HomeMy WebLinkAboutCAO-07-049 - Proposed Changes to Performance Measurement Program
~
Report To:
Date of Meeting:
Submitted By:
Prepared By:
Ward(s) Involved:
Date of Report:
Report No.:
Subject:
Mayor Carl Zehr, Chair
and Members of the Audit Committee
November 26, 2007
Corina Tasker, Performance Measurement, Internal
Auditor
Loretta Alonzo, Performance Measurement, Internal
Auditor
ALL
November 26, 2007
CAO-07-049
PROPOSED CHANGES TO PERFORMANCE
MEASUREMENT PROGRAM
RECOMMENDATION:
That the Audit Committee approve modification of the existing Divisional Performance
Measurement Program and approve the implementation of a new Corporate Key Performance
Indicators Program as referenced in report CAO-07-049.
EXECUTIVE SUMMARY:
In 2004, at the request of Council, management developed the existing divisional level
Performance Measurement Program. The objective was to create a decision-making tool for
managers and provide an accountability tool to Council and the public. To date, these divisional
level plans have been created for a total of sixteen divisions or 55% of all divisions.
As the strategic and business planning process has matured we recognize the need for a higher
level of performance measurement that is linked to the business planning process. We also
recognize the need for increased accountability and value in our performance measurement
program.
City staff propose to develop and implement a new performance measurement program that will
replace the divisional program and augment the existing Compass Kitchener metrics and the
Municipal Performance Measurement Program (MPMP). Both the strategic and operational
KPI's will be collected and reported at the corporate level annually through the Business Plan
Update process. The final product will be a comprehensive corporate report card which
measures the success of our Corporate Strategic Plan and our service delivery.
Page lof 4
REPORT
Contrary to performance measurements in the private sector where bottom line targets are
easily defined and results easily measured, government performance measurements are more
difficult to determine. The Municipal Performance Measurement Program (MPMP) was the first
step towards this goal when it was introduced in 2000 and it provides the public with a clear,
concise "report card" on municipal governments' performance in several core service areas
using both effectiveness and efficiency measures.
The City has been progressive in its approach to performance measurement by establishing
divisional performance metrics programs to further expand on the MPMP metrics and measure
what is important to the City of Kitchener. The divisional performance measurement plans have
created excellent teaching opportunities and introduced staff to the basic concepts of
performance measurement. The City has also supported the recent development of the
Compass Kitchener Citizen's Report Card which aims to measure the 6 community-based
themes in the Corporate Strategic Plan.
As staff have become more knowledgeable and sophisticated in the field of benchmarking it is
clear that the existing system lacks strategic alignment with the "big picture" corporate plan. In
allowing divisions to establish their own set of metrics we encourage team-building and
accountability but this does not always ensure that the organization as a whole is moving in one
unified direction. Furthermore, not all divisions who have implemented the performance
measurement program are actively tracking and / or using their metrics for decision making
purposes as was intended.
City staff propose to develop and implement a new performance measurement program that will
replace the divisional program with one that is corporate in scope. The new corporate program
will include both strategic and operational Key Performance Indicators (KPI's) which will
measure the success of the Corporate Strategic Plan and service delivery. The strategic KPI's
consist of the KPI's created by Compass Kitchener for the 6 community based themes within
the Corporate Strategic Plan as well as KPI's for the 7th theme, Efficient and Effective
Government, developed by staff. The operational KPI's will consist of the KPI's required by the
Municipal Performance Measurement Program (MPMP), supplemented by additional KPI's to
cover the remaining front line services not measured by MPMP. Both the strategic and
operational KPI's will be collected and reported at the corporate level annually through the
Business Plan Update process.
Using the MPMP and Compass Kitchener metrics as a foundation City staff will create an
expanded framework that captures both efficiency and effectiveness, as well as service level
and quality measures. This follows the O.M.B.I. (Ontario Municipal Benchmarking Institute)
model adopted by leading municipalities including the Region of Waterloo.
Division managers will have the option to continue with their performance measurement
programs and will continue to receive support from the Performance Measurement staff.
However these programs will be used primarily for internal decision-making purposes and not
for public reporting, although there may be some overlap in the operational metrics chosen at
both the divisional and corporate levels.
Page 20f 4
The structure of the new program would be as follows:
KEY PERFORMANCE
INDICATORS
STRATEGIC
Measures the strategic
outcome of initiatives in each
theme
Uses metrics developed by
Compass Kitchener for:
Quality of Life
Diversity
Downtown
Development
Environment
Leadership & Engagement
Effective & Efficient Gov't to
be developed by City Staff
Included in Dep!. Business
Plans
Reports will be annual
KEY PERFORMANCE
INDICATORS
OPERATIONAL
Measures front-line services
Uses efficiency and
effectiveness metrics to
report on service level and
service quality
Includes MPMP required by
province and additional KPI's
to cover remaining front-line
services
Included in Dep!. Business
Plans
Reports will be annual
.- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - --.
I KEY PERFORMANCE INDICATORS I
I I
I I
I I
I I
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. - - - - _:::~~:~~~;\~~~;:~: - - - - _!
The development phase of the new program will be completed by December 31 st in order for the
KPI's to be incorporated into the 2008 Business Plans for each department. To assist in this
process, the Performance Measurement and Internal Audit staff have extensively researched
best practices and prepared a list of KPI's for General Managers to approve.
Subject research includes many Canadian municipal websites and other leading resources in
the field of performance measurement such as:
O.M.B.I. (Ontario Municipal Benchmarking Initiative)
Institute Of Governance, Ottawa, Canada
Page 30f 4
City of Toronto Benchmarking Report
City of Kamloops Key Performance Indicators
Region of Waterloo Performance Measurement Program
Centre for Community Enterprise, Benchmarks and Indicators
Treasury Board of Canada, Key Performance Indicators
Cities of Hamilton, Sudbury, Calgary, Vancouver, Victoria, Winnipeg
FINANCIAL IMPLICATIONS
None
COMMUNICATIONS:
Selected 2007 results will be published in the Annual Report to Citizens, supplemented by a
complete report card available on the internet or other formats as required.
CONCLUSION:
By implementing the proposed changes to the performance measurement program outlined in
this report City Staff and Citizens will derive benefit from measures that are easily understood,
reporting that is consistent and meaningful, and the highest standard of accountability and
transparency. In addition, we will be putting staff resources to maximum effectiveness with
respect to performance measurement.
Corina Tasker, CMA
Performance Measurement & Internal Auditor
Page 40f 4
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