Olathe 2005 Balanced Scorecard

Final Report

Measuring Up for the Future

Implementing the Community’s Strategic Plan

OlatheKS.org

Olathe 2005 Balanced Scorecard

Executive Summary

The following report represents the City’s first attempt to develop and present performance measures designed to monitor progress toward our goals over time, allow for continued improvement in efficiency, better service delivery, and allow for better value being delivered for tax dollars.  These measures help align our business activities with our community-based strategic plan.  (The process flow is presented on the following page.)

In late 2004, staff responded to Council and Olathe Strategic Plan interest in developing a performance measurement system which would enable stakeholders to better understand city operations and programs; and, to allow us to better manage our resources.  The Balanced Scorecard system is designed to allow managers to monitor program results in four areas:

· Financial

· Customer

· Employee

· Operational

This report is presented by the seven Strategic Plan “Key Result Areas” highlighting key measures which affect organization performance.  In several cases, our goals are yet to be determined (TBD).  Those efforts will commence in 2006 and be coordinated through the Strategic Plan Implementation Groups and shared with the City Council. 

In some cases, data and measures are either not available (NA) or are in development.  This is a living document much like the original 2000 DirectionFinders® report.  Staff looks forward to working with the Council and all of our stakeholders as we develop our performance measurement system helping Olathe set the standard for excellence in public service.

Sincerely,

J. Michael Wilkes,

City Manager

Legend:

· CIP – Capital Improvements Program

· Seven Strategic Plan “Key Result” Areas are listed in the following table of contents.

Table of Contents

Public Services and Administration

· Achieve Public Administration Excellence                                                           1

· Utilize “Pay-For-Use” Services Whenever Possible                                          3

· Focus on Core Services                                                                                         4

Diversity

· City Government Shall Reflect Community Diversity                                         5

· Work Continuously to Creatively

Promote Understanding of Diversity                                                         6

· Capitalize on Existing Strengths                                                                           6

Transportation

· Work to Promote Effective Traffic Flow                                                                7

· Support Mass Transit Efforts in the Community                                                  7

· Deal Aggressively with the Railroad Problem                                                      8

Public Safety

· Pursue Safety Professionalism Excellence                                                          9

· Promote Multi-dimensional Efforts to ensure

that Olathe is a Safe Community                                                                10

· Provide Safety Resources                                                                                      11

Economic Sustainability

· Aggressively Promote Economic Development Efforts                                     12

· Moderate Debt Usage to the Greatest Extent Possible                                     12

· Diversify City Revenue Sources                                                                            13

Downtown

· Promote a Vibrant Downtown Area                                                                        14

· Pursue Innovative Economic Development Opportunities                               15

· Continually Monitor Downtown Development Efforts                                        15

Active Lifestyles

• Unify Community Parks and Recreation Activities                                              16

· Actively Market Signature Parks and Program                                                    17

· Seek and Secure Long Term, Permanent Partners

and Funding for Parks and Recreation Programs

and Facilities                                                                                                 18

· Fund and Develop Community Centers                                                                19

Public Services and Administration

Strategic Target: Achieve Public Administration Excellence

Focus Area	Results 2004	Results 2005	Our Goal	Goal Met or Exceeded
Customer
Overall stakeholder satisfaction index (Base year 2000 = 100). Olathe Metro Average	114 99	115 97	TBD NA
Percent of respondents satisfied or very satisfied with the overall value that they receive for their tax dollars and fees	67	62	TBD
Percent of respondents who somewhat or very familiar with City of Olathe budget/financial information	NA	39	TBD
Percent of respondents satisfied or very satisfied with the availability of information about City programs and services	75	76	TBD
Percent of respondents satisfied or very satisfied with the quality of the City’s web page	59	58	TBD
Percent of respondents satisfied or very satisfied with overall customer service they receive from City employees	77	77	TBD
Percent of respondents contacting the City in the past year who found that it was easy or very easy to reach the person they needed to reach	84	82	TBD
Percent of respondents contacting the City in the past year who usually or always agreed that: · Employees were courteous and polite · Employees gave prompt, accurate and complete answers to their questions · Employees did what they said they would do in a timely manner · Employees helped resolve the issue to the citizen’s satisfaction	NA NA NA NA	88 73 76 68	TBD TBD TBD TBD
Percent of respondents satisfied or very satisfied with the effectiveness of the City’s communication with the public	70	73	TBD

Strategic Target: Achieve Public Administration Excellence Continued

Focus Area	Results 2004	Results 2005	Our Goal	Goal Met or Exceeded
Financial
Worker’s Compensation Claims as a percent of City payroll.	2.1	1.5	TBD
Percent achieved between budgeted and actual: · General Fund Revenue · General Fund Expenditures	104.4 87.5	94 86.2	TBD TBD
Employee
Employee overall satisfaction with employment.	NA	68	TBD
Employee overall satisfaction with training received	NA	65	TBD
Percent of employees making progress toward their Individual Development Plan	NA	85	TBD
Turnover rate · Regular Retirement · Disability Retirement · Involuntary termination · Resignation	9.6 1.2 0.1 1.8 6.5	10 2.0 0.0 2.2 5.8	TBD TBD TBD TBD TBD

Strategic Target: Utilize “Pay-For-Use” Services Whenever Possible

Focus Area	Results 2004	Results 2005	Our Goal	Goal Met or Exceeded
Customer
Satisfaction composite Index for Municipal Services customer service (Base year 2003 = 100)	103	104	TBD
Satisfaction composite Index for  water service (Base year 2003 = 100)	104	104	TBD
Satisfaction composite Index for waste water service (Base year 2003 = 100)	102	102	TBD
Satisfaction composite Index for residential solid waste service  (Base year 2003 = 100)	102	103	TBD
Satisfaction composite Index for recycling  service (Base year 2003 = 100)	101	100	TBD
Satisfaction composite Index for yard waste service (Base year 2003 = 100)	103	103	TBD
Financial
Percent achieved between budgeted and actual: · Water and Sewer Fund Revenue · Water and Sewer Fund Expenditures · Solid Waste Fund Revenue · Solid Waste Fund Expenditures	84 94 101.5 96.2	90.7 90.7 98.9 98.5	TBD TBD TBD TBD
Revenue Bond Rating for Water and Sewer Fund Moodys S&P	A2 AA-	A2 AA-	TBD TBD
Operational
Percent of water loss reported	12	13.3	<15
Percent of time water meets regulatory standards.	99	100	100
Percent of time waste water meets effluent limits	99.8	99.8	99.9
Number of sewer backups reported annually	8	3	<5
Employee
Percent of wastewater treatment operators that re-certify as scheduled	100	100	100

Strategic Target: Focus on Core Services

Focus Area	Results 2004	Results 2005	Our Goal	Goal Met or Exceeded
Customer
Percent of respondents rating the overall maintenance of city streets as satisfactory or very satisfactory	65	73	TBD
Percent of respondents satisfied or very satisfied with the overall maintenance of city parks	86	82	TBD
Percent of respondents satisfied or very satisfied with snow removal on major streets	80	80	TBD
Percent of respondents rating mowing and trimming along city streets and other public areas as satisfactory or very satisfactory	70	66	TBD
Percent of respondents rating snow removal on neighborhood streets as satisfactory or very satisfactory	55	55	TBD
Operational
Percent of streets with a pavement condition rating of: Arterials – 60 or higher Collectors – 55 or higher Residential – 50 or higher	96 93 95	96 94 97	95 95 95
Percent of time traffic signals are operational