AGENDA

Performance Management for Local Government December 11-12, 2018

Pinehurst Resort

Course objective: This course is a one-day seminar that focuses on how local officials move from collecting and reporting performance measures to actually using them for service improvement.

Tuesday, December 11, 2018

1:00 to 2:30 Introduction to Performance Management Bill Rivenbark, Professor of Public Administration and MPA Program Director UNC School of Government

-Defining performance management -Process of identifying meaningful performance measures -Case study

2:30 to 2:45 BREAK

2:45 to 5:00 Analyzing and Using Performance Data Dale Roenigk, Lecturer and Director of NC Benchmarking Project UNC School of Government

-Measuring, investigating, and focusing on the problem -Using a cause-and effect approach -Identifying the solution and evaluating the result

Wednesday, December 12, 2018

8:30 to 9:45 Performance Management in Action Robin Barham, Budget and Performance Manager City of Concord

-Background in Concord -Keys to success, including outcomes not outputs -Examples of performance management -Case study

9:45 to 10:00 BREAK

10:00 to 11:45 Performance Management Case Study Bill Rivenbark, UNC School of Government

-Data Analysis -Cause-and-Effect Approach -Findings and Recommendations -Group Presentation

Performance Management Pinehurst Resort

Pinehurst, NC December 11-12, 2018

CPE Credit Please complete and sign the form as a record of your attendance. (Please Print) Name_______________________________Title______________________________ Employed by___________________________________________________________ Mailing Address________________________________________________________ Street or Post Office ____________________________________________________________________ City State Zip Code __________________Total Credit Claimed (Maximum of 8 hours) I certify that I attended this course for the time shown above. _____________________________ Signature _____________________________ NC CPA License Number Attendance Verified:

School of Government SOG copy

Performance Management Pinehurst Resort

Pinehurst, NC December 11-12, 2018

CPE Credit Please complete and sign the form as a record of your attendance. (Please Print) Name_______________________________Title______________________________ Employed by___________________________________________________________ Mailing Address________________________________________________________ Street or Post Office ____________________________________________________________________ City State Zip Code __________________Total Credit Claimed (Maximum of 8 hours) I certify that I attended this course for the time shown above. _____________________________ Signature _____________________________ NC CPA License Number Attendance Verified:

School of Government Your copy

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Performance Management in Local Government Pinehurst Resort

December 11–12, 2018

EVALUATION

SESSION EVALUATION

Tuesday, December 11 Introduction to Performance Management Strongly Strongly Please rate the session content: Disagree Neither Agree The session content is important for my professional development. SD D N A SA

Was the content appropriate for your level of knowledge? Too difficult About right Too easy William C. Rivenbark, UNC School of Government Strongly Strongly Please rate your instructor’s teaching: Disagree Neither Agree The instructor presented the material clearly. SD D N A SA The instructor was knowledgeable and well-prepared. SD D N A SA The instructor’s pace was appropriate. SD D N A SA Overall, the session was skillfully done. SD D N A SA Please share any additional comments about the instructor’s teaching and the session’s content. If you indicated that you were dissatisfied with one or more aspects of the instructor’s teaching or the session’s content, we are particularly interested in learning how we can do better in the future:

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Analyzing and Using Performance Data Strongly Strongly Please rate the session content: Disagree Neither Agree The session content is important for my professional development. SD D N A SA

Was the content appropriate for your level of knowledge? Too difficult About right Too easy Dale J. Roenigk, UNC School of Government Strongly Strongly Please rate your instructor’s teaching: Disagree Neither Agree The instructor presented the material clearly. SD D N A SA The instructor was knowledgeable and well-prepared. SD D N A SA The instructor’s pace was appropriate. SD D N A SA Overall, the session was skillfully done. SD D N A SA Please share any additional comments about the instructor’s teaching and the session’s content. If you indicated that you were dissatisfied with one or more aspects of the instructor’s teaching or the session’s content, we are particularly interested in learning how we can do better in the future:

Wednesday, December 12 Performance Management in Action Strongly Strongly Please rate the session content: Disagree Neither Agree The session content is important for my professional development. SD D N A SA

Was the content appropriate for your level of knowledge? Too difficult About right Too easy Robin Barham, Budget and Performance Manager, City of Concord Strongly Strongly Please rate your instructor’s teaching: Disagree Neither Agree The instructor presented the material clearly. SD D N A SA The instructor was knowledgeable and well-prepared. SD D N A SA The instructor’s pace was appropriate. SD D N A SA Overall, the session was skillfully done. SD D N A SA Please share any additional comments about the instructor’s teaching and the session’s content. If you indicated that you were dissatisfied with one or more aspects of the instructor’s teaching or the session’s content, we are particularly interested in learning how we can do better in the future:

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Performance Management Case Study Strongly Strongly Please rate the session content: Disagree Neither Agree The session content is important for my professional development. SD D N A SA

