cpm 101 performance report - bettendorf, iowacpm 101 is a scaled down version of icma’s...

CPM 101 Performance Report

August 1, 2014

2013 Summary report for fiscal year 2013 data submitted to the ICMA Center for Performance Measurement

CPM 101 Performance Report 2013

How do we measure up? In the fall of 2013 the City of Bettendorf collected and submitted performance date for fiscal year 2012/13 to the ICMA Center for Performance Measurement

through their CPM 101 program. CPM 101 is a scaled down version of ICMA’s Comprehensive Performance Measurement program. By participating in CPM 101

we are embracing a powerful tool that will help us to make evidence-based decisions, set appropriate budget targets, and implement proven cost- and time-

saving practices. Participating jurisdictions complete a survey that covers performance measures for fourteen service areas including:

Code Enforcement

Facilities Management

Fire & EMS

Fleet Management

Highways & Road Maintenance

Human Resources

IT

Libraries

Parks & Rec

Permits, Land Use and Plan Review

Police

Procurement

Risk Management

Solid Waste

ICMA gathers and verifies the data and then provides the results to all participating jurisdictions for comparative analysis. In 2013, 119 jurisdictions participated

in the programs. Thirty-seven, including Bettendorf participated in the 101 program.

The following is a summary report of those results. Selected measures and comparables are summarized in tables for each service area. Each table shows the

Bettendorf data in tan colored cells followed by the mean and median for all 119 CPM participants, all participants with populations between 25,000 and 49,999,

all thirty-seven CPM 101 participants and then just those CPM 101 participants with populations between 25,000 and 49,999. This is summary information only,

but provides a good base for understanding how Bettendorf measures up against comparable communities. For a look at the complete report of results contact

Jason Schadt at 344-4116 or [email protected].

To put the measurable data in a broader context, results from the 2014 Citizen Survey follow the performance data. The CPM Survey and Citizen Survey are

designed to complement each other. The Citizen Survey results help to reveal what drives citizen satisfaction. Paired with performance data, Bettendorf can

make more evidence based decisions regarding service delivery, budget appropriations, etc. There is a lot of great information in the citizen survey. Not all the

survey results could be included in this report. For a look at complete Citizen Survey results visit:

http://www.bettendorf.org/eGov/apps/document/center.egov?view=item;id=1781

mailto:[email protected]

http://www.bettendorf.org/eGov/apps/document/center.egov?view=item;id=1781

CPM101PerformanceReport 2013

Table of Contents: What is Performance Management………………………………………………………………………………………………………………………………………………………………………1 The Performance Management Process………………………………………………………………………………………………………………………………………………………………..2 The Family of Measures………………………………………………………………………………………………………………………………………………………………………………………..3 CPM 101 Results: Code Enforcement……………………………………………………………………………………………………………………………………………………………………………………………..4‐5 Fire & EMS…………………………………………………………………………………………………………………………………………………………………………………………………………6‐8 Highways & Road Maintenance………………………………………………………………………………………………………………………………………………………………………..9‐10 Human Resources…………………………………………………………………………………………………………………………………………………………………………………………….11‐12 Library……………………………………………………………………………………………………………………………………………………………………………………………………………..13‐15 Parks & Recreation…………………………………………………………………………………………………………………………………………………………………………………………..16‐17 Permits, Land Use & Planning…………………………………………………………………………………………………………………………………………………………………………..18‐19 Police………………………………………………………………………………………………………………………………………………………………………………………………………………..20‐22 Solid Waste & Recycling……………………………………………………………………………………………………………………………………………………………………………………23‐24


A big “Thank you” is due to everyone that assisted in data

collection and verification. The survey could not have been

completed without a team effort across departments. Data

collection for FY 2013/14 is underway. Those findings will be

submitted to ICMA later this fall. Due in large part to these

efforts, the City of Bettendorf has been awarded the ICMA

Center for Performance Measurement’s Certificate of

Distinction for the second consecutive year!


What is Performance Management?

Performance Measurement Performance Management Performance measurement is the regular, systematic collection, analysis and reporting of data that tracks resources used, work produced and outcomes achieved.

Performance management is the process of utilizing these measures to compare with peers, make evidence based decisions and identify and implement time and cost-saving practices.

