Citywide Dashboard

Top 21 Indicators
This City of Austin Dashboard includes 21 critical indicators of the City's success in serving the community. These top indicators were selected in 2011 in collaboration with Austin residents who graduated from the CityWorks Academy.

Window into Local Government
The City of Austin tracks hundreds of performance measures and this dashboard provides City Council, City management and residents of Austin a tool to quickly assess how well the City is performing. This performance reporting increases accountability, fosters operational excellence, and helps to achieve the City's mission of being the Best-Managed city in the nation. 
Want to dig in more? While this dashboard image is not clickable at this time, you can find narrative for all these measures by browsing the topic areas below. Or play with the raw data. For the best viewing experience, view with Google Chrome or one of these browsers.

How We Measure Up

Of the 21 measures included on the City of Austin Dashboard:
  • 11, or 52%, met FY 2014-15 targets,
  • 16, or 76%, either met, exceeded or came within 3% of their targets,
  • 13, or 62%, improved or maintained performance from FY 2013-14 to FY 2014-15, and
  • 15, or 71%, had a 5-year trend where the overall performance either improved or was maintained.
Further discussion of the Dashboard measures within their service areas is below.
Six public safety performance measures are included on the Dashboard, including the city’s property and violent crime rates, response time to emergencies from the Police, Fire and Emergency Medical Services departments and the percent of fires contained to room of origin.
The City has regularly invested in public safety performance, and these departments continually examine data throughout the year and make operational adjustments as necessary to improve their performance.
Police response to emergency and urgent incidents has slowed from less than seven minutes in FY 2009-10 to eight minutes in FY 2014-15. Most of this increase has been due to the increased time it takes an officer to arrive on scene after a call has been dispatched; however, small increases in call processing and dispatch times have also increased. The Austin Police Department is working to increase recruitment for call takers and dispatchers to offset the high turnover of these critical jobs.
Two mobility and infrastructure measures are included on the City of Austin Dashboard. These services are provided by the Public Works and Austin Transportation departments.
Neither measure met its FY 2014-15 target, however the percent of lane miles in fair to excellent condition was less than 1% under target and has remained steady at about 80% for the last five years.
Satisfaction with traffic flow in Austin remains low and continues to trend negatively, reaching a 5-year low of 17.2% in FY 2014-15.
Reversing the downward trend in citizen satisfaction with traffic flow is a multi-agency issue. Austin Transportation is working with regional transportation providers to make travel time and reliability improvements on the regional freeway and highway network. In addition, the department is implementing many strategies to improve traffic flow, such as the Annual Retiming Program, and adaptive signal control pilot project, lane closure notification procedures, and the City Manager’s congestion action plan (i.e. Don’t Block the Box, Vision Zero Safety Plan).
Six community services measures are included on the Dashboard. These measures represent services provided by Neighborhood Housing and Community Development, Animal Services, Health and Human Services, the Austin Public Library, and Parks and Recreation.
The live outcome rate has improved each year, showing the efforts of the Animal Services Office, working diligently toward the No Kill Implementation Plan passed by City Council in March 2010.
Also, note that the Texas Minimum State Vaccine Requirements were changed for the 2009-10 school year, resulting in many students needing vaccinations in order to be compliant for school, with backlog immunizations occurring in FY 2010-11. The Austin/ Travis County health clinics serve as a “safety net” provider in conjunction with the school district to prepare students for the new school year. The vaccine requirements have not changed since the 2009-10 school year.
There are two measures in the Development Services category, provided by the Economic Development and the Development Services Departments.
On-time building inspections reflects the combined efforts of both residential and commercial building inspectors. Even though performance increased in FY 2014-15 to a 93% on-time rate, staff continues to experience an increase in workload.

The number of inspections conducted increased 5% from FY 2013-14 levels from about 230,000 inspections to 241,000, which is a daily average of 23.5 inspections per inspector. The Building Inspections Division is exploring options to manage this increase, including the use of overtime and third-party inspection services.
The number of new jobs created reflects those jobs created by businesses that have either relocated to or expanded within the Desired Development Zone as a result of various economic development efforts. The FY 2014-15 result did not meet the target of 500 jobs, due in part to no new Council-approved economic development agreements presenting during the fiscal year. The 292 jobs created were achieved through the Small Business Program in the Business Solution Center, the Family Business Loan Program, and technical assistance service.
Four measures on the Dashboard relate to the City’s major business enterprise operations. These services are provided by Austin Energy, Austin Water, and Austin Resource Recovery.
The percent of waste stream diverted from the landfill has improved since the Single-Stream Recycling program began in October 2008. However, this progress is still below target.

In order to reach the long-term goal of diverting 90% of materials from landfills by the year 2040, there are plans to implement the new diversion programs outlined in its Master Plan.
In addition, the amount of renewable energy in Austin Energy’s energy supply has increased 12.8% in five years as the department continues its efforts to meet the City Council’s long-term climate protection goals.
The City strives to maintain high bond ratings that represent low-risk for investors and also result in lower borrowing costs. Investors utilize these ratings, which are assigned by private independent rating agencies, when deciding whether to purchase bonds issued by the City.
Issued bonds help toward improving the City’s infrastructure.
In FY 2014‑15, Austin’s General Obligation Bonds received the highest triple-A rating from all three credit rating agencies, and it has received this highest rating from all three agencies since FY 2009-10.

Get More Information
Additional discussion of the 21 dashboard measures and their performance, as well as information on all 128 departmental key indicators included in the FY 2014-15 Annual Performance Report, can be found by browsing the service categories on the report's main page.
Contact Information
Contact the Office of Performance Management team at