Was the content appropriate for your level of knowledge? Too difficult About right Too easy William C. Rivenbark, UNC School of Government Strongly Strongly Please rate your instructor’s teaching: Disagree Neither Agree The instructor presented the material clearly. SD D N A SA The instructor was knowledgeable and well-prepared. SD D N A SA The instructor’s pace was appropriate. SD D N A SA Overall, the session was skillfully done. SD D N A SA Please share any additional comments about the instructor’s teaching and the session’s content. If you indicated that you were dissatisfied with one or more aspects of the instructor’s teaching or the session’s content, we are particularly interested in learning how we can do better in the future: COURSE EVALUATION Course Content Please rate the usefulness and length of each session:

Usefulness Session Length Keep

Session Omit Session

Too Short Just Right Too Long

Introduction to Performance Management

Analyzing and Using Performance Data

Performance Management in Action Performance Management Case Study

Are there any topics that we should add to the course?

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Strongly Strongly Please rate the course content: Disagree Neither Agree The course (as a whole) will be useful to me. SD D N A SA The course materials will be useful to me. SD D N A SA Please share any additional comments about course content. If you indicated that you were dissatisfied with one or more aspects of course content, we are particularly interested in learning how we can do better in the future: Strongly Strongly Please rate the logistics of the course: Disagree Neither Agree Registering for the course was simple and straightforward. SD D N A SA Before attending the course, I received appropriate and SD D N A SA

timely information about course logistics. The room set-up was appropriate for this class. SD D N A SA On-site School of Government staff was informed and helpful. SD D N A SA

Please share any additional comments about course logistics. If you indicated that you were dissatisfied with one or more logistical aspects of the course, we are particularly interested in learning how we can do better in the future:

How did you find out about the course? (please check all that apply)

___ Postcard Announcement ___ Email Announcement ___ School of Government Flyer ___ School of Government Website ___ School of Government Listserv Please specify: _______________________

___ Referral from Colleagues ___ Web Search ___ Advertisement ___ School of Government Blog Please specify: _______________________ ___ Other, Please specify: _________________

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Introduction to Performance Management

Pinehurst, North CarolinaDecember 11, 2018

William C. RivenbarkProfessorSchool of GovernmentUniversity of North Carolina at Chapel Hill

Training

❚ Defining performance management❚ Process of identifying meaningful performance

measures❚ Case study

Performance Measurement ≠ Performance Management

❚ Are your measures primarily focused on outputs rather than outcomes? Yes

❚ Do managers use the measures to diagnose problems and improve services? No

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Strategic Planning ≠ Performance Management

❚ Does your organization have strategic goals and quantitative objectives that can be measured over time? No

❚ Are departmental or program managers responsible for tracking, reporting, and using the measures over time? No

Benchmarking ≠ Performance Management

❚ Are you comparing primarily inputs and outputs against other local governments rather than outcomes? Yes

❚ Are you playing defense by justifying performance gaps rather than playing offense by closing performance gaps? Yes

What is performance management?

❚ Performance management occurs in local government when public officials actually use performance measures for making decisions.

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So what is the problem?

❚ Research has demonstrated that local governments are more likely to engage in performance measurement, strategic planning, and benchmarking than performance management.

So what is the answer?

❚ Research has demonstrated that local officials are more likely to engage in performance management when they report on meaningful outcome measures rather than the basic input and output measures.

Efficiency and outcome measures

Measure Definition Example

Input Amount of resources

Budget or expenditures

Output Amount of service provided

Number of calls

Efficiency Cost per service provided

Cost per call

Outcome Quality of service provided

Response time

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Meaningful measures

Current outcome Alternative outcomeNumber of healthy newborns

Percentage of healthy newborns

All residents will have access to recycling

Set-out rate

Number of students who complete high school

Graduation rate

Average time to process a business license request

Average time to issue business license

Opinions from citizens regarding staff responsiveness

Customer satisfaction rate

Process of identifying meaningful performance measures

Step 1❚ Identify the mission statement, which conveys the

purpose of the program.

Example❚ The mission of the After School Program is to serve as a

“safe haven” for at risk kids.

Process of identifying meaningful performance measures

Step 2❚ Create goals from the mission statement, which are

what the program expects to achieve.

Example❚ Pursue a high attendance rate among clients.❚ Improve the academic performance of clients.

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Process of identifying meaningful performance measures

Step 3❚ Create objectives to monitor progress toward goals

which state the desired level of performance in quantifiable terms.

Example❚ Maintain an average monthly attendance rate of 90

percent or higher.❚ Improve the academic performance of 75 percent or

more of clients.

Process of identifying meaningful performance measures

Step 4❚ Identify measures from the objectives, focusing on

efficiency and outcome measures.

Example❚ Objective: maintain an average monthly attendance rate

of 90 percent or higher.❙ Output – number of students❙ Efficiency – cost per student ❙ Outcome – average monthly attendance rate

Process of identifying meaningful performance measures

Step 4❚ Identify measures from the objectives, focusing on

efficiency and outcome measures.