1


The PM Process:

Strategic Planning

Vision, Mission, Goals

Program Planning

Purpose, Goals, Objectives

Performance Measurement

Data collection, analysis

Report Results

Budget for Results

Allocate resources to successful programs

Citizen Needs, Wants &

Priorities

2


The Family of Measures: No one measure tells the whole story of a program. It is important to include a number of varying measurements that together make up the

“Family of Measures.” The Family of Measures includes internally focused measurements such as inputs and outputs, and progresses to more

externally focused measurements like effectiveness and outcomes.

Inputs • Dollars, Hours, FTEs, etc.

Outputs

• Potholes filled, books circulated, tons of trash collected, DUI arrests, fire responses, building inspections completed

Efficiency

• Ratio of inputs and outputs

• $ per pothole filled, FTEs per Book circulated

Effectiveness

• Traffic accidents per 1,000 population, fire losses per $1,000 of valuation, library circulation per capita, recycling tons per capita

Outcomes

• Citizen satisfaction, safe neighborhoods, literate children, healthy citizens, etc.

• Can be quite abstract

Internally

Focused

Externally

Focused

3

CPM 101 Results – Code Enforcement 2013

Selected Measures and Comparables

Code Enforcement Expenditures:

Bettendorf All CPM Participants

All Participants 25,000-49,999 pop.

CPM 101 Participants CPM 101 Participants 25,000-49,999 pop.

Comparison to

Benchmark Actual Change Mean Median Mean Median Mean Median Mean Median

FY13 $80,713 ↓$21,837 $852,781 $237,129 $218,182 $203,217 $221,710 $148,657 $179,715 $82,209 Lower

FY12 $102,550 -- $804,669 $167,308 $176,211 $139,211 $173,512 $97,200 $196,031 $80,506 Lower

Code Enforcement Expenditures per Capita:




Comparison to


FY13 $2.36 ↓$0.74 $6.38 $4.77 $6.61 $5.88 $4.73 $3.46 $5.23 $2.75 Lower

FY12 $3.09 -- $6.44 $4.58 $6.12 $3.48 $6.80 $3.70 $6.88 $2.77 Lower

Total Code Enforcement Cases Available for Resolution:




Comparison to


FY13 356 ↓344 7,503 1,321 2,132 1,117 3,071 622 1,054 921 Lower

FY12 700 -- 8,116 1,318 2,082 1,108 1,329 472 1,952 775 Lower

Code Enforcement Cases Resolved by Voluntary Compliance:




Comparison to


FY13 89% ↑15% 57% 66% 49% 58% 22% 0% 32% 5% Higher

FY12 74% -- 68% 74% 75% 79% 74% 80% 77% 82% Similar

Code Enforcement Cases Resolved by Forced Compliance:




Comparison to


FY13 11% ↓14% 10% 7% 10% 6% 7% 6% 8% 8% Higher

FY12 25% -- 13% 6% 8% 5% 11% 5% 7% 5% Higher

4

CPM 101 Results – Code Enforcement 2013 Total Code Enforcement Cases Closed:




Comparison to


FY13 356 ↓342 5,111 900 1,660 762 2,686 305 744 356 Lower

FY12 698 -- 6,408 1,172 1,987 1,067 1,372 463 1,898 744 Lower

Code Enforcement Expenditures per Case Closed:




Comparison to


FY13 $227 ↑$80 $342 $145 $271 $61 $590 $204 $107 $61 Higher

FY12 $147 -- $443 $147 $106 $111 $716 $164 $108 $111 Higher

Selected Citizen Survey Results & Benchmarks

Percent of citizens surveyed rating rundown buildings, weed lots and junk vehicles as a “major” problem:

2006 2008 2010 2012 2014 Comparison to Benchmark

4% 3% 2% 3% NA NA

Percent of citizens surveyed who did NOT observe a code violation:

2006 2008 2010 2012 2014 Comparison to Benchmark NA NA NA NA 63% Similar

Percent of citizens surveyed rating the following as “excellent” or “good”:


Cleanliness of Bettendorf NA 89% 94% 90% 93% Higher

Code Enforcement 66% 59% 70% 69% 66% Higher

Summary

Overall Bettendorf spends less than many comparable communities on the Code Enforcement program but also handles fewer cases than most. Still the

expenditures per case closed higher than both last year’s measurement and most comparables. This is mostly attributable to the sharp decline in code

enforcement cases and probably the result of consolidating positions. Citizen satisfaction is very high compared to the benchmarks. The results indicate that

the program is effective and that the citizens of Bettendorf value a clean, well maintained community.

