HomeMy WebLinkAbout2024 Year-End Operations Plan ReportCITY OFXROCHESTER
MINNESOTA
City Operations Plan
2024 Year-End Report
About the Operations Plan
The City of Rochester’s Operations Plan Report serves as a tool for tracking performance and
progress across departments.It outlines approximately 5-8 essential metrics per department that reflect
operational health and establish yearly goals aligned with the City’s priorities.
Benefits of the Operations Plan Report include:
•Data-Driven Decision-Making
•Accountability &Transparency
•Continuous Improvement
Together with the Action Plan,this report helps ensure that City services remain effective,efficient,
and responsive to community needs.
Highlights
1,071 data requests -Public records requests promote transparency and
accountability,empowering informed decision-making.
13,353 building permit applications -Residential permits ensure compliance with
safety codes,protecting public health and well-being.
3,000 rental housing inspections -Inspections uphold safety standards,
safeguarding residents and communities.
12,013 311 calls -Tracking call volume helps allocate resources,identify service
trends,and measure outreach effectiveness.
2,193,010 website visits -Website traffic reflects resident engagement and facilitates
communication of key updates.
AAA Bond Rating maintained -Atop bond rating lowers borrowing costs,enhances
budget flexibility,and supports economic growth.
14 Fire Department recruitment events for high schoolers -Expanding career
pathways,strengthening succession planning,and investing in workforce
development.
Page 1 of 2
Page 2 of 2
65 internal promotions – Fostering career growth, improving retention, and
demonstrating commitment to professional advancement.
6.51% turnover rate – Provides insight into workplace culture, onboarding
effectiveness, compensation competitiveness, and teammate retention.
399,460 library visitors – Increased visits reflect welcoming spaces, accessibility, and
strong community interest in services.
728 trees planted – Enhances green spaces, improves air quality, mitigates urban
heat effects, and supports sustainability.
5,500 Safe City Night attendees – Strengthens community engagement and safety
awareness while measuring outreach effectiveness.
175,300 dispatch calls – Tracks 911 and non-emergency call volume to assess
personnel needs and resource allocation.
10 local/regional artists hired for music events – Supports the arts economy,
showcases diverse talent, and fosters cultural vibrancy.
17,724,598 kilowatt-hours of energy savings – Demonstrates responsible energy
management and commitment to sustainability.
3,995,641 gallons of water savings – Highlights efficient water conservation practices and
commitment to resource sustainability.
92.51% ZIPS on-time – Ensures reliable transportation for passengers unable to use
Rochester Public Transit, meeting industry standards.
109,616 transit service hours – Enhances accessibility, supports economic activity, and
accommodates diverse travel needs.
1,028,899 ramp usages (437,651 free parking sessions) – Optimizes parking efficiency,
reduces congestion, and informs infrastructure planning.
Full Operations Plan
The following pages include a comprehensive table of the full operations plan. Items are organized by
department.
Want to learn more? Explore our website at www.rochestermn.gov/priorities for details on our Strategic
Priorities, Action Plan, DEI Action Plan, and Legislative priorities.
Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
1
Number of
evaluations
completed
Admin Evaluations gauge program or
policy effectiveness, efficiency,
and alignment with community
needs, crucial for informed
decision-making and resource
optimization.
1 Met Goal 1 1 The citywide fleet evaluation was
completed and presented to City
Council on October 14, 2024.
1
2
Community
survey
completed
biannually (Y/N)
Admin Community surveys provide
valuable insights into residents'
needs, preferences, and
concerns, aiding effective
decision-making and resource
allocation.
Yes Met Goal Yes Yes Yes
3
Number of Action
Plan updates
Admin Action Plan Updates guide
targeted growth, ensuring
alignment with and adaptability
to City Council's Strategic
Priorities.
4 Met Goal 2 2 2
4
Number of
individuals
helped through
Just Deeds work
City Attorney The Just Deeds Program
assists property owners in
identifying and discharging
discriminatory covenant from
property titles.
0 Did Not Meet
Goal
10 2 This effort continues, with significant
progress toward a broader
communication to affected properties,
with opportunity to discharge
covenants.
N/A
5
Number of
trainings
completed by
City Attorney
teammates
City Attorney Training equips teammates for
cases. Training includes
Continuing League Education
CLE) and various networking
conferences.
25 Exceeded Goal 25 30 We continue to look for teammate
training opportunities, particularly for
newer teammates.
N/A
6
Number of
criminal cases
opened
City Attorney The number of criminal cases
opened in our Case
Management System indicates
overall workload, influencing all
aspects of the system.
2,660 Monitoring N/A 2,864 N/A
7
Number of trials City Attorney The number of jury and court
trials indicates case resolution
management and overall
workload. Fewer trials may
indicate too lenient of resolution
practices. Greater number of
trials may indicate overly strict
resolution guideline application.
8 Monitoring N/A 6 N/A
8
Number of
contracts
processed
City Clerk Contracts formalize agreements
with vendors and service
providers, ensuring smooth and
effective government practices.
394 Monitoring N/A 595 N/A
9
Number of data
requests
City Clerk Public records requests
enhance transparency and
accountability, empowering
individuals to make informed
decisions about government
operations.
1,074 Monitoring N/A 1,071 N/A
10
Number of data
requests
completed
exceeding 30
days
City Clerk Timely completion of public
records requests enhances
transparency and
accountability, ensuring
compliance with Minnesota
state law. Ten business days is
generally considered a
reasonable time for a general
records request.
120 Did Not Meet
Goal
100 127 We wanted our processing times to be
less than 30 days for requests
100
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
11
Number of
parking ticket
contestations
City Clerk Parking ticket contestations
allow residents to present
factual information regarding
citations and why it should be
dismissed. All residents should
be provided with excellent
customer service, regardless of
the situation.
907 Monitoring N/A 1,415 The 2023 performance was based on
9 months of data.
N/A
12
Number of
parking permits
issued
City Clerk Residential Parking Permits
help alleviate neighborhood
residents from parked vehicles
by people with no association
with the residents or businesses
in the neighborhood.
1,039 Monitoring N/A 1,333 The 2023 performance was based on
9 months of data.
N/A
13
Number of
resolutions
adopted
City Clerk Resolutions formalize City
Council decisions, ensuring
transparency and guiding future
actions.
260 Monitoring N/A 262 N/A
14
Number of
ordinances
adopted
City Clerk Ordinances establish local law
and regulations, providing a
legal framework for community
behavior and activities.
18 Monitoring N/A 44 We changed licensing ordinances and
all ordinances were adopted
individually, which increased the
number of ordinances for 2024.
N/A
15
Number of liquor
licenses issued
City Clerk Liquor licenses regulate the
sale of alcohol, promoting
responsible consumption and
ensuring compliance with local
laws.
175 Monitoring N/A 213 N/A
16
Number of trade,
business and
transportation
licenses issued
City Clerk These licenses authorize
commercial activities, ensuring
compliance with local laws and
promoting public safety.