Example❚ Objective: improve the academic performance of 75

percent or more of clients.❙ Outcome – percent of students who improved

academically

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Case study

❚ What type of infrastructure is currently in place for performance management?

❚ Why are the department heads concerned over which measures to include in the council report?

❚ How should the manager proceed with the report?

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Benchmarking and Improving Performance

Dale RoenigkDecember 11, 2018

Pinehurst, North Carolina

Why should you measure performance?

•Accountability• Communication• Showing Results

•Management• Decision making• Planning/Resource Allocation

•Performance Improvement or Problem Solving

Performance measurement requires comparisons or benchmarks against which you measure yourself

• Comparisons against standards• Legal standards• Professional standards

• Comparisons against policy goals and service expectations• Comparisons over time• Comparisons against others (peer

benchmarking)

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We’re going to focus on tools to help us focus on problems and change.

Focus• Zeroing in to target

our change efforts

Change• Strategies to effect

improvement

• Process Behavior Charts

• Pareto Charts• Cause and Effect

• Cause and Effect• Process Mapping

Our numbers are always changing from one period to another. What should we make of the variation?

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The number of crimes is going… Up/Down?

• Take a few minutes with others seated nearby to talk about as many possible causes for why crime might be going up/down in a community.

Monthly Meeting of the Blue Heaven Police Stat Group Key Report

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Is this enough?

What more would you want to see for a monthly meeting talking about performance?

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Are we confused yet?

• Who is doing a good job?• Who’s performance is down?• What actions if any should we be taking?

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• Everyone had at least one green mark and everyone had at least one red mark.

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Any process or system has many causes that may be pushing performance up or down.

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But we may not even be identifying all the actual factors driving variation.

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What might explain variation?

• Speculating on why numbers go up or down is usually not hard.• Figuring out how to find evidence to

determine what actually drives variation and fix those problems is key.

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Assessing how we do in traditional tabular reports may lead to misunderstanding and wasted time talking about why the numbers are up or down when common variation is present.

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This is likely to be true whether using percentage changes, comparisons to averages, or comparisons to goals or standards.

Fails to show variation in context.

Is the picture any clearer with simple line graphs?

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• Plotting the dots is the first step to• better understanding,• better analysis, • better discussions about performance, and• better decisions about where action is needed and

where it may not be.

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A step up from simple line charts is a process behavior or control chart.

Control charts seek to break variation in to common or routine variation that is part of the process and special cause that is exceptional variation that is likely some signal of change.

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Common cause

Special Cause

Special Cause

• Wake County Motor Vehicle Fatalities up from 67 in 2015 to 79 in 2016, 18% increase!• NC Fatalities up by just 4% over same period.• Data Source: North Carolina 2016 Traffic Crash Facts, NC

Division of Motor Vehicles

What do you do with this headline?

The News & Observer

Wake Motor Vehicle Deaths up 18% in 2016

Actual data, no such headline to my knowledge

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The control chart for motor vehicle fatalities in Wake County doesn’t suggest the process has changed.

If you want to push past just line charts, see the extra handout on understanding variation with resources and explanation.

You can also download the example Excel file to create basic control charts.

If we believe we have a performance problem, what do we do?

•We can’t do nothing•We can’t fix everything

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The Pareto Principle or 80/20 Rule is a simple analytical technique to help us focus on actions that are most likely to make a difference.

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A small fraction of items will produce a large fraction of effects.

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10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Causes Effects

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Focus on the vital few that are the biggest cause of problems.

Vital Few Useful Many

Possible examples of the Pareto Principle in government.

• A large portion of crime is committed by a small number of people.• Most of the financial issues come from a small

number of bills or payors.• Most of the breaks in a water system will come

from a small portion of the system.• Most of our service costs are for a small number

of clients.

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What do you do when you have data?

• Slice and dice data by subcategories• Time• Cause Type• Geography• Organizational Unit• Other?

• Look at data by different measures of effect.• Cases/Incidents• Dollars• Severity

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The case of the Late Payables• Vendors providing services and products to the

City of Dogwood Acres have been complaining about how long it takes the city to pay its bills. They are threatening to drop the city as a client.• Some of these payments are taking over three

months to pay after receipt.• Finance Director William Overdue says “my staff

is working hard but we haven’t made progress in bringing down how long it takes. We’ve tried different ideas but no success so far. Maybe I need more staff.” • What could we do to help Mr. Overdue fix this

problem?

The number of late payments per month doesn’t show a clear trend, averaging about 18 late bills per month.

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Vague problem statements risk producing vague results.

• Take a systems or big picture view. What can we do to help focus the effort to fix the problem and improve the late payments?

• Slice and dice the data to drill down.

•What factors might we look at to help Dogwood Acres focus their improvement efforts?

Use your data and summarize it by different cuts to find useful insights.

Go from raw data to meaningful output using pivot tables

Payments for contracts, fleet parts, and communications dominate the late payments.

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Department C has nearly one-third of the late payments but also note Depts D, B, and I.

Looking at Department and Purpose together we see a vital few areas where the problem is concentrated.