5

CPM 101 Results – Fire & EMS 2013


Fire and EMS Full Time Equivalents per 1000 population:



CPM 101 Participants CPM 101 Participants 25,000-

49,999 pop. Comparison

to Benchmark Actual Change Mean Median Mean Median Mean Median Mean Median

FY13 1.20 -- 3.44 1.94 1.90 1.88 2.17* 1.77 1.51 1.29 Lower

FY12 1.20 -- 2.11 1.87 1.80 1.75 1.73 1.70 1.82 1.74 Lower

Active Volunteers:






FY13 36 ↓2 21 0 23 0 34 6 32 11 Higher

FY12 38 -- 19 0 19 0 30 8 32 6 Higher

Personnel and Operating Expenditures per Capita:






FY13 $96 ↑$8 $179 $153 $186 $157 $224 $157 $163 $114 Lower

FY12 $88 -- $175 $150 $142 $133 NA NA NA NA Lower

Number of Structure Fires:






FY13 31 ↓2 200 55 76 46 160 36 86 40 Lower

FY12 33 -- 158 47 53 40 51 37 73 43 Lower

Percent of Incident Where Flame Spread Was Confined to Room or Object of Origin:






FY13 45% ↓18% 59% 67% 61% 60% 53% 45% 60% 58% Lower

FY12 63% -- 62% 64% 63% 67% 67% 68% 68% 69% Lower

6

CPM 101 Results – Fire & EMS 2013 Total Fire Incidents Including Structures and Non-Structures:






FY13 58 ↓9 539 178 209 87 514 126 323 102 Lower

FY12 67 -- 443 135 138 111 135 101 160 103 Lower

Total Fire Incidents per 1000 population:






FY13 1.7 ↓0.2 3.7 2.9 3.4 2.3 5.4 3.4 4.5 3.2 Lower

FY12 1.9 -- 4.5 3.1 3.8 3.0 6.3 4.5 5.2 3.8 Lower

Number of EMS Responses:






FY13 2,187 ↑214 20,993 3,941 3,360 2,923 10,258 2,873 3,331 3,161 Lower

FY12 1,973 -- 16,389 3,483 3,397 3,312 2,381 1,876 3,346 2,918 Lower

Percentage of EMS Calls Responded to within 8 Minutes:






FY13 84% ↑4% 87% 93% 87% 87% 90% 95% 87% 86% Similar

FY12 80% -- 82% 90% 86% 86% 81% 88% 85% 80% Similar

7

CPM 101 Results – Fire & EMS 2013


Percent of citizens surveyed rating the following “excellent” or “good”:

2006 2008 2010 2012 2014

Comparison to Benchmark

Fire Services 94% 92% 96% 95% 98% Similar

EMS Services NA NA 96% 97% 98% Similar

Fire Prevention/Education

91% 88% 91% 93% 94% Higher

Emergency Preparedness

NA NA 79% 76% 75% Similar

Summary

Bettendorf Fire operates with significantly less fire and EMS staff than most comparables. Similarly, considerably less per capita is spent on fire & EMS personnel

and operations than the median of comparables. Both of these measures could be a result of utilizing more volunteer firefighters than most departments as

noted in the measures above. In addition, Bettendorf Fire ranks among the lowest in number of fire calls and EMS responses. So while the department operates

with less full-time staff and smaller budgets than comparables, they have the benefit of volunteers, typically respond to less fire and EMS calls and continue to

receive high marks in citizen surveys. The data indicates that fire prevention and education initiatives are a worthy investment. Response times to EMS calls are

in line with comparable communities, but the percentage of fires confined to room of origin may indicate additional resources are necessary to meet

benchmarks. Overall, fire & EMS services rank very highly among citizens surveyed.

*Extreme outliers removed from mean calculation.

8

CPM 101 Results – Highways & Road Maintenance 2013


Total Paved Lane Miles:






FY13 443 -- 1,229 445 357 338 813 286 333 311 Higher

FY12 443 -- 1,020 387 327 306 334 267 284 270 Higher

Road Rehabilitation Expenditures (includes: resurfacing, slurry sealing, mill and overlay, pothole repair, micro-surfacing, etc.):






FY13 $2,708,733 ↑$1.1M $3,740,563 $1,153,941 $856,614 $749,006 $2,633,993 $820,016 $806,275 $600,000 Higher

FY12 $1,560,275 -- $2,487,188 $1,025,229 $1,034,982 $1,065,720 $1,129,539 $980,000 $886,740 $1,028,328 Higher

