VILLAGE OF SHOREWOOD WISCONSIN Dashboards on a Shoestring An Organic and Intimate Development Leading to a Common Vision and Language for Collaborative Action

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Shorewood, Wisconsin – Structure > village – Population > 13,162 – Geography > Bounded on the east by Lake Michigan – Bounded on the South by Milwaukee and the University of Wisconsin – Milwaukee ( 23,000 students looking for parking) – Median Household Income > $61,408 – Average Household Income > $79,489 – Population by Race > predominately white (85.8%) – Acres of Parkland > 63

4 WHY A PERFORMANCE MEASUREMENT INITIATIVE? Governments want better information and practices that will help them improve results. This means providing better ways to: understand public needs; identify and implement programs and services that will meet those needs; collect and analyze performance information; apply information to continuously improve results and become more efficient; A Performance Management Framework for State and Local Government: From Measurement and Reporting to Management and Improving National Performance Management Advisory Commission

5 WHY A PERFORMANCE MEASUREMENT INITIATIVE? (cont) use data more effectively to inform policy decisions; support accountability, both within the organization and to the public; provide understandable information on performance to the public; and encourage citizens to provide feedback and get involved in the government’s decision-making processes. A Performance Management Framework for State and Local Government: From Measurement and Reporting to Management and Improving National Performance Management Advisory Commission

6 Performance Basis Performance measures have been created for the village’s six vision statement/goals; 1. Deliver quality services at a competitive tax rate. 2. Promote vibrant urban housing. 3. Maintain a high-quality urban living experience with a “small town” feel. 4. Remain committed to open, interactive communication. 5. Protect and Enhance the Environment. 6. Protect and Enhance Property Values

7 Example 1 Vision: Deliver quality services at a competitive tax rate Measurement: Tax levy per capita Data Source: Finance Department Department Responsible: Finance and Manager Multi-year data available? Yes 77 PERFORMANCE MEASURES

8 Example 2 Vision: Deliver quality services at a competive tax rate Measurement: Labor Hours per ton of refuse collected Data Source: Department of Public Works Department Responsible: Public Works Multi-year data available? Yes

9 Some Key Questions About Dashboards What is a (municipal) dashboard? What does it do? Why should we have one? Who are we? How will we develop one? How much will it cost? What is the “ROI”? What are the possibilities? Is it really sustainable? What are the risks and/or downsides? What could our first dashboard look like? What about tracking capital projects? (Sewers, roads, sidewalks) 9

10 Dashboard Definitions A performance measurement dashboard approach provides timely data to relevant decision makers throughout an organization. The defining characteristic of dashboard systems is that information is simplified and filtered to provide only the most relevant data. Many dashboards convert performance data into charts and graphs or other forms of analysis such as a stop-light analysis. 10

11 Dashboards allow governments to translate data from various systems into visually rich presentations using gauges, maps, charts and other graphical elements to show multiple results together. This feature makes it easy to identify and respond to critical, time-sensitive events as well as explore issues and trends. Accountability & performance management are of supreme importance to government agencies. Dashboards can be used to: Monitor workloads Track progress toward project goals Observe financial information and budgets Provide faster, more reliable service by sharing real-time data across the organization

12 What do we mean by organic? Focus on natural growth and development Developed by a learning organization Developed by a learning community

Dashboard Data Driven by – Village Long Range Financial Plan – Committee Needs – Resident Interests – Benchmarks – Competitive position

14 Monthly Benchmarked to previous year’s month Police # of calls for service # of house break-ins Fire # of calls for service # of fires Community # of houses new on the market # of new foreclosures Outcome Informed Community regarding Trends, discontinuities, and performances of targeted interest User Groups Board Committees Community Stakeholder Groups By Quarter Benchmarked to previous year’s quarter Sewer Bills Sewer Work Water Bills Storm water charges Road work progress Ratio of debt service to?? Other financial Outcome Informed policy decisions User Groups Trustees and Operations Managers Annual Benchmarked to previous ten years Key financial indicators Outcome Informed Planning And resource allocation User Groups Trustees and Operations Managers

Shorewood’s Reasons for Doing Dashboards – Citizen engagement – Public accountability – Setting Priorities – Measuring progress – Taking the pulse – Early identification of problems

Audiences – Village Board – Residents – Realtors – Potential Residents – Business – Staff

17 HOWAREWEDOINGTODAY? IndicatorGoals/ConditionsBoundariesPerformanceTimeframe Measures addressConcernsMeasures actions conditions, valuestaken to achieve or characteristicsimprove a condition, value or characteristic Occupancy orPromote vibrantVillage GovNumber ofAnnually vacancy rateshousingNuisance homes identified Building Improv-# of maintenance ement valuesorders from building violations

Dashboards we have considered in developing ours Michigan municipalities Wisconsin municipalities North Carolina Texas Florida

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25 Collaboration Across Village Government Departments Across Village Institutions -Village Government -School District -Business Improvement District With other municipalities

26 Performance Measures Key Indicators What we are doing. Why we are doing it. Language Vision

27 Common Language Dashboards Establish Shared and Enduring Definitions 27

28 Common Vision Dashboards Tests Assumptions Measure Expectations – Uncover Opportunities

29 Performance Dashboard Resources Government Accounting Standard Board (GASB) – Service Effort and Accomplishment Reporting for Government Association of Governmental Accountants – Citizen Centric Reporting International City/County Management Association (ICMA) ce_Measurement ce_Measurement National Performance Management Advisory Commission Michigan Local Government Benchmarking Consortium American Community Survey 29