HomeMy WebLinkAboutCAO-07-030 - Performance Measurement Status Update & 2006 Results
Report To:
Date of Meeting:
Submitted By:
Prepared By:
Ward(s) Involved:
Date of Report:
Report No.:
Subject:
Audit Committee
June 11 , 2007
Corina Tasker, Performance Measurement & Internal Auditor
Corina Tasker, Performance Measurement & Internal Auditor
All
June 11 , 2007
CAO-07 -030
Performance Measurement Status Update and 2006 Results
RECOMMENDATION:
For information only.
EXECUTIVE SUMMARY:
The intent of this report is twofold. First, it is intended to give an update on the implementation
of the Performance Measurement Program and describe how this fits into the Business
Planning Process. Second, it provides a sample of the 2006 divisional metrics and results with
associated commentary.
To date, fourteen divisions have successfully implemented the Performance Measurement
Program or roughly 360/0 of all divisions. Three divisions are in the process of implementing the
program and another four will be implementing it in the latter half of 2007. By the end of 2007
roughly 590/0 of all divisions will have formally implemented the program.
In addition to the divisional level program, performance metrics will also playa part in the new
Business Planning Process. Department staff will use strategic directions set by Council and
the community to guide them in the development of their departmental business plans which will
roll up to form the basis of the City of Kitchener Corporate Strategic Plan. Within the business
plans staff will articulate initiatives they plan to undertake in the future to achieve the strategic
directions. The business plan document will also include budget requirements and selected
high level performance metrics.
As part of this process, an annual Business Plan Update will be presented to Council in
February or March of each year, highlighting the status of initiatives and performance metrics for
the previous year. The metrics in this report will be a combination of:
· citizen driven metrics which are being created by the Compass Kitchener Committee to
directly measure the Plan for a Healthy Kitchener
2006 Performance Measurement Report
1
· high level departmental metrics which measure achievement of their department
business plans
· Municipal Performance Measurement Program (MPMP) metrics which measure front
line service delivery efficiency and effectiveness and are dictated by the Province of
Ontario
The intent is to have a comprehensive annual report card to measure the progress and
outcomes of our new City of Kitchener Corporate Strategic Plan. As directed by the
recommendations in the Plan for Healthy Kitchener a term-by-term report will also be completed
at the end of the term of Council to summarize the accomplishments during the four year term in
relation to the original goals and commitments of Council.
BACKGROUND:
In 2004 a project was begun to implement a Performance Measurement Program across the
corporation on a division by division basis. A framework was put in place whereby each division
would work with the Performance Measurement Lead to establish their goal statement, desired
results, metrics to measure the outcome of the desired results, and targets for those metrics.
REPORT:
Performance Measurement Program Update
To date, fourteen divisions / sections have successfully implemented the Performance
Measurement Program or roughly 360/0 of all divisions. This means that each division have
defined their overall goal statement in terms of what service they provide, who their customers
are and why they provide the service. In addition, they have articulated several desired results
or outcomes which they wish to achieve and one or more metrics to measure each result.
Finally, division staff has set targets against which they can measure their performance. This
framework will allow staff to use the results as a decision-making tool to ensure that they are
providing efficient and effective services. Typically metrics and results at this level are only of
interest to the divisional staff.
The fourteen divisions who have completed this process are:
· Human Resources
· Turf Maintenance
· Waterloo Region Small Business Centre
· Arenas
· Information Technology
· Facilities Management
· Volunteer Resources and Community Engagement
· Building Permits
· Aquatics
· By-Law
· Print Shop
· Sign Shop
· Fleet
· Parking
2006 Performance Measurement Report
2
The following three divisions / sections are in the process of implementing the performance
measurement program:
· Purchasing
· Fire - communications
· Community Centres
The following four divisions / sections will implement the program in the second half of 2007:
· Corporate Communications and Marketing
· Economic Development
· Fire - Mechanical
· Legal
Linkage Between Performance Measurement and the Corporate Strategic Plan
In 2006 a cross-functional team was created to develop a cohesive, co-ordinated,
comprehensive four-year planning process/cycle incorporating the current community strategic
plan (A Plan for Healthy Kitchener), Council's Shared Agenda, the existing Corporate Plan and
the People Plan which is in development. The goal is to have one planning document, called
the City of Kitchener Corporate Strategic Plan, which has input from the public, Council and the
Corporation.
City staff will use strategic directions set by Council and the community to guide the
development of departmental business plans which will roll up to form the basis of the City of
Kitchener Corporate Strategic Plan. Within the business plans staff will articulate initiatives to
be undertaken to achieve the strategic directions. The business plan document will also include
budget requirements and selected high-level performance metrics. These business planning
documents will form the summary level documents in the annual budgeting process.
As part of this process an annual Business Plan Update will be presented to Council in February
or March of each year, highlighting the status of initiatives and performance metrics for the
previous year. The metrics in this report will be a combination of:
· citizen driven metrics which are being created by the Compass Kitchener Committee to
directly measure the Plan for a Healthy Kitchener
· high level departmental metrics which measure achievement of their department
business plans
· Municipal Performance Measurement Program (MPMP) metrics which measure front
line service delivery efficiency and effectiveness and are dictated by the Province of
Ontario
The intent is to have a comprehensive annual report card to measure the progress and
outcomes of our new City of Kitchener Corporate Strategic Plan. As directed by the
recommendations in the Plan for Healthy Kitchener a term-by-term report will also be completed
at the end of the term of Council to summarize the accomplishments during the four year term in
relation to the original goals and commitments of Council.
The first annual Business Plan Update will be created and presented in 2008, based on 2007
results.
2006 Performance Measurement Report
3
2006 Performance Measurement Results
In the interim, it is worthwhile to review the 2006 divisional metrics to gain an understanding of
the types of data that divisions are tracking and using in their business management processes.