Potholes Repaired:






FY13 1,675 ↓75 5,219 655 1,137 600 1,708 493 1,453 1,208 Higher

FY12 1,750 -- 3,352 432 1,215 383 1,338 389 1,638 1,182 Higher

Potholes Repaired as a Percent of Potholes in Need of Repair:






FY13 100% -- 100% 100% 100% 100% 99% 100% 100% 100% Similar

FY12 100% -- 100% 100% 99% 100% 99% 100% 98% 100% Similar

Average Response Time, in Working Days, to Complete Pothole Repairs:






FY13 1 -- 3 1 1 1 3 1 1 1 Similar

FY12 1 -- 2 1 2 1 1 1 1 1 Similar

9

CPM 101 Results – Highways & Road Maintenance 2013

Expenditures for Pothole Repair:






FY13 $76,700 ↓$12,013 $176,721 $38,494 $42,784 $18,605 $137,059 $26,691 $42,076 $17,343 Higher

FY12 $88,713 -- $111,879 $25,668 $52,662 $11,948 $37,185 $20,000 $74,775 $33,000 Higher

Paved Lane Miles Assessed as Satisfactory as a Percent of Lane Miles Assessed:






FY13 65% -- 73% 78% 69% 71% 69% 75% 71% 73% Similar

FY12 65% -- 77% 82% 78% 83% 75% 80% 72% 75% Lower


Percent of citizens surveyed rating the following “excellent” or “good”:

2006 2008 2010 2012 2014


Street Repair 58% 45% 62% 64% 59% Similar

Street Cleaning 75% 72% 77% 77% 80% Higher

Street Lighting 69% 73% 77% 74% 79% Higher

Snow Removal 86% 80% 89% 88% 92% Much Higher

Sidewalk Maintenance

74% 70% 81% 76% 79% Higher

Summary

Drawing conclusions from the Highway and Road Maintenance category is challenging because of the diversity of jurisdictions, individual interpretations of the survey

questions and the impact weather has on road conditions. Bettendorf spent more than comparable communities on road rehabilitation in both FY12 and FY13. This

measure comes as no surprise and is reflective of the city’s commitment to an aggressive CIP and road rehabilitation in recent years. Bettendorf is among the most

active and responsive on pothole repair but this measure raises more questions. Is Bettendorf better at pothole repair? Why do Bettendorf streets require so much

pothole repair? Will we see a decrease in pothole repair as more roads are reconstructed and maintained? Citizen survey results are positive and indicate that opinions

of street maintenance are improving overall. The percent of respondents rating street maintenance services as “excellent” or “good” are mostly above benchmark

comparisons. 10

CPM 101 Results – Human Resources 2013


Jurisdiction Staff FTEs per 1000 population:






FY13 8.4 ↓0.1 9.9 9.3 9.4 8.5 10.7 9.3 8.5 8.4 Similar

FY12 8.5 -- NA NA NA NA NA NA 8.8 8.5 Similar

Number of Full-Time Regular Employees Who Left the Government in FY 12/13:






FY13 8 ↑4 74 20 16 13 47 12 13 10 Lower

FY12 4 -- 86 15 18 12 24 11 14 10 Lower

Employee Turnover Rate:






FY13 4% ↑2% 6% 5% 6% 6% 6% 5% 6% 4% Similar

FY12 2% -- 6% 5% 7% 4% 6% 6% 6% 4% Lower

Employee Grievances Filed in FY 12/13:






FY13 2 -- 23 3 3 2 8 2 3 2 Similar

FY12 2 -- 16 3 3 2 5 2 3 2 Similar

Average Number of Working Days to Complete External Recruitment (No Testing Required):






FY13 75.0 -- 30.6 28.5 27.2 21.0 32.3 33.8 31.0 27.0 Higher

FY12 75.0 -- 33.8 31.0 40.4 42.5 33.1 32.5 38.0 36.0 Higher

11

CPM 101 Results – Human Resources 2013 Average Number of Working Days to Complete External Recruitment (Testing Required):






FY13 90.0 -- 33.9 20.0 34.8 15.5 51.2 50.9 49.4 20.0 Higher

FY12 90.0 -- 27.6 19.5 33.4 22.5 42.5 40.0 51.0 47.0 Higher


Percent of citizens surveyed (among those who had contact with city employees) rating the following “excellent” or “good”:

