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Home My WebLink AboutCOUNCIL - AGENDA ITEM - 11/27/2007 - DISCUSSION REGARDING THE CITY'S PERFORMANCE MEASUR DATE: November27, 2007 WORK SESSION ITEM STAFF: Darin Atteberrry FORT COLLINS CITY COUNCIL Mike Freeman SUBJECT FOR DISCUSSION Discussion Regarding the Ci 's Performance Measurement Program Implementation. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 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. Staff is seeking feedback from the City Council on the overall program of work being implemented in 2008 and 2009. BACKGROUND When the City 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 issues with staff implementing the initial performance measures program: (1)there were far too many indicators to reasonably collect and manage; and (2) 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 and 2009 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 to 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 that 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. As a note, not all areas of the City services are included. For example, the ICMA program does not include utilities at this point. Lastly, most departments maintain performance measurement data that managers use to measure their programs and services. Most notably,Police,Fire,Libraries,Transportation,and Utilities have November 27, 2007 Page 2 advanced systems for collecting and using performance data in their operations. These performance measures already being collected 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 be managed and addressed over time. The main surveys that need to be integrated include the employee"Q14"survey,and the Citizen Survey. The process to will be presented integrates these important pieces of information. The 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 for the work session and discussed further with City Council. ATTACHMENTS 1. Power Point presentation. City Co ncil Work Session November 27, 2007 Performance Measurement [Agenda ■ Discuss overall strategy setting — where we are today ■ Discuss performance measurement commitments ■ Discuss BFO implementation and reporting 1 Strategic • Process past,In the ' •y was a combination of the budget, • plan, • • departmental • 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 APPROACH TO STRATEGIC PLANNING WIIEREWEWERE WHERE WE ARE WNEREWE'RE 601N6 PRIQHTd'd6 'O6/'07 'OBANDBEYOND Sfi- F 1' +� J�C�`40LICYq�Fy I POLICY NUp6ET COUNCIL AGENDA POLICY NESULTS •F6 '� � :; pEPANiMENT " �. PUNS pEPANTNfENT {.,C,�", I�IE it i551 fii SSUf 13 PIUCY I ESDINGO Performance Measurement ■ Further integrate BFO processes ■ Sustainable performance measurement ■ Improve accountability & reporting ■ Further engage Results Teams s [Commitments. . . 2008 2009 Scorecard Quarterly Quarterly Q14 3/year 3/year ICMA Annual Annual Citizen Survey Annual Results Teams Quarterly Quarterly City Council 6 Months 6 Months e 3 Indicaor 1:Regularly measure lob growth in targeted industry clusters Measure:QuantibutNe measure ofgmwfh oflobs and net new business starts in six targeted industry dusters, compared to state and LenmedWeld region. Indicator 2:Time that it takes a project to go through the development review process. Measure:Processing time for selected development epplicatlons. Indicator 3:Time that it takes for a building permit application to be pmessed. Measure:Processing time for building permd applications. Indicator 4:Customer satisfaction with City economic health services and programs. Measure:Sunnlys of customer satisfaction with City services. Indicator 5:Sales tax growth Measure:Percentage share of regional retail(clothing,cars,household lumishurgs)sales tax growth. Indicator 6:Household income compared to cost of living Measure:Index household income to the cost of living. Indicator T.Economic health of our dynamic business centers. Measure:Retail sales,job growth and net new business starts in Downtown,Foothills Mall,South College,North College,Campus West and Harnrony Corridor. Indicator 8:Creation of new businesses Measure:New sales tax licenses by industry classification BFO Im lementation and Reporti g a 4 1 2008 Financial Section one Services Business Plan 5: i'' „yh. �w Section Two BFO High PartOrming Economic Health G.exa ment Section Threa Firmament Services Weirrss Plain Inig itheas Section Four Department/Division Employee Q14 Survey'I Manage Actions Grapskad Dashboard create Plan ^OaampMg NaM COINMINEW C.rY%eMgeyW CWekeemee CMMIa NBM Ci MNrnleCellNwaNwY as.vaeu� Fell dr,aiSn _.._ v SYMOuemr: g,.aces v EMQaOar pa a�a L gesuh Progress m4a`!^'.Owner End Data 311119h Performing Govemom nt 0% 0% Dares Attel eny 33mprow C/R/E Oppg nM 9% 0% Dam Attebeny 3Emprove Economic Health ®4a% aa% r Mike Freeman E balance SLL9lneee Expansion/Attraction NIEEE3 33, 33-, tk Mike Freeman Buikable Sardc Inventory ®61% 67'. m4 Mike Freeman 12/31/07 Busne66 Attraction B 33% 33% ✓Mike Freeman 12/31/07 Stearess Expambn 0% cos .+Mike Freeman 12/31/07 Develop an Incentives Policy a Approach B 25% vex Mike Freeman 12/31/06 Ewe Pne.,trva on EConomK Issues 111JE3,.% 464 Mike Freeman Create the ECenOmk Lead Team -100%c00% Mike Freeman 06/01/06 Devebp a Chemins Communications Strategy 75% 75% Mike Freeman 02/15/07 Devebp a Fort Dome Commmnity Index IB 25% 35% Mike Freeman 06/15/07 Implement Biernal Economic Action Plan Bevleion 0% 0% Mike Freeman 12/31/07 Implement Business Assistance Program JJJJB 61% 67% Mike Freeman Improve Sales Tax licensing Processes ®90% 60% Me Freeman 12/31/a6 Improve the Development Review Process ®61% 611 Mks Freeman 1d31/06 Infrastructure that Supporta Ecommic Health o% of Mike Freeman 06/15/07 wild Partnerships ®36% 38-1 Mike Freeman lnventory Resources _t00%10011 Mika Freeman 03/15/07 Sustain/Grow Federal Employment n Fort Cohn I% 0% Mika Freeman 12/31/07 Techndogy Incubator Strategic Plan 18 IS% Is., Me Freeman OV28/07 UniverCity Connections ®50% 50% Gag Syme ED,arefy Me Ecommey WE]50% 50% Mke Freeman COmmunty Standing Effort I�ss% s3% Mike Freeman 1431/06 Daniel,mduehy Clei to s �0% 0% Mike Freeman 10 Devebp Sales Tax Analysis Tod li% .% Mike Freeman 03/15/07 Foothill;Malt Redev n Plan 9a% 93S Mike Freeman 02:15/07 5