Targeted efforts to fix the problem. 1. Work with Dept C on Fleet Parts2. Work with Depts B, D, and I on Contracts3. Work with everyone on Communications

You can do this in Excel on your computer.

• Just use Pivot Tables• Use Quality Improvement Software• www.qimacros.com as an example.

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Use the Pareto Principle to focus your improvement efforts.

• Find the “Vital Few” that cause the most problems.• Base this on actual data whenever possible.

• Make and implement a plan to address these vital few.• Monitor to see if you have fixed them.• Repeat again and again for continual

improvement.

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After you have sharpened your focus on your problem there are two primary ways to go.

Fix the cause directly

Change the process

Cause and Effect Analysis

Process Mapping and Design

Conducting a cause and effect analysis is straightforward.

Investigate

• Identify the problem to be examined. Be specific. Base on data.• Choose major categories of cause.• Brainstorm for causes. Drill down with the 5 whys to get at the root• Review diagram for missing items or weak categories. Add as needed.

Prioritize

• Identify most likely targets for investigation• Seek to confirm causes with data or prioritize based on risk.

Act and Confirm

• Create action plans to fix or prevent.• Monitor to see if solution was successful.

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Cause and effect analysis is simple but powerful tool that can improve our problem solving.

• Can help us push beyond the usual suspects• Provides structure to our thinking• Press us to consider broad and balanced approach

to problem identification• Helps groups keep focus and facilitate

participation.

Select major categories of causes

• Starting off with major categories helps focus our attention but also prompts us to cover all the bases.• Typical categories for services• People• Processes/Methods• Policies• Resources• Other

Causes of a flashlight not working.

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Cause of bad service in a dentist office

Causes of a good week at summer camp

Post-its are the tool for cause and effect analysis at the start.

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Brainstorm for ideas of causes by category.• Post-it Notes allow for flexibility and easy idea

generation.• Go randomly or work through categories

sequentially.• Silent method: Let individuals start by putting out

ideas separately without talking• Open brainstorming: talk it through out loud

building the ideas as you go.

The five whys is a way of drilling down in a causal chain to get at the true root of the problem.

• Car stopped• Why did the car stop – It ran out of gas

• Why did it run out of gas – didn’t buy gas last night• Why didn’t you buy gas – no money and credit card is topped out

• Why didn’t you have money ………..• Why

• Why

• Don’t need to go down five levels but don’t stop before you get to what feels like the root of the cause-effect chain.

Practice Exercise for Cause and Effect

• What causes fire companies to have long turnout times?

1. Do a post-up problem solvinga) Individually and quietly list out all the causes you canb) Post up causes on a common board without talkingc) Add causes that you notice individually

2. Working as a group, aloud, create the cause-effect diagrama) Eliminate duplicatesb) Drill down with five whysc) Work until you get to where you are satisfied

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Cause and effect diagrams offer several values not obvious.• By identifying many causes, the process can reduce

the chances of overlooking causes or missing more promising options.• Kept over time, the cause and effect diagram can

be revisited for further improvements or when new problems arise.• The cause and effect diagram can support dialogue

across functional areas.• Diagrams can be used for training new employees.• Cause and effect diagrams can be used proactively

to prevent problems.

Prioritize causes for action and figure out countermeasures or fixes.

• For root cause analysis, identify the key root cause (or possibly multiple ones) and design countermeasures (fixes).

• Consider the use of checklists as a means to standardize your process, prevent errors, and promote best practices.

Root Cause CountermeasureProposed Solution

Actions to Take

Poor layout Clear Path Work with crews to clearspace

No urgency Incentive System Chief to set up incentives

Mapping the Way:The basics of process mapping

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Describe a player’s turn in Monopoly

A process map of a turn in Monopoly

Source: Donald J. Wheeler and Sheila R. Poling, Building Continual Improvement .1998.

A more complex view of a turn in Monopoly.

Source: Donald J. Wheeler and Sheila R. Poling, Building Continual Improvement .1998.

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A good process map requires work.Why do it?

• Visually document important process.• Clarify and reach agreement on actual

and desired process among participants.• Communicate the process outside and

to future employees.

• Identify opportunities for improvement by eliminating or reducing delays and errors.

Simply clarifying and reaching agreement on your processes may eliminate some errors.

Process Flow:Getting the steps lined up

• How a process moves from start to finish• Key concerns are: • Setting the boundaries for the process (start

to finish)• What level of detail to map• Getting the right people in the room. Make

sure to include not just the top-level people but the people who actually carry out the steps.

Elements in Process Map

Purpose Object

Start/End Used to show beginning and ending of process.

Process Step Describes a task step

Decision Step A choice has to be made, paths diverge.

Jump Point Used to keep the process map less cluttered with lines. Jump from point A to B

Connector Lines Lines to show ordering of steps in process

Basic Language

? YES

NO

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Process Map for Car Repair

Process flow for outpatient surgery

Process for hiring of casual labor

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Example of a process flow with post-it notes. You don’t need software.

