HomeMy WebLinkAboutFY 2008 Performance MeasuresTOWN OF LEXINGTON,
MASSACHUSETTS
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BUDGET SUPPLEMENT
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FISCAL YEAR 2008 RECOMMENDED
BUDGET & FINANCING PLAN
MARCH 23, 2007
PERFORMANCE MEASURES - MUNICIPAL OPERATIONS
Performance Measures
What are performance measures?
Performance measurement is a management
tool for determining how well a program is
accomplishing its mission, goals and
objectives through the delivery of its services.
A performance measure identifies what will be
measured to monitor accomplishment of
objectives and progress toward goals. The
Town of Lexington utilizes three different
kinds of performance measures: workload or
output measures, efficiency measures and
outcome measures.
Workload/ Output Measures — Workload
indicators report the quantity or volume of
products and services provided by the
program without regard to quality. An
example of this is shown on the next page.
The number of 911 calls received by dispatch
is a workload measure — it measures the
quantity of calls received, but does not
describe the quality of the assistance
provided the dispatcher or how quickly the
emergency was resolved.
Efficiency Measures— Efficiency measures
indicate how well resources are being used.
Efficiency indicators measure the cost, either
in terms of dollars or personnel hours per unit
of output or outcome. Efficiency measures
indicate how well resources are being used.
This type of measure is focused on
productivity and /or cost - effectiveness. Using
the dispatch example, dividing the number of
calls received by dispatchers by the number
of full -time employees is one form of
efficiency measure.
Outcome Measures/ Effectiveness —
Outcome indicators measure the results and
accomplishments of the program or service
provided. Outcome indicators can be defined
as measures of the quality of the program
outputs (for example, responsiveness,
timeliness, compliance, accuracy and
customer satisfaction). Outcome indicators
can also be defined as measuring the degree
to which programs accomplish their mission.
Outcome measures should be important to
the customers and /or the public. Some
outcome measures reflect intermediate steps
to achieving the intended purpose.
Therefore, not all of the measures in this
category reflect end outcomes in and of
themselves.
In the case of dispatch, the desired outcome
is to make sure that the call for help is
answered by dispatch without transfer to
another agency. The goal for this measure to
make sure that all calls are answered by
dispatch. In the last three years, the police
has met this goal except for one call.
What is that symbol that appears next to
certain measures?
In 1998, Lexington 2020 Vision was launched
as a town -wide effort to empower and
engage residents to help
I CuINCTnhI determine what the town
,r' "2 D will be like in the year
2020. The process is a
Vl S N comprehensive, long -
range, public visioning
and planning effort. Since Spring 2001, town
and school staff has begun integrating the
2020 Goals and Actions into their annual
planning efforts. One of the central planning
efforts undertaken each year is the
preparation of the annual budget.
Adjacent to selective objectives a
2020 symbol, such as the one
shown at right, will appear. This symbol
means that the particular budgetary objective
shown addresses a Appropriated action or is
aligned with a goal in 2020 Vision. Although
the particular goal within 2020 Vision is not
identified, the idea is to make citizens aware
of the connection between Lexington's long -
range vision and the short -term objectives
within the budget. For more information on
Lexington 2020 Vision, including updates on
the progress of the plan, please contact the
Town Manager's Office at (781) 862 -0500 ext.
276 or go online to http: / /ci.lexington.ma.us.
FY 2008 Recommended Budget & Financing Plan PM -1 Performance Measurement Supplement
Performance Measurement Example
Subprogram
Goal of Subprogram
COMBINED DISPATCH
OBJECTIVES
► To have 100% of 911 calls answered professionally at the dispatch center before transfer to a
back up agency.
Performance Measure Type of FY2004 FY2005 FY2006 FY2007 FY2008
Number of 911 calls received Workload 5,077 4,815 4,652 4,700 4,700
Number of 911 calls answered per FTE Efficiency 634.6 601 581 671 600
Number of 911 calls answered before Outcome
transfer to back -up agency 100% 100% 99.4% 99% 99%
Measure
Type of Measure Five -Year Trend
Performance measures such as the one shown
above for dispatch follow a similar design
throughout the budget. Goals that describe the
departments' main tasks are broken up into
objectives. All objectives are easily found by
looking for the P. symbol. Particular objectives
are then are broken into performance measures.
Why Performance Measures?
The Town of Lexington strives to provide
the highest quality of services at the lowest
possible burden to its taxpayers and
citizens. Performance measures are
increasingly being used by the Town of
Lexington and municipalities throughout the
country to evaluate the quality and quantity
of services provided. Performance measures
are included as a supplement to the budget
to show how departments perform the tasks
they are assigned to do, how efficiently they
use resources, and what services need
improvement.
This document
The following pages contain the
Performance measures for Municipal
Operations of the Town of Lexington for FY
2008. It includes performance measures
for:
• Public Works
• Water & Sewer Enterprise
• Public Safety (Police, Fire & Rescue)
• Cary Memorial Library
• Recreation Enterprise
• Social Services
• Community Development (Building &
Zoning, Conservation, Health,
Planning)
• General Government (Selectmen,
Town Manager, Finance, Town
Clerk, MIS)
FY 2008 Recommended Budget & Financing Plan PM -2 Performance Measurement Supplement
3100 Department of Public Works (Oversight) - Mission Statement, Goals & Objectives, Performance
MISSION STATEMENT:
The mission of the DPW Administration is to provide executive direction and leadership to all aspects of the public works
department. We are a team of professionals committed to promoting good management practices, administering town
policies, and providing prompt, courteous service to internal and external customers. We provide the necessary support
and resources to secure public safety and achieve the goals and objectives of the department.
OBJECTIVES
► Keep website up -to -date and accurate.
► Utilize mailings, voice mail messages, press releases, and the cable access network to keep residents informed.
OBJECTIVES
► Respond to cutomer complaints within 48 hours.
► Effectively use the phone systems and voice mail to direct customers.
OBJECTIVES
► Use media to update residents.
► Record data and keep records of customer comments.
► Analyze and /or report on customer issues to decision makers.
OBJECTIVES
► Timely turn around of accounts payable.
► Timely receipt of accounts receivable.
► Meet deadlines for the budget process.
OBJECTIVES
► Promote employee participation in seminars, conferences and workshops.
► Encourage employee advancement when there are position vacancies.
PM -3
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year.
3100 Department of Public Works (Oversight) - Mission Statement, Goals & Objectives, Performance
MISSION STATEMENT:
DPW Engineering is committed to improving the quality of life throughout the community. We strive to protect and
enhance the Town's infrastructure by fostering teamwork with the public and all Town departments and by maintaining an
atmosphere in which independent and creative thinking can spawn solutions in concert with the highest engineering and
performance standards.
OBJECTIVES
► Continue to implement new and renewal projects to add to, rehabilitate and replace
infrastructure, buildings, and facilities.
► Maintain on- schedule capital project completion percentage at 100 %.
► Maintain on- budget capital project completion percentage at 100 %.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007*
FY 2008
Number of capital projects
Workload
15
6
13
13
10
Number of capital projects completed on schedule
Efficiency
13
6
12
13
10
% Capital projects completed on schedule
Outcome
87%
100%
92.31%
100%
10
*Only 12 capital projects were scheduled for FY2007, howeverthe Engineering Department was able to complete 13.
► Improve the condition and life of the Town's roadway system through careful application of the
principles of pavement management.
► Improve water quality through rehabilitation of the water distribution system. Improve the
structural integrity of and reduce infiltration into the sanitary sewer system through the sewer
► Make sewer available to all dwellings in Lexington where it is economically feasible through the
sewer collection system program.
► Improve the condition and life of public buildings through prioritized maintenance investment
in the building envelope.
► Maintain capital project completion on or under budget 100% of the time.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY 2008
Number of capital projects completed
Workload
13
6
12
13
10
Number of capital projects completed on or under
budget
Efficiency
13
5
12
13
10
% Capital projects completed on or under budget
Outcome
100%
83%
100%
100%
PM -4
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year.
