HomeMy WebLinkAboutMetrics memo - SpitlerMEMO
TO: Planning Board FR: Paul Spitler DA: October 31, 2019 RE: Community plan metrics
In 2017, when the planning board wrote to the City Commission on our interests for the community plan, we included the following:
Measurable objectives: A new growth policy should, to the extent possible, articulate
measurable and specific objectives and outcomes so that one can tell to what extent the
City is being successful in implementing desired policies. The policy should also address the incentives utilized to attain these objectives.
While the draft plan falls short of this goal, we have an opportunity to remedy this shortfall and
include measurable objectives in the plan. Adding such metrics will greatly strengthen the plan, making it more effective at articulating our vision for the City: where we intend to go, and how effective the plan is in bringing us there. Below is my suggestion for how to add measurable objectives to the plan.
In “plan II”, implementation and metrics are covered in chapter 4 under the heading “Monitoring and Updates.” I believe this section is missing three key elements, each of which should be included in the plan:
1. Where we are now. The list of metrics includes things like “residential density,” “commercial
accessibility,” and “park accessibility.” We can discuss whether these are the right things to measure, but whatever the final list we end up with, what is missing is how the City stands today. For example, what is our current residential density? What is our current park accessibility? Etc. Having this baseline is essential if we are to measure our progress towards plan goals.
2. Where we want to get. After clearly articulating our starting point, the plan should also define
the goal we are trying to achieve using the metrics listed. This is essential if we are to have the “measurable and specific objectives and outcomes” that the planning board asked for in 2017. The goals could be a numeric target (e.g. “achieve a residential density of XXX”) or a percent
change (e.g. “increase the number of residents within ½ mile of parks by XXX%”). In either
case, it is essential that the targets be measurable and specific. 3. What will trigger a change in policy. A final essential element is: what changes will trigger a change in the growth policy, and what form those changes will take. For example, if the policy
sets a goal of increasing the percent of residents within ½ mile of parks by XXX%, and our
monitoring shows a decrease of residents within a ½ mile of parks, at some point this should trigger a change in policy. It means our growth policy isn’t working to achieve the goals we have established, and the policy should be revised. Absent this, the goals and targets become much less powerful and effective.
Including our starting point, clearly defined targets, and triggers in the growth policy will make
the plan much more powerful, concrete, and understandable, in my opinion. I suggest that the best way to add such information to the plan is to first address the metrics the plan will use to measure our progress (as Mark Egge’s memo highlights). Once we have agreed-upon metrics, we would then advise staff to develop draft starting points, goals, and triggers for the planning
board to review.
I look forward to discussing this with you at Tuesday’s meeting.