937 Monitoring N/A 1,025 N/A
17
Percentage of
licenses issued
within 30 days
City Clerk Timely license processing
ensures that individuals and
businesses can quickly obtain
permits, enhancing customer
satisfaction.
N/A Did Not Meet
Goal
70%62 First year in setting metrics, due to
staff turnover and finding out that VPN
does not work outside the USA led to
some delays in processing in
December.
70%
18
Percentage of
licenses issued
within 14 days
City Clerk Timely license processing
ensures that individuals and
businesses can quickly obtain
permits, enhancing customer
satisfaction.
N/A Exceeded Goal 20%24%20%
19
Percentage of
licenses issued
within 10 days
City Clerk Timely license processing
ensures that individuals and
businesses can quickly obtain
permits, enhancing customer
satisfaction.
N/A Met Goal 10%11%10%
20
Number of public
notifications
Community
Development
Public notifications reflect
efforts to engage residents
about projects and policy
changes, ensuring transparency
and encouraging community
participation in local
governance.
130 Monitoring N/A 152 N/A
21
Number of
building permit
applications
Community
Development
Residential building permits
ensure compliance with local
codes and standards, protecting
public health and safety.
12,689 Monitoring N/A 13,353 N/A
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
22
Number of
residential
building
inspections
completed
Community
Development
Inspections ensure compliance
with safety codes and
standards, protecting public
health and safety.
19,944 Monitoring N/A 19,265 N/A
23
Number of
commercial
building
inspections
completed
Community
Development
Inspections ensure compliance
with safety codes and
standards, protecting public
health and safety.
11,175 Monitoring N/A 11,516 N/A
24
Percentage of
residential plans
reviewed within 2
weeks
Community
Development
Timely plan reviews ensure
compliance with building codes
and zoning laws, identifying
issues early and preventing
costly mistakes, thereby
protecting public safety.
81%Exceeded Goal 90%89%90%
25
Percentage of
commercial plans
reviewed within 3
weeks
Community
Development
Timely plan reviews ensure
compliance with building codes
and zoning laws, identifying
issues early and preventing
costly mistakes, thereby
protecting public safety.
71%Exceeded Goal 80%95%80%
26
Percentage of
inspections with
next day
availability
Community
Development
High availability of next-day
inspections demonstrate
efficiency in the inspection
process, helping keep
construction projects on
schedule while ensuring safety
and compliance.
N/A Monitoring N/A N/A We are exploring how to measure this
metric for future reports.
N/A
27
Number of
planning
applications
reviewed
Community
Development
The number of planning
applications indicates the
volume of development activity
and assesses the planning
process's effectiveness, helping
align proposed projects with
local regulations and goals.
133 Monitoring N/A 101 N/A
28
Number of rental
housing
inspections
completed
Community
Development
Inspections ensure compliance
with safety codes and
standards, protecting public
health and safety.
2,973 Monitoring N/A 3,000 N/A
29
Percentage of
rental housing
inspections with
a 1-year
inspection cycle
Community
Development
This metric evaluates the
housing code update
implemented in 2023, reflecting
code effectiveness.
3%Did Not Meet
Goal
2%9%This program is still new and we're
tracking it for process improvement.
We are considering ways to reduce 1
year results.
2%
30
Percentage of
rental housing
inspections with
a 2-year
inspection cycle
Community
Development
This metric evaluates the
housing code update
implemented in 2023, reflecting
code effectiveness.
68%Did Not Meet
Goal
21%30%This program is still new and we're
tracking it for process improvement.
All new rentals automatically result in
a 2-year cycle, which may sway data.
21%
31
Percentage of
rental housing
inspections with
a 3-year
inspection cycle
Community
Development
This metric evaluates the
housing code update
implemented in 2023, reflecting
code effectiveness.
8%Did Not Meet
Goal
27%15%This program is still new and we're
tracking it for process improvement.
27%
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
32
Percentage of
rental housing
inspections with
a 4-year
inspection cycle
Community
Development
This metric evaluates the
housing code update
implemented in 2023, reflecting
code effectiveness.
21%Did Not Meet
Goal
50%46%This program is still new and we're
tracking it for process improvement.
50%
33
Number of
rehabbed rental
properties
through the
CDBG Program
Community
Development
The Community Development
Block Grant (CDBG) program
funds repairs and upgrades to
rental properties for low- and
moderate-income tenants,
ensuring housing quality, safety,
and affordability while
supporting community
revitalization.
1 Did Not Meet
Goal
1 0 Work to start in 2025.1
34
Number of
rehabbed single
family dwellings
through the
CDBG Program
Community
Development
The Community Development
Block Grant (CDBG) program
funds renovations to Single
Family Dwellings for low- and
moderate-income families,
ensuring housing quality, safety,
and affordability while
supporting community
development and stabilizing
neighborhoods.
6 Did Not Meet
Goal
15 11 15
35
Number of
owner-occupied
units created
through the Fee
Reimbursement
Program
Community
Development
This program promotes
homeownership among eligible
individuals and families,
indicating its effectiveness in
supporting affordable housing
initiatives and community
stability.
35 Exceeded Goal 15 289 Numbers increased due to the
creation of the Homeownership
Creation Program
N/A
36
Number of
nuisance
complaints
Community
Development
Tracking nuisance complaints
provides insight into community
issues, helping local authorities
identify areas needing
intervention and assess the
effectiveness of existing
regulations.
512 Exceeded Goal N/A 986 Note this data was pulled from our old
system (service requests) and 311. It's
possible there's some duplication.
N/A
37
Percentage of
teammates
satisfied with
resolution of their
support request
Communications
Engagement
High satisfaction with
communications support
resolutions indicates that
teammates feel their issues are
being handled effectively and
efficiently. This fosters trust in
the communications team and
promotes successful
communications & engagement
in the community.
N/A Met Goal N/A 82%We learned via the internal
organizational services survey that
almost 82% were satisfied with
service. 89% of respondents were
satisfied with the promptness. Over
94% were satisfied with services in a
timely manner and almost 90%
thought accessing support was easy.
80%
38
Number of 311
calls
Communications
Engagement
Tracking 311 call volume helps
allocate resources efficiently,
identify service request trends,
and assess outreach
effectiveness.
N/A Met Goal N/A 12,013 We achieved our initial goal of
launching 311. As the 311 call center
becomes fully operational, we will
establish concrete performance goals
to measure its effectiveness and
impact.
N/A
39
Number of 311
service tickets
Communications
Engagement
The number of service tickets
quantifies workload and
demand for municipal services,
aiding in resource allocation
and ensuring timely resolution
of citizen issues.
N/A Met Goal N/A 4,285 We achieved our initial goal of
launching 311. As the 311 call center
becomes fully operational, we will
establish concrete performance goals
to measure its effectiveness and
impact.
N/A
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
40
Percentage of
satisfied 311
callers based on
post-call survey
Communications
Engagement
Post-call surveys provide
valuable feedback on service
quality, helping identify
strengths and areas for
improvement in customer
service delivery.
N/A Monitoring N/A N/A We have not yet begun collecting this
metric. Currently, we are evaluating
the best approach to gather this
information to ensure we are
evaluating 311 services rather than
the individual service departments.
