VILLAGE OF SHOREWOOD WISCONSIN Dashboards on a Shoestring

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VILLAGE OF SHOREWOODWISCONSINDashboards on a
Shoestring

• An Organic and Intimate Development
• Leading to a Common Vision and Language for
  Collaborative Action

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• Shorewood, Wisconsin
• Structure gt village
• Population gt 13,162
• Geography gt 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 gt 61,408
• Average Household Income gt 79,489
• Population by Race gt predominately white (85.8)
• Acres of Parkland gt 63

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• 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
• governments decision-making processes.
• 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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Performance Basis

• Performance measures have been created for the
  villages six vision statement/goals
• Deliver quality services at a competitive tax
  rate.
• Promote vibrant urban housing.
• Maintain a high-quality urban living experience
  with a small town feel.
• Remain committed to open, interactive
  communication.
• Protect and Enhance the Environment.
• Protect and Enhance Property Values

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77 PERFORMANCE MEASURES

• Example 1
• Vision Deliver quality services at a competitive
  tax rate
• Measurement Tax levy per capita
• Data Source Finance Department
• Department Responsible Finance and Manager
• Multi-year data available? Yes

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77 PERFORMANCE MEASURES

• 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

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Monthly Benchmarked to previous years month 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
By Quarter Benchmarked to previous years quarter Sewer Bills Sewer Work Water Bills Storm water charges Road work progress Ratio of debt service to?? Other financial Outcome Informed policy decisions User Groups Trustees and Operations Managers
Annual Benchmarked to previous ten years Key financial indicators Outcome Informed Planning And resource allocation User Groups Trustees and Operations Managers
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Shorewoods Reasons for Doing Dashboards

• Citizen engagement
• Public accountability
• Setting Priorities
• Measuring progress
• Taking the pulse
• Early identification of problems

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• Audiences
• Village Board
• Residents
• Realtors
• Potential Residents
• Business
• Staff

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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 Village Gov Number of Annually
vacancy rates housing Nuisance homes
identified
Building Improv- of maintenance
ement values orders from building
violations
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• Dashboards we have considered in developing ours
• 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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What we are doing.
Performance Measures Key Indicators
Language
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

• Government Accounting Standard Board (GASB)
  Service Effort and Accomplishment Reporting for
  Government
• www.seagov.org/index.shtml
• Association of Governmental Accountants Citizen
  Centric Reporting
• www.agacgfm.org/citizen
• International City/County Management Association
  (ICMA)
• http//icma.org/en/icma/knowledge_network/topics/k
  n/Topic/199/Performance_Measurement
• National Performance Management Advisory
  Commission
• http//pmcommission.org/
• Michigan Local Government Benchmarking Consortium
  
• http//slg.anr.msu.edu/benchmarking/BenchmarkingHo
  me/tabid/221/Default.aspx
• American Community Survey

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