As mentioned, fourteen divisions have currently implemented the performance measurement
framework; however, only seven divisions had results to report for 2006. The remainder of this
report highlights a few metrics for each of the seven divisions with associated commentary. A
full listing of their metrics and results can be found in Appendix A.
In addition, the metrics required by the Province under the Municipal Performance
Measurement Program (MPMP) are included in Appendix B.
External Services
There were four divisions which provide front line services to the community that reported
results for 2006. These include Turf Maintenance, The Waterloo Region Small Business Centre,
Arenas, and Volunteer Resources and Community Engagement.
1. Turf Maintenance
The goal of the Turf Maintenance division is "to maintain City property for the benefit of citizens,
visitors, and other agencies in order to provide safe and appealing green spaces that will help
make citizens proud to live here and attract visitors."
Two of the main visible outcomes of the work this division does are the length of the grass and
the amount of weeds that are present.
Desired Result: Meet maximum height standards.
Grass heights are measured prior to each cut and compared against standards for maximum
grass height. For 2006 these standards were as follows:
Asset Type Maximum Height Standard (cm)
Downtown turf and parkettes, City Hall, 10 cm
primary parks
Neighbourhood and district parks, schools, 1 0 - 25 cm
City facilities
Boulevards and road allowances, cul-de-sacs, 15 - 30 cm
crosswalks and walkways, pumping stations,
City owned lots
Hydro One rights-of-way 20 - 30 cm
2006 Performance Measurement Report
4
o,,{ ft' h' ht t d d
00 Ime elg s an ar s were me :
Total or
May06 Jun06 JulO6 Aug06 Sep06 Oct06 average Target
460/0 460/0 810/0 530/0 720/0 750/0 620/0 510/0
0/0 of Time Height Standards Met
... 1 00.00/0
J:'"
C)Q) 80.00/0
"Qi E
J: tn 60.00/0
Q)"'C
E Ca 40.00/0
"- "'C
... c: 20.00/0
..... m
o ...
~ tn 0.00/0
0
May Jun
Jul
Aug
Sep
Oct
Month
Due to the warm spring season in 2006, the peak growing season arrived earlier than usual.
Due to this weather, staff had a difficult time in meeting the standards at the beginning of the
season. As the temperature started to rise the growing conditions started to slow down and the
standards were easily met for the remainder of the 2006 turf season. During the month of
August temperatures were below normal and growing conditions increased, therefore making it
more difficult to meet the standards. On average, the height standards were met 620/0 of the
time, which is better than the target of 510/0. Note that the targets were developed based on
2004 actual results.
Desired Result: Provide attractive / quality green space.
Regarding the amount of weeds present, there are two metrics used to describe this element:
percentage of time the weed index is high and the percentage of total complaints that are
related to weeds.
The weed content of a property is rated prior to each cut. It is rated "HIGH" if greater than 250/0
of the property is covered in weeds. This is a very subjective measurement.
2006 Performance Measurement Report
5
Total or
Metric May06 Jun06 Jul06 Aug06 Sep06 Oct06 average
0/0 of time weed index is high 800/0 750/0 730/0 740/0 630/0 620/0 710/0
Weed Index
>< 100.00/0
CI.)
"'C
s::: 80.00/0
"'C:I: 60.00/0
~C)
:=5: 40.00/0
Cl.)U)
E'-
:;:; 20.00/0
-
0 0.00/0
cf!. May Jun Jul Aug Sep Oct
Period
Total or
Metric May06 Jun06 Jul06 Aug06 Sep06 Oct06 average Target
0/0 of total complaints related
to weeds 330/0 1 30/0 390/0 400/0 90/0 00/0 220/0 240/0
Com plaints
450/0
oS 400/0
"C 350/0
Q)
c; 300/0
Q)
I..
en en 250/0
1: "C
Q)
~ Q) 200/0
c. 3:
E 150/0
0 100/0
(J
'0 50/0
~
0 00/0
May Ju n Ju I A ug Sep Oct
M 0 nth
The results are typical of grass and weed growth in a season with normal weather conditions.
When conditions are prime for grass growth, weeds are less visible (weed index is lower) and
during the dry season weeds continue to grow, while grass becomes dormant (weed index is
higher). This index is based on the individual staff interpretations of a weed, and so may not
always lead to precise conclusions. Occasionally long grass can be confused with weeds, as
displayed in the May results.
Complaints related to weeds were scattered due to the inconsistent weather in 2006. The high
number of complaints related to weeds in July and August were related to a drier period when
grass becomes dormant and weeds are more visible.
2006 Performance Measurement Report
6
2. Waterloo Reaion Small Business Centre (WRSBCl
The goal of the WRSBC is "to encourage and contribute to the enterprising spirit and economic
development of our community".
One focus area for the WRSBC is to be accountable and fiscally responsible in reducing the
2004 deficit.
Desired Result: Reduce / eliminate the deficit on schedule by 2006.
The WRSBC is a jointly funded operation utilizing staff from Cities of Kitchener, Cambridge and
Waterloo. Core funding is provided by the Cities of Kitchener, Cambridge and Waterloo, the
Region of Waterloo and the Province of Ontario. Private sector sponsorships also contribute to
the Centre. In 2004, the WRSBC was running a deficit of $110,815. In order to maintain
funding from the various levels of government the Centre needed to demonstrate it was a
fiscally viable entity, and a goal was set to eliminate the deficit by end 2006.
One metric tracked to measure the success in this endeavour was the accumulated deficit.
Surplus or (Deficit)
..-.
+-'
"0
'I:
CI.)
~
J...
o
UJ
~
C.