N/A
41
Number of
website visits
Communications
Engagement
Website visits gauge resident
engagement and facilitate
communication of important
updates, offering valuable
insights into public sentiment.
1,100,000 Exceeded Goal N/A 2,193,010 2,500,000
42
Rating of website
accessibility
Communications
Engagement
The rating of website
accessibility is important
because it helps everyone,
including people with
disabilities, use the site easily.
This improves user experience
and reaches more people.
72 Did Not Meet
Goal
85 75 This metric is a snapshot, meaning
the data may be skewed depending
on the day/time we are pulling the
report.
85
43
Number of
teammates that
participated in
DEI professional
development
sessions
DEI DEI trainings promote fairness
and inclusivity, reduce bias,
improve service delivery, and
foster collaboration across
diverse groups.
150 Exceeded Goal 150 450 2024 performance included 150
teammates participating in Cultural
Humility professional development
and 300 teammates participating in
the Digging Deeper series. We held
an additional 6 series Digging Deeper
series over a 6 month period on
specific topics.
150
44
Number of DEI
Action Plan
updates per year
DEI DEI Action Plan Updates guide
targeted growth, ensuring
relevance and adaptability in
advancing diversity, equity, and
inclusion initiatives.
4 Did Not Meet
Goal
4 3 We transferred the DEI Action Plan to
a new software, which delayed one of
the updates.
4
45
Number of Active
City CIP projects
with Targeted
Business Goals
DEI The Targeted Business
Program fosters economic
inclusivity by prioritizing
contracts with local and
minority-owned businesses.
This initiative empowers
underrepresented
entrepreneurs, stimulates the
local economy, and ensures
public spending benefits diverse
community members.
N/A Monitoring N/A 16 Projects included: Chateau Theatre,
Riverfront Redevelopment, St Marys
Place Public Realm, 6th Street Bridge,
District Energy, Sanitary sewer
bypass-3rd Ave SW from 2nd St SW
to 4th St SW,Link
N/A
46
Dollar value of
contracts
awarded to
Targeted
Businesses on
City CIP projects
DEI The Targeted Business
Program fosters economic
inclusivity by prioritizing
contracts with local and
minority-owned businesses.
This initiative empowers
underrepresented
entrepreneurs, stimulates the
local economy, and ensures
public spending benefits diverse
community members.
N/A Monitoring N/A $5,784,287 Performance was approximately 8.6%
of contracts. Projects included:
Chateau Theatre, Riverfront
Redevelopment, St Marys Place
Public Realm, 6th Street Bridge,
District Energy, Sanitary sewer
bypass-3rd Ave SW from 2nd St SW
to 4th St SW,Link
4,782,229
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
47
Dollar value of
contracts
awarded to
Targeted
Business on
DMC-funded
projects
DEI The Targeted Business
Program fosters economic
inclusivity by prioritizing
contracts with local and
minority-owned businesses.
This initiative empowers
underrepresented
entrepreneurs, stimulates the
local economy, and ensures
public spending benefits diverse
community members.
N/A Met Goal N/A $5,007,931 Performance was approximately
17.8% of contracts. Projects included:
Chateau Theatre Improvements,
Soldiers Field, 6th St Bridge, and Link
4,642,229
48
Percentage of
Active City CIP
and DMC-funded
Commercial
projects that
meet Targeted
Business Goals
DEI The Targeted Business
Program fosters economic
inclusivity by prioritizing
contracts with local and
minority-owned businesses.
This initiative empowers
underrepresented
entrepreneurs, stimulates the
local economy, and ensures
public spending benefits diverse
community members.
N/A Exceeded Goal 9%29.92%For City projects, we achieved 8.1%
and for DMC projects we achieved
17.8%.
9%
49
Percentage of
Active City CIP
and DMC-funded
Highway Heavy
projects that
meet Targeted
Business Goals
DEI The Targeted Business
Program fosters economic
inclusivity by prioritizing
contracts with local and
minority-owned businesses.
This initiative empowers
underrepresented
entrepreneurs, stimulates the
local economy, and ensures
public spending benefits diverse
community members.
N/A Met Goal 4%4.86%For City projects, we achieved 8.1%
and for DMC projects we achieved
17.8%.
4%
50
Percentage of
Active City CIP
and DMC-funded
projects that
meet Workforce
Participation
goals for women
9%)
DEI Workforce participation goals
promote diversity and inclusion
within the city’s workforce by
setting specific targets for hiring
women and people of color.
This commitment enhances
representation, strengthens
community ties, and ensures
that public projects reflect the
diverse demographics of the
population.
31%Did Not Meet
Goal
100%9.00%There are contracts initiated in late
2024 that are scheduled for
completion in 2025. Currently, the
workforce utilization for women is low
due to the recent commencement of
these projects. However, as the
projects progress towards completion
this year, the participation of women in
the workforce is expected to rise
significantly.
100%
51
Percentage of
Active City CIP
and DMC-funded
projects that
meet Workforce
Participation
goals for
minorities (15%)
DEI Workforce participation goals
promote diversity and inclusion
within the city’s workforce by
setting specific targets for hiring
women and people of color.
This commitment enhances
representation, strengthens
community ties, and ensures
that public projects reflect the
diverse demographics of the
population.
13%Did Not Meet
Goal
100%36%There are contracts initiated in late
2024 that are scheduled for
completion in 2025. Currently, the
workforce utilization for minorities is
low due to the recent commencement
of these projects. However, as the
projects progress towards completion
this year, the participation of minorities
in the workforce is expected to rise
significantly.
100%
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
52
Number of
projects with
Davis
Bacon/Prevailing
Wage
requirement
Federal, State,
DMC or City
funded)
DEI Monitoring the number of
projects with Davis-Bacon or
prevailing wage requirements
underscores our commitment to
fair labor practices. Ensuring
that workers receive equitable
wages not only supports their
livelihoods but also promotes
economic stability within the
community.
16 Monitoring N/A 24 Master Wage data is set by the Feds
and is updated through them and is
not done internally by the Compliance
Team.
N/A
53
Number of
BIPOC women
engaged in built
environment
careers
DEI Tracking the number of BIPOC
women participating in our
career pathway program offers
insights into the initiative's
effectiveness in providing
construction trades experience
with the City of Rochester. This
fosters workforce diversity and
supports future employment
with the City and its contractors.
10 Met Goal 20 57 45 women completed intake at
Workforce Development Incorporated
WDI), 27 enrolled, 18 enrolled in
training, 9 completed, and we have 12
employed in built environment careers
either as an entrepreneur or
employee.
68
54
Number of
community
engagements
DMC Community engagement is
crucial for city projects as it
promotes transparency,
inclusivity, and trust, ensures
projects align with community
needs, fosters ownership and
pride among residents, and
leads to successful and
sustainable outcomes.
N/A Monitoring N/A N/A This is a future metric.N/A
55
Dollar value of
private
investment
DMC Private investment stimulates
economic growth, fosters
innovation and
entrepreneurship, supports
infrastructure development,
diversifies the economy,
generates tax revenue, and
revitalizes communities. This
metric does not include Mayo
investments.
