City of Austin | Performance Measures

City of Austin

Performance Measures

Management Services
Department Director: Spencer Cronk - City Manager
Department Website: http://www.austintexas.gov/department/city-manager
Department Phone: 512-974-2200

Department Mission

Management Services guides the organization in connecting people to their government and building civic trust through equitable, responsive, and professional service delivery. Management Services is made up of ten offices that have differing functions throughout the City, including policy implementation and overseeing City operations; promoting equity; emergency management; customizing development programs for employees; enforcing civil rights anti-discrimination ordinances; Austin Police Department oversight; promoting sustainable community; and creating high-capacity transit system expansion.

Department Goals

Provide the community, City Council and City workforce with accessible and accurate information to drive decision-making, build trust and promote transparency.
Advance and operationalize racial equity in our community and organization
Provide ethical, forward-thinking and collaborative leadership for the organization and the community
  • Percent of priority bills with a positive outcome for the City
Establish a workplace culture of high performance, continuous improvement, and human-centered innovation that encourages employee growth and inclusive collaboration
Promote a community and organization-wide commitment to sustainability and resilience
Promote a community and organization-wide commitment to natural disaster preparedness, response, and recovery
Implement strategies for civil rights engagement and enforcement that address matters important to the community from a current and historical perspective
Drive legislative and regulatory outcomes that represent the City’s state and federal legislative agenda
Actively and strategically involve the City of Austin in the Legislative process to ensure that the City’s interests are protected and enhanced
Promote city and community priorities in the state and federal agenda that have been decided upon through a public input process
Mature the City's capability to solve systemic challenges by providing consulting services to partner departments to effectively address and de-risk complex problems through co-creation with residents, driving government accountability, leading collaboratively with City partners, working across disciplines and systems, experimenting with service delivery, data, and technology, and attracting and efficiently hiring a diverse workforce with unique skills
Establish a workplace of culture of high performance, continuous improvement, and human centered innovation that encourages employee growth and inclusive collaboration
Support public engagement and public information activities for Project Connect
Build the Project Connect Office team to unify City departments to support, facilitate and approve technical aspects of Project Connect within the City of Austin’s purview to meet the Implementation Sequence Plan
Identify and improve code, criteria, and capital project permitting processes, in partnership with the Development Services Department and other relative departments, to facilitate the implementation of Project Connect
Coordinate the City of Austin National Environmental Policy Act (NEPA) Environmental Impact Statement (EIS) participating agency process and monitor its implementation
Identify and improve utility code and criteria, in partnership with City of Austin utility departments, to facilitate implementation of Project Connect

Key Performance Indicators

  1. Community carbon footprint (metric tons of carbon dioxide emissions) (in millions)
  2. Departments in or through the equity assessment process
  3. Number of multi-organization emergency and preparedness events where HSEM plays an integral role
  4. Percent of Departments Satisfied with consolidated comments for the required NEPA
  5. Percent of Utility Departments Satisfied with Project Connect Office Utility Coordination Process
  6. Percent of employees who indicate their organization inspires them to do the best in their job
  7. Percent of priority bills with a positive outcome for the City
  8. Percent of the community response to overall quality of services provided by the City
  9. Percentage of engagement activities with City staff participation
  10. Program satisfaction on Net Promoter Score scale of -100 to +100 (industry standard 30)