Performance Measurement Policies Establishing Performance Requirements Every two years, the City shall create a Strategic Plan that identifies the Strategic Priorities for the following two years, with three to five corresponding Key Intended Outcomes (KIOs) that measure appropriate results for each priority. Annually, each department shall develop departmental performance measures that directly support achieving successful results in the KIOs with the City Manager’s Office. Goals should be related to core services of the department and should reflect customer needs. The measures should be a mix of different types, including effectiveness, efficiency, demand and workload. Measures should have sufficiently aggressive "stretch" goals to ensure continuous improvement. Workload—Measures the quantity of activity for a department. (e.g., number of calls responded to.) Demand—Measures the amount of service opportunities. (e.g., total number of calls.) Efficiency—Measures the relationship between output and service cost. (e.g., average cost of response to service call.) Effectiveness—Measures the impact of an activity. (e.g., percent of people who feel safe.) Department Directors shall establish performance measures for each division or program within their department to monitor and project program performance. These objectives must be linked to the departmental measures they support. Supervisors shall negotiate fair and aggressive performance measures for each employee that directly supports program objectives, departmental measures, and KIOs as part of the Incentive Pay System annual review. Reporting Performance Quarterly summaries of progress on KIOs and departmental performance measures will be published and distributed. A "State of the City" report shall be promulgated that summarizes the operational and financial performance of the City each Fiscal Year. StateoftheCityReport2004.pdf Decision Making and Analysis The City’s strategic/business planning and budgeting decisions are based on a number of advanced statistical analyses and economic and financial modeling. The specific tools used are: Citizen’s Surveys—Statistical sampling and inference; Citizen Focus Groups and Advisory Boards—Focus groups (e.g., Vision 20/20) and advisory boards (e.g., Financial Advisory Committee) are teams made up of Citizens and City staff to address specific concerns and strategic priorities. More than a dozen such committees currently exist; Master Planning—Specific functions and processes are included in written plans, such as the Utilities Master Plan or the Comprehensive Land-Use Plan; Development Build-Out Growth Model—Identifies through the year 2012 the City’s development by land use and resulting impacts on population, the tax base, ad valorem taxes, etc.; Process Improvements—The Service Improvement Process, a ten-step model established by the City to guide cross-functional teams through improvement cycles. Other tools include Pareto charts, "fish-bone" diagrams, and statistical analysis; Fiscal Impact Model—Allocation methodology which quantifies average and marginal revenues and the costs of new development by land use type; Revenue Forecasting Model—Statistical time series analysis and tracking model of major revenue sources; Performance Measurement System—Quarterly performance evaluations; Capital Budgeting Tools—Present value payback, net present value analysis, and own/lease analysis; Five-Year Financial Plan—Multi-year forecasting of revenues and expenditures; Ten-Year Fleet Replacement Plan—Equipment replacement model covering useful life of all vehicle classes; Financial Trend Monitoring System—Systematic analysis of major financial indicators; Project Management—Several techniques are employed to manage processes Citywide; for example, critical path methods and program evaluation review techniques are used in the budgeting process. To learn how these policies are put into action, go to: http://www.coralsprings.org/publications/Budget_FY2006/budget_FY2006.cfm