2006 2008 2010 2012 2014


Knowledge 91% 86% 89% 90% NA NA Responsiveness 84% 86% 84% 81% NA NA Courtesy 87% 86% 88% 84% NA NA Overall Impression 86% 84% 86% 83% 86% Similar

Summary

Bettendorf represents the median number of Full-time Equivalents per 1000 population. It is important to note that this measure does not include any FTEs for

contracted part-time employees. Bettendorf is among the lowest in measures of turnover and employee grievances, indicating the city’s workforce is satisfied

and loyal overall. The increases for these measures from FY12 to FY13 are indicative of the beginning of a wave of retirements the city will face over the next 5

to 10 years. External recruitments appear to take much longer for Bettendorf than the comparables, but these measures need to be verified and tightened up

in future data collections. The citizen survey indicates that citizens are quite impressed with city employees. Bettendorf employees score much above

benchmark comparables on questions of knowledge, responsiveness and courtesy and similarly on overall impression.

12

CPM 101 Results – Library 2013


Total Annual Library Circulation:






FY13 693,388 ↑73,182 2,044,289 709,596 510,330 479,410 1,819,854 344,092 453,538 289,464 Higher

FY12 620,206 -- 1,404,804 494,132 481,681 361,592 319,047 197,074 389,232 299,604 Higher

Circulation Per Capita:






FY13 20 ↑1 11 10 13 11 12 11 13 10 Higher

FY12 19 -- 11 9 14 12 13 11 13 11 Higher

Total Patrons Entering the Library:






FY13 337,984 ↓14,272 1,218,599 433,860 324,687 290,318 1,153,410 291,806 219,209 228,279 Higher

FY12 352,256 -- 804,042 329,800 194,887 160,969 297,816 293,161 238,127 241,859 Higher

Patrons Entering the Library per Capita:






FY13 9.9 ↓0.7 7.4 5.7 8.7 8.6 8.1 6.8 7.2 7.7 Higher

FY12 10.6 -- 7.1 5.9 8.9 8.8 8.7 8.2 8.3 9.0 Higher

Total Number of Users Who Access the Internet through Library Terminals:






FY13 71,815 * 244,384 79,001 42,499 40,844 210,889 43,427 40,693 37,832 Higher

FY12 11,907* -- 196,529 50,021 36,087 40,713 41,029 25,241 28,179 25,241 Lower*

13

CPM 101 Results – Library 2013 Operating and Maintenance Expenditures in FY 12/13:






FY13 $2,560,434 ↑$342,472 $7,799,479 $2,742,364 $1,874,632 $1,949,002 $6,005,677 $1,285,700 $1,372,296 $1,141,844 Higher

FY12 $2,217,962 -- $4,629,756 $1,592,011 $1,520,410 $1,311,590 $1,121,080 $985,655 $1,253,144 $1,311,590 Higher

Operating and Maintenance Expenditures per Capita:






FY13 $75 ↑$8 $44 $38 $50 $41 $49 $38 $44 $39 Higher

FY12 $67 -- $43 $31 $46 $38 $51 $36 $44 $40 Higher

Operating and Maintenance Expenditures per Circulated Item:






FY13 $3.69 ↑$0.11 $4.45 $3.47 $4.57 $3.45 $4.11 $3.49 $3.71 $3.78 Similar

FY12 $3.58 -- $3.82 $3.13 $3.01 $3.36 $4.12 $3.11 $3.18 $3.43 Similar

Library FTEs per 1000 population:






FY13 0.90 ↓0.02 0.55 .048 0.59 0.54 0.57 0.51 0.64 0.61 Higher

FY12 0.92 -- 0.59 0.50 0.70 0.69 0.70 0.62 0.72 0.69 Higher


Percent of citizens surveyed who have used the Library in the last 12 months:


85% 88% 84% 86% 76% Similar

Percent of citizens surveyed rating public library services as “excellent” or “good”:


95% 97% 96% 95% 94% Higher

14

CPM 101 Results – Library 2013

Summary

The Bettendorf Library gets extremely high marks from citizens. Citizen satisfaction is reflected in the library usage measures where Bettendorf is among the

highest in circulation per capita and patron visits per capita. However, the Bettendorf Library also ranks among the highest in operating expenditures per capita

and Library Full-time Equivalents per 1000 population. When measured against the number of circulated items, operating expenditures are more in line with the

comparable group.

*Data collection methods were changed to achieve more accurate measures.

