Kent Performance Project Pilot Dashboard Owner s Manual. Steven K. Thomson, Intern MRSC /Government Performance Consortium, WA State Auditor s Office

Transcription

1 Kent Performance Project Pilot Dashboard Owner s Manual Steven K. Thomson, Intern MRSC /Government Performance Consortium, WA State Auditor s Office

2 Dashboard Goals User Story: As the Kent City Council, we want quarterly updates on our Strategic Plan so that we can make policy changes as needed. Scope: Indicators based on available data Indicators with a clear connection to the Strategic Plan Indicators without current data only if there is a commitment to collecting and analyzing data for management needs Process Goals: Demonstrate integration of elements of Kent Performance Project Accelerate discussion among department heads and program managers about performance management

3 User Story As the Kent City Council, we want quarterly updates on our Strategic Plan so that we can make policy changes as needed.

4 Scope Indicators based on available data Indicators with a clear connection to the Strategic Plan Indicators without current data only if there is a commitment to collecting and analyzing data for management needs

5 Process Goals Demonstrate integration of elements of Kent Performance Project Accelerate discussion among department heads and program managers about performance management

6 Kent Performance Project This performance management dashboard is part of a larger initiative within Kent City government. Strategic Plan o Adopted by Mayor and City Council in 2012, reaffirmed in 2015 Continuous process improvement o Lean tools Respect Initiative o Focus on institutional values and cultural competency Leadership development o Identified as an organizational need Performance management o Prepare for benchmarking with ICMA Analytics Resident surveys o Discontinued a few years ago; renewed commitment now

7 Strategic Plan goals and objectives Scale: Many different types of data here and and Resident survey

8 Development Process Department heads Consult Strategic Plan to identify potential metrics within scope Department heads Confirm norms Program managers Refine definition of measures Identify available data Program managers Review trends and set norms Data owners Clarify data requests Repeat across 10 departments and more than 27 data owners

9 Performance Logic Models Inputs Processes Outputs Outcomes 1-4 General Fund 12 Public records 14, 43 Customer 5-6 Bond rating 13 Permits on time satisfaction 19 Donations to P&R programs 25, 31, 32, 52 Capital project funding, 6-year horizon 16 Evidence room 38 Police community outreach 17 Construction project management 56 Code enforcement 58 Ecology and gardening educational programs 22 Index of livability rankings 26 Concurrency 27 Resident satisfaction with streets Measures of homelessness In this pilot phase, the goal is to present examples at each level. The indicators are directly linked to the Strategic Plan, but there are not strong logical connections among the indicators.

10 Input Measure Benchmark: Comparison to other municipalities #53 Developed acres (of parks) / 1,000 population Targets: Green > 3.5 Yellow Red < 2.5 The Story: o For Kent Parks and Recreation, the challenge is capital reinvestment to maintain aging park facilities. o This indicator reminds policy makers that a secondary problem is park system capacity.

11 Input Measure Benchmark: Business need #1 General fund balance versus 10% of annual budget Target: Green > 10% Yellow % Red < 9.5 City Council policy means there is little leeway on this measure. #2 & 3 General fund quarterly models While the City s expenditures are relatively consistent quarter-to-quarter, revenue is highly seasonal. Historical data was used to develop models that can be applied to current budgets to indicate if we are on track throughout the year.

12 Process Measure Benchmark: Maintaining an historical trend #45 Diversity of regular employee population, current position relative to growth trend Targets: o Each quarter, the target goes up by 0.17% based on historical rates of progress. o The target is set just below average progress to minimize the impact of a single hiring decision. 18% 17% 16% 15% 14% 13% 12% 11% 10% EEO Employee Diversity % by Quarter Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q The Story: o Changing the diversity of a large organization is a gradual process. o The natural turnover of positions provides opportunities for continual progress. However, progress is not consistent and needs to be monitored. EEO Est. / Green Yellow Red

13 Process Measure Benchmark: Strategic Plan goal #46 Diversity of seasonal / temporary recreation program employees. Targets: Green > 42.0% Yellow % Red < 33.0% The Story: o Strategic Plan goal for employees to match city s diverse population. o US Census Bureau American Community Survey says Kent is 42.5% non-white. o This group of employees has high turnover. Management focus on hiring diverse workforce. o Highly visible and significant community impact.

14 Process Measure Benchmark: Business need #12 Turn around time for public records requests (business days) Targets: Green <10 Yellow Red >15 The Story: o A Lean event focused on stabilizing this process across City offices. o Business need is to fulfill requests within five business days or issue a notice indicating when response should be expected. o Indicator helps monitor stability of process going forward.

15 Output Measure Benchmark: Professional assessment #57 Ecology and gardening educational presentations (Green Kent, Kent Commons) Targets: Green > 40 Yellow Red < 19 The Story: o These are small programs, but they are important as long-term investments in the community. o Benchmarks were set to reflect that demand is significantly higher than current staffing allows.

