2005 Performance Based Budget - Laserfiche WebLink

Home Browse Search

felt conf dent that we had created a very effective management tool. ~ .2000 Budget-It was our goal during the 2000 Budget to take the next step in this process of refining and further developing each departmental programs' logic models. That step included targeting and benchmarking our performance based program outcomes. In addition to establishing a target and a benchmark for all identified outcomes, each department was given the task of ensuring that each and every indicator was measurable and that reliable data could be gathered during 1999 and in the future in order to support these measurements. Since outcome indicators should be meaningful, measurable, unambiguous, timely, unbiased, acceptable and manageable, several modifications to the logic model (more specifically the indicators) became necessary during the year's budget process. In many cases, departments had been collecting data over the past several years that could be used to measure the intended outcomes. If this information was available for 1998 and prior, it was included in the document in order to provide historical trends. In a few cases, reliable information necessary for the accurate measurement of the indicators was not available in 1999; however, systems have since been put into place to enable us to measure our results in the future. ~ 2001-45 Budget-The budgeting process focused primarily on the continued refining and reworking of each program's logic model. Significant emphasis was placed on integrating the logic models' outcomes and indicators with departmental and individual performance reviews. We realize that this is an ongoing process and that our work to mare fully develop, refine and integrate this budget tool into our daily operations is essential to its overall success. We are committed to continuing to build on a document that has truly helped us focus on why we do what we do and how we can do it better. Measuring performance outcomes enables us to improve the City's Performance Based Budget process. Just as important, it also provides us with a tool to help programs improve services. This process will help City employees determine whether or not the resources they expend actually produce the benefits desired for its customers. We believe this process will take us a significant step forward in improving accountability and help us determine if the City's programs really make a difference in the lives of the people that Iive and work in this community. A-9