3100 Department of Public Works (Streetlights) - Mission Statement, Goals & Objectives, Performance
MISSION STATEMENT:
The streetlight maintenance program strives to proactively maintain a cost effective lighting system that enhances Public
Safety along Lexington roadways, while considering all characteristics of light source quality.
OBJECTIVES
► Reduce the annual outage percentage.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY 2008
Total number of outages repaired
Workload
807
251
543
600
620
Number of roll -over outages at the end of the fiscal
Efficiency
28
30
21
21
18
inspection and /or repairs
Workload
67
88
9
10
10
year
Outcome
2
2.5
1.5
1.5
1.3
Average number of new outages reported per month
Workload
74
100
85
75
65
Average number of unresolved outages per month
Efficiency
150
150
13
10
10
Average percent of unresolved outages per month
compared to the entire system
Outcome
5%
5%
4%
3%
3%
OBJECTIVES
► Reduce the average time electric repairs are resolved by the contractor.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY 2008
Number of outages resolved by the contractor
Workload
163
86
227
250
220
Average days to resolve outages by contractor after
Efficiency
28
30
21
21
18
inspection and /or repairs
Efficiency
70
30
21
15
14
initial inspection by Town Staff
Outcome
2
2.5
1.5
1.5
1.3
Percent reduction in the Contractor's repair time
Outcome
-70%
57%
30%
29%
7%
► Achieve an average resolution rate of 14 days or less for bulb and sensor replacement.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY 2008
Number of outages resolved by DPW staff
Workload
644
165
316
350
380
Average days to resolve requests by DPW staff for
Efficiency
28
30
21
21
18
inspection and /or repairs
Average resolution time compared with 14 day
Outcome
2
2.5
1.5
1.5
1.3
objective
PM -5
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year.
3200 Highway Division - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
The mission of the Highway Division is to maintain the town streets, sidewalks and storm water management
inlets in a safe and clean condition and to provide for the safe movement of vehicular traffic by performing
minor construction repairs, removing snow and ice from streets, installing traffic signs and lane or line
markers and supervising the work of contractual service providers who perform repairs, cleaning or
maintenance work. In addition, the Road Machinery Division ensures that the Town's fleet is always
operational and well maintained by providing an efficient and effective maintenance and repair program and
fuel management system.
OBJECTIVE
► Minimize the time blockages back up the normal flow of storm water in order to reduce the
chances of street flooding as much as possible and to keep costs low.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of basins
Workload
4,700
4,700
4,700
4,700
4,700
Average cost per basin to maintain
Efficiency
$610
$510
$490
$480
$450
Average cost per basin to repair
Efficiency
$560
$520
$510
$500
$480
Average response time from notification to repair
Outcome
45 days
40 days
38 days
30 days
30 days
► Provide program to protect wetlands, streams, and ponds.
[*)]*10 VA M
► Ensure that the lines, crosswalks, stop bars, parking tees etc. are properly maintained and that
we are making the most efficient use of the funds and labor available.
OBJECTIVE
► Repair all vehicles in a timely manner.
OBJECTIVE
► To reduce breakdowns and reduce vehicle downtime.
OBJECTIVE
► Replace aged and obsolete equipment before it becomes too costly to repair.
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -6
3300 Public Grounds - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
The Park and Forestry Divisions act cooperatively with other Town Departments, user groups and concerned
citizens to enhance the quality of life for Lexington's citizenry and employees. We support Town services and
recreational opportunities through proactive maintenance programs designed to build community, preserve the
Town's green character and open spaces and promote public safety. The Cemetery Division staff provides
compassionate, courteous and professional service to bereaved families and strives to provide well- maintained
cemetery grounds.
OBJECTIVES
► Maintain the landscapes /trees at each of the Town's park and recreational facilities to provide a consistent
appearance without visible signs of deterioration.
► Ensure the Park, Forestry and Cemetery Divisions' maintenance programs accurately reflect the needs of its
customers.
► Install, enhance, renovate and repair in- ground irrigation systems at parks, athletic fields, public grounds
areas, recreation areas and cemeteries.
► Implement comprehensive turf management programs for parks, athletic fields, public grounds areas,
recreation areas and cemeteries.
Performance Measure - Cemeteries
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of hours of turf maintenance
Workload
1,527
933
700
800
880
Total number of complaints
Workload
29
21
12
10
8
Percent reduction in patron complaints
Outcome
45%
28%
43%
17%
20%
Performance Measure - Park Areas
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of hours of turf maintenance
Workload
4,613
5,105
4,500
4,600
4,680
Total number of complaints
Workload
12
8
5
4
3
Percent reduction in user complaints
Outcome
40%
34%
38%
20%
25%
OBJECTIVE
► Identify and treat public shade trees that could threaten the public and /or
private property, pedestrians and vehicular traffic. QD
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of hazard trees found
Workload
71
124
67
100
110
Number of precincts inspected per year
Workload
3
2
2
2
2
Percent of hazardous conditions resolved within
Outcome
66%
70%
75%
80%
85%
two weeks
Percent of Town trees inspected according to the
Outcome
33%
22%
22%
22%
22%
hazardous tree inspection schedule
Percent of trees inspected in each precinct per year
Outcome
100%
100%
100%
100%
100%
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -7
3300 Public Grounds - Mission Statement, Goals & Objectives, Performance Measures
OBJECTIVE
► Implement a playground inspection program to reduce risk and perform repairs in a timely manner. QD
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of hours of inspection performed
Workload
235
259
250
260
288
Number of hours of playground repair /maintenance
Workload
283
302
250
260
288
Average time from identification of park/playground
Efficiency
Emergency-
Emergency-
Emergency-
Emergency-
Emergency -
equipment /facility deficiency until the repair is
24 hm;
24 hm;
24 hm;
24 hm;
24 hm;
completed.
Important-
Important-
Important-
Important-
Important -
72 hm;
72 hm;
72 hm;
72 hm;
72 hm;
Routine -2
Routine -2
Routine -2
Routine -2
Routine -2
wks
wks
wks
wks
wks
Percent of playground equipment inspected for
Outcome
structural integrity
100%
100%
100%
100%
100%
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -8
3400 Environmental Services - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
The mission of Waste Management is to reduce the generation of solid waste within the community by working to educate the
residents to reduce the solid waste they generate, accelerate recycling and composting efforts, commit the remainder of the
solid waste to energy disposal, and reduce the toxicity of the waste stream.
OBJECTIVES
► To increase the curbside recycling rate by implementing a comprehensive solid waste and recycling
educational program. 4D
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Total tons of municipal solid waste collected curbside
Workload
9,404
9,361
9,740
9,100
9,200
Total number of households provided with solid waste
Workload
0
12
12
12
12
collection services
Workload
10,999
11,019
11,039
11,059
11,079
Total tons of recyclables (paper & containers) collected
Workload
9000
9250
9500
9750
9800
curbside
Workload
5,582
5,444
5,221
5,300
5,400
Total number of households provided with curbside
Efficiency
0.79
0.81
0.83
0.85
0.86
collection of recycling
Workload
11,373
11,393
11,413
11,433
11,453
Average tons of solid waste generated per household
Efficiency
0.85
0.85
0.88
0.82
0.83
Average tons of recycling collected per household
Efficiency
0.49
0.48
0.46
0.46
0.47
Percentage of total curbside materials picked up that is
recycleable
Outcome
37%
37%
35%
37%
37%
Percentage change in trash generation
Outcome
1%
0%
4%
-7%
1%
Percentage change in recycling tonnage
Outcome
0%
-2%
-4%
2%
2%
Special Wastes:
Total tonnage of computers and television sets collected
Workload
66
77
90
100
110
Total number of white good units collected
Workload
2804
2692
2568
2600
2700
► To increase the amount yard waste accepted at the Hartwell Avenue compost site or collected curbside and
promote the diversion of household organic matter.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Total tons of yard waste collected curbside
Workload
0
1424
1450
1475
1475
Number of curbside yard waste collections
Workload
0
12
12
12
12
Total tons of yard waste and brush accepted at compost
facility
Workload
9000
9250
9500
9750
9800
Number of compost bins sold
Workload
90
59
70
75
80
Average tons of yard waste collected per household
Efficiency
0.79
0.81
0.83
0.85
0.86
Average tons of yard waste collected curbside per
household
Efficiency
NA
0.12
0.13
0.13
0.13
Percentage change in curbside yard waste tonnage
Outcome
-100%
2%
2%
2%
0%
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -9
3400 Environmental Services - Mission Statement, Goals & Objectives, Performance Measures
OBJECTIVE
To operate the Minuteman Regional HHP Facility and promote the diversion of household hazardous
products generated by Lexington residents on 8 annual collections (now 7 Saturdays & 1 Sunday). OD
Performance Measure*
Type of Measure
CY2003
CY2004
CY2005
FY2006
FY2007
Total number of vehicles that use the Minuteman Facility
Workload
4,366
3,939
2,885
2,569
2,600
Number of Lexington vehicles that use the Minuteman
facility
Workload
1,461
1,526
950
956
1,000
Average cost per car for Lexington residents
Efficiency
$29.00
$37.00
$36.23
$38.63
$39.00
Percentage of Minuteman Facility users who are Lexington
residents
Outcome
33%
39%
33%
37%
38%
* These measurements are based on a calendar year versus a fiscal year.