12,583,587.00 Did Not Meet
Goal
28,000,000.
00
9,280,985 Due to the difficult market conditions,
large private developments were
delayed as developers were watching
the interest rate market. Mayo Clinic
still had $133,652,089 in investments
for 2024.
16,000,000
56
Number of DMC
projects
completed
DMC City projects enhance
infrastructure, improve quality of
life, stimulate economic growth,
address community needs, and
contribute to the overall
development and well-being of
the City and its residents.
1 Met Goal 1 1 Discovery Walk was completed in
2024.
1
57
Number of
community
events
Emergency
Management
Community events help build
trust and engage residents in
preparedness efforts. These
gatherings provide education on
emergency plans and
resources, foster collaboration
among stakeholders, and
empower the community to
enhance public safety and
resilience.
N/A Met Goal 1 6 EM took part in multiple community
events including all Safe City Nights
and PW's Snow Summit.
10
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
58
Number of
emergency
management
exercises
Emergency
Management
Tabletop and full-scale
exercises simulate realistic
scenarios to test response
plans and coordination among
agencies. These exercises help
identify strengths and
weaknesses in current
procedures, refine strategies,
and improve communication
and teamwork, enhancing
community resilience and
emergency response
effectiveness.
N/A Met Goal 1 2 Our primary training event in 2024
was the triennial Airport Full-Scale
Exercise, held Sept. 13 at Rochester
International Airport. This event
brought together more than 400
players to simulate the full response to
an aircraft disaster, including a
multitude of local agencies, as well as
state and federal resources.
5
59
Dollar value of
2019 energy cost
savings
Facilities Tracking energy cost savings
provides insight into the
effectiveness of energy
efficiency projects, helping us
measure return on investment
and reduce long-term
operational costs. It also reflects
our commitment to sustainability
and reducing the City’s carbon
footprint.
N/A Met Goal >$100,000 $136,455 Our goal is to utilize energy savings
from 2019 baseline to fund Building
Automation Specialist position, with
excess funds up to $100,000 utilized
for sustainability. fund. In 2024, we
had approximately $68,000 in Energy
Savings and $68,000 in rebates.
100,000
60
Dollar value of
excess internal
commissioning
group charges to
CIP projects
Facilities Monitoring excess internal
commissioning group charges
to CIP projects helps ensure
that our commissioning efforts
are cost-effective. It supports
project accountability and
allows us to make informed
financial decisions, optimizing
our capital improvement
investments.
N/A Did Not Meet
Goal
N/A N/A With the current staffing and workload
we have been unable to handle
commissioning of projects. City staff
did perform commissioning of Library
phase of Downtown Building Energy
Transition phase 1 as well as
assessed with BAS upgrade
commissioning at RPL and City Hall.
Our 2025 goal is to perform in house
commissioning of small projects, most
likely will move to full contracted in
2026 as workload and staffing levels
do not permit for self performance of
this work
N/A
61
Dollar value of
rebates & grants
Facilities Rebates and grants help offset
the cost of facility upgrades and
sustainability initiatives.
Tracking their value ensures we
maximize external funding
sources, which can accelerate
project completion and reduce
the financial burden on the City.
N/A Met Goal N/A $88,455 In 2024, we received a $25,000 MN
CARD Grant, and rebates totaled
63,455.
N/A
62
Percentage of
maintenance
work orders
completed
Facilities Tracking the number of
maintenance work orders
provides insight into the
operational health of our
facilities. It helps identify trends
in wear and tear, enabling us to
prioritize preventative
maintenance and reduce costly
emergency repairs.
N/A Met Goal N/A 100%4,349 Annual Preventive Work Orders
were at 72% completion. 924 On
Demand Work Orders, 100%
completion
80%
63
AAA Bond Rating
maintained (Y/N)
Finance Maintaining a AAA bond rating
enables the City to access
capital at favorable rates,
boosting investor confidence,
lowering borrowing costs,
enhancing budget flexibility, and
supporting overall economic
growth.
Yes Met Goal Yes Yes Rochester will strongly consider the
factors that influence the AAA Bond
Rating as it goes out for financing in
2025.
Yes
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
64
Property Tax
Rate
Finance A sustainable property tax rate
ensures that Rochester's
investments align with growth
and increases in property
values.
N/A Met Goal N/A 49.63%Many factors go into calculating the
property tax rate and Rochester will
consider those factors when setting
the levy for 2026. Rochester has held
property tax rates to only a slight
increase for 2025 while attempting to
accomplish many of its strategic
goals.
N/A
65
Dollar value of
Local
Government Aid
received per City
Capita
Finance The City aims to secure a fair
share of state aid comparable to
other cities in Minnesota,
targeting $274.40 per capita.
This would help reduce reliance
on the local tax levy.
N/A Monitoring N/A $41.00 We will monitor the LGA amount and
formula during the 2025 Legislative
Session. Rochester continues to
monitor the LGA amount it receives,
and the formula used for this
calculation. Rochester will continue to
advocate for additional LGA to catch
up with its representative peer
communities.
N/A
66
Percentage of
year-end General
Fund
Unassigned
Finance A healthy unassigned fund
balance prevents service
disruptions from unexpected
revenue shortfalls or expenses
and serves as an emergency
reserve for unforeseen events
between tax settlements.
N/A Met Goal >40%42%Finance Team is currently finishing up
2024 year-end but is confident that it
will meet its goal once again.
40%
67
Number of Fire
Department
community
engagement and
education events
Fire Community engagement and
education events connect us
with the public, raise awareness
about our department, and
showcase career opportunities
beyond emergency situations.
N/A Met Goal 60 61 61 total community engagement and
education events were conducted.
60
68
Number of Fire
Department
recruitment
events for high
schoolers
Fire Engaging high school students
during their career exploration
raises awareness of diverse
opportunities within the Fire
Department. Early outreach
helps spark interest and
encourages future applicants,
especially since applications
open every two years.
N/A Met Goal 14 14 14 high school recruitment events
were conducted in 2024.
15
69
Number of
individuals who
complete the
FirefighterI/II
program annually
Fire We offer a High School
Firefighter I/II course in
partnership with the Career and
Technical Education Center at
Heintz (CTECH). These
certifications are essential for
becoming a firefighter, helping
to create a recruitment pathway
and foster goodwill within the
community.
N/A Met Goal N/A 42 42 students completed the firefighter
I/II program, one of the higher years
on record.
35
70
Percentage of
qualified BIPOC
male applicants
for the Fire
Department
Fire Rochester Fire is dedicated to
building a department that
reflects the community's
diversity. We actively work to
increase interest in firefighting
careers among BIPOC
communities and attract
qualified candidates.
5 Did Not Meet
Goal
7 3 7
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
71
Percentage of
qualified female
applicants
Fire We value a diverse workforce
and strive to increase the
number of female applicants to
better represent the community
we serve. Rochester Fire
emphasizes raising awareness
of firefighting careers among
women.
