HomeMy WebLinkAboutPB Indicator memo 3-26-2019
TO: PLANNING BOARD
FROM: TOM ROGERS AND CHRIS SAUNDERS
RE: GROWTH POLICY UPDATE – INDICATORS (METRICS)
DATE: MARCH 26, 2019
The purpose of this meeting is to discuss proposed indicators, or metrics, to evaluate the
performance of the Community Plan. Staff, in discussion with LoganSimpson, has generated
the attached list for your consideration. There may be other measures not listed that
should be.
The Bozeman Strategic Plan list seven vision statements. Vision seven is “High Performance
Organization.” Subsection 7.4, performance metrics, is to utilize key performance and cost
measures to monitor, track and improve the planning and delivery of City programs and
services, and promote greater accountability, effectiveness and efficiency. Learn from those
outside city government and measure specific tasks for performance.
a) Develop Data Analysis Tools - Develop more sophisticated analytical tools to
access, monitor, measure, and analyze data to inform decision making.
b) Set Performance Measures - Set performance measures that align with the
Strategic Plan.
c) Analyze and Collect Data from Performance Measures - Analyze and collect data
from performance measures to ensure implementation of the Strategic Plan, and
redesign measures as needed.
d) Strategic Municipal Service Delivery Expectations - Strategically manage
community and employee expectations about the City’s capacity to deliver services.
Discussion of metrics for the Community Plan will be considered in context with this larger
initiative. The Strategic Services Department is leading implementation of Strategic Plan
7.4. Some items may address both the Community Plan and another area of municipal
operations. In such cases, the performance metric will be crafted to address both issues.
As noted in the attached document, effective indicators are:
Relevant to the Plan’s vision and goals to track meaningful desired outcomes;
Clear and understandable and do not rely on overly complex definitions or
calculations;
Defensible and grounded in quality data that can be regularly reported and can be
consistently and accurately tracked over time;
Useful in making decisions that affect the community, reflecting topics the
community directly or indirectly addresses through local plans, policies or
implementation programs;
Interdisciplinary in that the same indicator can be used in conjunction with other
City (and outside entity) plans and programs;
Comparable to other regional, municipal, state or national benchmarks
Supported by the community, staff and elected officials
We are asking the Board to refine and prioritize these indicators. Tracking and managing a
vast array of data may not improve the outcome of the plan. Carefully crafted and selected
indicators under each theme is suggested. However, no one metric will capture the intent of
the Community Plan. Additional qualitative measures may be needed in addition to any
quantitative measures employed.
A performance measurement system that requires excessive effort to implement will not
continue over time as other priorities push it aside. In order to support long term success
in implementation, Staff suggests that not more than two metrics be chosen for each theme
in the Community Plan.
As noted in the schedule, discussion of the indicators will inform discussion in April of the
goals and objectives. The interrelationship between the two and the time needed for
discussion requires more than one meeting can provide for time. No final decisions on the
indicators is expected on the 26th. A preference ranking will help focus discussion and set
up discussion for April 2nd.
Community Plan tentative schedule:
March 26 Indicators and metrics
Revised plan outline
April 2 Goals and Objectives
April 16 Framework map (diagrammatic map illustrating vision and
opportunities)
May 7 Implementation
May 21 Chapter 1 – Implementation, Chapter 2 - Foundation
June 4 Additional chapters
Attachments: Draft Indicators; Revised Outline