15

CPM 101 Results – Parks & Recreation 2013


Total Park Acreage:






FY13 762 -- 3,731 1,010 1,366 762 2,921 507 815 676 Similar

FY12 762 -- 2,563 748 874 627 739 363 706 451 Similar

Total Park Acreage per 1000 Population:






FY13 22 ↓1 28 16 NA NA 43 22 26 22 Similar

FY12 23 -- 29 16 24 17 26 17 23 14 Similar

Parks Regular Full-time and Part-time FTEs:






FY13 13.8 ↓0.5 108.4 36.8 39.0 27.5 71.8 22.1 41.9 29.0 Lower

FY12 14.3 -- 98.4 36.1 44.8 31.6 35.0 24.8 43.0 28.0 Lower

Expenditures per 1000 Population:






FY13 $116,212 -- $78,431 $55,424 $86,123 $84,809 $75,590 $53,125 $91,177 $90,274 Higher

FY12 NA -- NA NA NA NA NA NA NA NA NA

Revenue from Fees and Charges:






FY13 $2,084,134 ↓$8,233 $3,975,330 $1,169,631 $1,262,932 $620,000 $1,534,345 $515,933 $1,693,611 $894,816 Higher

FY12 $2,092,367 -- $3,469,687 $1,092,530 $1,779,670 $1,482,912 $1,372,331 $365,728 $1,722,349 $1,759,240 Higher

16

CPM 101 Results – Parks & Recreation 2013


Percent of citizens surveyed who have participated in the following Parks & Recreation Opportunities:


Recreation Centers 28% 30% 61% 62% 66% Similar

Recreation Programs/Activities

54% 54% 47% 49% NA NA

Visited a city park 92% 92% 88% 90% 88% Similar

Walked or biked instead of driving

NA NA NA NA 52% Similar

In good to excellent health NA NA NA NA 63% Similar

Percent of citizens surveyed rating the following Parks & Recreation services as “excellent” or “good”:


City Parks 94% 94% 96% 95% 94% Higher

Recreational Opportunities 72% 71% 75% 77% 88% Higher

Fitness Opportunities NA NA NA NA 94% Higher

Recreation Programs/Classes

86% 86% 90% 87% 90% Higher

Recreation Centers/Facilities

79% NA 87% 85% 90% Higher

Health & Wellness NA NA NA NA 92% Higher

Paths & Walking Trails NA 72% 81% 86% 93% Much Higher

Travel by Bicycle 74% 62% 72% 77% 86% Much Higher

Summary

Parks and Recreation departments can vary wildly from city to city. The CPM survey provides broad measures for Parks and Recreation but is lacking on useful

measures specific to the operations of the Bettendorf Parks department. Bettendorf offers similar park acreage and park acreage per 1000 population to most

of the comparable group. Bettendorf ranks among the lowest in a measure of regular full-time and part-time employees, but this measure does not include

contracted part-time employees. The Parks & Recreation department relies heavily on contracted part-time employees for park maintenance, recreation, Life

Fitness Center, Palmer Hills and Splash Landing operations. Bettendorf Parks & Recreation ranks among the highest for revenue from fees and charges. This is

most likely the result of having three enterprise funds; Palmer Hills, the Life Fitness Center and Splash Landing. Citizen survey results show Bettendorf citizens

participate in parks & recreation programs at similar rates to comparable communities. However, measures of satisfaction with parks & recreation are higher

than benchmarks. Especially those regarding paths, walking trails and travel by bicycle which is reflective of the city’s recent investment in recreation trails.

17

CPM 101 Results – Permits, Land Use & Planning 2013


Permits, Land Use and Planning FTEs:






FY13 9.3 ↓0.7 39.0 8.6 7.3 7.8 6.8 6.9 10.8 9.4 Similar

FY12 10.0 -- 13.5 5.9 6.2 4.9 5.3 4.0 6.0 4.4 Higher

Expenditures for Permits, Land Use and Planning:






FY13 $896,747 ↑$54,947 $2,482,899 $786,860 $751,250 $698,584 $2,215,164 $655,887 $843,917 $896,747 Similar

FY12 $841,800 -- $1,403,041 $549,935 $533,977 $463,344 $458,568 $302,865 $504,710 $395,382 Higher

Total Number of Building Permits Issued in FY 12/13:






FY13 3,301 ↓253 5,096 1,511 2,372 1,812 2,854 1,103 2,490 1,761 Higher

FY12 3,554 -- 4,917 1,525 1,825 1,510 1,781 1,074 2,063 1,679 Higher

Expenditures per Permit Issued:






