability of the San Francisco as a City and government.
Related Recommendations (1)
R3
1 In consultation with other SFG entities and community The recommendation will not be The City currently tracks performance data for over 1,000 measures. The Performance Scorecard website represents a more focused set groups, the Office of the Controller should propose a implemented because it is not narrowed set of PS indicators, likely not exceeding 30 total, warranted or reasonable (explanation of measures that are the most relevant to the public and by October 1, 2017; the Board of Supervisor's GAO in next column) policymakers. In addition to focusing on these priority areas, the Committee should be invited to comment on the revised Performance Scorecard website is meant to present a multi- indicators prior to submission to the Office of the Mayor for dimensional picture of City services and overall health and viability review and approval. of the City itself. In order to do this, the Performance Scorecard includes a broad array of measures, some of which are meant to be simply educational and informative to both the public and policymakers. In collaboration with the Controller's Office, we regularly review the measures reported on the Performance Scorecard website to highlight those that are more important or most informative to the public or policymakers, while also representing the full scope of City services and overall viability. In past attempts to put a hard number, such as 30, on the development of indicators, the process inevitably produces resentment from many pockets of community and city workers who may have felt that important information gets left out. The Mayor prioritizes, and City staff values, that all City efforts are inclusive and considered through an equity lens. When developing indicators the City balances this strong San Francisco value with the need for brevity. This is something the Mayor cares about deeply and is a constant balancing act.
F4
Having performance indicators disagree with it, While the Scorecards website endeavors to have an associated goal for partially (explanation in all measures, some measures lend themselves to tracking for the without associated goals goes against practice in other leading cities, and next column) purpose of understanding trends. Performance trends can demonstrate important and useful information for observing performance over time. limits the public's ability to For example, by looking at performance trends, we can see that the understand how the SFG is numbes of active probationers or the population juvenile hall in San progressing. Francisco are decreasing, which speaks to the policies and practices that the City has put in to place better than measuring against a target population number. However, the Mayor's Office agrees that most measures should have an established target or benchmark to measure against, and will continue to work with departments to determine that best target or benchmark for each measure, where appropriate. As part of the budget development process, the Mayor's Budget Office
Related Recommendations (1)
R4
1 The Mayor's Office should ensure that by January 1, 2018 The recommendation has not been, This work has been planned for months and is now underway. every PS indicator has a linked goal, with all goals approved but will be, implemented in the future January 1, 2018 is an ambitious goal given that the Mayor values by the Mayor - these goals comprise the SFG's overarching timeframe for implementation noted inclusion and consensus building, and working with 50 departments annual operational plan. in next column) (whose goals are often a reflection of community enagement practices) will likely require timely and focused deep dives into their data systems and then back to the community if we do not currently have the right inputs. The Mayor's Office is very enthusiatic about this work and the goal is to get it right, setting the right precedent for building strategic plans moving forward.
F6
The PS framework is not formally disagree with it, partially (explanation in carefully reviews a number of departmental performance measures, integrated into the SFG's planning including, but not limited to, the measures that appear on the process other than occasional budget next column) Scorecards website. These measures, including the Performance discussions, whereas its true value is Scorecard measures, are published in the annual Mayor's Budget Book, the extent to which SFG planning and and reported regularly on the Mayor's website. However, the Mayor's budgeting is directly linked to the PS Office agrees that there are additional, important steps that can be framework. taken to further integrate performance measures into City planning. 2016-17 Civil Grand Jury Accelerating SF Government Performance: Mayor's Office Responses 2017 Responses # Findings (Agree/Disagree) 2017 Response Text
Related Recommendations (1)
R6
Beginning in fiscal year 2018, the revised PS framework The recommendation has not been, This work has been planned and is curretly under way. The Mayor's Office is actively working with all departments to draft brief public- should be formally incorporated into the SFG department but will be, implemented in the future strategic planning and budgeting process - in particular, the (timeframe for implementation noted facing summaries of their more complex and detailed startegic plans. These summaries will include the alignment between Office of the Mayor should require each department to: in next column) individual department plans and the Mayor's citywide vision. This
F7
The specific indicators used within The Mayor's Office agrees that indicators should reflect those measures disagree with it, the SFG's PS framework to track partially (explanation in that are of concern to the public and policymakers. However, the Performance Scorecard website should also reflect performance performance in the areas of the next column) against charter-mandated levels of services, or industry best practices. gravest public concern should be Limiting the Performance Scorecard website to only those measures updated to better reflect what the SFG is doing to address the public's that are of gravest public concern would limit reporting, and would leave out performance reporting that has been mandated by the voters gravest concerns. or others. The Mayor's Office will continue to work with the Controller's Office to ensure that the Performance Scorecard website includes updated performance measures that best reflect the priorities of the City. 0 11 10 12 . . . . . . . . . . . . . . . . . . . . . 10. 7.0 2016-17 Civil Grand Jury Accelerating SF Government Performance: Mayor's Office Responses # 2017 Responses (implementation) 2017 Response Text
Related Recommendations (1)
R7
1 The Controller's Office should update, by January 1, 2018, The Mayor's Office and Controller's Office are currently working The recommendation has not been, the current housing affordability indicators based on but will be, implemented in the future with the Mayor's Office of Housing and Community Development, and other related City departments, to include updated housing recommendations from the Director of the Mayor's Office (timeframe for implementation noted of Housing and Community Development, and submit the in next column) measures on the Performance Scorecard website. We anticipate revisions to the Office of the Mayor for review and that these measures will be available to report on the Performance scorecard website by January 2018. approval. 2016-17 Civil Grand Jury Accelerating SF Government Performance: Mayor's Office Responses # Recommendations 2017 Responses (implementation) 2017 Response Text
* This report's PDF did not contain easily extractable text and required Optical Character Recognition (OCR) for analysis. There may be minor errors in the extracted findings and recommendations due to OCR limitations with scanned documents.