Performance Measurement Resources for Economic Development
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The document discusses a presentation on performance measurement for economic development given at the Ontario East Municipal Conference. It provides an overview of what performance measurement is, why it is important for economic development, and highlights resources and examples from the City of Brockville and a performance measurement project from OMAFRA.
Performance Measurement Resources for Economic Development
- 1. Performance Measurement for Economic Development: Ontario East Municipal Conference Kingston, September 12-14 2012 Lillian Waldie-Lawson, Rural Programs Branch, OMAFRA David Paul, City of Brockville Economic Development Magdy ElDakiky, Regional Economic Development Branch, OMAFRA
- 2. Content: • Let’s know about you first • Performance Measurement – What is it all about? – Why should we care? – Why focus on outcome? – Commitment and leadership • Performance Measurement in Economic Development – Why is it different? – Landscape in Ontario – Performance Measurement Resources Project Highlight • Economic Development of the City of Brockville – Key Performance Measures – Current status 2
- 3. What best describes you? A. I am an economic development coordinator/officer/manager or director B. I am a municipal CAO or senior municipal staff C. I am an elected official/council member D. I work for a private firm/consultant in economic development E. Other than the above 3
- 4. How would you rate your knowledge of performance measurement in economic development? A. I am very knowledgeable – I have led or directly participated in measuring the performance of economic development programs B. I have some knowledge – I have supported in measuring the performance of economic development programs C. I have little knowledge – I did some readings D. I have no knowledge - What is performance measurement? 4
- 5. Who provides leadership for performance measurement in your organization? A. Economic development officer/manager/director B. Chief Administrative Officer C. Staff D. Councillor E. No one 5
- 6. Does your economic development strategy have performance measures? A. Yes B. No C. Do not know 6
- 7. Do you feel that initiating performance measurement would help you in your overall economic development role, or your role as elected official? A. Extremely helpful B. Somewhat helpful C. Not very helpful D. Not helpful at all 7
- 8. Performance Measurement: What’s it all about? “The tragedy in life doesn't lie in not reaching your goal. The tragedy lies in having no goal to reach.” Benjamin Mays “However beautiful the strategy, you should occasionally look at the result”. Sir Winston Churchill 8
- 9. The New Currency • The ability to report on the “Outcomes” or the impact of our work is being demanded across all organizations (what are we accomplishing for the $ we spend and impacts its having…?) • All levels of governments are increasingly being asked to report on outcomes (what they achieve) rather than outputs (what they do). • Outcomes are often what the general public are really interested in. 9
- 10. Drummond Report From the Drummond Report • “best public service would set • “the system should be more clear objectives, use proper flexible and work to reduce metrics to measure progress and administrative costs by provide clear accountability” measuring outcomes rather than inputs” • “As data on outcomes are often poor and inconsistent, it is unclear • “strategy based on clear targets whether the programs are and performance measures achieving any economic benefits linked to outcomes” for Ontario” • EDAC report identified the need for performance measurement resources to support economic development. 1010
- 11. Why should we care about this thing called Performance Measurement? Its About…….. 11
- 12. Its about ….. • Mechanism for Accountability – Responds to “new currency” of outcomes and results being demanded by Sometimes when decision-makers. money is on the • Provide evidence to decision makers and the public on the line… impact (Outcomes) resources $, efforts (the work we do), and the impact its having (results achieved) – • Linking activities to outcomes – What we invest ($ resources, people facilities etc) – What we will do (activities) and what is done (outputs) – Why we do it (vision) and what results will be achieved (outcomes) Provides the “Big Picture” view of our EcDev strategy and help us to understand the key drivers that contribute to our economic development outcomes and using that information to monitor manage our efforts and adjust if necessary for overall continuous improvement. 12
- 13. Its About….. Being Relevant ~ • Clearly demonstrates (tangible evidence) of EcDev value: – Measured not in terms of what’s being done…but rather what’s being achieved • Fuels alignment and collaboration across jurisdictions and regions • Tangible evidence based on real data, not anecdotes and subjective judgments • Providing tangible evidence of our value or relevance to our clients or risk being seen as irrelevant! 13
- 14. Now What? • Performance measurement isn't new to economic development. • So what do we need to do to make this work? Here are some of my observations….. It’s about people and commit to performance measurement. Leadership – at all levels. Right information Collaboration across jurisdictions and regions and sharing best practices 14
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- 16. We have a Plan… Now What? • We have an EcDev strategic plan – now let’s focus on our strategies: – What are the outcomes we are trying to affect? How do we measure if we achieved them partially or completely? – How to measure and report on “how much we achieved” rather than “how hard and efficient we worked”? 16
