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This phase is where the performance plan for the upcoming performance cycle is built. The Business Improvement and Performance Office (BIPO) meets with each department to capture detailed information about each measure and emphasize the departments’ alignment to the strategic plan as well as explain the similarities and differences between performance measures and objectives. These meetings are a collaborative effort to ensure departments are measuring what matters.

During this phase, the Business Improvement and Performance Office (BIPO) meets with each department to review upcoming projects, on-going performance measures, and industry research. Upcoming projects are listed in the matrix for each section; once a thorough list is developed, the department selects which projects will be highlighted as part of the performance process and creates new objectives for the upcoming performance cycle. Performance measures are reviewed in conjunction with industry research to ensure current performance measures are aligned with industry standards as well as provide departments with ideas for new performance measures. Performance measures are also listed within the matrix for departments to confirm on-going performance measures and create new ones. Once departments choose the new objectives and performance measures and confirm on-going ones departments are ready to develop the detail and context that supports each measure.   

Departments work with the Business Improvement and Performance Office (BIPO) to provide key contextual information for each objective and performance measure. This data helps to tell the story as it is important for the community to understand why the measure is important and how the data is tracked. Each measure is aligned to a strategic plan goal and business strategy to ensure the county’s strategic plan is met. Departments set a target for each measure, which is the benchmark of what they plan to achieve, to ensure the business strategies, such as efficiency and effectiveness, are met. To adequately tell the story, departments also provide information about how the measure is calculated and who to contact with questions. At this time, departments also assign subject matter experts (SMEs), who will provide the data, and establish a reporting frequency for each measure to ensure accountability and transparency.


What are the similarities between Objectives and Performance Measures?

                                 


What are the differences between Objectives and Performance Measures?

                                


How to develop Objectives and Performance Measures?



The Measure Statement provides a clear picture of what the department is tracking by following a few guidelines:

  Start with an action word or verb, such as, increase, decrease, maintain, implement, etc.

  Keep the statement short and concise, additional information can be added to the webpage to give readers a better understanding of what is being tracked

  Do not include targets and timeframes in the measure statement 


The Strategic Plan Goal and Business Strategy link the performance measures and objectives to the County's overall Strategic Plan. Both are used to ensure County services and initiatives achieve the mission the County. 

Alignment to Strategic Plan Goal & Business Strategy

Strategic Plan Goal Business Strategy
Government Accountability: Transparent & accountable use of taxpayer dollars Increased Efficiency: Doing things in the right manner. Is efficiency increased by doing work faster, with fewer resources or less overtime?
Public Safety: Community where residents are safe from crime & injury Increased Effectiveness: Doing the right things. Is effectiveness increased by eliminating errors or better meeting the public need?
Public Infrastructure: Meet community needs by supporting infrastructure owned by county or for public use (e.g. roadways, facilities, systems) Cost Avoidance/ Risk Mitigation: Are risks being mitigated? Are costs being avoided?
Economic Vitality:Thriving, livable community with diverse economic opportunities Transparency: Is visibility enhanced? Is there transparency?
Community Health: Healthy and active community with access to cultural amenities Innovation: Are processes and technologies being used to do things differently, implement new ideas, or enhance services?

Action steps act as a high level guide for completing objectives during the 2-year cycle. Action steps are the strategy departments use to develop a plan for the 2-year cycle to ensure departments complete their goals. Follow the guidelines below:

  Start with an action word/verb, such as, plan, prepare, draft, etc.

  Keep the statement short and concise, additional information can be added to the webpage to give readers a better understanding of what is being tracked

  Allocate a percentage to each step for easy tracking

  Create 3-5 high level action steps to reach the target

  Performance measures DO NOT have action steps

 


This section provides an easy to understand explanation of what the department is tracking and why. Departments can use this section to emphasize the linkage to the Strategic Plan Goal and Business Strategy or answer key questions, such as: 

  • What does the community want to know about the department?

  • What would your department like the community to know?

  • What does the department want to learn about itself?


This section is all about how the data is tracked. Data can come from several places such as:

  Report generated by a system like SAP or Accela

  Excel spreadsheet to track progress manually

  Conducting meetings for a status update

The importance of this section is understanding how the data is collected. Data should be easily accessible, reliable, and consistent to ensure data integrity. The key is being close to and having a solid understanding of the data in order to report, track, and answer questions about the measure. 


Understanding how the measure is calculated ensures data integrity and allows accurately reported results. Departments provide a simple explanation of how they mathematically get their results, see the following examples:

  Count number of  trainings, records, etc.

  Number of calls responded to within timeframe

  Average days to complete a process

  Number of completed work orders divided by total worker orders to get percent complete

  Tracking steps complete on a project to report the % of project complete


This section includes the name of the individual responsible for the performance measure or objective, as well as an email address to ensure transparency and accountability if there are questions about the data from the community. 


Additional information can be added to the webpage to explain variances, track follow up questions, or provide important data. Links to department webpages, forms, images can also be added to provide more information to the public.


Targets are established for each fiscal year and reported monthly, quarterly, semi-annual, annually, or biennially depending on the data. When creating a target there are two major categories:

Cumulative: each reporting period adds to the next to reach the fiscal year target. Cumulative measures have 2 graphs. One showing the period by period data and the other illustrates year-to-date actuals.

Example: Train 100 employees  during FY19

Q1
Q2
Q3
Q4
FY19 YTD Actuals
FY19 Target

53

53

2

14

122

100

 


Period by Period: the department is trying to exceed or stay below the target each period. Period by period measures have 1 graph illustrating the data.

Example: Answer 911 calls within 10 seconds 90% of the time

Q1
Q2
Q3
Q4
FY19 Target

90%

90%

89%

96%

90%

 


Each webpage contains a departmental dashboard embedded on the page. The dashboard contains all of the performance measures and objectives tracked by the department. Each dashboard contains several components:

  Department picture

  Department name and mission statement

  Summary table per objective or performance measure to capture key information 

  Current and prior fiscal year graphs to show current progress and historical trends

  Trend analysis graphs illustrating on target, improving, and needs focus categories per objective or performance measure

  Strategic Plan Goal/Business Strategy Alignment graph to highlight the link between  the County's Strategic Plan and department performance

  "Open Department Dashboard" button to open the dashboard in a new window for easier navigation


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