~
UJ
*
$20,000
$-
$(20,000)
$(40,000)
$(60,000)
$(80,000)
$(100,000)
$(120,000)
Year
The deficit was eliminated at the end of 2006 as planned through financial accountability and
fiscal responsibility which will continue to ensure a deficit position does not re-occur. In 2007 a
Business Liaison Officer was hired for outreach and sponsorship development activities which
will help drive revenues and avoid another deficit position in the future.
2006 Performance Measurement Report
7
A core direction for the WRSBC is to continue to provide valuable services and programs to the
small business sector.
Desired Result: Assist existing business and support their continuance.
One metric to measure this desired result is the number of consultations with existing business
owners per month. An increase in this number will indicate more staff time and resources being
dedicated to this activity.
Consultations with Existing Business Owners
130
125
en
c
o
~ 120
~
en
c
8 115
'0
:tt 110
105
2005
2006
Year
Overall, the number of consultations with existing business owners has increased from 2005 to
2006, a result of the implementation of the first official Marketing Plan (2005/2006) for the
WRSBC. This plan was developed to focus on a proactive strategy whereby potential and
current clients were pursued rather than reactively waiting for the entrepreneur to consider the
WRSBC. The marketing strategy includes services, programming, successes and increased
image through a professional marketing campaign that includes new branding materials and
advertising opportunities.
In an effort to increase use of the Centres, a major focus area is to effectively market and
communicate the services and programs of the WRSBC.
Desired Result: Increase web site traffic.
It was recognized that an increasing percentage of people use the internet to collect information
including information about small business creation and operation. Therefore, the WRSBC
website becomes a key tool to marketing the services and programs available at the Centres.
2006 Performance Measurement Report
8
# of website hits:
Year Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dee Total
2004 556 643 528 535 589 681 790 836 5158
2005 962 643 823 2262 1516 1391 0 0 0 1786 1653 1401 12437
2006 1755 2073 2073 2407 2412 2275 2667 2029 2232 2319 3885 2557 28684
Website Hits
35000
~ 30000
.s:: 25000
S 20000
'en
.c 15000
Q)
3:
..... 10000
0
=1:1:: 5000
0
2004 2005 2006
Year
Overall, the website traffic has increased dramatically in 2006 compared to 2005 and 2004.
This is due to the re-branding and marketing efforts of the WRSBC which ensures promotion of
the website on all Centre materials as well as a new domain name.
3. Arenas (excludino the Auditorium)
The goal of the Arenas division is "to provide quality recreation facilities and affordable sport
opportunities in order to enhance programming provided by the community and to contribute to
a healthier community".
There were 5 arenas and 8 ice pads located within the City of Kitchener at the beginning of
2006. This translates to 2.3 arenas per 100,000 population and 3.7 ice pads per 100,000
population. At the beginning of the 2006/2007 ice season, however, Queensmount Arena was
made dormant resulting in a shift in programming that includes the use of Sportsworld arena
with its two ice pads. Since Sportsworld is not a municipally owned facility, the arenas and ice
pads per 100,000 population at the end of the year calculate out to be 1.9 and 3.3 respectively.
Desired Result: Facilities are used to full capacity.
One way to measure this is to track the utilization rate of facilities (total hours used divided by
the total hours available for use). This has been further segregated into prime time and non-
prime time to give staff a better understanding of when the facilities are being used.
2006 Performance Measurement Report
9
2006 Utilization of Arenas
1 000/0
(1)
E 800/0
';
(1)
oC-C 600/0
m (1)
= UJ
m ::] 400/0
>
m
..... 200/0
0
~
0 00/0
2006 Target =
40%
Prime lime Utilization
. Non-Prime Time
Utilization
Winter
Summer
Season
Winter Season: January to March and September to December
Summer Season: April to August
*Note: The summer utilization rates represent a total for all community arenas except for Don
McLaren which was closed for the summer.
Summer utilization is less than the 400/0 target. This is due to a number of factors. First,
the calculation is based on the potential number of hours available not staffed hours.
Second, the summer season includes from April 1 st to August 31 st, , however, the
transition weeks between ice sports and floor sports provides a few weeks in both April
and August that would reflect low utilization.
Peak summer utilization occurs in May through June due to the Ball Hockey and other
minor sports seasons. For example, during the months of May and June Grand River
Arena had a prime time utilization of 780/0 and non-prime time utilization at 350/0.
I Desired Result: Facilities are safe.
One way to measure this is to track the number of Health and Safety infractions reported at
each location. Ideally the number should be zero, indicating that each facility is proactive in
maintaining a safe facility. However, based on past history a target of 2 minor infractions per
season has been set, which encourages reporting, tracking and addressing issues.
2006 Performance Measurement Report
10
Health & Safety Infractions
2006
en
s::::
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5
4
3
2
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o
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<:)0 ."
Arena
All arenas, with the exception of Don McLaren, had minimal health and safety
infractions, coming in at or below the target of two minor infractions per season. Don
McLaren Arena, however, had four infractions in the summer season which were
rectified immediately. By monitoring this type of metric on a regular basis, issues such
as this can be identified and dealt with quickly.
Desired Result: Contribute to increasing healthy lifestyles in the community.
One way to measure this is to track the total number of participant hours per capita. Participant
hours are defined as the total number of participants taking part in registered, permitted or drop-
in programs at the arenas multiplied by the number of hours the program ran. For example, if a
program had 20 participants and ran for 2 hours, the total participant hours equals 40 (20 X 2).
This total is then divided by the City's population to get an average amount of time that each
resident is participating in arena programs. This metric is required to be reported to the
Province as part of the Municipal Performance Measurement program.