5 Met Goal 7 7 7
72
Number of
individuals
recruited through
apprenticeship
program
Fire The apprenticeship program
aims to diversify the Fire
Department and create a local
talent pipeline. Successful
recruitment can also support
operational changes, such as
relocating engine companies to
enhance protection across the
city’s expanding geography.
1 Exceeded Goal 1 4 1
73
ISO rating Fire An ISO (Insurance Services
Office) rating is a third-party
evaluation of a city's fire
protection system, including the
fire department, water supply,
and dispatch. The scoring
system ranges from 1 to 10,
with 1 indicating superior fire
protection and 10 indicating that
minimum standards are not
met. Maintaining a strong ISO
rating is essential, as it can
influence commercial insurance
rates, ensuring stability and
affordability for businesses in
the community.
10 Met Goal 10 10 10
74
Number of hours
trained
Fire Regular training ensures
Rochester Fire is prepared for
emergencies and meets
certification and recertification
requirements.
8 Met Goal 9 9 9
75
Percentage of
wastewater
permit limits met
Public Works Meeting wastewater permit
limits is vital for maintaining
community water quality,
protecting natural water
sources, and safeguarding
public health.
100%Met Goal 100%1 100% compliance with NPDES permit 1
76
Number of
Sidewalk
Improvement
District (SID)
projects
completed
Public Works Completing an annual Sidewalk
Improvement District (SID)
project improves pedestrian
safety and ensures compliance
with the Americans with
Disabilities Act (ADA),
enhancing accessibility and
encouraging outdoor activities.
1 Met Goal 1 1 1
77
Number of miles
of mill and
overlay
completed
Public Works Completing a minimum of 10
miles of milling and overlaying
each year maintains pavement
conditions and protects
previous investments in streets,
enhancing driving conditions
and ensuring safer travel.
15.8 Exceeded Goal 14.8 18 Due to additional funding and great
coordination with stormwater and
sanitary crews, we were able to
exceed our goal
14
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
78
Number of
Centerline Miles
of Streets with
Secondary
Preventative
Maintenance
Public Works Tracking the number of
centerline miles of streets
receiving secondary
preventative maintenance each
year helps extend pavement
lifespan and ensures safer
travel for the community.
2.8 Met Goal 10.6 11 3
79
Number of
neighborhood
traffic calming
studies
completed
Public Works Conducting neighborhood traffic
calming studies addresses
safety concerns on residential
streets and helps implement
effective measures for
pedestrian, cyclist, and driver
safety.
2 Did Not Meet
Goal
2 1 Currently working through the second
project that we had planned for 2024,
and it will be implemented in 2025.
2
80
Percentage of
front desk phone
calls answered or
returned within 1
business day
Public Works Responding to phone calls
within one business day reflects
our commitment to high-quality
services, building trust, and
ensuring residents feel heard.
100%Met Goal 100%100%100%
81
Percentage of
plan reviews
completed within
3 weeks
Public Works Timely completion of plan
reviews promote private
development and help projects
stay on schedule.
92%Did Not Meet
Goal
90%85%1
82
Average number
of days to repair
vehicles
Public Works Tracking the average number of
days to repair vehicles ensures
essential equipment remains
available, supporting
operational efficiency and
community mobility needs.
3.7 Exceeded Goal 9.6 4 We are excited to share that we’ve
had an exceptional year, exceeding
our fleet metrics and achieving
outstanding results. This success can
be attributed to the dedication and
collaboration of our team.
4
83
Percentage of
CIP project setup
completed within
the year
Public Works Completing Capital
Improvement Projects (CIPs)
setups within the programmed
year aligns capital investments
with community needs,
facilitating successful project
execution.
91%Did Not Meet
Goal
90%67%Most of the projects that did not start
are planned to begin in 2025, are
awaiting advancement of coordinated
construction, or are awaiting additional
funding assigned in out years of the
CIP.
90%
84
SAIDI standards
met or exceeded
Y/N)
RPU The System Average
Interruption Duration Index
SAIDI) reflects our commitment
to providing reliable service by
minimizing the duration of
power outages. Maintaining
SAIDI at or below industry
standards ensures effective
system investments while
prioritizing safety for our
teammates and the public.
42.83 Exceeded Goal Yes 99 This exceeds (is better than) the goal
of 98.67 minutes which is the
benchmark for other American Public
Power Association (APPA) Region 3
municipal utilities.
99
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
85
EFORd
standards met or
exceeded (Y/N)
RPU Monitoring the Electric
Generating Unit Equivalent
Demand Forced Outage Rate
EFORd) ensures our
generating units operate
reliably. Industry standards for
EFORd are:
Gas Turbine-1: < 21%
Gas Turbine-2: < 21%
Westside Energy Station: <
13%
Maintaining EFORd at or below
these thresholds reflects our
commitment to operational
excellence while ensuring public
and teammate safety.
Yes Met Goal Yes Yes WES and GT2 were well above the
goals you list. GT1 was slightly below.
EFORd data:
CCK1 27.393
CCK2 3.176
WES 2.674
Yes
86
Number of
Kilowatt-hours of
Energy Savings
RPU Tracking energy savings in
kilowatt-hours (kWh)
demonstrates our responsibility
to implement commercially
viable technologies and
practices. This metric reflects
our commitment to effectively
managing energy usage while
promoting sustainability.
N/A Exceeded Goal 17,383,939 17,725,598 17,045,274
87
Number of
gallons of water
savings
RPU The number of gallons saved
indicates our commitment to
using advanced, cost-effective
technologies for water
management. This metric
highlights our responsibility to
conserve water resources
efficiently.
N/A Exceeded Goal 3,500,000 3,995,641 3,500,000
88
Retail Electric
and Water Rates
Comparison
RPU Retail electric and water rates
should be predictable,
competitive, fair, and cost-
based. This metric helps us
assess our pricing strategy's
effectiveness, ensuring that our
rates are equitable and
defensible for our community.
N/A Met Goal 1361 1,326 Rates remained predictable,
competitive, fair, and cost based. Our
2025 goal is TBD and will be based on
the OPU survey.
TBD
89
Bond Rating
Water &
Electric)
RPU The bond rating for water and
electric services reflects our
financial health and
sustainability. A strong bond
rating supports our ability to
provide reliable services,
generate community returns,
and maintain responsiveness to
customer needs. We are rated
by both Fitch and Moody's.
AA Met Goal AA AA Our Goal is an
investment
grade bond
rating or A or
better.
90
Net Promoter
Score (NPS)
RPU The NPS measures customer
loyalty and satisfaction by
gauging their willingness to
recommend our services. A
high NPS indicates strong
relationships with our customers
and the effectiveness of our
service delivery.
N/A Met Goal >50 59 The NPS for Q4 2024 jumped to 59.1,
which is in the "Excellent" range. This
is an increase Q3 2024's 38.5 NPS (in
the "Good" range) and is in the higher
range of historical numbers for RPU.