** The cost per car for Lexington residents is subject to a number of factors including the total number of Lexington residents that
use the Minuteman facility annually.
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -10
3500 Building Maintenance Division - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
The Building Maintenance Division is dedicated to proactively maintain safe, clean, healthy and
energy- efficient municipal facilities for the public and Town employees while respecting the
historic integrity of the Town of Lexington.
OBJECTIVES
► Develop a comprehensive work order system. 4ED
► Continue to improve the quality and efficiency of custodial services to internal and external
customers.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Total number of production hours
Workload
11,300
9,300
12,006
13,616
13,616
Number of routine requests received
Workload
750
750
825
825
825
Average time to complete a routine request
Efficiency
2 -3 days
3 -5 days
5-7 days
3 -5 days
3 -5 days
Percentage of time spent on:
Outcome
Custodial
70%
75%
75%
75%
75%
Preventative Maintenance
15%
15%
10%
10%
10%
Repairs
10%
S%
10%
10%
10%
Special Requests
S%
S%
S%
S%
S%
Percentage of routine requests completed in
2 -3 days
Outcome
75%
60%
45%
45%
45%
OBJECTIVE
► Monitor all Town buildings for energy consumption based on a utility category / type to
formulate a 3 year moving average.
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -11
3600 Transportation - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
The Transportation Services Office, working with other town departments and committees, seeks to provide
viable, cost - effective, multi -modal transportation services to local businesses and neighborhoods. Services
emphasize the needs of seniors, students and persons with special needs.
OBJECTIVES
► Expand community awareness of LEXPRESS.
► Market service through monthly newspaper articles, transit guides, schools and senior center.
Performance Measure
Type of Measure
*FY2004
FY2005
FY2006
FY2007
FY2008
Annual ridership
Workload
25,500
50,000
56,877
67,000
77,000
Number of passes sold
Workload
150
200
225
150
170
Percent increase in
ridership
Outcome
-70%
96%
14%
18%
15%
*Reduction from 6 to 4 routes and 12 months to 10 months
► Increase alternatives to single occupancy vehicles.
OBJECTIVES
► Promote regional public transit
► Publicize transportation alternatives
Performance Measure Type of Measure FY2004 FY2005 FY2006 FY2007
FY2008
Transportation Inquiries Workload 5,000 5,200
5,300
Percent increase in Outcome
transportation inquiries 4%
2%
► Improve public transportation and "on -call' taxi.
► Provide incentives for non - driving alternatives to school. QD
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -12
3700/3800 Water /Sewer Enterprise - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
The Water /Sewer Division strives to enhance the quality of life in Lexington by providing quality drinking water,
by ensuring the proper and safe discharge of our wastewater and by maintaining our commitment to improving
the infrastructure. We support other Town departments and serve the needs of our customers in a friendly,
respectful and professional manner.
OBJECTIVES
► Provide the opportunity for employees to attend safety training,
education and water operations courses annually.
► Attend confined space entry training biannually.
► Submit articles to the local newspaper and cable television.
► Insert informational materials with water bills to better inform our customers.
OBJECTIVE
► Conduct annual water system flushing program consisting of half the Town's total number of hydrants.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Total number of hydrants
Workload
1500
1500
1500
1500
1500
Number of hydrants flushed
Workload
750
170
750
750
750
Number of hydrants that are accessible
Efficiency
750
750
750
750
750
Percentage of water systems flushed
Outcome
0%
61%
50%
100%
100%
► Maintain an inclining rate system that encourages water conservation. QD
OBJECTIVE
► Continue with flushing 100% of trouble spots in the sewer system.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of sewer main lines flushed in feet
Workload
110,000
131,240
150,000
150,000
148,000
Number of blockages per year
Workload
16
14
15
15
13
Percentage of trouble spots flushed
Outcome
100%
100%
100%
100%
100%
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -13
4100 Law Enforcement -Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
The Lexington Police Department is committed to providing quality service, working in partnership with the community
to solve problems and promote values, which enhance the quality of life in Lexington.
PATROL & ENFORCEMENT
OBJECTIVES
► To reduce criminal activity through prevention, problem solving and enforcement initiatives.
Performance Measures
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of responses made to crimes
Workload
810
787
758
790
780
Number of individuals processed for criminal
Workload
859
2,337
2,089
2,200
2,200
activity (including warrants)
Workload
1,181
2,420
1,557
2,000
2,000
• adults
Workload
326
379
298
325
325
• juveniles
Workload
39
47
41
40
40
Cost of patrol and enforcement per capita
Efficiency
$66.21
$75.00
$71.20
$71.01
$72.00
Ratio of persons charged (or held accountable) to
Efficiency
93
143
123
135
135
all crimes reported
Outcome
73/162
10/19
29/92
45%
45%
► Maintain regional policing affiliations for training and personnel support.
► Improve traffic services to reduce community complaint, fear and concern
about unsafe driving behaviors and practices.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of motor vehicle citations issued
• warnings
Workload
859
2,337
2,089
2,200
2,200
• civil infractions
Workload
1,181
2,420
1,557
2,000
2,000
• criminal complaints
Workload
126
186
115
145
145
• arrests
Workload
71
66
42
55
55
Total number of accident responses
Workload
1,091
903
855
900
900
Number of traffic citations per FTE
Efficiency
93
143
123
135
135
Number of accidents per 1,000 residents
• fatal
Outcome
0.03
0.03
0.10
0
0
• other injuries
Outcome
3.9
3.5
4.1
3.9
3.9
• without injuries
Outcome
18.5
15.2
15.8
15.0
15.0
► Continue affiliation with the Traffic Safety Advisory Committee (TSAC).
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -14
4100 Law Enforcement -Mission Statement, Goals & Objectives, Performance Measures
COMBINED DISPATCH
OBJECTIVES
► To have 100% of 911 calls answered professionally at the dispatch center before transfer to a back up agency.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of 911 calls received
Workload
4,924
4,806
4,641
4,600
4,600
Number of 911 calls answered per FTE
Efficiency
615
600
516
530
530
Number of 911 calls answered before transfer to
Workload
11,385
11,058
11,016
11,200
11,200
back -up agency
Outcome
99%
99%
95%
99%
99%
► Maintain a 100% compliance standard with Criminal History System Board Audits for record input,
security and maintenance of CJIS records.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of records randomly audited for
• police (with crime)
Workload
83
80
80
80
80
compliance
Workload
11,385
11,058
11,016
11,200
11,200
Number of CJIS operators trained, tested, certified
Workload
52
50
56
56
56
Criminal History System Board Audits for
compliance
Outcome
100%
100%
100%
100%
100%
► Promote a culture within the dispatch center that mandates that all calls for service will be handled
in a professional and courteous manner.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of service calls dispatched requiring:
• police (with crime)
Workload
810
787
705
715
715
• police (without crime)
Workload
11,385
11,058
11,016
11,200
11,200
• fire
Workload
3,440
3,329
2,989
3,000
3,000
Percent of survey respondents who agree or
strongly agree that calls are handled professionally
Outcome
1999 Survey achieved
96% satisfaction rate.
and courteously.