What a completed process map might look like

Process Mapping Exercise: Hiring a New Employee

Try to map the process for how we hire new employees.• Start with the point at which the position has

been approved.• End with a person is hired.

• Do this with post-it notes.• Include all the steps.• Be ready to move steps around as you discover

steps you missed.

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Tips to squeeze more out of process mapping.

• Use “Swim Lanes”• Look for leverage points• Rework or clean up loops• Choke points• Backtracking• Non-value added steps• Gaps in waiting time between steps• Physical movement of people or materials

• Create a physical/electronic version of the map to share and build on for the future.

Think about using “swim lanes” which divides the process up by who is taking the action.

Rework or incomplete data

Submit application

Review

Denial

Data complete

Yes

NoRework

Error in application

Yes

No

Rework

Meets rules

YesApproval

No

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Choke points and backtracking can slow key processes

Process 1

Process 4

Process 3

Process 2

Fix Problem

Manager Approval

Meets Standards

Yes

No

Choke point

Rework

Does step add value or could it be simplified

Submit application

Review

Data complete

Yes

No

Error in application

Yes

NoCould these steps be eliminated by an online application tool which prevents incomplete or errors?

Identify key time delays

Check-in Vitals by Nurse

Doctor Exam and

QuestionsPay Bill

2 minutes 4 minutes20 minutes5 minutesWait

20 minutesWait

5 minutesWait

10 minutesWait

5 minutes

How long does your medical appointment take?

31 minutes for actual process40 minutes waiting (idle time)

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Some hints to making the most or process mapping

• The process map is a tool, not an end goal itself. • Actually observe the process to confirm how it is being

done.• Decide on level of detail needed (high level or specific).• Keep boundaries around the process based on your

purpose. Don’t try to include everything.• Include a mix of people affected by the process to get

all points of view. Don’t forget “customer” or end user.• May need two process maps: current process versus

new future improved process.

Why bother with process diagrams?• Explicit understanding of the steps• Contrast between what you do and what you are

supposed to do• Seek agreement among multiple parties about

what you do• Find ways to improve the process• Eliminate unnecessary steps• Streamline process (parallel processing, better

sequencing, fewer actors)• Look to eliminate the delays between steps and the

rework from errors. Speeds up the process without employees working harder. Work smarter not faster.

Case Study City of BlueSky, North Carolina

FY 2016–2017

Background The city of BlueSky has been collecting and reporting performance measures, primarily through its annual budget process, for the past 10 years. This ongoing effort has been in response to increasing the level of accountability and transparency in regards to service delivery and to apply for the GFOA Distinguished Budget Presentation Award, which the city has won for the past 8 years. The city manager, however, wants to change the organizational culture, where department heads and program managers use performance measures to identify areas that are in need of improvement, to analyze the processes of service delivery that underlie the performance results, to create and implement strategies for process improvement, and to demonstrate concrete outcomes through the same performance measures.

Performance Measures The city of BlueSky has been collecting and reporting a series of workload, efficiency, and effectiveness measures for the following services:

Household recycling Emergency communications

Asphalt maintenance and repair Building inspections Parks & recreation

Again, these performance data have been historically used for accountability and transparency rather than the basis to encourage process improvement.

Exercise

1. Identify one area for improvement based on your review of the respective performance measures, justifying your selection.

2. Use the fishbone diagram to identify possible performance drivers. 3. Identify at least one improvement that will increase the probability of producing a stronger

outcome regarding the performance measure. 4. Prepare a 5-minute presentation to present to the city manager for approval.

Blue Sky Asphalt Maintenance and RepairKey: Blue Sky Benchmarking Average — Fiscal Years 2013 through 2017