FY13 $55 ↑$2 $208 $129 $155 $158 $167 $160 $167 $164 Lower

FY12 $53 -- $212 $99 $224 $83 $218 $84 $316 $70 Lower

Average Number of Days from Permit Application to Issuance:






FY13 2 -- 11 7 10 5 12 9 8 4 Lower

FY12 2 -- 16 7 7 7 8 6 7 7 Lower

18

CPM 101 Results – Permits, Land Use & Planning 2013 Total Number of Building Inspections Conducted in FY 12/13:






FY13 5,934 ↑429 18,810 4,724 6,103 4,555 9,843 3,835 5,386 4,232 Similar

FY12 5,505 -- 15,809 4,568 5,245 4,251 4,783 2,935 3,727 4,074 Higher




Quality of new development

82% 83% 82% 81% 68% Similar

Affordable, quality housing

53% 55% 65% 64% 59% Similar

Appearance of Bettendorf 83% 88% 91% 88% 92% Higher

Land Use, Planning & Zoning

61% 62% 66% 67% 73% Higher

Overall ease of travel NA NA NA NA 90% Higher

Traffic flow 74% 75% 76% 75% 80% Higher

Summary

Citizen Survey results show that Bettendorf citizens are more satisfied overall with Community Development services than the benchmark comparison. The

sharp dip in citizen opinions on the quality of new development merits further investigation. Input measures (Full-time equivalents and expenditures) for

permits, land use and planning services are more in line with comparable communities than a year ago. However, on measures of output and efficiency

Bettendorf ranks among the best. In both FY12 and FY13 Bettendorf issued more building permits than most comparable communities and did so for less cost

per permit than the comparables. Bettendorf was also among the most responsive to permit applications, issuing permits an average of two days after

application. Future surveys are expected to include measures regarding the valuation created with building permits which will provide a good indicator of the

quality of development compared to other communities.

19

CPM 101 Results – Police 2013


Sworn Police Staff FTEs per 1000 Population:






FY13 1.8 -- 2.0 1.8 1.9 1.7 1.8 1.8 1.9 1.7 Similar

FY12 1.8 -- 2.0 1.9 2.0 1.8 2.0 1.8 2.2 1.9 Similar

Overtime Expenditures for Sworn Police Staff:






FY13 $244,752 ↑$32,023 $1,171,237 $282,367 $349,049 $268,194 $1,306,195 $229,077 $321,825 $244,752 Similar

FY12 $212,729 -- $676,558 $262,057 $369,559 $262,057 $313,749 $247,539 $349,317 $221,977 Similar

Total Police Expenditures per Capita:






FY13 $185 -- $244 $217 $235 $214 $249 $207 $262 $271 Lower

FY12 NA NA NA NA NA NA NA NA NA NA NA

Police Responses per 1000 Population:






FY13 719 -- 1,256 1,111 875 882 1,016 984 964 927 Lower

FY12 NA NA NA NA NA NA NA NA NA NA NA

UCR Part 1 Violent Crimes Reported:






FY13 81 ↓13 756 103 131 40 476 86 110 81 Similar

FY12 94 -- 526 98 104 65 119 74 137 76 Similar

20

CPM 101 Results – Police 2013 UCR Part 1 Property Crimes Reported:






FY13 595 ↑1 5,320 952 876 694 2,613 612 912 736 Lower

FY12 594 -- 4,342 1,099 1,003 827 1,010 617 969 804 Lower

Percent of UCR Part 1 Crimes Cleared:






FY13 35.5%* ↓30.6%* 28.3% 24.7% 26.2% 28.2% 57.7% 26.1% 27.2% 26.7% Higher

FY12 66.1% -- 28.8% 25.3% 29.8% 28.3% 32.0% 28.5% 34.0% 33.0% Higher

UCR Part 1 Crimes Cleared per Sworn FTE:






FY13 4.0* ↓3.8* NA 4.1 NA 3.9 4.9 3.6 5.2 3.9 Similar

FY12 7.8 -- 5.1 4.1 5.3 4.4 5.0 3.9 5.2 4.4 Higher

Injury Producing Traffic Accidents per 1000 Population:






FY13 4.6 ↑0.9 5.5 4.0 4.2 3.7 3.6 3.3 4.9 4.0 Similar

FY12 3.7 -- 5.4 4.0 4.5 3.9 5.9 3.9 4.4 3.6 Similar

21

CPM 101 Results – Police 2013


Percent of citizens surveyed rating the following “very” or “somewhat” safe:


