San Francisco Public Works presented its first annual performance report covering fiscal year 2023–2024 at the Jan. 9 commission meeting, highlighting measures for street cleaning and graffiti abatement, urban forestry, building and street repair, capital project delivery and permitting enforcement.

Alexandra Bodeau, planning and performance manager, said the report is intended to complement bureau subject‑matter expertise and noted the department will refine measures and presentation in future editions. The report showed 148,000 miles mechanically swept in FY24, 640 resurfaced blocks in 2024 and a PCI of 75. It also reported 136,000 service orders handled for street and sidewalk cleaning in FY24 and a 73 percent on‑time response rate within the department’s 48‑hour service‑level agreement for those calls.

Commissioners pressed for additional metrics. Chair Lauren Post and others asked for measures showing elapsed time from when a 311 request is filed to when Public Works inspects and then completes work — not simply the percentage completed within a target window. Multiple commissioners requested better reporting of proactive work (activities undertaken without a 311 request), and department staff said they are instituting procedures to log proactive runs with before‑and‑after photos and service orders so future reports will separate proactive work from reactive 311 responses.

Deputy Director Durden and Director Short said the department plans to improve data capture and incorporate proactive work into the performance dashboard; staff noted tonnage figures (debris collected) are already rising even as 311 requests decline, which the department interprets as evidence of increased proactive activity. Commissioners also asked for grant tracking, vacancy and hiring data, and historic trends for capital project change orders and curb‑ramp progress.

The report included preliminary capital‑program metrics: Public Works reported about 454 active capital projects with an estimated total budget of about $4.7 billion and a relatively low (about 3 percent) share of change orders classified as errors and omissions for projects that reached substantial completion in FY24. Staff said they will refine financial reporting and break down change‑order drivers (client requests, unforeseen conditions, design errors) in future updates.

Ending: Commissioners welcomed the first annual report and asked staff to return with response‑time metrics, proactive‑work tracking, grant‑dollars dashboards, vacancy and turnover information and multi‑year trend charts to support upcoming budget deliberations.