16 Output Measure Benchmark: Business need #14 Building permit process, customer satisfaction Targets: Green > 80% Yellow 70 80% Red < 70% The Story: o Permit center users are currently surveyed every 3 to 6 months. o Indicator tracks Permit experience was positive question with answers agree or strongly agree. o Targets set by department manager based on experience with this area.

17 Outcome Measure Benchmark: Interesting data, not a story No metric developed Targets: None The Story: o Trailheads are sometimes perceived as vulnerable for property crime. o Police Department analysts provided historical data for Combined Vehicle Prowls and Thefts at Trailheads Q1 Q2 Q3 Q4 trailheads. The data was highly seasonal. o The measure was not formalized because the absolute numbers were so small. o However, Parks and Recreation employees were interested in seeing this data because it countered the common view. o It would be counter-productive to publicize this information as residents could stop taking reasonable precautions to protect themselves Average

18 Outcome Measure Benchmark: Business need #25 Seconds per vehicle delay at PM peak, average of 17 major intersections and segments Targets: Green Yellow Red 8+ of 17 segments exceed LOS expectations Between Green and Red 1 segment below LOS OR 13+ at LOS The Story: o Traffic concurrency is regulated under Washington State Growth Management Act (GMA). o GMA regulations use Level of Service definitions ranked A-F. o Business need is linked to GMA standards, but lay readers have a more intuitive sense of the meaning of underlying data.

19 What is missing? Suggestions for the next Strategic Plan: Distinguish more clearly among objectives, strategies and tactics Define objectives that have continuously measurable outcomes Keep thematic goals, but ensure that all City departments receive some guidance for direction and development from the plan Build objectives that focus on the development of the City administration s organizational capacity and staff Specific kinds of indicators to consider: Overall resident satisfaction with City services Staff turnover Employee satisfaction Communications efforts Risk management Core utilities (water, sewer, storm water, solid waste) operating within tolerances Economic growth Crime Performance goals for internal service departments: Legal, IT, HR

20 Next Steps What can we do with what we have in 8 weeks? This stage has been understood as a pilot project. What is next for Kent? Evaluate the dashboard: What is the value of each of these indicators? What do they tell us about how the City is doing? Are some indicators more valuable than others? Stabilize the process: How can it be redesigned to facilitate data entry? Who will maintain this dashboard? Continue organizational development: How would having data change our management processes? At the department and program levels, what would this process look like? What would we learn by comparing our performance with other cities? Let s use performance data to identify process improvement opportunities!

21 Thank You! Joe Araucto, Kevin Axelson, Toni Azzola, Aaron BeMiller, Chad Bieren, Ronda Billerbeck, Lea Bishop, Shauna Brannen, Patrick Briggs, Tom Brubaker, Mike Carrington, Pam Clark, Eric Connor, Denee Cummins, Bill Ellis, James Endicott, Hope Gibson, Matt Gilbert, Bonnie Gilderoy, Lori Guilfoyle, Merina Hanson, Sue Hanson, Jennifer Hays, Jan Hiatt, Lori Hogan, Mark Howlett, Joshua Jones, Kim Komoto, Sheila Knapp, Tim LaPorte, Brian Levenhagen, Barbara Lopez, Derek Matheson, Kimberlee McArthur, Diane McCuistion, Katie McKee, Ronald Moore, Mike O Reilly, Rafael Padilla, John Pagel, Lorraine Patterson, Kelly Peterson, Teri Petrole, Marla Pinelli, Julie Pulliam, Julie Romano, Tamara Rose, Gregg Sconce, Doug Siegert, Amy Spromberg, Julie Stangle, Jon Straus, Ken Thomas, Cheryl Viseth, Wendy Wakefield, Jeff Watling, Monica Whitman, Michelle Wilmot, Ben Wolters, Margaret Yetter Special thanks to: Project sponsors Derek Matheson, Lorraine Patterson, and Aaron BeMiller Pam Clark for enormous support throughout the project Patti Belle and Dea Drake for assistance with graphic design.

22 A few items left hanging #12 public records requests benchmarks set on monthly numbers but reported quarterly. Need to be ratcheted down. #34 fiber optic network data gathered, but Mike Carrington was on vacation. Only needs benchmarking. #38 kentwa.gov data gathered late, needs analysis that accounts for seasonality and growth, then benchmarking. #33 RR crossing needs to be communicated to data owner. Indicator only approved by Tim LaPorte.

23 Other documentation Within the Excel spreadsheet, there are pages for indicators. Some pages have data for 2-3 indicators. Documentation there about how benchmarks were set, level, and who authorized them. There is a set of paper files associated with this project as well with additional background information. See Pam Clark.