► Promote an open and accessible relationship with the community.
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -15
4100 Law Enforcement -Mission Statement, Goals & Objectives, Performance Measures
INVESTIGATION - PREVENTION
OBJECTIVES
► Successfully clear assigned cases through solvability factors.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of NIBRS reported crimes assigned to the
Workload
1,086
2,715
2,715
3,801
3,801
bureau
Workload
11
10
11
10
10
• felony
Workload
104
104
90
90
90
• misdemeanor
Workload
37
38
35
35
35
Number of investigations per FTE investigator
Efficiency
*$0.00
$26.00 **
$29.92
$29.00
$29.00
• Detectives
Efficiency
*60
61
70
70
70
• School Resource Officers
Efficiency
*35
23
30
30
30
• Drug Task Force Detective
Efficiency
*
69 * **
59
60
60
Percent of assigned crimes cleared
• felony
Outcome
36%
43 % **
40%
40%
40%
• misdemeanor
Outcome
59%
50%
60%
60%
60%
* Note: Bureau cuts began in FY03 even before override eliminated services
** Note: many cases stillun der invest1gation *** Drugiask Force and Lexington cases combined
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of hours spent in the schools
Workload
1,086
2,715
2,715
3,801
3,801
Number of youth diverted from court
Workload
11
10
11
10
10
Cost of School Resource Officers per student
Outcome
*0
100(+)
70
75
75
• middle school
Efficiency
*$0.00
*$0.00
*$0.00
$34.94
$34.94
• high school
Efficiency
*$0.00
$26.00 **
$29.92
$29.00
$29.00
• Minuteman Technical School
Efficiency
$63.02 * **
$63.02 * **
$65.45
$69.97
$70.00
Percent of School Principals and key staff rating the
School Resource Officer Program as beneficial
Outcome
*No funding * *Funding restored ** *Grant Funded through fy05, then paid byMMTech
► Investigate illegal controlled substances distribution, identifying and prosecuting drug dealers in and around
the Lexington area in a task force environment.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of Drug Task Force Cases investigated
Workload
*0
58 **
57
60
60
Number of hours spent with Task Force
Workload
*0
1,650
1,650
1,650
1,650
Number of drug dealers identified and prosecuted
Outcome
*0
100(+)
70
75
75
(Suburban Middlesex Task Force).
* Note: Bureau cuts as a result of the failed override. ** Participation in SMCDTFrestarted Sept '04
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -16
4100 Law Enforcement -Mission Statement, Goals & Objectives, Performance Measures
PARKING METER AND FLEET MAINTENANCE
OBJECTIVES
► To ensure equitable turnover of parking spaces at meters in the center.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of parking tickets issued by Parking Control
Workload
7,649
7,700*
5,175
6,000
6,000
Officer
Number of meters maintained
Workload
500
500
500
500
500
Cost of Lexington Center meter enforcement
Efficiency
$29,301
$42,372
$42,372
$44,301
$45,408
Dollar amount of parking meter revenue collected
Outcome
$172,069
$200,695
$209,541
$215,000
$215,000
*Estimate -- parking ticket vendor changed mid fiscal year
► Maintain Parking Control Officer Program.
► To maintain the fleet of vehicles to meet the needs of the department.
Performance Measure
Type of Measure
fY2004
fY2005
fY2006
FY2007
FY2008
Number of vehicles maintained
Workload
21
21
22
22
22
Number of vehicles:
• traded
Workload
2
1
0
0
0
• transferred to another department
Workload
2
3
3
3
3
• taken out of service
Workload
1
0
0
0
0
Availability of the Fleet (average monthly):
• marked vehicles
Outcome
95%
95%
96%
95%
95%
• unmarked vehicles
Outcome
98%
98%
98%
98%
98%
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -17
4200 Fire Services - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
The mission of the Lexington Fire Department is to protect the lives and property of the community from
emergencies involving fire, medical, hazardous materials and environmental causes. This mission will be achieved
through public education, code management, and emergency response.
OBJECTIVES
► Develop a strategic plan for delivery of EMS for the community.
► To have at least 98% of EMS service recipients rate the services as good or better.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of Emergency runs
Workload
3,653
3,602
3,700
3,700
4,087
Number of Emergency Medical Service (EMS)
Workload
-
153
200
200
150
All other inspections
Workload
2,154
2,158
2,154
2,154
2,162
runs
Percent of Fire Department EMT certified
Efficiency
96%
96%
93%
94%
945%
Percent of Fire Department Paramedic
certified
Efficiency
-
-
35%
38%
41%
Percent of EMS service recipients rating
Outcome
90%
90%
90%
90%
90%
services as good or better
Outcome
99%
99%
99%
99%
99%
► Provide timely and effective Fire Suppression.
Performance Measure Type of Measure FY2004 FY2005 FY2006 FY2007
FY2008
Number of structure fires Workload 31 55 30 30
36
Percent of fire incidents without fire fighter
FY2007
Outcome 96% 96% 96% 96%
96%
injury
525
► Provide fire prevention services through code compliance measures.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of smoke detector inspections
Workload
525
460
500
500
625
Number of quarterly inspections
Workload
-
153
200
200
150
All other inspections
Workload
290
760
700
700
750
Percent of quarterly inspections completed
Outcome
96%
94%
94%
97%
100%
on time
Percent of quarterly inspected properties in
compliance initially
Outcome
90%
90%
90%
90%
90%
► Provide consistent EMS guidance to the community CID
► Provide public education to the community on fire safety and disaster preparedness. '®
OBJECTIVES
► Determine future needs for Fire /Rescue services within the Town.
OBJECTIVES
► Improve department training practices and needs.
► Determine future needs; develop and implement new policies, including standard operating guidelines.
► Monitor and improve customer service delivery.
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -18
5100 Cary Memorial Library - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
The Cary Memorial Library seeks to provide the Lexington community with materials, resources and
services that promote lifelong learning and cultural enrichment. We endeavor to provide collections in a
variety of formats to a culturally and educationally diverse population. We are committed to providing a
knowledgeable, responsive staff to facilitate the retrieval of information and use of the library's
resources.
All information relates to Cary Memorial Library Strategic Planning document.
OBJECTIVES
► Inform the community about library services by producing print and non -print materials that encourage
community members to take full advantage of the library's resources and programs.
Performance Measure
Type of Measure
FY2006
FY2007
FY2008
Press releases and articles submitted to
outcome
237,750
230,000
237,750
newspapers and school newsletters
outcome
107
120
120
Number of booklists produced
outcome
19
11
16
Number of thematic book displays and bulletin
board displays
outcome
108
78
85
Number of program flyers, broch u res, and
outcome
$49,585
$89,543
$89,543
Library newsletters
outcome
55
29
30
Number of visits to website
efficiency
10,386
11,295
14,500
Hours spent maintaining Website
workload
520
530
545
OBJECTIVES
► Ensure that the collection development policy is responsive to community needs, and addresses resource
sharing, electronic resources, and preservation.
► Secure reliable funding that willl grow to meet annual cost increases of materials and processing
► Ensure the currency of the collection
Develop and implement a policy on the acquisitionn and archiving of materials of an historical nature
► relating to Lexington, including eletronic resources.
