Rich SiegelCity of Bellevue

Community Indicators and

Performance Management Getting the Results

that Matter Most to our Residents

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Summary of Bellevue Trends

Demographic Characteristic1990

Census2000

Census2010

CensusPopulation 86,874 109,569 122,363Percent Minority 14.7% 28.3% 40.8%Percent Asian 9.9% 17.4% 27.5%Housing Units 37,428 48,396 55,551Vacancy Rate 4.5% 5.3% 9.4%

Demographic Characteristic1990

Census2000

Census

2008-2010ACS*

Percent population foreign born 13% 25% 33%Percent of population (age 5+) that speak a language other than English

14% 27% 37%

Percent of adults (age 25+) with at least bachelor’s degree 46% 54% 61%Percent of employed in management, professional and related occupations

39.8% 53.1% 58.7%

Household median income (in 2009 inflation adjusted dollars) $73,155 $80,247 $82,113Percent of individuals with incomes below poverty 5.6% 5.7% 5.8%Percent of families with incomes below poverty 3.4% 3.8% 3.8%

 *Note: Not all 2009-2010 American Community Survey 3-year estimates are directly comparable to 1990 and 2000 census figures.

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• 1953 -- the City of Bellevue was incorporated

• 5th largest city in Washington State

• 140,000+ current jobs in the city – major employers include Microsoft, T-Mobile USA, Verizon, Expedia, Nordstrom

• Bellevue’s ranks 4th on Money Magazine’s national list of “Best Places to Live” (July 2010)

• Bellevue’s ranks 1st on Fortune Small Business’ national list of “Best Places to Live and Launch” a small business

(March 2009)

• All 5 Bellevue public high schools in Newsweek’s “Top 100” (June 2011)

Bellevue at a Glance

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Vision

Be a collaborative and innovative organization

that is future focused and committed to excellence.

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Our past budget approach…

• Focuses on Continuing Current Services• Included Small Additions and Subtractions to the

budget• Cuts costs or other across the board strategies• Used Priorities set by Departments or Services• Did not examine the trade off between capital

projects, operating programs, and maintenance• Is not easily linked to overall community

performance data

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Why A Priority Based Approach?

• Complete look at everything together – capital and operating

• Based on Community Priorities• Links budget explicitly to the priorities • Encourages Innovation and Efficiency• Strategy and Performance oriented – buys

what we can afford related to the strategies• Greater Transparency

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Why A Priority Based Approach?

• Produces information that better enables citizens to see the value they get for their fees and taxes

• Combines clear strategy, affordable budgets, and outcomes that are measureable

• Pushes lower-value spending out of the budget, moves high value to top of list

• Enables managers to better make the case, show how spending is linked to results, the logic of their offers (activities and programs)

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Traditional Budgeting Compared with Proposed-Based ApproachTraditional Approach Proposed Approach

Focus Starts with a “base budget” and adds to or deletes from the base.

No base. Buy proposals and programs that matter to the community and best meet priorities.

Budget requests

Departments ask for amount that can be justified based on needs and costs

Propose programs that evidence says are likely to produce desired results.

Debate What can we cut? How do we get better results with available resources?

Council’s role Decreasing services or increasing taxes.

Buy the services that get most results for the price the community is willing to pay.

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FOCUS ON THE OUTCOMES FOR THE COMMUNITY

THAT MATTER THE MOST

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Community Outcomes

Aligned SystemAligned Objectives, Strategies, and Measurement At All Levels

• Key Community Indicators• Key Performance Indicators• Vital Signs

Departments, Programs, & Services

Aligned with Outcomes

• Key Departmental Indicators• Program (proposal) Measures• Output & Efficiency measures

Individual Performancealigned with Program & Service Results

• IndividualOutcomes,Outputs, & Efficiency Measures

Stra

tegie

s. Obj

ectiv

es, &

Targ

ets

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Key Priorities for Bellevue

• Responsive Government• Healthy and Sustainable Environment• Innovative, Vibrant & Caring Community• Quality Neighborhoods• Safe Community• Improved Mobility• Economic Growth and Competitiveness

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From Performance Measurement to Performance Management

•Using data to inform decisions – evidenced based

•Looking at data frequently

•Discussing data/achievements/challenges through continuous learning

•Becoming more agile -- adjusting course •based on evidence

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Key Community Indicators (KCI’s)

• As used by the City of Bellevue, KCI’s are measurements of resident opinion relating to the priority (strategic) outcomes of the budget.

• They provide information about past and current trends of residents’ perceptions gathered through valid, scientific opinion research.

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Key Community Indicators (KCI’s)

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•Impacted by operational activities, local events, sometimes world events

•Historical -- provide information about past trends that inform the future Whether things are improving, declining, or pretty much staying the same

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Key Community Indicators (KCI’s)

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Community Survey Data Suggests Improvement Opportunities

Key Performance Indications (KPI’s)

• “Marquee “ or “headline” measures that inform each priority (strategic) outcome in the budget.

• When looked at together in relation to a specific priority outcome, they show past and current trends of operational efficiency, effectiveness or community opinion.