Overall feeling of safety NA NA NA NA 95% Higher

Neighborhood during the day

98% 98% 99% 98% 97% Similar

Neighborhood after dark 88% 88% 92% 92% NA

Downtown during the day 91% 89% 94% 90% 88% Similar

Downtown after dark 60% 60% 73% 62% NA Similar

Safety from violent crimes 86% 91% 95% 94% NA

Safety from property crimes

72% 82% 87% 82% NA



Police Services 90% 92% 93% 93% 95% Higher

Crime Prevention 83% 88% 89% 92% 93% Higher

Traffic Enforcement 79% 79% 83% 83% 86% Higher

Household member was NOT the victim of a crime in Bettendorf:


91% 92% 95% 96% 93% Similar

Summary

Citizen Survey results show that citizens feel safe in Bettendorf and are more satisfied with police services than the benchmark comparison. Sworn police staff

per 1000 population is around the median of all comparable communities. The data shows overtime expenditures are in line with other comparable police

departments, however overall, police expenditures per capita are lower. Police responses and crimes reported were lower than comparables, while the percent

of those crimes cleared was slightly higher. Reports of violent crimes in Bettendorf are below average, while reports of property crimes in Bettendorf are much

less than the comparables. Injury producing traffic accidents per 1000 population are similar in number to the comparables.

*Data collection methods were changed to achieve more accurate measures.

22

CPM 101 Results – Solid Waste & Recycling 2012


Tons of Residential Refuse Collected in FY 12/13:






FY13 8,196 ↑246 49,035 10,343 8,354 9,313 30,104 6,425 6,501 8,196 Similar

FY12 7,950 -- 41,888 9,969 8,650 8,876 26,118 6,566 6,732 7,258 Similar

Tons of Residential Refuse Collected per Capita:






FY13 .24 -- .28 .28 .27 .26 .24 .24 .19 .22 Similar

FY12 .24 -- .57 .27 .27 .26 1.03 .27 .25 .24 Similar

Expenditures per Ton of Residential Refuse Collected:






FY13 $125 ↑$23 $107 $87 $158 $105 $128 $117 $156 $95 Similar

FY12 $102 -- $132 $97 $131 $126 $183 $127 $123 $106 Similar

Tons of Recycling Collected in FY 12/13:






FY13 2,140 ↓181 9,944 2,616 2,700 2,452 6,020 1,688 2,542 2,302 Similar

FY12 2,321 -- 7,632 2,476 2,311 2,085 2,588 2,091 2,535 2,132 Similar

Tons of Recycling Collected per Capita:






FY13 .06 ↓.01 .09 .07 .10 .09 .11 .09 .09 .10 Lower

FY12 .07 -- .07 .07 .07 .07 .08 .08 .08 .07 Similar

23

CPM 101 Results – Solid Waste & Recycling 2012 Expenditures per Ton of Recycling Collected:






FY13 $176* ↑$37 $178 $158 $145 $140 $149 $116 $115 $91 Higher

FY12 $139 -- $195 $136 $237 $172 $210 $128 $275 $147 Similar




Cleanliness of Bettendorf NA 89% 94% 90% 93% Higher

Yard Waste Pick-up 87% 82% 90% 87% 87% Higher

Recycling 91% 87% 92% 92% 90% Higher

Garbage Collection 92% 92% 95% 93% 92% Similar

Percent of citizens surveyed that have recycled paper, cans and bottles at least once in the past 12 months:


90% 91% 89% 90% 94% Similar

Summary

Recycling is important to residents of Bettendorf. 94% of residents surveyed recycled in 2014. This is similar to benchmark comparables and higher than any

previous survey response. Interestingly, tons of recycling collected per capita was less than the previous year and lower than the comparable groups. Tons of

residential refuse collected per capita is similar to most of the comparable communities. Expenditures per ton collected increased for both refuse and recycling

collections. Refuse expenditures per ton are in line with comparable communities, but recycling expenditures per ton are slightly higher than most comparable

communities. The increases of per ton can be attributed to the purchase of garbage and recycling carts and higher personnel costs in FY13. Other operating

expenditures were in line with previous years. Overall, citizens are extremely happy with the cleanliness of Bettendorf and the Solid Waste and Recycling

operations.

*Revised after dataset was finalized.

24

cpm 101 performance report - bettendorf, iowacpm 101 is a scaled down version of icma’s...

Documents