Performance Measure
Type of Measure
FY2006
FY2007
FY2008
Total number of holdings /print and non -print
outcome
237,750
230,000
237,750
Number of items added to collection
outcome
12,301
13,000
13,500
Total circulation
outcome
621,631
624,447
626,008
Total number of interlibrary loans and network
transfers
workload
77,889
85,526
86,000
Size of Municipal materials budget
outcome
$49,585
$89,543
$89,543
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -19
5100 Cary Memorial Library - Mission Statement, Goals & Objectives, Performance Measures
OBJECTIVES
► Provide public service staffing in all departments sudfficient to insure optimum access to library services for
all patrons
Performance Measure
Type of Measure
FY2006
FY2007
FY2008
Total Circulation
workload
621,631
624,447
626,008
Number of Library Programs
workload
258
308
310
Attendance at Library Programs
outcome
13,098
12,594
13,000
Number of Newly Registered Borrowers
outcome
2,488
2,578
3,838
Number of Interlibrary Loans and Network
workload
77,889
85,526
86,000
Transfers
Number of Reference Questions, including Ask
workload
48,858
6,506
7,500
Us
outcome
226
275
275
Volume of Door to Door Delivery Service
efficiency
144
171
175
Number of calls to Telephone Reference
workload
9,848
10,925
11,180
Number of Professional Development Courses
efficiency
74
76
47
OBJECTIVES
► Provide a flexible reliable, easily maintained, up -to -date, and scalable network infrastructure.
► Address ergonomic and assistive technology needs, including foreign language support , throughout the
library.
Performance Measure
Type of Measure
FY2006
FY2007
FY2008
Usage of Study Rooms
outcome
5,512
5,590
6,000
Number of uses of Meeting Room & Learning
workload/outcome
1,008
1,200
1,250
Center
Usage of audio - visual equipment, including
efficiency
174
190
195
assistive listening devices
Volume of Internet usage /guest access,
cybrarian
outcome
59,673
63,642
71,550
Usage volume of "Ask Us" Reference Service
outcome
226
275
275
Number of public and staff PCs with foreign-
language input features activated
outcome
40
52
65
Number of self- checkout convenience stations
efficiency
1
2
2
Number of public and staff PCs and devices
compliant with ADA specifications for assistance
outcome
39
43
65
and /or those with specialized assistive uses
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -20
5200 Recreation - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
Lexington Recreation strives to provide affordable, quality recreation programs meeting the needs of the
community. We are committed to providing quality recreational services that are educational, fun and rewarding.
The Recreation Department promotes participation by all Lexington citizens in diverse, interesting and high quality
recreational and leisure opportunities in safe, accessible and well - maintained Park and Recreation facilities.
OBJECTIVES
► Use 'state-of-the-art' technology for program planning and to track revenue and expenses. QD
► Educate everyone we work with and do business with that we operate as an enterprise.
► Explore means for controlling costs and expanding sources of revenue. OD
► Develop strategic capital improvement plan. QED
► Increase the number of volunteer hours used to support the recreation programs. 42D
► To have 100% cost recovery for all of the recreational programs provided. QIYP
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of volunteers
Workload
305
311
405
350
350
Number of volunteer hours
Workload
6,701
4,812
4,966
5,000
5,000
Number of recreation programs run
Workload
389
380
399
400
400
Number of recreation participants
Workload
104,003
106,983
94,939
110,000
110,000
Average cost per recreation participant served
Efficiency
$7.99
$8.74
$10.78
$10.78
$10.78
Percent of programs with full recovery cost
Outcome
99%
99%
100%
100%
100%
* Average cost does not include Lincoln Park Debt, or Indirect transfers
GOAL: Provide abroad range of quality Recreation and Leisure programs.
OBJECTIVE
► Improve recruitment and retention of instructors and seasonal employees.
► Develop a plan to support expanded collaboration with other Town departments.
► Advocate the need for a recreation community center.
► Provide necessary resources to achieve this goal (supplies, equipment, space). QI D
► Enhance the orientation and training programs for all Recreation employees.
► Supervise and coach seasonal employees.
► Provide for continual enhancement and updating of program services.
► To have 95% of registered recreation participants rate the quality of recreation programs as good or better.
Performance Measure Measure FY2004 FY2005 FY2006 FY2007
FY2008
Number of Golf and Recreation participants Workload 142,695 144,690 132,033 145,000
145,000
Percent of Recreation participants rating the
FY2007
Outcome 92.9% 98.6% 98.3% 100%
programs as good or better
100%
► To have at least 95% of the programs offered have sufficient registration to be provided.
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Workload
397
399
407
407
407
Total number of Recreation programs offered
Total number of Recreation programs provided
Workload
389
380
399
399
399
Percent of offered programs provided
Outcome
98%
95%
98%
99%
99%
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -21
5200 Recreation - Mission Statement, Goals & Objectives, Performance Measures
OBJECTIVE
► Develop "Resource Guide" with information about resources at each park.
► Provide accessable recreation facilities. '®
► Perform formal safety checks at each location on a monthly basis and informally on a weekly basis.
► Continue to update and implement the capital improvement plan. (UP
► Manage the Pine Meadows Golf Course contract /operations
► Meet with the Superintendent of Public Grounds weekly to review Park and Recreation facilities.
► Provide adequate outdoor recreation facilities.
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of Aquatics hours of operations
Percent satisfaction with Aquatics facilities
Workload
Outcome
1,548
95%
1,599
95%
1,551
93%
1,600
97%
1,600
97%
► To have 95% of participants rate field and tennis scheduling and support as good or better.
Performance Measure Measure FY2004 FY2005 FY2006 FY2007
FY2008
Number of permitted hours of tennis use Workload 12,473 12,920 11,862 12,500
12,500
Percent satisfaction with field and tennis permit
FY2008
Outcome 95% 98% 98% 99%
99%
support.
50,955
► To have 90% of participants rate field size and conditions as good or better.
Performance Measure
Measure FY2004
FY2005
FY2006
FY2007
FY2008
Number of permitted hours on athletic fields
Workload 43,185
39,262
50,955
51,000
51,000
Percent satisfaction with field size and
conditions
Outcome 80%
98%
98%
99%
99%
► To have 95% of participants of golfers rate Pine Meadows Course as good or better.
Performance Measure Measure FY2004 FY2005 FY2006 FY2007
FY2008
Number of golf rounds played Workload 38,692 37,707 37,094 38,000
39,000
Percent of golfers at Pine Meadows rating the
Outcome 100% 100% 100% 100%
course as good or better
100%
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -22
6100/6200 Social Services - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
The Lexington Social Services Department provides a variety of social services, including direct client services,
support and referral related to basic needs, promotion of health and well being, advocacy, educational and
family support programs, cultural outreach and recreational programs for residents of all ages and
backgrounds. These services are provided in collaboration with other Town and school departments,
community groups and government agencies.
OBJECTIVES
► Senior Center programming includes music, dance, art, art history lectures, literature discussion, financial, medical
and government education, day and overnight travel.
► Promote and provide exercise programs addressing issues regarding the physical impact of aging.
► Provide health education and screenings to Lexington's Seniors to improve early detection of life threatening
illnesses and situations.
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of sessions of classes held at Senior
Workload
175
189
200
200
200
Center
Workload
3,070
2,403
2,773
2,800
2,800
Number of participant visits
Efficiency
34,124
33,674
36,379
37,000
3,700
Percent of participants rating the educational
programs as good or better
Outcome
98%
98%
97%
n/a
n/a
OBJECTIVES
► Provide opportunities for seniors to have volunteer opportunities at the Senior Center.
► Provide opportunities for volunteers of all ages to provide meaningful service to those in need.
► Develop a comprehensive volunteer management system in the Social Services Department, with a future
goal of incorporating volunteer needs throughout the organization.
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of senior volunteers
Workload
175
189
200
200
200
Number of volunteer hours
Workload
15,620
14,872
14,795
16,000
16,000
Average hours per volunteer
Efficiency
89
78
74
75
75
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -23
6100/6200 Social Services - Mission Statement, Goals & Objectives, Performance Measures
OBJECTIVES
► Provide a structured supervised day program for seniors who need assistance in living
independently or respite for caregivers. CM
► Responding to the needs /demand, increase day care program from four days per week to five.