Hours per capita
Permitted Drop-in Total
2004 2.9 0.2 3.1
2005 2.6 0.1 2.8
2006 2.6 0.1 2.7
2006 Performance Measurement Report
11
Participant Hours
3.5
J... c:
~.2 3.0
....
~ ~ 2.5
J: ~
.... g. 2.0
c: c.
[0 1.5
.- 0
~ q 1.0
J...o
~ ~ 0.5
0.0
2004
2005
Year
2006
The decrease in the number of hours year over year is attributed to the closure of
Queensmount Arena and the shift of programs to the Sportsworld Twin Pad. As
Sportsworld is not a City of Kitchener facility, this programming was not accounted for in
the 2006 metrics.
4. Volunteer Resources and Community Enaaaement
The goal of the Volunteer Resources and Community Engagement section is to "to proudly
provide valued services and build community capacity by inspiring volunteers, staff, elected
officials and all community members to be active contributors to Kitchener's Community Vision".
There are three areas of importance for this division: timely service for filling volunteer
positions, appropriate recognition of volunteers and having properly equipped volunteers.
Please note that this section only starting tracking results in the 3rd quarter of 2006 and
therefore only have partial results for the year.
I Desired Result: Timely service
One way to measure this is the turnaround time for filling volunteer positions. The goal is to fill
800/0 of the vacant positions within 40 days. In the 3rd quarter of 2006 800/0 were filled within 40
days and in the 4th quarter, 870/0.
2006 Performance Measurement Report
12
0/0 of Volunteer Positions Filled Within 40 Days
2006
880/0
860/0
840/0
820/0
800/0
780/0
760/0
30
40
Target
Quarter
For both quarters during which performance was measured, the target for turnaround time for
filling direct volunteer positions was attained or exceeded. This result indicates that the
recruitment, screening and referral process is working well and that the communication system
between the Coordinator of Volunteers and staff who need volunteer positions filled is well
developed. This is important because communication is a pivotal piece in the ability to fill
volunteer positions quickly. In order to recruit effectively, staff need to communicate to the
Coordinator what their needs are in regards to volunteer position vacancies, the skill set and
time commitment required. In a broader sense, this result suggests that the City of Kitchener
has a "volunteer-friendly" organizational culture so that it is attractive for people who are looking
for a volunteer role. All staff and other volunteers have had and will continue to have a role to
play in creating this positive environment.
Desired Result: Properly equipped volunteers
One way to measure this is to survey volunteers once they have completed a training program
to see if the material was relevant to their work. The goal is to have 700/0 of the respondents
indicate that the training material was relevant to the work they were doing. In both the 3rd and
4th quarter of 2006 730/0 felt the training was relevant.
2006 Performance Measurement Report
13
0/0 of volunteers who found workshops to be
relevant
740/0
730/0
720/0
71 0/0
700/0
690/0
680/0
30
40
Target
Quarter
Training is an important way to build the capacity or skills of individual volunteers and
community groups which helps to maintain and enhance overall community capacity, vibrancy
and resiliency. By offering training in consultation with and in partnership with other City of
Kitchener staff, community organizations, and volunteers, relevant training workshop topics can
continue to be offered.
Internal Services
There were three divisions which provide support to front line services that reported results for
2006: Human Resources, Facilities Management, and Information Technology.
5. Human Resources
The goal of Human Resources is to create "a public service workforce committed to outstanding
performance."
One focus area for this division is developing strategies to attract and retain employees who
share and support the Corporate values, are committed to serving the community, and aspire to
achieve outstanding performance.
Desired Result: Hire and retain competent / qualified employees.
One way to measure this is to track turnover. A low turnover rate would indicate that the City is
a good place to work and that we are successful at hiring the right staff for the right position.
2006 Performance Measurement Report
14
Turnover Rate
60/0
50/0
CI.)
... 40/0
<<S
a:
J....
CI.) 30/0
>
0
c:
J.... 20/0
~
I-
10/0
00/0
2005 2006 Target
Year
The turnover rate for 2006 was 4.40/0 which is lower than 2005 and lower than the target of 50/0.
The reduction in the turnover rate from 2005, and the low turnover rate in general, is a strong
indicator that the City of Kitchener continues to be a desired place to work from an employee
perspective.
I Desired Result: Timely hiring cycle
In order to minimize work disruptions and provide effective continuous service to the community
it is important to fill vacant positions as quickly as possible. On average the goal is to have no
more than 50 days between the approval-to-hire date and the hiring letter.
H iring Cycle Time
CI.) 90
E
i= 80
CI.) 70
~ UJ 60
(J > 50
C)a3
.E ~ 40
:E .- 30
8, 20
f! 10
CI.)
~ 0
2005
2006
Year
Target
At times there are circumstances which add to the projected target days. In 2006 several
management positions were challenging and time consuming to recruit for and a number of job
2006 Performance Measurement Report
15
competitions were placed on hold at the request of the hiring department. These types of
situations are beyond HR staff's control and increase the hiring cycle significantly.
Human Resources strives to foster a culture that is healthy, safe and secure, rewarding and fun.
Desired Result: Safe and secure workplace.
Human Resources currently tracks a number of health and safety metrics across the
corporation. Targets have been set based on past history.
City of Kitchener Health & Safety Statistics
160
140
120
UJ 100
+-'
c:
CI.)
"C
.0 80
c:
.....
0 60
=I:t:
40
20
0
Lost Time Health Care First Aid Hazards Preventable
Vehicle
Incidents
The number of lost time incidents increased slightly from 47 incidents in 2005 to 52 incidents in
2006. The number of health care claims also slightly increased from 62 in 2005 to 66 in 2006.
The slight increases have not shown an increase in anyone accident type or shown any trend
over all however will be monitored further in 2007. Hazard reports increased from 117 in 2005
to 151 in 2007. Hazards are incidents or hazards identified by staff that did not result in an injury
but require further investigation because there could be a future potential injury if not corrected.