50
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
91
Number of calls
abandoned or
disconnected by
customers
RPU The customer call abandonment
rate measures our
responsiveness to incoming
calls. Lower abandonment rates
indicate that we effectively
address customer inquiries,
enhancing our relationships with
the community.
9.70%Monitoring N/A 13.27%The increase is likely in part due to not
being fully staffed in customer
relations since May 2024.
N/A
92
Annual Peak
demand (kW)
avoided
RPU A measure of the avoided peak
electric demand realized each
year due to our conservation
and demand response
programs.
N/A Met Goal N/A 8,000 350
93
Number of
community
engagements for
transit
Transit & Parking Tracking community
engagements for Transit and
Parking promotes ridership and
encourages parking usage,
allowing residents to provide
feedback and fostering
ownership in local transit
solutions.
20 Did Not Meet
Goal
20 16 The committee meetings for
engagement was reduced from
monthly to quarterly.
15
94
Percentage of
on-time ZIPS
Transit & Parking On-time performance for
Zumbro Independent
Passenger Service (ZIPS)
ensures reliability for
passengers who cannot use
Rochester Public Transit,
enabling effective journey
planning. The industry standard
is between 90-95%.
89.91%Met Goal 92.50%92.51%This measurement is an average
based on April 2024.
93%
95
Number of transit
service hours
Transit & Parking Transit service hours reflect
public transportation
accessibility. Extended hours
accommodate diverse
schedules, facilitating travel for
work and appointments while
enhancing ridership and
supporting economic activity.
108,255 Met Goal 110,000 109,616 RPT still increased our service hours
but came in just shy of the 110,000
hour goal.
110,000
96
Number of
parking ramp
usages
Transit & Parking Parking ramps help manage
vehicle congestion in urban
areas and support local
businesses. Efficient usage
optimizes space and reduces
traffic, while monitoring usage
informs effective parking
infrastructure planning.
977,116 Met Goal 1,000,000 1,028,889 437,651 parking sessions were free
parking.
1,000,000
97
Percentage of
City teammates
that completed
the biannual
Engagement
Survey
HR The engagement survey
measures a teammate’s
connection to their work, the
organization, its mission and
their teammates. High
engagement correlates with
better organizational
performance, increased
customer satisfaction, and
greater trust in government.
This survey helps identify areas
where the organization can
improve teammate experiences.
N/A Did Not Meet
Goal
82%79%Our biannual engagement survey
achieved a 79% response rate, just
shy of our 82% goal, aligning with
national trends of declining
participation.
N/A
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
98
Number of
Injury/Illness
Reports Filed
HR Tracking compensation claims
helps anticipate future costs,
manage departmental workload,
and minimize impacts on
teammates and the budget.
Reducing claims to zero or near
zero is a key goal for improving
safety and lowering costs.
200 Monitoring N/A 123 Our goal it to keep this metric to as
close to zero as possible.
N/A
99
Number of OSHA
reportable
injuries
HR OSHA reporting is a mandatory
requirement that ensures
compliance and accountability.
Beyond meeting regulatory
obligations, the reported data--
including recordable cases,
reportable cases, days away,
and days with restrictions--
provides valuable insights into
the impact of injuries and
illnesses on our teammate
population. This information
helps us identify training,
equipment, and PPE needs
while driving process
improvements to enhance
safety and reduce risks.
45 Monitoring N/A 33 Our goal it to keep this metric to as
close to zero as possible.
N/A
100
Percentage of
health plan
members
enrolled in My
Health Rewards
HR Encouraging eligible teammates
and health plan members to use
My Health Rewards supports
wellness, reduces healthcare
costs, and boosts productivity,
reflecting our commitment to
teammate health and
satisfaction.
25%Met Goal N/A 28%We are looking to increase this metric.
Our Benchmark is 17% enrollment
and 38% monthly engagement so it is
positive to see our numbers above our
benchmark
30%
101
Health
Insurance:
Percentage of
benefit eligible
employees
enrolled in health
plan
HR Participation impacts healthcare
cost and can influence plan
optimization
N/A Monitoring N/A 90%N/A
102
Biweekly Payroll
Cost
HR Tracking biweekly payroll costs
ensures alignment with
budgeted expectations,
supports workforce planning,
and promotes financial
accountability. Monitoring
trends helps identify potential
inefficiencies and informs long-
term financial decisions.
N/A Monitoring N/A $102,342,906.66 N/A
103
Number of
positions filled
HR Hiring qualified teammates is
crucial for advancing the City’s
strategic priorities. These
individuals bring the expertise
necessary to deliver essential
City services, requiring focused
recruitment, onboarding, and
role-specific training.
N/A Monitoring NA 233 This metric includes promotional
opportunities.
N/A
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
104
Number of
individuals
leaving our
organization
HR Turnover provides insight into
our workplace culture, the
effectiveness of onboarding, the
competitiveness of our
compensation packages, and
areas for improvement in
teammate retention.
N/A Monitoring N/A 96 This metric includes retirements.N/A
105
Workforce
Representation
HR A workforce representative of
the communities we serve
ensures diverse needs are met
and equitable services are
provided. A diverse workforce
brings a variety of perspectives
to decision-making, fostering
innovation, responsiveness, and
increased community trust in
government.
7.68%Did Not Meet
Goal
12.68%9.27%While we didn't hit our target, we did
make progress towards our goal. We
are considering new strategies to
advance workforce representation.
12.68%
106
Number of
openings filled
with internal
promotions
HR This metric reflects
opportunities for career
advancement, professional
growth, and teammate
retention. It also demonstrates
effective succession planning
and investment in the
development of our workforce.
N/A Monitoring N/A 65 We're still developing this metric to
determine suitable goals.
N/A
107
Number of
Grievances
HR Tracking the number of
grievances provides insight into
workplace issues and teammate
satisfaction. Fewer grievances
suggest effective
communication, fair policies,
and a positive work
environment, while a higher
number may indicate areas for
improvement in management
practices or working conditions.
N/A Monitoring N/A 10 N/A
108
Turnover Rate HR Turnover provides insight into
our workplace culture, the
effectiveness of onboarding, the
competitiveness of our
compensation packages, and
areas for improvement in
teammate retention.
N/A Met Goal <10%6.51%This metric was calculated by
averaging the number of employees in
2024 Q1 and 2024 Q4, then dividing
by 2.
10%
109
Percentage of
teammates
satisfied with
resolution of their
support request
Information
Technology
High satisfaction with IT support
resolutions indicates that
teammates feel their issues are
being handled effectively and
efficiently. This fosters trust in
the IT team and promotes
overall productivity by
minimizing disruptions caused
by technical issues.
N/A Monitoring N/A N/A We have insufficient data and
reporting capabilities due to our
current ticketing system. We are
actively exploring a replacement
ticketing system.
N/A
110
Percentage of
support requests
completed within
48 hours
Information
Technology
Timely resolution of support
requests is critical for
maintaining operational
efficiency. Completing requests
within 48 hours ensures that
teammates can quickly return to
their tasks, reducing downtime
and supporting organizational
performance.