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Staff ratio to participant
Workload
8.5 to 1
7 to 1
7 to 1
7.5 to 1
Cost to participant (with transportation)
Efficiency
$37
$40
$44*
$47
Percent of participants rating the program as
good or better.
Outcome
100%
100%
100%
100%
* $61 for out of town clients
► Provide limited nursing services through the department's Senior Health Monitor Program.
► Provide nutritional assistance in conjunction with Minuteman Senior Services; Meals -on- Wheels and the
congregate meals at the Senior Center.
► Provide a daily telephone check in to residents identified as at risk of being frail, homebound or isolated.
► Connect residents with services programs that provide home health care assistance to those in need.
► Provide a comprehensive assessment of individual client cases and make appropriate service referrals.
► Provide emergency financial assistance to residents in need.
► Provide a property tax work off program, allowing residents 60 and over to work for the town in exchange for a
reduction on their real estate tax bill.
► Continue development of coordinated health, wellness and safety services with other Town departments and area
agencies in support of Lexington's aging population.
OBJECTIVE
► Continue to facilitate communication and sharing of information regarding critical incidents, stressors,
and crises affecting youth and families in the community.
► Development of the "Forum for Youth" - a volunteer network of private therapists who provide
services to children, youth and families.
► Forge connections among youth and other community members: collaborating with school and faith -
based youth workers to develop meaningful community service opportunities for youth.
► Identify unmet needs with regard to Youth Services in the community and take an active role in the
planning of services and programs to meet these needs.
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -24
7100 Community Development - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
The Office of Community Development seeks to protect and improve the quality of life of the citizenry by providing leadership in
promoting and preserving a safe, healthy and desirable living and working environment. The department integrates several
different regulatory services including building, conservation, health, zoning and historic districts in order to streamline code
enforcement, outreach and educational activities. Through this collaborative effort, the department can better manage the many
and varied changes that occur as the community develops and provide the community with a comprehensive perspective on the
impact of commercial, residential and public development.
OBJECTIVES
► Increase the use of press releases, booths at public events, informational brochures, newsletters, community programs,
volunteers, and the Internet to educate the public on health, safety and environmental issues.
Performance Measure
Measure
FY2004
FY200S FY2006 FY2007
FY2008
Number of informational press and educational releases
Percent increase in press releases
Workload
Outcome
12
33%
15 15 15
33% - -
15
I -
► Development Review Team, comprised of various town departments, to review and comment on proposed development
projects collectively.
Performance Measure
Measure
FY2004
FY200S
FY2006
FY2007
FY2008
Number of times Interdepartmental Review Team met
Number of projects reviewed
Workload
Outcome
10
16
1
2
15
14
20
25
20
25
OBJECTIVES
► Work to improve the turn - around time for permit reviews while maintaining a high - caliber review.
Performance Measure
Measure
FY2004
FY200S
FY2006
FY2007
FY2008
Number of building permits issued
Workload
1,071
1,104
1,146
1,175
1,175
Number of electrical permits issued
Worload
1,072
1,239
1,300
1,350
1,350
Number of plumbing/gas /mechanical permits issued
Workload
1,455
1,987
1612 **
1,700
1,700
Average time to issue building permit (in days)
Efficiency
25
23
19
20
20
Percent of building permits issued within 14 days
Outcome
70%
68%
47 %*
60%
70%
*The decrease in the percentage ofpermits issued within 14 days was due to a decrease in staffing leveh
* *The number does not include over 1,000 gas permits issued due to a recent gas emergency
Performance Measure
Measure
FY2004
FY200S
FY2006
FY2007
FY2008
Number of wetland applications reviewed
Workload
81
83
82
80
80
Number of wetland applications permitted
Workload
81
83
82
80
80
Number of building permits reviewed for wetland
Workload
467
534
637
518
539
Number of communicable diseases reported & investigated
Workload
450
460
640
650
650
implications
Number of building permits held for wetland issues
Efficiency
35
36
30
30
30
*2 permits were denials and are under appeal
Performance Measure
Measure
FY2004
FY200S
FY2006
FY2007
FY2008
Number of health permits issued
Workload
554
537
567
632
572
Number of food establishment inspections
Workload
253
369
427
358
352
Total number of health inspections conducted
Workload
467
534
637
518
539
Number of communicable diseases reported & investigated
Workload
112
69
108
58
60
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -25
7100 Community Development - Mission Statement, Goals & Objectives, Performance Measures
► Respond to and answer inquiries within 48- hours.
Performance Measure
Measure
FY2004*
FY2005*
FY2006 **
FY2007 **
FY2008 **
Number of conservation inquiries received
Workload
2,210
2,540
2,800
2,900
2,900
Number of inquiries answered within 48 -hours
Efficiency
1,457
1,631
1,870
2,100
2,100
Percent of inquiries answered within 48 -hours
Outcome
66%
64%
67%
72%
72%
'Efficiency decreased due to reductions in staffing levels
* *Estimates account forpartial restoration in staging levels
Performance Measure
Measure
FY2004
FY200S
FY2006
FY2007
FY2008
Number of health inquiries received
Workload
1119
1528
1386
1292
1344
OBJECTIVES (con't)
► Develop flexible work schedules to allow for inspection times that best meet customers' needs.
► Expand health care services available to senior residents.
OBJECTIVES
► Increase the use of the internet to provide a 24 -hour information center.
► Work toward converting existing paper files to electronic files such as CD -ROM to improve access.
Performance Measure Measure FY2004 FY2005* FY2006* FY2007*
FY2008*
Percentage of paper files more than 3 years old that have
Outcome 40% 10% 10% 10%
been converted to CD -ROM or Microfilm
20%
*A decrease occurred due to a lack offunding. Increased funding is anticipated in FY08
► Maintain and build upon recently created electronic permitting systems.
OBJECTIVES
► Continue to attend training seminars to maintain and expand skills.
► Explore national certification and cross - discipline certification for inspectors.
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -26
7200 Planning Department - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
To engage in both short and long term planning in regard to all growth and development issues and proposals in
Lexington. Specific duties include the following: To prepare and implement a Comprehensive Plan; administer
Subdivision Regulations in accordance with the state subdivision control law; review residential special permit
applications; participate in specific intertown land use projects, such as Hanscom AirForce Base and other
proposals; review and make recommendations required in regard to zoning amendments and rezoning petitions,
and to prepare the Planning Board's proposed zoning changes. The Planning Department staff also analyzes
economic, demographic and development trends occurring in Lexington and the region to assist the Planning
Board, the Town Manager and various town departments and committees, and provides responses on a daily
basis to requests for help and information.