Increases may be attributed to increase training over the years and also increased awareness
of prevention strategies.
2006 Performance Measurement Report
16
6. Facilities Manaaement
The goal of the Facilities Management division is "to build and manage a quality corporate
portfolio of facility and property assets to maximize public service and value."
The division includes three main types of service including Security, Facilities Maintenance, and
Project and Energy Management
Security
I Desired Result: Safe buildings
One way to measure this is the number of security incidents. These are further broken down
into type of incident. Note that the Itrack software used to track these metrics was only installed
in April 2006 therefore there are only results starting in the 2nd quarter of 2006.
Security Incidents
20 30 40 Target
Alarms 188 165 145 188
Assistance 82 95 81 84
Enforcement 275 281 199 313
Property 165 236 273 165
Surveillance 1 10 8 5
2006 Security Incidents
350
UJ 300
....
c: 250
Q)
-a 200
.0
.5 150
...... 100
0
:t:t: 50
0
~~
~~
~
CJ0
'b-~
.SJ
rg.
~~
~
~eJ
veJ
~o~
<v~
Type of Incident
~
e;
,o.q
~
CJ0
~
.~~
0"
~
C:JV
It should be noted that the ultimate target for security incidents should be zero, as that
would truly reflect the safety of the buildings. However, the targets have been set at a
more realistic level, based on past history. It should also be noted that the trends shift
from locations depending on both calls and time of year. Security staff continues to rely
on both public and staff to assist and be the extra eyes to complement their patrols and
reporting of incidents can be a positive reflection of this process.
2006 Performance Measurement Report
17
Facilities Maintenance
Desired Result: Customer satisfaction
An indirect method of measuring customer satisfaction is the demand for services by means of
counting the number of work orders received. In the future, customer satisfaction will also be
measured using a customer survey.
Target per
10 20 30 40 quarter
# of work orders 2,310 2,715 2,368 2,590 2,500
Work Orders
2,800
~ 2,700
~ 2,600
~ 2,500
o 2,400
~
'0 2,300
:tt: 2,200
2, 1 00
10
20
30
40
Target per
quarter
Quarter
Work orders vary from month to month due to preventative maintenance programs and
diverse seasonal operations located within City facilities and parks. An increase in work
orders can also be attributed to community events, new buildings, and building
additions.
Energy Management
I Desired Result: Energy efficiency.
This area is measured using a narrative to describe the various initiatives underway
to accomplish this desired result:
1. Correcting the power factor at Lyle Hallman Pool with a speculated capacitor
bank. Poor power factor causes an extra strain on the power grid thus
commercial and industrial consumers are penalized with added cost to their
monthly billing.
2. Re-Iamping City Hall with lower wattage fluorescent tubes and combining 2 - two
lamp ballast with 1 - four lamp ballast. The results will decrease the lighting
where this applies by 500/0. Note: Kitchener Wilmot Hydro is so impressed with
2006 Performance Measurement Report
18
the savings their building is presently being retrofitted with the lower wattage
ballast and tubes.
3. L.E.D. (light emitting diode) technology has moved to the forefront in all energy
projects where applicable. Starting with Kitchener City Hall in the washrooms
and decorative wall washing lighting will be replaced with this technology. L.E.D.
lighting cuts the energy consumption by 900/0 in some cases and has a perpetual
life span. Investigation is ongoing to install L.E.D. light standards around City
buildings for parking lots and areas where the public resides i.e. City Hall square
and Market Square Piazza. These light standards are self sufficient power by
solar panels and miniature wind mills.
4. All transformers from 10 KV A (kilovolt amps) to 2000 KV A are being spec to be
replaced with energy efficient transformers. At City Hall alone 60 transformers
are being analyzed for replacement.
5. Homer Watson House is being audited to upgrade their indoor lights.
6. The new Twin Pad is being spec to L.E.E.D. gold and now the new Fire Station 7
is in the process of following suit to meet the standard of L.E.E.D. silver or gold.
7. Information Technoloav (I.T.)
The goal of the I.T. division is "to develop an integrated, enterprise-wide framework of electronic
information systems and automated business processes; and further to utilize leading edge
technology to provide reliable and convenient access to City services, information and business
processes through a full range of access points."
Desired Result: Delivery of a range of reliable and convenient services.
Internal staff is randomly surveyed through an on-line questionnaire following service
interactions with the division through the Client Services Help Desk. Staff responsiveness and
Help Desk expertise are two of the areas measured.
Customer Satisfaction
2006 Target
Responsiveness 960/0 750/0
HelpDesk expertise 980/0 750/0
2006 Performance Measurement Report
19
Customer Satisfaction
~ 1200/0
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1 000/0
800/0
400/0
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'0 00/0
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Responsiveness
HelpDesk expertise
The results above show very high customer service levels for I.T. All support calls to I.T. are
handled in consideration of priority and impact to the client - the high rating for responsiveness
is a good indication that the developed processes for handling and prioritizing calls are working
well. The high rating for Helpdesk expertise indicates that Helpdesk staff is well trained to do
the job and demonstrate high levels of proficiency to their clients.
Desired Result: Comprehensive support of the corporation's business systems.
One area of support that I.T. delivers is the protection of the City's information systems against
viruses. This can be measured as the percentage of security / virus alerts that are acted upon
by LT. prior to impacting the City's network.