N/A Monitoring N/A N/A We have insufficient data and
reporting capabilities due to our
current ticketing system. We are
actively exploring a replacement
ticketing system.
N/A
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
111
Percentage of
projects
completed on
time
Information
Technology
Meeting project deadlines
demonstrates effective project
management and resource
allocation. It ensures that IT
initiatives align with the
organization’s goals and deliver
value as expected, helping to
maintain momentum on key
initiatives.
N/A Monitoring N/A N/A We have insufficient data and
reporting capabilities due to our
current ticketing system. We are
actively exploring a replacement
ticketing system.
N/A
112
Percentage of
devices meeting
configuration
standards
Information
Technology
Ensuring devices and
applications meet configuration
standards is essential for
maintaining security,
performance, and compatibility
across the organization. It
reduces technical issues,
enhances cybersecurity, and
ensures that IT systems
function smoothly.
N/A Monitoring N/A >70%>80%
113
Percentage of
devices with
vulnerabilities
exceeding 90
days
Information
Technology
Minimizing the number of
devices with vulnerabilities
exceeding 90 days is vital for
cybersecurity. Proactively
addressing these vulnerabilities
reduces the risk of breaches
and ensures that the
organization’s technology
infrastructure remains secure.
N/A Monitoring N/A <10%<8%
114
Number of
legislative
priorities
advanced
Legislative The number of legislative
priorities advanced, including
hearings and bills introduced,
reflects City Council's
commitment to progressing
legislation into enforceable law.
Each year, the Council adopts
specific priorities to align the
legislative agenda with
community needs and enhance
local governance effectiveness.
14 Met Goal 6 7 For the 2024 session (Jan 2024-May
2024)
All primary bonding priorities were
introduced and featured in bonding
tours (Riverfront and Airport Solar) by
both House and Senate. No bonding
bill passed by legislature in 2024.
Construction sales tax exemption for
Regional Sports and Recreation
Complex heard in committee and
introduced, firefighter pension bill
passed into law, Silver Lake Dam
funding passed into law, wastewater
training (SEMLM Priority) passed into
law.
5
115
Percentage of
households with
active library
cards
Library Tracking the percentage of
households with active library
cards identifies underutilized
library services, informing
strategic marketing efforts to
engage more households.
33%Did Not Meet
Goal
36%35%We continue to see growth and came
close to reaching our target for 2024.
37%
116
Number of
incident reports
Library By investing in a Library Safety
Security Specialist role, we
aim to reduce the incidents that
require police intervention. This
approach focuses on
connecting individuals with
resources, such as Olmsted
County social services and the
Drug and Alcohol Response
Team (DART).
329 Monitoring N/A 302 The Safety and Security Specialist
role was introduced as a temporary
position in May 2024 and became
permanent in January 2025. Since its
implementation, we have observed a
slight reduction in security incidents.
N/A
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
117
Number of library
visitors
Library An increase in library visitors
indicates that spaces are
welcoming and accessible,
reflecting community interest in
our services and resources.
381,094 Met Goal 400,000 399,460 419,400
118
Number of
circulations
Library Circulation numbers
demonstrate our ability to
provide materials (physical and
digital) that meet the
community's needs and
interests. This metric includes
physical circulation, digital
circulation, and database
retrivals.
2,132,378 Monitoring 2,450,000 2,224,297 This metric is expected to increase as
additional statistics become available.
2,450,000
119
Number of days
for average hold
wait times for
physical
materials
Library Monitoring average hold wait
times helps assess demand and
adjust collection spending,
ensuring a balance between
popular items and broader
offerings.
18 Exceeded Goal 18 17 Average hold wait times were tracked
monthly from July to December 2024,
covering all item types deemed
necessary for collection development
by the selectors. During this period,
the average hold wait time for physical
materials was 17 days. There is no
evidence to suggest significant
variation in the months not recorded.
It's important to note that customers
can place holds on physical materials
that are currently available, which
likely contributes to the notable
difference in hold wait times between
physical and digital materials.
17
120
Number of days
for average hold
wait times for
digital materials
Library Monitoring average hold wait
times helps assess demand and
adjust collection spending,
ensuring a balance between
popular items and broader
offerings.
85.25 Did Not Meet
Goal
80 84 As of December 31, 2024, the
average hold wait time for digital
materials was 84 days. By ending
temporary card access and increasing
spending on digital materials in 2024,
we successfully met our wait time goal
for digital items. However, with a
growing number of cardholders and
increased demand for the digital
collection, we anticipate wait times
may be impacted in 2025.
80
121
Number of
functions/service
s audited
Library Auditing functions and services,
such as privacy policies,
ensures we uphold individuals'
rights to privacy. Each service
point is reviewed to confirm that
teammates are providing the
highest level of privacy
protection.
4 Met Goal 5 5 A privacy notice for library services
and accounts was drafted and
approved by the City Attorney's Office.
Ongoing audits of all divisions will
include the Reference division in
January 2025. The committee is
refreshing its membership with new
teammates joining and others rotating
off. The committee also developed
mandatory privacy training for staff
and shared out privacy framework at
the 2024 MN Library Association
Conference. We are scheduled to
present at the SELCO Library
Director's meeting in March 2025.
5
122
Number of
process
improvements for
patron privacy
Library Reviewing and refining internal
processes enhances privacy
protections for patrons. Each
service area is assessed to
uphold the highest privacy
standards.
6 Exceeded Goal 7 8 In 2024, we implemented eight
customer data privacy-related process
improvements, surpassing our goal of
seven.
5
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
123
Number of trees
pruned
Parks & Rec Pruning trees promotes healthy
growth and reduces the risk of
falling branches, improving
safety and the appearance of
public spaces. Regular
maintenance helps extend the
lifespan of trees and supports a
healthier urban forest.
N/A Did Not Meet
Goal
5,000 2,868 We experienced a record number of
storm-related tasks this past year,
totaling 2,000. As a result, we were
unable to dedicate as much time to
our pruning work.
5,000
124
Number of trees
planted
Parks & Rec Planting trees enhances the
city’s green spaces, improves
air quality, and contributes to
the overall well-being of the
community. Tree planting also
helps mitigate the urban heat
island effect and supports long-
term environmental
sustainability.
N/A Exceeded Goal 350 728 Additional trees were purchased using
11,500 in supplemental budget
funding.
400
125
Number of
Neighborhood
Park Plans
developed
Parks & Rec The number of neighborhood
park plans developed reflects
our commitment to enhancing
community spaces. These plans
guide the thoughtful design and
improvement of parks, ensuring
they meet the needs and
preferences of local residents.
N/A Met Goal 1 1 The Mayo Park Plan has been
developed, but installation is still
pending. We are working with the
developer to resolve delays, as they
are currently holding up the
installation.
2
126
Number of
community
meetings/engage
ment activities
Parks & Rec Tracking the number of
community meetings and
engagement activities helps us
gauge community involvement
and feedback in park
development initiatives. These
interactions foster a sense of
ownership and collaboration,
ensuring that parks reflect the
desires of the neighborhoods
they serve.