OBJECTIVES
► Research and propose zoning initiatives such inclusionary housing; revisions to the cluster by -law ; broadening of
uses in central business district; and other measures. QD
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of meetings /workshops conducted in
relation to preparing implementation
Workload
S
14
14
10
10
measures
Outcome
1
2
1
1
1
Number of zoning by -law amendments
prepared for Town Meeting
Outcome
4
2
4
2
2
Number of general by -laws prepared for
Outcome
0
0
0
0
1
Town Meeting
► Provide coordinating and technical support to affordable housing efforts including the Housing Partnership; HOME
Consortium; monitor Met State implementation; maintain the subsidized housing inventory; LIP applications; pursue
funds and other activities.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of meetings held in support of these
efforts
Workload
11
21
12
14
12
Number of regulatory measures put forth
Outcome
1
2
1
1
1
Number of non - regulatory measures put forth
Outcome
2
2
Unknown
1
1
to promote housing programs
► Support efforts to reduce traffic by continued pursuit of Transportation Demand Measures (TDM); intersection
improvements; and retention and enhancement of transit. OD
Performance Measure Type of Measure FY2004 FY2005 FY2006 FY2007
FY2008
Number of meetings and work sessions
Workload 7 12 12 12
related to transportation
12
TDM agreements executed Outcome 2 2 2 0
2
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -27
7200 Planning Department - Mission Statement, Goals & Objectives, Performance Measures
OBJECTIVES
► Work closely with stakeholders to guide development plans for surplus state proper
Performance Measure Type of Measure FY2004 FY2005 FY2006 FY2007
FY2008
Number of public meetings held or attended
FY2005
Workload 7 12 4 4
2
in regards to surplus property
Meetings attended
Disposition agreements Outcome 1 2 1 0
0
► Work closely with stakeholders to influence development of Hanscom Air Force Base in keeping with Lexington's
interests.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Meetings attended
Workload
0
S
8
2
1
OBJECTIVES
► Provide technical support to the Planning Board for the subdivision control, residential special permit, street
construction plans, and other regulatory functions.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Total number of regulatory case filings ,
including resubmissions
Workload
16
20
23
22
20
Number of Public Hearings /Meetings
held /scheduled for regulatory purposes
Workload /Outcome
17
45
40
30
30
Number of Properties /Sites involved (all types
Outcome
11 plus 4
4
15 plus 8
13 plus 3
12 plus 3
of review)
Workload
ANR*
16
ANR*
ANR*
ANR
Number of Residential Units involved
Workload /Outcome
63
40 -65
40 -60
65
50
Number of applications attaining Definitive
Plan Approval
Outcome
7
2
4
4
4
* ANR means approval not required lotting plans
► Provide Town Meeting with support, including analysis and written reports, in connection with zoning amendments
and other articles
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of meetings attended linked to Town
Workload
10 -21
25
21
20
20
Meeting support services
Number of zoning articles produced or
reviewed /heard by the Board
Outcome
9
4
6
4
6
Percent of Planning Board sponsored articles
passed atTowm Meeting
Outcome
0
50
50%
50
100
Number of other articles or TM items for
which significant services were provided
Outcome
4
4
3
0
1
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -28
7200 Planning Department - Mission Statement, Goals & Objectives, Performance Measures
► Provide technical support to boards, departments, committees and organizations
Performance Measure Type of Measure FY2004 FY2005 FY2006 FY2007
FY2008
Number of projects emanating from or
FY2005
managed by other parties Workload 1 6 2 2
2
Number of meetings involving committees for
4
which department provided technical Workload 5 30 8 15
8
assistance.
2
OBJECTIVES
► Provide management and /or technical support for special projects not included elsewhere.
Performance Measure Type of Measure FY2004 FY2005 FY2006 FY2007
FY2008
Number of projects not included above, in
FY2005
which planning staff was involved Workload 1 4 3 2
2
Number of related meetings Workload 10 8 4
4
► Promote public awareness of planning principles
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of Presentations
Workload
5
3
2
2
2
► Take advantage of opportunities to further planning goals.
Performance Measure
Type of Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of applications, grants , etc.
1
2
7
2
2
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -29
8100 Board of Selectmen - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
It is the mission of the Board to represent the citizens of Lexington. The role of the Board of Selectmen is
governed by the Selectmen -Town Manager Act approved by the voters in 1969. The Selectmen employ the
Town Manager to lead the organization and to run the day -to -day operations. The Board is committed to
assuring that the views of all citizens are fairly heard. They strive to ensure open and honest communications
with the citizens.
In September the Board of Selectmen prioritized 19 goals for this fiscal year, along with 27 action items (a full
list is posted on the Town website). The Town budget addresses the following goals:
- Sound Financial Policies
- Sidewalk Renewal
- Rebuilding the DPW Facility
- Renovating or Rebuilding the School Administration Building
- Center Connectivity Between Parking and Commercial Establishments
It also addresses the following action items:
- Accounting for Payments in Lieu of Taxes (PILOTS)
- Tighter Review of Water and Sewer Accounts
- Freeing up some in levy debt services
- Identification of all revolving funds
- Budget that reflects good fiscal managemet with no override
- Paying Visitor Center Utilities
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -30
8200 Town Manager's Office - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
The employees of the Town Manager's Office respond to the needs of our community. We are committed to
providing quality and innovative service in a supportive and creative environment. We work cooperatively with
the citizens and municipal employees of Lexington in setting the direction for the Town organization.
OBJECTIVES
► Service Request Form - Continue using a standard form and procedure to communicate with the
appropriate departments in order to respond to citizen requests.
► Organizational Communication - Work with the Senior Management Team, Management Strategies
Group and the Employee Strategies Group to identify ways to ensure consistent and effective
communication throughout the organizational hierarchy.
► Website - Improve the Town's website by streamlining the design and improving procedures for keeping
information up -to -date.
► Intranet - Contribute to an intranet for Town employees, so that employees have easy access to
pertinent information and an avenue to communicate informally with their peers.
► Staff Support - Provide the necessary support and assistance to Town boards and committees.
► Publications - Develop and follow an updating schedule for the following publications, and make them
available in the office and /or on the website: The Annual Town Report, Services Directory, Booklet of
Fees and Charges, Annual Operating and Capital Budgets, 2020 Vision Reports, Personnel and Benefits
hnnkletes_ and The Citi7ens Guide_
OBJECTIVES
► Budget Process - In collaboration with the Finance Department, continue integrating the budget
development process into overall management of resources throughout the organization.
► High Performance Team Approach - Sustain a high performance culture in the Municipal Organization.
Empower the Management Strategies Group and Employee Strategies Group to identify ways to
improve and enhance the current service delivery systems for Town operations. Maximize cross -
functional opportunities for employees to participate in team approaches to problem solving.
► Lexington 2020 Vision Strategic Planning Process - Engage Senior Management Team in connecting the
2020 Vision plan to the budget and organizational work plans. OD
► Performance Measurement - Ensure that systems exist for collecting data, tracking, monitoring and
reporting on departmental performance measures.
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -31
8200 Town Manager's Office - Mission Statement, Goals & Objectives, Performance Measures
OBJECTIVES
► Employee Training - Focus training resources on organizational needs, and develop a multi -year
professional development plan.
► Employee Benefits & Wages - Maintain an equitable and competitive structure of employee
compensation and benefits and distribute information to the Board of Selectmen, Senior Management
Team and Town employees.
► Employee Retention - Maintain the regular employee turnover below 7 percent.
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Total number of employees served (FTE's)
Workload
273
284.74
295.06
305.21
306.71
Number of benefit eligible employees who
cases
Percent decrease in Workers' Compensation
Efficiency
33
23
18
20
18
turnover
0 %( )
cases
Regular (benefit eligible) employee turnover
Outcome
12%
8.1 %( +)
6.1 %( +)
6.5 %( -)
5.9% ( +)
rate
► Safety Program - Maintain the number of Workers' Compensation lost time cases at 23 or fewer.
Performance Measure
Measure FY2004 FY2005
FY2006
FY2007
FY2008
Number of Workers' Compensation lost time
worked in the organization
Workload 23 19
23
20
20
cases
Percent decrease in Workers' Compensation
Outcome 4% ( +) 17.4 %( +)
- 21 %( -)
13 %( +)
0 %( )
cases
► Health and Wellness Program - Maintain the ratio of sick leave days used at 1 per 45 days worked.
Perfor mancick e Measure Measure FY2004 FY2005 FY2006 FY2007
FY2008
of
Ratio s leave hours used to total hours
25
Outcome 1:22 ( -) 1:39 ( +) 1:41 ( +) 1:42 ( +)
1:42 ( )
worked in the organization
► Recruitment - Reduce the average number of days to recruit and screen for a position to 24 days.
Performance Measure Measure FY2004 FY2005 FY2006 FY2007
FY2008
Number of position recruitments conducted Workload 19 25 22 25
25
OBJECTIVES
► Recruitment Diversity - Increase percentage of applicants that meet EEOC guidelines.
► Mentoring - Support a mentoring program for and by employees to help support staff and to assist in
the retention of employees.
► Diversity Behavior Incentive - Modify the employee performance tool to expand on relationships with
others.
► Engaging Employees in Diversity Issues - Continue to identify different ways to engage employees in
thinking and behaving toward others in ways that welcome diversity.
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -32
8500 Town Clerk - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
The Office of the Town Clerk strives to serve as a primary provider of information for the Town, working
cooperatively and in coordination with departments and groups, through its work as custodian of and
recording office for the official records and documents of the Town, issuing marriage licenses and
recording vital records, issuing dog licensing, registering businesses, and conducting the Town Census.