Security / Virus Alerts Acted On
Prior To Impacting the City's Network
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960/0
940/0
920/0
900/0
880/0
860/0
840/0
2006
Target
In order to keep the City's network safe, LT. staff continually monitors new security threats such
as newly discovered vulnerabilities and viruses. Each threat is assessed and countermeasures
are put in place to protect the network. As an example, upon learning of a new e-mail borne
virus threat, LT. may add filters to block certain type of file attachments temporarily to prevent
the virus from getting in the City's network until we can obtain updated detection files from our
2006 Performance Measurement Report
20
antivirus vendors. Our proactive approach has paid off - In 2006, we had no outages caused by
a virus or security vulnerability.
Desired Result: Provide e-government services for internal and external clients.
A critical element of providing e-government services is the existence of a dynamic and
interesting web page. Although no target has been set in this area, the number of web hits for
both the internet (external) and intranet (internal) are being tracked. In future years, the web
hits can be compared year over year to see if web use is increasing.
For 2006 the web hits were:
· Internet hits (homepage) = 506,216
· Intranet hits (homepage) = 557,793
The corporate website is becoming another channel for communication and service for the City
of Kitchener. Additional services and inclusion in the Corporate Service Strategy will increase
the demand for this service channel. An increase in the use of the website will parallel the
activities in the customer service area.
2006 Performance Measurement Report
21
FINANCIAL IMPLICATIONS:
None.
COMMUNICATIONS:
This report will be posted on the City's internal intranet page on the Performance Measurement
web page under "Be Informed" for all staff to view. An email to all staff will be sent out with a
link to this site.
The Municipal Performance Measurement Program (MPMP) metrics will be posted on both the
Performance Measurement intranet site and the external internet site as directed by the
Province of Ontario.
Selected metrics from the MPMP metrics have been used in the City of Kitchener's 2006 Annual
Report to Citizens.
CONCLUSION:
Implementation of the Performance Measurement program across all City divisions continues,
with fourteen divisions / sections currently measuring their results and three more divisions in
progress. The content of this report offers a snapshot into what is currently being measured.
With the roll-out of the new City of Kitchener Corporate Strategic Plan and associated Business
Planning Process, all divisions and departments will be participating in creating metrics even if
they haven't formally implemented the full Performance Measurement program. By measuring
what we do, as a City we will be able to make informed business decisions and better manage
our operations. It will also provide accountability to Council and our citizens.
Corina Tasker, CMA
Performance Measurement Lead and Internal Auditor
2006 Performance Measurement Report
22
Appendix A - Complete List of Divisional Metrics
Note: Each divisional report has a "Dashboard Reading" column which indicates a colour: red,
yellow or green.
Green indicates the target was met or exceeded in the most recent period.
Yellow indicates the target was missed slightly, indicating that precautions should be taken to
improve the result.
Red indicates the results are unacceptable compared to targets and an analysis should be done
to identify the causes and make required changes.
2006 Performance Measurement Report
23
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Strategic Direction
Waterloo Region Small Business Centre
Performance Measurements as of
I Decem ber I
2006
Desired Results
Metric
Be accountable and fiscally responsible in reducing Reduce / eliminate deficit on schedule
the 2004 deficit.
Operate with a fiscally sound book keeping process Operating Costs
(through controls and monthly monitoring) and adhere
to budget
Accumulated surplus (deficit)
Continue to provide valuable services and programs to Assist new business stmi-ups
the small business sector
# of businesses registered
Provide quality, up to date reference material # of new or updated reference
(brochures, magazines, resources) materials added 126
Retain clients for repeat business # of total repeat consultations
including stmi-up clients and existing
clients 213
Assist existing business and suppOli their continuance # of consultations with existing
business owners( regardless if they m'e
a new client or not) 115
Provide oppOliunities for consultations with expelis # of total referrals for consultations
with expelis
Provide region-wide seminars
# of seminars held per year
Cambridge
Kitchener
Waterloo
Provide oppOliunities for consultations with expelis # of clients who met with an expeli
on-site
Provide quality seminars. % of survey responses satisfied or
Provide seminars with outside expeli speakers
% of seminars held with an outside
expeli speaker
Staff is knowledgeable and up to date through ongoing # of professional development
professional development activities attended
Effectively market and communicate the services and Increase web site traffic # of web hits
programs of theWRSBC to increase traffic to the
Centre
Improve collaboration amongst new and former
clientele as well as WRSBC pminers.
Increase client base
# of inquiries including phone calls,
walk-ins, e-mails, french language
inquries
# of total new consultations including
new stmi-up clients and new existing
business clients
# of outreach activities
Create / Maintain an effective email database
% of database records with valid
email addresses (by year end)
Increase programming revenue (seminm's, events, etc.) Total programming revenue for the
ear $
Assist in increasing sponsor client bases # of new clients for the sponsors
directly related to WRSBC activities
Provide a venue for outside community groups
(Chamber, networking associations, etc.)
# of events booked per year
Provide client networking oppOliunities
# of events hosted
2006 Performance Measurement Report
2005
$
2006
Target
(15,093) $
686 $
$ 239,840 $ 288,774 $
2309
43%
902
10%
82
2189 2160
138
290 120
121 60
191 60
71 62
7 8
57 50
7 4
41 TBD
97% 90%
62% 30%
15 12
19
3
14
2
NA
8
12,437
28,684
9,493
10,156
886
840
21
TBD
87
70%
50%
62,096 $ 50,752 $
28
8
10
6
4
1
3
TBD
25
City of Kitchener
Arenas
Decem ber
2006
Facilities are used to full capacity.