- 17. Landscape? • Increasing pressure for communities to quickly respond/adapt to economic pressures in a rapidly changing global economy • Competition amongst actors for economic development ‘wins’ – while communities often compete with each other, there is increasing attention being given to regional and collaborative approaches. New term Co-opetition is gradually evolving. • Need for better alignment of and reporting on outcomes at local/regional/provincial level. • Increasing emphasis on accountability and results • Very little resources to support economic development professionals 17
- 18. Project Opportunities and Objectives : Opportunities for a new EcDev Resources: • OMAFRA economic development resources are well recognized and successfully utilized. New resources on PM can be beneficial • Rural policy report and discussions with EcDev professionals identified PM as an area where our clients will benefit from • EDAC Report highlighted the importance and provided some directions • Few initiatives started outcome-based economic development strategies Three main objectives for the proposed resources: – Support effective and outcome-based Economic Development – Consolidate common terms and definitions – Create a common platform that will help align regional and local economic development strategies 18
- 19. PMS Phase I: • Building the foundation bottom-up – Local, national and international literature review – Jurisdictional scan in Ontario • Local (5 most recent EcDev Strategic Plans) • Regional (3 most recent EcDev Strategic Plans) – Web survey for economic development officers (35) – One on one and phone interviews – Focus groups with economic development officers (28) – Draft resources (report and training material) 19
- 20. Focus Groups: 20
- 21. Are we measuring ? the right things? Did your EcDev plan have measurement approaches? Yes 50% No 50% What was to be measured? – Most were 'soft' statements (enhancements, increases, developments, etc – Number of trade shows to be attended; number of industries we will attempt to attract) – How many businesses we will visit for corporate calling – Percentage increase in small business consultations; percentage decrease in vacancy rates in downtown etc – Job Creation, increased assessment, population growth – Increased jobs, population in downtown – Contacts, participation, target dates 21
- 22. How important we think it is? How important we think it is? Do you feel that initiating and regularly reviewing the results of a performance measurement process would help you in: A. your overall economic development role? Extremely helpful 62% Somewhat helpful 25% Not very helpful 0% Not helpful at all 13% B. securing support from elected officials Extremely helpful 50% Somewhat helpful 25% Not very helpful 13% Not helpful at all 12% C. more involvement from business community Extremely helpful 50% Somewhat helpful 25% Not very helpful 13% Not helpful at all 12% 22
- 23. Who measures? Who is best able to measure? Economic development staff 71% Community/ volunteer groups 14% Others 14% • Other: Led by Council and CAO. 23
- 24. Recommendations from EDOs: “When dealing with data, approximately right is better than precisely wrong.” Carl G. Thor – Keep it fairly simple, yet accurate, to maintain – Technology might be useful. How this could potentially be integrated into databases or systems for tracking – Need to agree on the measures we are using, develop a tracking system and develop a reporting system – A common approach would be welcome – Suggestions on sources of information – Don't do it. It is a slippery slope – Keeping any metrics as few as possible – Most ED departments do not have the time/resources to measure (Funding needed) 24
- 25. Phase II: • Provincial Resources by the fourth quarter © 2012 • Pilot training with Economic Development Officers (Q3-Q4 2012) • Communication and marketing strategy for the new Resources – Clients’ best practices and testimonials – Presentations in EcDev events • Coordination and coordination for delivery and follow-up • Group training delivery across the province early in 2013 • Resources are made available in different formats 25
- 26. Resources: • Guidebook for economic development practitioners • One day training for economic development practitioners 26
- 27. Resources Focus: • Develop Logic Model – Linking activities to outputs and outcomes • Identify Performance Measures – Avoid the boil the ocean approach • Develop Performance Framework – Methodology, data source, custodians, frequency, etc. – Local/Regional collaboration – Attribution • Build Capacity – Building the culture – Accountability 27
- 28. Key Performance Measures Economic Development - City of Brockville
- 29. KPI – Key Performance Measures 1. Customize your Plan to your Council, Committee or Corporation 2. Be honest – Share the Glory – No Islands 3. Not just a Numbers Game – Quality and People factors 4. The Gestation Factor – Report Overtime
- 30. KPI – Key Performance Measures 5. Select SMART Metrics Specific Measurable Achievable Relevant Time-based 6. Don’t Measure Everything 7. Attention to your data source 8. Testimonials are Most Powerful – People Element
- 31. ~ Thank You ~ David Paul, Director of Economic Development City of Brockville PO Box 5000 1 King Street West Brockville, ON CANADA K6V 7A5 Tel: 613-342-8772 x 430
- 32. Would you be interested in attending or sending someone from your organization to one day training on performance measurement in economic development? A. Absolutely would be interested B. Yes! If the training location is convenient C. May be. It is not on the top of my list or priorities right now D. No. I am not interested 32
- 33. Would you be interested in participating in one day training pilot on performance measurement in economic development this November in Guelph? A. Absolutely please sign me up. (contact Magdy after the session) B. May be. It is not on the top of my list or priorities right now C. No. I may consider the training after the pilot 33