Performance indicators are a measurable value used to determine how effectively the Village is providing operationally excellent services by meeting key objectives. A small set of key performance indicators will be monitored to ensure we are providing excellent operational and financial services. The measures must offer actionable data that easily answers why we are measuring the indicator, and the measures must reflect important components of service central to the vision of the Village.
Each department will have a dashboard to track service delivery performance in the areas of operational measures and financial measures.
- Operational Measures show the end results of the work of the Village. Customer satisfaction, production levels, and engagement levels are common outcome measures. These measures should depict the end results of the processes and programs offered by the Village.
- Financial Measures reflect the efficiency in use of resources, including budget variance and service delivery costs.
In addition to creating a collaborative definition of the term, we collected the following information:
1.) We researched comparable communities’ fund budgeting and compared them against our information. This included reserve balance information, funds, dedicated revenues and other budgeting strategies. This research exposed the broad use from other organizations of dedicated revenue streams, more so than used by the Village.
2.) We reviewed the old Village monthly reports. We looked at what information was collected, how it was used, and what it measured. We found that these reports essentially ‘counted’ data without any definable purpose.
3.) We reviewed the Village progression toward the use of performance indicators in the budget document. We found that while there is room for improvement, the indicators better reflect the operational excellence definition of core measures, as they measure service delivery in a quantifiable manner against a target goal. The goal represents service excellence. When a goal is not met, the department must identify an action that is intended to remedy the unacceptable performance.
4.) We researched dashboard designs and other presentation methods to interactively share this information with the public. This information sharing increases transparency and improves organization accountability to the residents and Board of Trustees.