Metric
average # of skaters in each skating
ro ram
# of no shows
Prime-time utilization rate
Non-prime-time utilization rate
18
91
94%
49%
Target
Facilities are safe
# of H&S infractions / issues
Queensmount
McLaren
Lions
Grand River
Dohert
# of staff in'uries / accidents
# of Air ualit measurements over limit
1
o
1
o
o
8
o
2 minor
2 minor
2 minor
2 minor
2 minor
28 minor
o
Provide economical skate sharpening
services
582
2,181.50
$
20
42
40%
40%
1100
N/A
Summer: Apr - Aug Results
Desired Results Metric Summer Target Dashboard
Facilities are used to full capacity. Prime-time utilization rate 28% 40% Yellow
Non-prime-time utilization rate 13% 40%
Facilities are safe # of H&S infractions / issues per buildinQ
Queensmount 2 2 minor Green
McLaren 4 2 minor Yellow
Lions 0 2 minor Green
Grand River 0 2 minor Green
Doherty 0 2 minor Green
# of staff injuries / accidents 3 20 minor Green
# of Air quality measurements over limit 0 0
Results
Desired Results Metric Full Year Target Dashboard
Facilites have up-to-date amenities which have
effective preventative maintenance programs # of service calls HVAC
** note these were collected for Sept - Dec 06 onl Queensmount 2 4
McLaren 0 4
Lions 2 4
Grand River 0 4
Dohert 1 4
# of service calls Electrical
Queensmount 8 4
McLaren 8 4
Lions 13 4
Grand River 0 4 Green
Dohert 8 4 Yellow
# of service calls
Queensmount 3 4 Green
McLaren 7 4 Yellow
Lions 8 4 Yellow
Grand River 0 4 Green
Dohert 3 4 Green
Adhere to the budget Budget variance %
Queensmount 121% 98% - 1 02%
McLaren 91% 98% - 1 02%
Lions 75% 98% - 1 02%
Grand River 68% 98% - 1 02%
Dohert 106% 98% - 1 02%
Total 87% 98% - 1 02%
Provide publically funded, municipally
run/operated facilities 1.9 N/A N/A
3.3 N/A N/A
0.7 N/A N/A
Contribute to increasing healthy lifestyles in
the community 2.7 N/A N/A
2006 Performance Measurement Report 26
Strategic Direction
Service First
Desired Results
Timely service
Predictability & Results properly equipped volunteers
City of Kitchener
Volunteer Resources
40
2006
Metric
1006
2006 3006 4006
100% 97%
90% 100%
80% 87%
100% 98%
73% 73%
74% 74%
70% 70%
74% 67%
Response time for first contact of
potential volunteers
Turn around time for routine processing
new volunteers
Turn around time for filling volunteer
positions
Appropriateness of new volunteers
Effectiveness of each work shop-
Relevance of topic
Effectiveness of each work shop-Quality
of Presenter
Effectiveness of each work shop -
Quality of Content
Effectiveness of each work shop -
Presentation environment (Air temp,
noise, chair, lighting etc)
2006 Performance Measurement Report
27
City of Kitchener
Human Resources
Performance Measurements for 2006
Strategic Direction
Build a supportive, innovative, inclusive
culture
Desired Results
Monitor and deal with human rights issues.
Metric
# of human rights issues dealt with
HR staff is accessible
# of non-human rights issues dealt
with in this capacity
% of "Excellent" or "Good" survey
responses 86%
% of "Excellent" or "Good" survey
responses 77%
% of new hires that mgmt is satisfied
or very satisfied with their
competency
Provide support for mgmt initiatives
Develop strategies to attract and retain Hire and retain competent / qualified employees
employees who share and support the
Corporate values, are committed to serving
the communtiy, and aspire to achieve
outstanding performance.
Create a rich learning environment where
employees can grow
98% 90%
4% 5%
350 600
116 200
90% 80%
92%
6%
877
1,233,945 1,361,670
2,069,403 2,306,243
Employees value Wellness events
98%
Turnover rate 5%
# of attendees @ the Wellness Fair
Monitor use of EAP
# of attendees @ wellness events
% of evals satisfied or very satisfied
with the Wellness Fair
% of evals satisfied or very satisfied
with wellness events
% of people using EAP
# of EAP hours
Dental Benefit Claims
Extended Health Benefits Claims
New Long Term Disability Claims
Monitor cost of benefits
Monitor position evaluation appeals
% of appeals (out of total ratings
decisions)
% of appeals resulting in change
29%
44%
average amount of grade change
0.53
Position evaluations completed timely Time from input on PDQ or 1 st
meeting to PDQ signoff (months)
Time from PDQ signoff to final
approval (SAMC) (months)
Timely, quality service provided by HR staff including % of "Excellent" or "Good"
accurate and consistent information responses
Timely hiring cycle Cycle time from approval-to-hire to
date of hiring letter (days) -excludes
Fire Department 61
Provide employment opportunities # of external po stings 75
# of internal postings 120
# of unpaid work placements 18
Quality training programs are offered that link to the % of course evals or follow up evals
corporate plan. satisfied or very satisfied with course
quality 86%
# of attendees 626
average attendees / course 22
% of evals completed compared to
total attendees 74%
Quality Safety & Driver training programs are offered % of course evals or follow up evals
completed excellent or good with
program and instructor 90%
# of Safety and Drivers Training
Courses delivered
# of attendees
2006 Performance Measurement Report
Results
2005
10
84%
76%
20%
70%
1.00
8.8
2.6
96%
79
55
139
22
100%
440
19
75%
100%
208
1810
2006
4
80%
80%
25%
50%
0.37
80%
50
45
110
50
80%
400
18
75%
80%
130
1500
28
City of Kitchener
Facilities Management
4Q
2006
Resu Its
Strategic Direction Desired Results Metric 1Q06 2Q06 3Q06 4Q06
Predictabilit & Results Customer satisfaction # of work orders 2,310 2,715 2,368 2,590
Service First Customer satisfaction customer survey 1%
Change & Improvement Safe buildings security incidents by type - Alams 188 165 145 188 N/A