Resource MeasuresAsphalt Maintenance and Repair

Services Costs per CapitaAsphalt Maintenance and Repair FTEs

per 10,000 PopulationService Costs per Lane Mile

of Road Maintained

Workload MeasuresNumber of Lane Miles

Maintained per 1,000 PopulationReported Potholes

per Lane Mile MaintainedRepaired Utility Cuts

per Lane Mile Maintained

Efficiency MeasuresCost of Maintenance

per Lane Mile MaintainedCost per Lane Mile

for Preservation TreatmentCost per Lane Mile

for Resurfacing Treatment

Cost per Lane Mile for Rehabilitation Treatment

Cost per Ton for Contract Resurfacing

Effectiveness MeasuresPercent of Lane Miles

Rated 85 or BetterPercent of Lane Miles

Rated Below 45Percentage of Potholes Repaired

within 24 hours

$0

$30

$60

$90

$120

2013 2014 2015 2016 2017

Blue Sky $38.09 $44.15 $52.27 $58.07 $58.17

Average $27.05 $28.29 $30.38 $30.70 $43.66

0

1

2

3

4

2013 2014 2015 2016 2017

Blue Sky 2.74 1.94 1.91 1.88 1.86

Average 1.70 1.60 1.49 1.46 1.49

$0

$3,000

$6,000

$9,000

2013 2014 2015 2016 2017

Blue Sky $4,605 $5,426 $6,540 $7,390 $7,477

Average $2,923 $3,110 $3,452 $3,632 $5,582

0

5

10

15

20

2013 2014 2015 2016 2017

Blue Sky 8.3 8.1 8.0 7.9 7.8

Average 10.4 10.2 10.2 9.5 8.9

0

3

6

9

12

2013 2014 2015 2016 2017

Blue Sky 7.14 5.52 4.88 8.72 5.20

Average 1.26 1.35 1.34 1.78 1.67

0.0

0.5

1.0

1.5

2.0

2.5

3.0

2013 2014 2015 2016 2017

Blue Sky 1.47 2.67 2.57 3.01 2.37

Average 0.54 0.64 0.55 0.61 0.62

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

2013 2014 2015 2016 2017

Blue Sky $3,506 $3,911 $4,635 $4,664 $4,082

Average $2,005 $1,976 $1,852 $1,894 $2,564

$0

$50

$100

$150

$200

2013 2014 2015 2016 2017

Blue Sky $130 $48 $206 $197

Average $116 $96 $86 $129 $125

0%

25%

50%

75%

100%

2013 2014 2015 2016 2017

Blue Sky 3% 2% 0% 8% 10%

Average 49% 44% 45% 49% 48%

0%

25%

50%

75%

100%

2013 2014 2015 2016 2017

Blue Sky 99% 99% 99% 99% 99%

Average 89% 87% 83% 84% 82%

0%

10%

20%

30%

2013 2014 2015 2016 2017

Blue Sky 21.0% 26.0% 29.0% 28.0% 28.0%

Average 9.9% 11.4% 10.9% 7.7% 8.1%

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

2013 2014 2015 2016 2017

Blue Sky $58,597

Average $6,371 $11,806 $3,214 $4,648 $14,370

$ k

$50 k

$100 k

$150 k

$200 k

$250 k

2013 2014 2015 2016 2017

Blue Sky $134 k $205 k $138 k

Average $65 k $72 k $102 k $90 k $89 k

$0

$100,000

$200,000

$300,000

$400,000

$500,000

2013 2014 2015 2016 2017

Blue Sky $184 k $313 k $416 k $176 k

Average $119 k $64 k $181 k $147 k $113 k

Blue Sky Building InspectionsKey: Blue Sky Benchmarking Average — Fiscal Years 2013 through 2017

