HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 03/11/2008 - PERFORMANCE MEASUREMENT PROGRAM IMPLEMENTATION DATE: March 11, 2008 WORK SESSION ITEM
STAFF: Darin Atteberry FORT COLLINS CITY COUNCIL
Mike Freeman
SUBJECT FOR DISCUSSION
Performance Measurement Program Implementation.
EXECUTIVE SUMMARY
This work session item will focus on providing the City Council with an overall update on the
implementation of the performance measurement program, its relationship with Budgeting for
Outcomes, how progress is proposed to be reported, and the project timeline.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
Staff is seeking feedback from the City Council on the overall program of work being implemented
in 2008 and 2009.
BACKGROUND
When the City of Fort Collins adopted the Budgeting for Outcomes process in 2005, one of the
components of BFO was the simultaneous implementation of a performance measurement program.
The 2006 and 2007 budget included literally hundreds of performance indicators that were linked
with specific offers. There were two concerns identified in the initial performance measurement
program: one, there were far too many indicators to reasonably collect and manage; and two, the
indicators that were generated in 2005 were not thoroughly vetted within the organization and many
were ultimately not useful, from a management standpoint, to collect.
Staff made a concerted effort in the 2008 and2009 budgets to refine the performance indicators and
each Results Team identified a reasonable number of measures which were presented to the City
Council in the budget process. These measures are tied the overall result areas, such as Economic
Health. These measures when taken in total will constitute the City's"Scorecard." These measures
will be high level indicators that will be collected beginning in January 2008 and will help the
organization and City Council measure progress toward implementing the intent of the result area.
In 2007, the City also joined a national program sponsored by the International City/County
Management Association(ICMA)that allows the City to compare selected performance measures
with other local governments who participate in the program. The ICMA performance indicators
provide departments the ability to access comparable data across organizations. At this point, not
all areas of the City services are included,for example,the ICMA program does not include utilities.
March 11, 2008 Page 2
Most departments maintain performance measurement data that managers use to measure their
programs and services. Most notably, Police, Fire, Libraries, Transportation, and Utilities have
advanced systems for collecting and using performance data in their operations. These performance
measures need to be integrated with the overall program.
In addition to the performance measurement that is planned and/or is already underway, the City
sponsors several significant internal and community surveys that need to be integrated into the
overall program. Survey data provides important qualitative and quantitative information about
community and employee perceptions that need to be managed and addressed over time. The main
surveys that need to be integrated include the employee"Q 14" survey and the Citizen Survey. The
process that will be presented integrates these important pieces of information.
Staff has developed an overall program that brings all these activities together into a coordinated
performance measurement approach which will be presented during the taping of the work session
presentation and discussed further with City Council.
ATTACHMENTS
1. Power Point presentation.
City Council Work Session
March 11 , 2008
Performance Measurement Presentation
City of
Agenda
• Discuss overall strategy setting — where we are today
• Discuss performance measurement commitments
• Discuss BFO implementation and reporting
.fit Collins
Strategic Planning Process
• In the past , strategy was a combination of the budget ,
capital plan , City Plan , Policy Plan , and departmental
plans . . .
• The goal for the 2008 & 2009 is better integration
— Create a more straight-forward process
— Focus on the highest priority items
— Clarify priorities for staff for implementation
— Improve reporting on progress
City of
CITY APPROACH TO STRATEGIC PLANNING
WHERE WE WERE WHERE WE ARE WHERE WE' RE GOING
PRIOR TO ' 06 06/ 01 08 AND BEYOND
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COUNCIL BFO
POLICY BUDGET COUNCIL
AGENDA POLICY RESULTS BFO DEPARTME
AGENDA PLANS
DEPARTMENT
PLANS DEPARTMENT
PLANS
POLICY POLICY POLICY
ISSUE pt ISSUE 82 ISSUE q3
POLICYI I
COMMITMENTMAL FINANCIAL
Performance Measurement
• Further integrate BFO processes
• Sustainable performance measurement
• Improve accountability & reporting
• Further engage Results Teams
City of
i
Commitments . . .
2008 2009
Community Scorecard Quarterly Quarterly
Q14 Employee Survey 3/year 3/year
Internal Services Survey 2 "d Q
20071CMA Annual Annual
Citizen Survey Annual
Results Teams Quarterly Quarterly
City Council 6 Months 6 Months
.fit Collins
ECONOMIC HEALTH
Indicator
Department/Person , Frequency , Data Source
1 . Job growth in targeted industry clusters
Financial Srvcs/ Mike F , annual , Development
Research Partners
2. Time it takes a project to go through
Development Review process
Development Review/ Delynn C , quarterly , DMS
3. Time it takes for building permit application to
be processed, by category
Development Review/Delynn C , quarterly , Accela
ECONOMIC HEALTH (cont.)
Indicator
Department/Person , Frequency , Data Source
4. Customer satisfaction with City economic
health services and programs
Financial Srvcs/Mike F , as appropriate for program/
qualitative & quantitative , data provider TBD
5. Sales tax growth
Financial Srvcs/Jeremy R , quarterly , HMS
6. Household income compared to cost of living
Dev Review/Delynn C , quarterly , source TBD
ECONOMIC HEALTH (cont.)
Indicator
Department/Person , Frequency , Data Source
7. Retail sales in targeted business centers
Financial Srvcs/Jeremy R , quarterly , HMS
8. Creation of new businesses
Financial Srvices/Mike F , quarterly , State of
Colorado
BFO Implementation . . . Example
Financial Services Initiatives
• Financial Reporting/Education
• Chart of Accounts/Budget Tool
• Revenue/Expenditure Model
• Career Ladders
• Coordinated Services to Departments
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