5 Met Goal 5 11 Engagement included both small
parks and larger park improvements:
McQuillan (1), Silver Lake (2), Eagle
Ridge Park (2), Rolling Green (2),
Cook (2), and Soldier's Field (2).
4
127
Number of
playgrounds
renovated
Parks & Rec The number of renovated
playgrounds indicates our
dedication to providing safe,
accessible, and engaging play
areas for children. Upgrading
these facilities enhances
recreational opportunities and
contributes to the overall well-
being of families in our
communities.
5 Met Goal 3 3 Rolling Green, Cook, Eagle Ridge 2
128
Number of
incidents of
abandoned
property
responded to
Parks & Rec Responding to incidents of
abandoned property helps
maintain the appearance and
safety of our neighborhoods.
Timely responses reduce
potential hazards, discourage
further neglect, and support
community well-being by
ensuring clean, well-kept
spaces.
47 Monitoring N/A 44 N/A
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
129
Number of
incidents of
graffiti and
vandalism
responded to
Parks & Rec Addressing graffiti and
vandalism promptly enhances
community pride and
discourages further criminal
activity. Quick responses help
maintain a clean and welcoming
environment, improving public
perception and fostering a
sense of safety.
78 Monitoring N/A 62 N/A
130
Number of Safe
City Night
attendees
Police The Safe City Nights event
fosters community engagement
and safety awareness. Tracking
attendance measures the
effectiveness of our outreach
efforts, which are essential for
building trust.
4,225 Exceeded Goal 4,750 5,500 We did not experience any weather
cancellations, which was helpful in
exceeding our attendance goal.
5,500
131
Number of
Facebook posts
Police Social media is a primary
channel for informing the
community about RPD
activities. Monitoring the
number of posts helps us grow
our audience and assess the
resources dedicated to social
media.
270 Exceeded Goal 275 319 320
132
Number of
Facebook
followers
Police Tracking the number of
Facebook followers provides
insights into our outreach efforts
and community engagement.
18,644 Exceeded Goal 22,000 22,468 24,000
133
Number of
accidents
responded to
Police The number of accidents
reported helps assess the
effectiveness of enforcement
and educational initiatives
aimed at enhancing road safety.
N/A Monitoring N/A 2,252 N/A
134
Number of
speeding
citations
Police Tracking speeding citations
allows us to evaluate the
prevalence of speeding and the
effectiveness of our
enforcement efforts.
1,121 Monitoring N/A 474 N/A
135
Number of
locations speed
trailers placed
Police Speed trailers educate drivers
about speed limits, contributing
to public safety. Monitoring
placement locations ensures
effective resource utilization.
N/A Did Not Meet
Goal
40 29 The trailers were out nearly every day
in 2024, only pulled occasionally for
weather.
35
136
Number of
incidents/calls for
service in the
business district
Police The number of incidents in
business districts provides
insights into activity levels in the
downtown area.
6,775 Monitoring N/A 7,720 N/A
137
Number of
incidents/calls for
service citywide
Police Tracking citywide incidents
offers context for understanding
trends and issues throughout
the city.
62,162 Monitoring N/A 62,092 N/A
138
Number of 911
and non
emergency calls
into Dispatch
Police The number of 911 and non-
emergency calls to dispatch
helps assess personnel needs
and resource allocation.
189,800 Monitoring N/A 175,300 N/A
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
139
Number of
local/regional
artists hired
Public Music Hiring local and regional artists
strengthens the local arts
economy and showcases the
diverse talent within our
community. It fosters a deeper
connection between residents
and artists while promoting
cultural vibrancy.
109 Met Goal 11 10 A total of 153 opener applications
were received, with 41% coming from
bands with no ties to the local area.
For 2025, our goal is to hire local and
regional artists for all opening slots in
the FORWARD and Riverside Music
Series, covering a total of 11 events.
11
140
Dollar value
spent per
contract on
local/regional
artist contracts
Public Music Spending on local artist
contracts directly supports the
livelihood of local creatives,
boosting the local economy and
contributing to a sustainable
arts ecosystem. It reflects our
commitment to investing in the
community's artistic talent.
750.00 Met Goal $750.00 $750.00 Our goal of $750 per opener contract
has been an increase from our $500
goal in 2022.
750.00
141
Number of Public
Music events
Public Music The number of public music
events indicates the
accessibility and reach of
cultural programming. A higher
number of events provides
more opportunities for residents
to engage with music and
community gatherings.
34 Met Goal 32 31 In 2024, we hosted 31 events,
including 6 Forward Concerts, 5
Riverside Concerts, 6 Passport
Sessions Outreach Services, 3 Public
Concerts, the 4th of July Concert, and
10 AIS Outreach + 1 Public Concert.
For next year, we plan to continue
with 31 concerts, carrying over all
programming except the 4th of July
concert.
31
142
Number of
attendees for
Public Music
events
Public Music Tracking attendance helps
measure the community’s
engagement and interest in
public music offerings. Strong
participation reflects the
success of our programming
and helps us understand
demand.
33,959 Did Not Meet
Goal
28,000 20,679 Our attendance goal for FORWARD
Park Concerts is 500 per concert. This
past summer we had to cancel 1 show
due to weather; and our attendance
goal for each of the 5 shows at the
Riverside Music Series is 5,000.
25,000
143
Number of Public
Music events
held outside the
downtown area
Public Music By expanding music events
beyond downtown, we ensure
that all parts of the community
have access to cultural
experiences. It promotes
inclusivity and brings
programming to underserved
areas, increasing community-
wide engagement.
6 Met Goal 6 6 FORWARD events are held outside
the downtown area on six event days
with two performances each day.
6
144
Number of
attendees at
Public Music
events held
outside of
downtown area
Public Music Attendance at events outside
downtown indicates the
community’s response to
decentralized programming. It
helps assess the success of
efforts to bring music and
culture to various
neighborhoods.
2,209 Did Not Meet
Goal
3,000 2,841 Our attendance goal for each
FORWARD Park Concerts was 500
per concert. While we anticipated 6
events for a total of 3,000 attendees,
we had to cancel 1 show due to
weather.
3,000
145
Number of
events where
Public Music
surveys are
distributed
Public Music Surveys gather valuable
feedback from event attendees,
helping us assess the impact of
our programs and make data-
driven decisions to enhance
future offerings.
31 (all but July
4th)
Met Goal 14 14 Our intention for 2025 is to have 25
surveys. This includes FORWARD (6),
Riverside (5), Passport Sessions(3),
and Sound School (11) events.
25
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Metrics Department Why is it important?2023:
Performance
2024
Performance
Status
2024: Goal 2024:
Performance 2024: Performance Notes 2025: Goal
146
Number of
survey
participants for
Public Music
events
Public Music A higher number of survey
participants provides a more
comprehensive understanding
of public sentiment, helping
ensure that our programming
meets the needs and
preferences of the community.
1,633 Met Goal N/A 1,560 FORWARD - 5% of the total concert
attendees completed a survey.
RIVERSIDE - 10% of the total concert
attendees completed a survey.
1,560
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