Resource MeasuresBuilding Inspections Services

Costs per CapitaBuilding Inspections Services

FTEs per 10,000 PopulationBuilding Inspections Services

Cost per Million Dollars of Tax Base

Workload MeasuresInspections per 1,000 Population

in Service AreaInspections per Square Mile

in Service AreaValue of Building Permits as Percentage of Tax

Base of Area Served

Value of Commercial Permits as Percentage of Tax Base of Area Served

Value of Building Permits per Inspector FTE in Millions of Dollars

Efficiency MeasuresBuilding Services Cost

per Inspection—All TypesInspections per Dayper Inspector FTE

Plan Reviews per Year per Reviewer FTE

Effectiveness MeasuresPercentage of Inspection Responses within

One Working Day of RequestPercentage of Inspections

That Are Reinspections

$0

$10

$20

$30

$40

2013 2014 2015 2016 2017

Blue Sky $10.20 $9.62 $9.52 $9.93 $11.53

Average $13.80 $14.33 $16.31 $17.48 $19.55

0

1

2

3

4

5

2013 2014 2015 2016 2017

Blue Sky 0.76 0.80 1.06 1.26 1.08

Average 1.46 1.48 1.66 1.70 1.72

$0$50

$100$150$200$250$300$350

2013 2014 2015 2016 2017

Blue Sky $109 $110 $109 $112 $131

Average $143 $148 $161 $169 $200

0

200

400

600

2013 2014 2015 2016 2017

Blue Sky 147 156 176 175 179

Average 221 229 243 253 270

0

400

800

1,200

2013 2014 2015 2016 2017

Blue Sky 124 133 151 152 156

Average 353 389 421 495 497

0%1%2%3%4%5%6%

2013 2014 2015 2016 2017

Blue Sky 0.99% 1.24% 1.64% 1.77% 1.73%

Average 1.47% 1.82% 2.21% 2.25% 3.48%

0%

1%

2%

3%

4%

5%

2013 2014 2015 2016 2017

Blue Sky 0.55% 0.55% 0.89% 1.06% 1.00%

Average 0.83% 0.89% 1.36% 1.35% 2.28%

$0$10$20$30$40$50$60$70

2013 2014 2015 2016 2017

Blue Sky $22.2 $26.1 $30.5 $33.4 $32.7

Average $21.5 $25.2 $28.0 $29.9 $38.7

$0

$30

$60

$90

$120

$150

2013 2014 2015 2016 2017

Blue Sky $69.57 $61.64 $54.09 $56.83 $64.31

Average $68.41 $68.71 $69.65 $71.57 $82.35

0

5

10

15

20

25

2013 2014 2015 2016 2017

Blue Sky 14.9 16.0 15.9 15.9 16.4

Average 13.9 14.2 13.3 13.7 13.0

0

500

1,000

1,500

2013 2014 2015 2016 2017

Blue Sky 331 290 312 304 266

Average 573 492 729 636 538

60%

70%

80%

90%

100%

2013 2014 2015 2016 2017

Blue Sky 88.0% 85.7% 86.2% 87.4% 90.1%

Average 95.1% 93.7% 95.1% 94.4% 93.4%

0%

10%

20%

30%

40%

2013 2014 2015 2016 2017

Blue Sky 16.8% 17.9% 20.0% 20.0% 17.6%

Average 23.1% 23.1% 19.4% 23.1% 22.8%

Blue Sky Emergency CommunicationsKey: Blue Sky Benchmarking Average — Fiscal Years 2013 through 2017

Resource MeasuresEmergency Communications

Services Costs per CapitaEmergency Communications FTEs

per 10,000 Population

Workload MeasuresTotal Calls Answeredper 1,000 Population

Calls Dispatchedper 1,000 Population

E-911 Calls as a Percentage of All Incoming Calls

Efficiency MeasuresCalls Answered

per TelecommunicatorCalls Dispatched

per TelecommunicatorEmergency Communications Cost

per Call Dispatched

Effectiveness MeasuresNumber of Seconds

from Initial Ring to AnswerPercent of E-911 Calls Answered

within Twenty SecondsAverage Time in Seconds from CAD

Entry to Dispatch for Priority One Calls

$0

$10

$20

$30

2013 2014 2015 2016 2017

Blue Sky $16.67 $16.67 $18.77 $20.62 $20.12

Average $19.68 $20.04 $21.03 $20.26 $20.40

0

1

2

3

4

2013 2014 2015 2016 2017

Blue Sky 3.50 3.48 3.47 2.97 2.97

Average 2.49 2.51 2.51 2.33 2.32

0

1,000

2,000

3,000

2013 2014 2015 2016 2017

Blue Sky 2,291 2,543

Average 1,823 1,732 1,592 1,560 1,457

0

500

1,000

1,500

2,000

2,500

2013 2014 2015 2016 2017

Blue Sky 1,697 1,825 1,172 2,535 2,413

Average 1,207 1,195 1,090 1,217 1,200

0

3,000

6,000

9,000

12,000

2013 2014 2015 2016 2017

Blue Sky 6,553 7,306

Average 7,694 7,244 7,204 7,614 7,178

0

2,000

4,000

6,000

8,000

10,000

2013 2014 2015 2016 2017

Blue Sky 4,852 5,243 3,377 8,525 8,133

Average 5,084 5,033 4,724 5,628 5,410

$0

$10

$20

$30

2013 2014 2015 2016 2017

Blue Sky $9.82 $9.13 $16.01 $8.13 $8.34

Average $17.03 $17.52 $19.67 $18.23 $19.06

0

5

10

15

20

25

30

2013 2014 2015 2016 2017

Blue Sky 5

Average 6 5 4 5 5

0

60

120

180

2013 2014 2015 2016 2017

Blue Sky 120 140 191 120 157

Average 82 84 89 67 72

0%

25%

50%

75%

2013 2014 2015 2016 2017

Blue Sky 8.5% 10.7%

Average 28.9% 27.7% 30.6% 35.3% 35.7%

80.0%

90.0%

100.0%

2013 2014 2015 2016 2017

Blue Sky 99.8% 98.2%

Average 99.1% 98.3% 99.0% 98.2% 98.5%

Blue Sky Core Parks and RecreationKey: Blue Sky Benchmarking Average — Fiscal Years 2013 through 2017

Resource MeasuresCore Parks and Recreation Services

per CapitaCore Parks and Recreation Staff per

10,000 Population

Facilities MeasuresLand Acres of Parks per 10,000

PopulationRecreation Centers per 10,000

PopulationSwimming Pools per 10,000

Population

Athletic Fields per 10,000 Population Playgrounds per 10,000 Population Miles of Land Trails per 10,000 Population