The Town Clerk's Office conducts elections in conformance with State and local laws and, with the Board
of Registrars, processes voter registrations and certifications.
OBJECTIVES
► Conduct elections in accordance with statutory requirements and achieve a good or better satisfaction
rating from 95% of voters on the election services under the oversight of the Town Clerks Office.
Performance Measure Measure FY2004 FY2005 FY2006 FY2007
FY2008
Number of elections conducted Workload 3 3 2 4
2
Percentage of voters rating elections
FY2007
Outcome 99% 99% 99% 99%
99%
services as good or better.
3
► Conduct Election Officer outreach efforts and provide voter and officer education. '®
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of outreach efforts
Workload
3
3
2
3
3
Number of election officers appointed
Efficiency
147
187
164
165
175
Percent increase of election officers
Outcome
0
27%
-14%
3%
5%
► Increase first -time voter registrants in the Town annually by 5 %. '®
Performance Measure Measure FY2004 FY2005 FY2006 FY2007
FY2008
Number of first -time voter registrations Workload 1033 1510 1251 1365
1500
Percent increase in first -time voter
FY2007
registrations Outcome -23% 46% -21% 9%
10%
► Promote voter registration for 18 -22 year -olds via outreach to high school students.
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of persons 18 -22 years old
Workload
2032
2144
2250
2363
2435
Number of persons 18 -22 yrs registered to
Workload
1328
1386
1535
1085
1583
Percent of persons 18 -22 yrs registered to
Outcome
66%
65%
68%
46%
65%
► Promote municipal /school liaison for ongoing assessment of poll facilities.
OBJECTIVE
► Communicate licensing and registration information and requirements to licensees and
registrants clearly and concisely to promote timely licensing and registration.
►
Manage collection, compilation and maintenance of licensing, registrations, certifications and
filing information and data to ensure accurate basis for immediate and long -term access.
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of vital events recorded
Number of filings
Workload
Workload
665
1,989
646
1,800
575
1,700
600
1,800
600
1 1,800
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -35
8500 Town Clerk - Mission Statement, Goals & Objectives, Performance Measures
OBJECTIVE
► Provide informational and educational materials to elected officials regarding public
meeting requirements and support communication among boards, committees, "®
departments and residents through receipt of meeting notices, agenda and minutes.
► Implement board /committee inventorying and coordination of filing formal minutes for long -term access.
► Maintain postings to Public Meeting calendar to provide for most current listings. QD
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of Boards and Committees
Workload
105
110
119
110
110
Number of Boards and Committees
Percentage of records organized and
Outcome 90%
85%
compiling minutes for long -term accessibility.
Efficiency
0
10
50
50
75
Percent of Boards and Committees compiling
minutes for long -term accessibility
Outcome
0
10%
42%
45%
68%
Number of Boards and Committees minutes
filed.
Workload Efficiency
0
10
30
350
500
Number of public meetings filed and posted
on web
Workload Efficiency
994
1,043
1,050
975
1025
► Promote Lexington's history through preservation of historical records and
manuscripts.
► Promote role of Archivists /Records Coordinator in assessment, coordination and
collaboration of efforts between municipal departments, historical society and historical
commission regarding collections and coordination of resources.
Performance Measure Measure FY2004 FY2005 FY2006 FY2007
FY2008
# of record units to be
FY2006
Workload - - - -
treated /archived /preserved
FY2008
Number of record units
Workload 10,935
Efficiency 0 3 0 2
2
treated /archived /preserved
11,300
Percent of record units
Efficiency
Outcome - - - -
treated /archived /preserved
► Coordinate municipal census information and initiatives with other municipal /school
efforts to increase census response rate.
Performance Measure
Measure FY2004
FY2005
FY2006
FY2007
FY2008
Number of census forms mailed
Workload 10,935
11,137
11,150
11,300
11,300
Percentage of households responding to
Efficiency
survey pending
Percentage of records organized and
Outcome 90%
85%
90%
85%
95%
census
► Manage, in coordination with MIS, Electronic Documents Project to address priorities and develop
plan for archiving electronic documents and computer generated data.
► Review, organize and prioritize indexing archived records of the Town Clerk's Office.
Performance Measure
Measure
FY2004 FY2005 FY2006 FY2007
FY2008
Number of records to be organized and
Workload
survey pending
archived
Number of records organized and archived
Efficiency
survey pending
Percentage of records organized and
archived
Outcome
► Continue coordination and training for information management efforts among Town departments.
► Conduct needs assessments for vaults, off -site storage and records preservation, and develop
long -range implementation plan.
► Coordinate Records Management efforts to develop microfilming /digitizing procedures for
archiving electronic data.
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -36
8600 Management Information Systems - Mission Statement, Goals & Objectives, Performance Measures
MISSION STATEMENT:
The Management Information Systems Departments mission is to provide high quality, cost effective information
technology services to Town administration and staff so that they can best service citizens of the Town of
Lexington.
OBJECTIVES
► Manage the Wide Area Network. CMD
► Manage the Local Area Network.
► Assure that the network is available and properly functioning during normal working hours 99.9% of the time.
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of Town buildings connected to wide
Workload
9
9
9
10
10
area network.
Number of hours (weekly) wide area network
Workload
168
168
168
168
168
is supported
Percent of time wide area network is up and
Efficiency /Outcome
99.9%
99.9 *%
99.99%
99.99%
99.99%
running properly.
► Replace remaining category 3 wiring in the Town buildings with the most economical solution
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
I FY2008
Number of buildings that need rewiring
Outcome
1
1
1
1 1
1 1
OBJECTIVES
► Offer a variety of training opportunities to all employees.
Performance Measure Measure FY2004 FY2005 FY2006 FY2007
I FY2008
Number of training opportunities provided Workload 51 41 55 25
20
► Continue to support and enhance the Computer Managers training.
Performance Measure Measure FY2004 FY2005 FY2006 FY2007
I FY2008
Number of hours per month Computer Workload 2 2 2 2
Managers spend on troubleshooting
2
► Provide technical support to users so that workflow is uninterrupted.
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
I FY2008
Number of computer users supported
Number of computer users served per FTE
Workload
Efficiency
184
61
186
74
186
62
160
80
160
80
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -37
8600 Management Information Systems - Mission Statement, Goals & Objectives, Performance Measures
OBJECTIVE
► Provide support for all systems
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of PCs supported
Workload
195
195
195
195
180
Number of servers supported
Workload
16
15
16
16
16
Number of workstations served per FTE
Efficiency
70
78
65
65
90
Average monthly number of hours to
Workload
18
18
18
18
18
correct systems problems
Efficiency
20
20
20
20
20
OBJECTIVES
► Maintain and improve the Town's Website QD
Performance Measure
Measure
FY2004
FY2005
FY2006
FY2007
FY2008
Number of visitors to Website per month
Workload
20,500
21,000
22,000
35,403
36,000
Total Number of Website Hits per month
Workload
430,000
464,833
470,000
506,825
506,900
Website Traffic generated monthly
Workload
4.77gb
5.Ogb
5.5gb
4.37gb
4.37gb
Number of Department Web Editors
Workload
18
18
18
18
18
Hours /week Department Web Editors
Workload
2
2
2
2
2
Percent of department webpages with
Editors
Outcome
80%
80%
80%
80%
80%
Size of Town Website
Workload
414mb
440mb
450mb
549mb
550mb
Performance Measure
Measure
FY2004 FY2005
FY2006
FY2007
FY2008
Number of visitors to Libertyride.org
Workload
4467
5000
4140
4500
website
Total Number of Website Hits
Workload
80648
83000
62940
7000
Website Traffic generated monthly
Workload
- 685mb
690mb
670mb
680mb
1 Reflects wiring needs for the Town Hall Building
FY2007 statistics indicate the best data for the current year.
FY2008 statistics indicate projected goals for the upcoming year. PM -38