Dashboard NEOSCC tasks and the Best Practice

Transcription

1 Building the Dashboard NEOSCC tasks and roles to agree on the issues that matter most How to measure and track progress and How to improve performance by engaging the region 1

2 A Good Model: The San Diego Dashboard Outline of Contents Snapshot 1/2 pg Key Findings:Trends and Framing 1pg Solutions and recommended actions by user (resident, policy maker, business leader) 1 pg 10 issue areas, 15 indicators - each averaging 2+ pgs Annually updated Consistent content across all issue areas 1. How are we doing? 2. What is the measure? (indicator) 3. Why is it important? (brief case for addressing the issue) 4. How can we improve? (key actionable policies and/or practices recommended) 5. Bright Spot (best practice to illustrate solution in operation) Actionable Timely Motivating 2

3 Easy Style and Clear Format 1. Plain English and succinct (drill down can be available with drop down menus geared to different audiences) 2. Bright, easy reading graphics, maps, and visuals that express only the top line info 3. All indicators are directly tied to residents and their experience of the issue area And we can do better Ours can be more interactive Our engagement plan is much more robust which can lead to public and leadership calls for change Many of our audiences and practitioners are represented on the Board and are poised to advance the improvements that NEOSCC identifies to be the metrics that matter Roles and work plans simply need to be clarified for the Board, Executive Committee, Work Streams, Co-Chairs, and staff 3

4 Let s talk about initial tasks and roles 1. How are we doing? (Identify issues and trends) 2. What is the measure? (Recommend indicator/s) 3. Why is it important? (Write the brief case for addressing the issue) 4. How can we improve? (Identify and recommend key actionable policies and/or practices) 5. Bright Spot (Research and select best practice to illustrate solution in operation) 6. Final approval of first draft of VibrantNEO Dashboard 7. Assignment of tasks and roles, workplan approval Sample indicator: Land Use infrastructure 1. How are we doing? Over the last AA years, the cost of infrastructure in our region has grown XX%, while the population of Northeast Ohio has stagnated. This means adjusted for inflation the cost of infrastructure per person has increased YY%. As we ve expanded outwards without growth, we ve also increased brownfields, decreased greenfields & land useable for agriculture, and created environmental & safety problems. 2. What is the measure? (indicator): The total cost of all infrastructure developed or maintained by public dollars per person in Northeast Ohio 3. Why is it important? (brief case for addressing the issue): Every dollar we spend on infrastructure is a dollar we don t spend on education, innovation, or send back to taxpayers. As important as the cost of the infrastructure itself are the ancillary problems we create for ourselves like stormwater runoff, flooding highways, saftey issues resulting from crumbling infrastructure, and increased crime in neighborhoods with blighted or abandoned properties. 4

5 Sample indicator: Land Use infrastructure 4. How can we improve? (key actionable policies and/or practices recommended: 1. PolicyMakers: Encourage infield development in existing locations through tax credits targeting brownfields; Adopt fix it first policies for local roads and highways that prioritize maintenance of existing assets over building new 2. Business Leaders: Investigate practicality of using existing sites, working with Economic Development leaders to ensure decisions between repurposing and building new are at a minimum- cost neutral. 5. Bright Spot (best practice to illustrate solution in operation): In Wayne County, the cost of infrastructure per person has (?) remained stable since they instituted incentives targeting business growth in already developed locations. This not only preserves the county s vital agricultural assets, it also saves their residents money. Sample indicator: Economic Development job access 1. How are we doing? Over the last AA years, as jobs has moved outwards from historical job centers, access to jobs has substantially decreased. This hits lower income earners particularly hard, as they can t afford housing in close proximity to new job centers and must rely upon increasingly expensive and time consuming transportation options. 2. What is the measure? (indicator): Average low income salary (defined as less than $XXX/year) as measured against average distance to affordable housing (30% or less of salary required for the median home price). 3. Why is it important? (brief case for addressing the issue): Employers in our region increasingly find it difficult to fill low-wage positions even though our region s unemployment rate remains high. If available workers cannot access available jobs, employers will not only be unable to grow, they will be unable to meet existing demands. 5

6 Sample indicator: Economic Development job access 4. How can we improve? (key actionable policies and/or practices recommended: 1. PolicyMakers: Align public transportation to accommodate intercounty travel, in accordance with true community patterns; work with business leaders to align public transportation schedules with hours required by workforce; promote policies that encourage commercial and industrial development near high population areas. 2. Business Leaders: In location decisions, consider full burden of costs, including cost of instituting private shuttle services; consider the different needs of employees at varying levels of compensation when determining proximity of location. 5. Bright Spot (best practice to illustrate solution in operation):?. 6