Efficiency MeasuresTotal Core Parks and Recreation

Costs per AcreAcres of Park Maintained per

Maintenance FTEVolunteer Hours in FTEs as a Percent

of Paid Staff FTEs

Effectiveness MeasuresRevenue Gained as a Percent of Total

Core CostsActs of Vandalism at Parks Facilities

per 10,000 Population

$0

$50

$100

$150

2013 2014 2015 2016 2017

Blue Sky $93 $99 $106 $106 $112

Average $80 $82 $85 $91 $91

0

5

10

15

20

25

2013 2014 2015 2016 2017

Blue Sky 13.1 14.0 14.4 14.4 13.8

Average 10.1 9.8 9.3 10.8 10.9

0

50

100

150

200

250

2013 2014 2015 2016 2017

Blue Sky 80.91 81.47 81.26 81.04 80.96

Average 129.38 129.25 136.59 128.88 143.58

0.0

0.5

1.0

1.5

2.0

2013 2014 2015 2016 2017

Blue Sky 0.81 0.81 0.81 0.81 0.81

Average 0.77 0.75 0.71 0.77 0.72

0.00

0.25

0.50

0.75

2013 2014 2015 2016 2017

Blue Sky 0.40 0.41 0.41 0.41 0.40

Average 0.22 0.21 0.24 0.24 0.27

0

2

4

6

8

10

2013 2014 2015 2016 2017

Blue Sky 3.84 5.30 5.28 5.27 5.26

Average 4.18 4.23 4.08 3.94 3.85

0

2

4

6

8

10

2013 2014 2015 2016 2017

Blue Sky 5.06 5.09 5.08 5.06 5.06

Average 3.70 3.76 3.54 3.41 4.01

$0

$5,000

$10,000

$15,000

2013 2014 2015 2016 2017

Blue Sky $11,508 $12,184 $13,062 $13,079 $13,802

Average $8,582 $8,783 $8,478 $8,783 $9,233

0

20

40

60

80

2013 2014 2015 2016 2017

Blue Sky 28.6 28.6 28.6 28.6 30.8

Average 34.3 40.5 43.9 39.9 62.5

0%

10%

20%

30%

40%

2013 2014 2015 2016 2017

Blue Sky 10.8% 10.5% 8.7% 10.2% 10.4%

Average 14.1% 14.7% 13.2% 14.1% 14.4%

0

10

20

30

2013 2014 2015 2016 2017

Blue Sky 3.44 6.11 6.50 6.08 6.48

Average 3.85 4.07 5.39 5.82 4.56

0

2

4

6

2013 2014 2015 2016 2017

Blue Sky 2.02 2.95 2.95 2.94 2.93

Average 2.11 2.10 2.32 2.29 2.41

0%

10%

20%

30%

2013 2014 2015 2016 2017

Blue Sky 10.4% 8.4% 8.1% 8.3% 8.6%

Average 11.2% 13.9% 16.2% 18.4% 16.4%

Blue Sky Household RecyclingKey: Blue Sky Benchmarking Average — Fiscal Years 2013 through 2017

Resource MeasuresRecycling Services

Cost per CapitaRecycling Services FTEs

per 10,000 Population

Workload MeasuresTons Recyclables Collected

per 1,000 PopulationTons Recyclables Collectedper 1,000 Collection Points

Tons Solid Waste Landfilledper 1,000 Population

Efficiency MeasuresRecycling Services Cost

per Ton CollectedRecycling Services Cost

per Collection Point Tons Collected Curbside

per Municipal FTE

Effectiveness MeasuresCommunity Set-Out Rate Tons Recycled as Percentage of Tons

Refuse and Recyclables Collected

$0

$5

$10

$15

$20

$25

2013 2014 2015 2016 2017

Blue Sky $11.80 $13.49 $16.74 $11.31 $16.56

Average $11.39 $10.81 $13.79 $10.66 $12.74

0

1

2

3

4

2013 2014 2015 2016 2017

Blue Sky 1.31 1.32 1.32 1.52 1.52

Average 1.37 1.35 0.98 0.89 0.98

0.0

20.0

40.0

60.0

80.0

100.0

120.0

2013 2014 2015 2016 2017

Blue Sky 30.0 29.3 30.7 32.1 34.5

Average 61.4 57.7 58.9 64.4 62.8

0

100

200

300

400

500

2013 2014 2015 2016 2017

Blue Sky 76 73 76 79 85

Average 205 188 190 203 193

0.0

100.0

200.0

300.0

400.0

500.0

2013 2014 2015 2016 2017

Blue Sky 364.1 366.6 365.7 364.7 467.1

Average 258.5 257.6 264.9 260.6 275.7

$0

$150

$300

$450

$600

2013 2014 2015 2016 2017

Blue Sky $393 $460 $546 $352 $480

Average $204 $215 $286 $187 $239

$0

$25

$50

$75

$100

2013 2014 2015 2016 2017

Blue Sky $29.69 $33.55 $41.51 $27.96 $40.87

Average $38.72 $35.13 $47.74 $35.39 $39.44

0

600

1,200

1,800

2013 2014 2015 2016 2017

Blue Sky 248 240 252 227 244

Average 994 758 684 816 757

0%

25%

50%

75%

100%

2013 2014 2015 2016 2017

Blue Sky 35.0% 35.0% 40.0% 45.0% 53.0%

Average 61.9% 63.8% 69.4% 65.1% 67.1%

0%

5%

10%

15%

20%

25%

30%

2013 2014 2015 2016 2017

Blue Sky 7.6% 7.4% 7.7% 8.1% 6.9%

Average 19.4% 18.5% 18.4% 20.2% 19.3%

Team

Problem/Need

Description and Rationale for Project Selection

Root Causes

Other Analysis

Plan

Performance Management Plan for City of Blue Sky