Performance Measurement. A Pragmatic Approach for a busy small medium sized Council
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- Lucy James
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1 Performance Measurement A Pragmatic Approach for a busy small medium sized Council
2 Performance Measurement OUR PHILOSOPHY The City of Holdfast Bay s Strategic Plan is a tool to manage the present from the future
3 Performance Measurement How we have done / are doing it - Mid-term Review of Strategic Plan Selected 12 Key Performance Indicators Linked KPI reporting into our Annual Reporting requirements Collaboration
4 Performance Measurement Key Messages KPIs are not a choice CHBs adopted philosophy is about measuring trends (ie outcomes rather than outputs) KPI reporting must be part of normal business
5 Performance Measurement is not a choice S122 (1) (d) of the Local Government Act requires Councils to: state the measures (financial and non-financial) that are to be used to monitor and assess the performance of the council over the relevant period; Schedule 4 of the Act: 2. The following matters must be reported on in the annual report of a council:- the council s performance in implementing its strategic management plans during the relevant financial year, and the council s projections and targets under its plans for the next financial year.
6 Our Adopted Philosophy Best practice planning processes should be designed within a framework that facilitates on-going monitoring and evaluation (refer Attachment 1) Indicators that are aligned to Council s strategic plans, enables the organisation to focus its resources on targeted and accountable outcomes. Indicators simply highlight trends or changes to be used to trigger deeper analysis but may not provide the whole story (Besleme and Mullin, 1997). Indicators may also provide the information to trigger action but they are not a substitute for action (Besleme and Mullin, 1997).
7 Systems Council has now adopted: A system upon which KPI reporting is undertaken An indicator suite of 12 trend measures for external reporting Up-dating all remaining Strategic Plan KPIs in accordance with the adopted philosophy for internal reporting
8 Systems Goals (KFA) Objectives Organisational Development Balanced Score Card Finance INTERNAL EXTERNAL MONTHLY QUARTERLY QUARTERLY ANNUAL # BPR (using BSC structure) i. HR / Training ii. Processes / Systems Improvements iii. Stakeholders / Customer Service iv. Financial Position and Performance Monthly reports, as per current reporting, but iteratively improved All KPIs on Objectives BPR data shown quarterly Quarterly Report Review, as per current reporting 8 10 KPIs at Objective level, filtered down from existing 1 Strategic Projects Status Report (Council only) 2 Quarterly Council process as per current reporting 5 Goal / KFA level KPIs, reported via Comparative Performance Measurement Survey 8 10 KPIs at Objective level as per quarterly, but shown as annual data. Annual process as per current reporting. # As per the legislative requirements for Annual Reports contained in Schedule 4 of the Local Government Act, Will include one finance indicator. 2 Currently in 2 reports to Committees monthly.
9 Systems KEY PERFORMANCE INDICATOR OBJECTIVE 1.2: Occupied tenancies in centres, as a percentage of total tenancies. KEY PERFORMANCE INDICATOR OBJECTIVE 1.3: Number of business clients, existing as well as intending start-ups, within the Council area that are assisted by the Inner Southern Business Enterprise Centre.. KEY PERFORMANCE INDICATOR OBJECTIVE 2.1: Number of volunteers and average weekly hours who participate in human services activities in twelve-month period. KEY PERFORMANCE INDICATOR OBJECTIVE 3.1: Change in beach sand levels over twelve month period. KEY PERFORMANCE INDICATOR OBJECTIVE 3.2: Weight of waste intercepted at Gross Pollutant Traps over twelve-month period. KEY PERFORMANCE INDICATOR OBJECTIVE 3.3: Number of volunteers and average hours involved in environmental initiatives. KEY PERFORMANCE INDICATOR OBJECTIVE 3.4: Total number of indigenous plants planted in the Council area over twelve-month period. KEY PERFORMANCE INDICATOR OBJECTIVE 3.5: Number of new park furniture items installed in Council reserves over twelve-month period.. KEY PERFORMANCE INDICATOR OBJECTIVE 4.1: Residents who travel regularly by non-private vehicle and visitors who travel to the City of Holdfast Bay, by public transport, as a percentage of total. KEY PERFORMANCE INDICATOR OBJECTIVE 4.2: Annual tonnage of waste to landfill in twelve-month period. KEY PERFORMANCE INDICATOR OBJECTIVE 4.4: Capital expenditure on assets as a percentage of depreciation expense. KEY PERFORMANCE INDICATOR OBJECTIVE 5.4: Debt Servicing Ratio (to rate revenue) excluding sporting club loans.
10 Delivery Format As KPIs are used for external reporting purposes, and in Council s Annual Report, the format of information delivered has to be user friendly, including the use of graphs, charts and the like to make delivery of the information more legible
11 Work in Progress LGA Comparative Performance Measurement Survey In the framework of a continuous improvement philosophy, and to improve Strategic Plan reporting frameworks, Council is collaborating with the City of Campbelltown, DC Grant and the LGA to determine how the CPM Survey can be utilised for this purpose.
12 Work in Progress LGA Comparative Performance Measurement Survey A project brief has been developed by the project partners with the following objectives: Review the application of the CPM within the participating Councils, to identify the relevance and usefulness of the measures and opportunities to incorporate them into Council Strategic Planning processes, decisions and reporting frameworks Develop a framework, which links Councils strategic goals and service outcomes with the measures used in the CPM Project. Identify opportunities to enhance the CPM Project measures to support a broader strategic framework.
13 Work in Progress LGA Comparative Performance Measurement Survey We would welcome other Councils to work with us on this collaborative project
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