• Used in Bellevue’ s Annual Performance Report

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Key Performance IndicatorsSafe Community

•Police patrol response time to critical emergencies (life threatening emergencies from dispatch to arrival•Number of Part 1 (violent and property) per 1,000 residents•% of incidents where total Fire Department emergency response from call to arrival on the scene is 6 minutes or less•Cardiac arrest survival rate•Life and property loss due to fire in inspected buildings•% of fires confined to the room of origin

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Key Department Indicators (KDI's)

• Key Department Indicators (KDI's) are drawn from department proposals and when combined with a target, tell a story of planned or intended achievement. They are usually efficiency or effectiveness (outcome) metrics.

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Community Values

Community Values

OutcomeOutcome Safe Community

As a community Bellevue values:•Feeling and being safe where people live, learn, work and play.• A community that is prepared for & responds to emergencies.

• % of residents who agree that Bellevue is a safe community in which to live, learn, work and play.

• % of residents who agree that Bellevue plans for and is well prepared to respond to emergencies.

Community Indicators

Community Indicators

FactorsFactors

Sub- Factors

Sub- Factors

Purchasing Strategies Purchasing Strategies

ProgramProposalProgramProposal

• Prevention Response• Planning & Preparation Community Engagement

• Enforcement Responders Resources

We are seeking proposals that encourage and support innovative approaches to Response to accidents, crimes, fires…specifically proposals that:

•Respond to emergencies

Fire Suppression and RescuePerformance Metric: % of fires contained to the room of origin

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Listening Is Important Too!• Resident Surveys

Annual Performance Survey

Biennial Budget Survey

• Employee Surveys

• Focus Groups

• Public Hearings

How Do People View Local Government?The Fund for the City of New York

Focus Group Research*

*From the book, Listening to the Public, by Barbara J. Cohn Berman, Fund for the City of New York, Center on Municipal Government Performance

“The most consistent and compelling finding was that people judge government performance in ways that often differ markedly from thestandard measures that government uses to evaluate themselves”

Fund for the City of New York Focus Group ResearchGovernment Function

What the Government Reports

What the Public Wants to Hear

EMS EMS Response Time

EMS Response time plus knowledge & responsiveness to problem at hand

Roadway Maintenance

Miles of roadways resurfaced

Smoothness of streetsJolts encountered/mileSmoothness of repair Does it get done again soon?

Health Code Enforcement

Number of restaurants & food stores inspected

Cleanliness, ratings for each restaurant and food store

The Fund for the City of New York Focus Group Research*

* From the book, Listening to the Public, by Barbara J. Cohn Berman, Fund for the City of New York, Center on Municipal Government Performance

1. People are interested in local government and grasp its complexity

2. People’s judgments about local government are formed primarily by their own personal experiences

3. An individual’s personal interaction with government employees, particularly the first encounter, defines how the individual views the agency

The Fund for the City of New York Focus Group Research*

* From the book, Listening to the Public, by Barbara J. Cohn Berman, Fund for the City of New York, Center on Municipal Government Performance

4. People rarely complain about taxes, but they express deep outrage and resentment when:

• they see “shoddy work”• they see public employees goofing off• They are treated with disrespect• There is malfeasance and/misfeasance

Survey ResearchReaching the Cell Phone Only Households

Random-digit dialing (RDD) causing coverage problems

Reaching more seniors in relation to population

Missing harder-to-reach younger segments of the population

Missing people living in multi-unit households

Are Landlines Becoming Obsolete?

Address-based sampling pulls a random sample of all Bellevue households from the U.S. Postal Service

Draw Address-BasedSample

All City ResidentsNo?

Yes?

Send Invitationto Complete

Online

Send AdvanceLetter

MatchingLandline?

Surveys Complete60% to 65% of

Sample

Contact byTelephone

(5 attempts)

Surveys Complete35% to 40% of

Sample

ReminderInvitations (2)

Phone Type CATI InternetCell Phone Only 0% 52%Landline & Cell 91% 46%Landline Only 9% 2%

Address-based Sampling combined with Web Invite Reaches Cell Phone Only Residents

AGE CATI Internet Population

18-34 7% 33% 27%

35-54 43% 40% 39%

55 Plus 50% 27% 34%

Address-based Sampling Aligns Closer to our Population

Resident Opinion Surveys

2008 Budget Survey(unweighted)

2010 Budget Survey(unweighted) Bellevue

Population*2010 Budget Survey

(weighted)Gender

MaleFemale

50%50%

58%42%

49%51%

49%51%

Age18–3435–5455 Plus

8%35%57%

20%39%41%

20%40%40%

20%**40%**40%**

Household SizeSingle AdultTwo or More Adults

28%72%

30%70%

38%62%

32%68%

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Culture is Important

• Customer Service• Quality products

• Financial Performance

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High Performance Results

• Do we know our results? • Can we measure them in terms of Quality,

Customer Value, and Financial Performance?• How well have we met our High-Performance

definition in the judgment of our customers/stakeholders?

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Getting results that matter …

… to your community… to your organizational culture

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http://www.bellevuewa.gov/citizen_outreach_performance.htm

City of Bellevue Performance Program

rcsiegel@bellevuewa.gov (425-452-7114)

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