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HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 08/21/2012 - RESOLUTION 2012-076 PROMOTING THE CONTINUOUS IMPRODATE: August 21, 2012 STAFF: Darin Atteberry Mike Beckstead AGENDA ITEM SUMMARY FORT COLLINS CITY COUNCIL 28 SUBJECT Resolution 2012-076 Promoting the Continuous Improvement of the City’s Outcome Based Performance Management SystemImproved Results Through Performance Measures and Data-Driven Decision Making. EXECUTIVE SUMMARY The City of Fort Collins is committed to being a data-driven organization. The City is working at continuously improving the organization through various reporting and evaluation efforts. Citywide participation in this effort helps maximize the quality of City services in the most cost-effective and resource-efficient manner. Collecting and reporting meaningful data and performance measures keeps the City accountable to the community and reinforces the City’s commitment to transparency. Performance Management also allows the City of Fort Collins to act as advocates and educators for performance excellence and continuous improvement programs. BACKGROUND / DISCUSSION In 2005, the City of Fort Collins began using Budgeting for Outcomes (BFO) for the biennial budgeting process. Using this process, the City clearly defined seven community goalsresult areas, and developed services to accomplish those goals. Proposals for service include performance data that demonstrates progress toward accomplishing community goals. Due to the simplicity and the ability to report on the impacts of City services, citizens and decision makers can more closely assess the value of services in context of the cost to achieve the outcomes. Since 2008, the City has reported on the measures identified during the BFO process in the annual Community Scorecard. During the 2013-2014 BFO process, the City expanded efforts to develop meaningful performance measures for proposed services. The renewed attention on quality performance indicators will allow for the creation of a monthly BFO measurement report in 2013. The monthly report will include approximately 100-150 measures. This management tool will provide a more timely evaluation of performance; it will highlight areas where performance is not on target and help City staff better use performance measures to make data driven decisions. Increased focus on performance measurement is occurring throughout all levels of the organization. Last year, City Council began a detailed discussion about performance measurement, the citywide data collection efforts, and an evolving Community Dashboard, a report that will focus on 30 key measures. The Dashboard is slated to be published quarterly, beginning in the fourth quarter of 2012, and will also be posted online for citizens to access. Additionally, the City submitted applications to the Rocky Mountain Performance Excellence (RMPEx) organization in 2010 and 2011. The application process provides a framework from which the City can evaluate how effectively and efficiently the organization is meeting its mission and achieving its vision. The process encourages alignment and organization-wide systems to improve performance and achieve long-term, sustainable results. Feedback reports from RMPEx identify where improvements or innovation are most needed. For example, with the feedback from RMPEx, the City created and incorporated the High Performing Government (HPG) Strategic Plan into existing work plans. The Strategic Plan identifies the City’s most significant organization-wide objectives and goals and/or actions for implementation over a two year period. It provides a structured approach, a common direction, and a link between the City’s Vision, Mission and Values and the daily work. Engagement on a national level is also important to the City’s performance management efforts. Since 2006, the City has participated with the International City/County Manager’s Association (ICMA) Center for Performance Measurement (CPM) and provides data relating to 15 of the ICMA CPM focus areas on an annual basis. This helps to encourage benchmarking and to share best practices among the 160 participants in the ICMA CPM. Also, the City Manager has been on the ICMA CPM Leadership Committee for the past two years and has been leadingactive with the College Town Consortium (CTC) since 2011. The 16 charter members of the CTC compiled measures specific to college towns in 2011. August 21, 2012 -2- ITEM 28 Meaningful data and performance measures provide a foundation for continuous improvement. Performance management aids in cost reduction, program prioritization, and quality improvement. It encourages accountability and transparency. Due to the importance of performance measurement reporting, the City is intensifying efforts to raise the profile of this work. STAFF RECOMMENDATION Staff recommends adoption of this Resolution. RESOLUTION 2012-076 OF THE COUNCIL OF THE CITY OF FORT COLLINS PROMOTING THE CONTINUOUS IMPROVEMENT OF THE CITY’S OUTCOME BASED PERFORMANCE MANAGEMENT SYSTEM IMPROVED RESULTS THROUGH PERFORMANCE MEASURES AND DATA-DRIVEN DECISION MAKING WHEREAS, the City Council and employees are committed to continuous improvement and full reporting of the City’s activities to the citizens; and WHEREAS, the City Manager and his executive leadership team recognize the need to continuously improve the City’s performance management system; and WHEREAS, an outcome based performance management system is an integral component of the City’s High Performing Government strategic plan, which is used to provide a structured approach to the management of City operations and a link between the City’s vision, mission and values statements; and WHEREAS, an outcome based performance measurement system also helps ensure that available resources are used to achieve excellent results at low cost to the taxpayer and to enhance the citizen’s understanding of the City and the services it provides. NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF FORT COLLINS, as follows: Section 1. That the City Council hereby formally recognizes and supports the City Manager's efforts to: systematically utilize performance outcomes in program development, evaluation and decision making; to require executive leadership to improve anticipated outcome measures to assess the achievement of outcomes; and to continuously improve the City’s ability to link expenditures and outcome measures within future budgets. Section 2. That the City Manager is hereby directed to annually report such efforts to the City Council and the public, including publication in the annual budget, so citizens and decision makers can monitor program outcomes and assess them against the costs incurred achieving those outcomes. Passed and adopted at a regular meeting of the Council of the City of Fort Collins this 21st day of August A.D. 2012. Mayor Pro Tem ATTEST: City Clerk