VILLAGE OF SHOREWOOD WISCONSIN Dashboards on a Shoestring

1. VILLAGE OF SHOREWOODWISCONSINDashboards on a Shoestring An Organic and Intimate Development Leading to a Common Vision and Language for Collaborative Action

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3. 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 • NationalPerformance 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 • NationalPerformance Management Advisory Commission

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

7. 77 PERFORMANCE MEASURES • 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

8. 77 PERFORMANCE MEASURES • 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

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

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

16. Audiences • Village Board • Residents • Realtors • Potential Residents • Business • Staff

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

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

26. What we are doing. Performance Measures Key Indicators Language Why we are doing it. 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 • www.seagov.org/index.shtml • Association of Governmental Accountants – Citizen Centric Reporting • www.agacgfm.org/citizen • International City/County Management Association (ICMA) • http://icma.org/en/icma/knowledge_network/topics/kn/Topic/199/Performance_Measurement • National Performance Management Advisory Commission • http://pmcommission.org/ • Michigan Local Government Benchmarking Consortium • http://slg.anr.msu.edu/benchmarking/BenchmarkingHome/tabid/221/Default.aspx • American Community Survey 29