Transcript Dashboards on a Shoestring

VILLAGE OF SHOREWOOD
WISCONSIN
Dashboards on a Shoestring
An Organic and Intimate
Development
Leading to a Common Vision and
Language for Collaborative Action
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• Shorewood, Wisconsin
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Structure > village
Population > 13,162
Geography > Bounded on the east by Lake Michigan
Bounded on the South by Milwaukee and the University of
Wisconsin – Milwaukee (23,000 students looking for parking)
Median Household Income > $61,408
Average Household Income > $79,489
Population by Race > predominately white (85.8%)
Acres of Parkland > 63
WHY A PERFORMANCE MEASUREMENT INITIATIVE?
Governments want better information and practices that will help
them improve results. This means providing better ways to:
• understand public needs;
• identify and implement programs and services that will meet
those needs;
•collect and analyze performance information;
• apply information to continuously improve results and become
more efficient;
A Performance Management Framework for State and Local Government:
From Measurement and Reporting to Management and Improving
National Performance Management Advisory Commission
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• WHY A PERFORMANCE MEASUREMENT INITIATIVE? (cont)
• use data more effectively to inform policy decisions;
• support accountability, both within the organization and to the public;
• provide understandable information on performance to the public;
• and encourage citizens to provide feedback and get involved in the
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government’s decision-making processes.
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A Performance Management Framework for State and Local Government:
From Measurement and Reporting to Management and Improving
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National Performance Management Advisory Commission
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Performance Basis
• Performance measures have been created for
the village’s six vision statement/goals;
1. Deliver quality services at a competitive tax rate.
2. Promote vibrant urban housing.
3. Maintain a high-quality urban living experience with a “small
town” feel.
4. Remain committed to open, interactive communication.
5. Protect and Enhance the Environment.
6. Protect and Enhance Property Values
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• Example 1
• Vision: Deliver quality services at a competitive
tax rate
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Measurement: Tax levy per capita
Data Source: Finance Department
Department Responsible: Finance and Manager
Multi-year data available? Yes
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• Example 2
• Vision: Deliver quality services at a competive tax rate
• Measurement: Labor Hours per ton of refuse
collected
• Data Source: Department of Public Works
• Department Responsible: Public Works
• Multi-year data available? Yes
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Some Key Questions About Dashboards
• What is a (municipal) dashboard?
• What does it do?
• Why should we have one?
• Who are we?
• How will we develop one?
• How much will it cost?
• What is the “ROI”?
• What are the possibilities?
• Is it really sustainable?
• What are the risks and/or downsides?
• What could our first dashboard look like?
• What about tracking capital projects? (Sewers, roads, sidewalks)
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Dashboard Definitions
• A performance measurement dashboard
approach provides timely data to relevant
decision makers throughout an organization. The
defining characteristic of dashboard systems is
that information is simplified and filtered to
provide only the most relevant data. Many
dashboards convert performance data into charts
and graphs or other forms of analysis such as a
stop-light analysis.
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• Dashboards allow governments to translate data from
various systems into visually rich presentations using
gauges, maps, charts and other graphical elements to
show multiple results together.
• This feature makes it easy to identify and respond to
critical, time-sensitive events as well as explore issues
and trends. Accountability & performance management
are of supreme importance to government agencies.
• Dashboards can be used to:
• Monitor workloads
• Track progress toward project goals
• Observe financial information and budgets
• Provide faster, more reliable service by sharing real-time
data across the organization
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What do we mean by organic?
• Focus on natural growth and development
• Developed by a learning organization
• Developed by a learning community
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• Dashboard Data Driven by
– Village Long Range Financial Plan
– Committee Needs
– Resident Interests
– Benchmarks
– Competitive position
Benchmarked to previous
year’s month
Monthly
Police
# of calls for service
# of house break-ins
Fire
# of calls for service
# of fires
Community
# of houses new on the
market
# of new foreclosures
Outcome
Informed
Community regarding
Trends, discontinuities,
and performances of
targeted interest
User Groups
Board
Committees
Community Stakeholder
Groups
Benchmarked to previous year’s quarter
By Quarter
Sewer Bills
Sewer Work
Water Bills
Storm water charges
Road work progress
Ratio of debt service to??
Other financial
User Groups
Outcome
Informed policy decisions Trustees and Operations
Managers
Outcome
User Groups
Informed
Planning
And resource allocation
Trustees and Operations
Managers
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Benchmarked to previous ten years
Annual
Key financial indicators
Shorewood’s Reasons for Doing
Dashboards
– Citizen engagement
– Public accountability
– Setting Priorities
– Measuring progress
• Audiences
– Village Board
– Residents
– Realtors
– Potential Residents
– Business
– Staff
HOW
ARE
WE
DOING
TODAY?
Indicator
Goals/Conditions
Boundaries
Performance
Timeframe
Measures address
Concerns
Measures actions
conditions, values
taken to achieve or
characteristics
improve a condition,
value or characteristic
Occupancy or
Promote vibrant
vacancy rates
housing
Village Gov
Number of
Annually
Nuisance homes
identified
Building Improv-
# of maintenance
ement values
orders from building
violations
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• Dashboards we have considered in developing
ours
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Michigan municipalities
Wisconsin municipalities
North Carolina
Texas
Florida
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Collaboration
• Across Village Government Departments
• Across Village Institutions
- Village Government
- School District
- Business Improvement District
• With other municipalities
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Performance Measures
What we are doing.
Language
Key Indicators
Why we are doing it.
Vision
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Common Language
• Dashboards
• Establish Shared and Enduring Definitions
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Common Vision
• Dashboards
• Tests Assumptions
• Measure Expectations
–Uncover Opportunities
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Performance Dashboard Resources
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Government Accounting Standard Board (GASB) – Service Effort
and Accomplishment Reporting for Government
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www.seagov.org/index.shtml
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Association of Governmental Accountants – Citizen Centric
Reporting
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www.agacgfm.org/citizen
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International City/County Management Association (ICMA)
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http://icma.org/en/icma/knowledge_network/topics/kn/Topic/199/Performan
ce_Measurement
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National Performance Management Advisory Commission
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http://pmcommission.org/
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