Change & Improvement Safe buildings security incidents by type - Assistance 82 95 81 84 N/A
Change & Improvement Safe buildings security incidents by type - Enforcement
275 281 199 313 N/A
Change & Improvement Safe buildings security incidents by type - Property
Related 165 236 273 165 N/A
Change & Improvement Safe buildings security incidents by type - Surveillance
10 N/A
Change & Improvement Optimize work # of overtime hours - Aquatics
14,225 14,185
Change & Improvement Optimize work # of overtime hours - Elmsdale
15,655 11,838
Change & Improvement Optimize work # of overtime hours - Main/Cust
27,311 47,866
Change & Improvement Optimize work # of overtime hours - Security
22,278 40,235
Predictability & Results
6 9 18
Predictability & Results
4 2 7
Predictability & Results
50% 38% 44% 25% 39%
Predictability & Results # of incidents involving workplace
Hazards 12 15
Predictability & Results Trained workers/staff # of incidents requiring First Aid
treatment 4 10
Predictability & Results Trained workers/staff # of incidents requiring Health Care
treatment
Predictability & Results Trained workers/staff # of incidents resulting in Lost Time
6
Predictability & Results Trained workers/staff # of Lost Days
18
2006 Performance Measurement Report
29
Strategic Direction
Corporate approach to IT management
Responsible and responsive IT investment
Client focused services
Knowledgeable & committed IT Staff
Client focused services
Desired Results
Corporately aligned technology solutions
IT involvement in departmental technology
initiati ves
Strategic and centrally controlled funding
Delivery of a range of reliable and convenient
services
Comprehensi ve support of the corporation's
business systems
Attract, retain, and develop talented and
dedicated staff
Provide e-government services for internal &
external clients
2006 Performance Measurement Report
City of Kitchener
Informati:~;: echnology I
% of Centralized Corporate Application
% of survey responses satisfied or very
satisfied with responsiveness
% of survey responses satisfied or very
satisfied with Help Desk expertise
% of survey responses satisfied or very
satisfied with overall service
% of time SLA's met (by area)
% of rework (heat sheets re-opened)
% of up-time
% SecurityIVirus Alerts acted upon
before impact to City
% Turnover rate for Full-time
% of staff' that attend at least 1 course I
conference during year
# of spam complaints I reported spam vs.
filtered off
# of virus infections causing outages
# of power outages (any facility)
# of Departmental mapping requests
# of external data requests
# of departmental data requests
# of hours spent maintaining spatial and
attribute data for SLA
# of business cases completed
# of projects completed
# of dollars in Revenue from digital data
sales
# of page change requests
# of self posted items
# of on-line services
# of internet hits (homepage)
# of intranet hits (homepage)
# of session on OnPoint Intranet
# of total session on OnPoint Internet
4006
4006 Target
100%
95%
100%
94%
96%
96%
98%
94%
95%
1%
100%
100%
10%
81%
99%
84 I 8344778 FYI
FYI
n/a FYI
213 FYI
39 FYI
97 FYI
2,963 FYI
FYI
16 FYI
2,335 FYI
895 FYI
3,175 FYI
33 FYI
506,216 FYI
557,793 FYI
30,406 FYI
31,473 FYI
30
Appendix B: 2006 Municipal Performance Measurement Proaram (MPMP)
2006 MPMP metrics
Effectiveness
Value Calculation Metric name
3.7% Operating Costs for Governance 8,348,084
and Corporate Managernent
Total Municipal Operating Costs 226,353,558
$1.43 Operating Costs for Fire Services 22,601,049
Total Property Assessrnent /1,000 15,844,423
$1,971.97 Operating Costs for Paved Roads 2,752,869
Total Paved Lane KM 1,396
$6,702.25 Operating Costs for Unpaved Roads 26,809
Total Unpaved Lane KM
$1,413.10 Operating Costs for Winter 1,978,336
Maintenance
Total Lane KM Maintained in Winter 1,400
$7,300.16 Operating Costs for Wastewater 5,146,616
Collection
Total KM of Wastewater Mains 705
$1,089.02 Operating Costs for Urban Storm 842,904
Water Mana ement
Total KM of Urban Drainage System
plus (0.005 KM times No. of Catch 774
Basins)
$6,657.47 Operating Costs for Distribution of 5,592,272
Drinking Water
Total KM of Water Distribution Pipe 840
$41.42 Operating Costs for Parks 8,734,626
Total Population 210,900
$31.73 Operating Costs for Recreation 6,691,072
Prograrns
Total Population 210,900
$52.61 Operating Costs for Recreation 11,095,705
Facilities
Total Population 210,900
Operating Costs for Parks,
$125.75 Recreation Programs and 26,521,403
Recreation Facilities
Total Population 210,900
$40.57 Operating Costs for Library 8,649,022
Services
Total Population * 210,900
$1.71 Operating Costs for Library 8,649,022
Services
Total Library Uses for Your 5,048,234
Municipality *
2006 Performance Measurement Report
Value
Calculation
60.7%
N umber of paved lane kilometres
where the condition is rated as good
to very good
848
Total number of paved lane
kilometres
1,396
100.0%
Number of winter events where the
response met or exceeded locally
determined municipal service levels
for road maintenance
Total number of winter events
1.5603
Total number of backed up
wastewater connections
Total kilometres of wastewater
mains /100
7.05
9.2857
Number of water main breaks in a
year
Total kilometres of water distribution
pipe / 100
8.40
78
14,943.380
3,151,558
Total population / 1,000
210.900
23.940 T otall ibrary uses 5,048,234
Total population 210,900
Number of new lots, blocks and/or
100.0% units with final approval which are 2,023
located within settlement areas
Total number of new lots, blocks
and/or units with final approval 2,023
within the entire municipality
31