OVERVIEW

ONTARIO MUNICIPALBENCHMARKING INITIATIVE

(OMBI)

Overview

What is OMBI? Vision, Mission and Values Services Provided Partners Organizational Structure and Service Areas

Why Measure?

What are the Challenges?

What are the Benefits?

Accomplishments

What’s Next for OMBI

OMBI Products

OMBI will be a leader in advancingmunicipal service delivery.

OMBI, as a collaborative of Canadian municipalities, will contribute to the public trust and confidence in municipal

government with its progressive benchmarking framework and forums for the exchange of ideas.

Exponential ThinkingCommitment

Respectful & SupportiveIntegrity

Vision, Mission & Values

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OMBI Services

Operational Support &

Management

ExternalRelations

MemberRelations

Information Sharing

&Education

Research

PerformanceReporting

Data Management

Management of

Performance Measurement

Process

OMBIServices

Durham Region Halton Region City of Hamilton City of London District of Muskoka Niagara Region City of Ottawa City of Sudbury City of Thunder Bay City of Toronto Region of Waterloo City of Windsor York Region

Associate Partners City of Barrie City of Calgary City of Winnipeg

OMBI Partners

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Organization Structure

OMBI BOARD(CAO’s/City Mgrs)

OMBI BOARD(CAO’s/City Mgrs)

REGIONAL & SINGLE TIER TREASURERS

REGIONAL & SINGLE TIER TREASURERS

FINANCIAL ADVISORY PANEL

(FAP Reps)

FINANCIAL ADVISORY PANEL

(FAP Reps)

MANAGEMENT COMMITTEE

(Municipal Leads)

MANAGEMENT COMMITTEE

(Municipal Leads)

EXPERT PANELS (Service Area Experts)

EXPERT PANELS (Service Area Experts)

PROGRAM OFFICE

Coordination, Support and Analysis

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Service Areas

Direct Services Building By-law Child Care Culture EMS Fire Hostels Libraries Licensing Long Term Care Parking Parks POA (Court Services) Planning

Direct Services Police Public Health Roads Social Assistance Social Housing Sports & Recreation Transit Waste Management Wastewater Water

Support Services Accounts Payable Clerks Customer Service

(new) Facilities Fleet General Revenue Human Resources Information Services Investment Legal Services Payroll Purchasing Taxation

37 Municipa

l Services

Why Measure Sound business practice and expectation in today’s environment Overall acceptance by Government Creates a culture of continuous improvement Measurement is the ‘jump-off’ point leading to discussions about

underlying practices or policies in achieving certain results Citizen expectations for more effective and efficient programs and

services On-going fiscal challenges to do more with less Need to align service requirements with budget priorities Demonstrates transparency , accountability and value for money

You can’t manage what you don’t know.

Administrative Leadership and Support

Political Leadership

Municipality’s Overall Readiness

Trust

Fear, Transparency and Risks

Establishing a measure deck that is relevant

Ensuring you do not have too many measures

Adhering to technical definitions

Data Collection – buy-in from those who need to collect the information

Data Analysis - using the data to identify Link to HR performance management systems

Challenges

Benefits of Measurement

Improved accountability through the process of collecting, and analyzing, Improved C for L&I through the discussion that happens with the expert panels in understanding the underlying practices that attribute to better results

Acc

ou

nta

bili

ty

Organization/Capacity for Learning and Improvement

OMBI - Benefits

Collaboration among 16 municipalities - working together for a common purpose Learn from and exchange information with each other Network with peers Pooling of knowledge (think-tank)

Provides credible municipal data that measures and compares how efficiently and effectively services are delivered

Established methodology, benchmarking framework and protocols for collecting and reporting information

Supports a performance culture in partner municipalities

OMBI provides not only year over year internal comparisons but also comparisons with other municipalities

Seven-Step Benchmarking Methodology

6. Develop emulation strategiesWhat are the implications for the Municipality?

1. Select Programs for BenchmarkingWhat questions do I want to answer?

2. Develop performance measures.Define what to measure and how?

5. Assess/Recommend best/better practicesWhat policies/practices drive performance?

4. Establish the `Zone of PerformanceWhat constitutes a superior performance?

3. Collect and analyze the dataDo the peer-reviewed results make sense?

7. Evaluate benchmarkingprocessWhat would we do differently next time?

How municipalities use their resources, often expressed as a cost per unit of service or the volume of output per staff member.

The effect programs and services have on our communities.

The number, type or level of service delivered to residents in municipalities.

Measure the quality of service and degree of customer satisfaction with the service received, relative to service standards and customer needs and expectations.

Community Impact

Measures

Efficiency Measures

Customer Service

Measures

Service Level

Measures

Benchmarking Framework

OMBI - Benefits

Expert panel meetings provide a forum for the exchange of ideas and posing of business questions facing the program

External peer review to complement each municipality’s examination of their own internal performance

Strengthens municipalities accountability and improves the level of transparency in how services are provided and reported

Enables Councils and Staff to make informed decisions and/or set policy based on service quality, quantity and cost

OMBI Accomplishments

EMS influenced upgrades to data collection processes by lobbying the Ministry which has improved data quality

Accounts Payable data was used as the ‘jump-off’ point for the Region of Peel who reviewed their internal processes resulting in cost-savings

OMBI in partnership with the Ministry of Municipal Affairs & Housing and the Ministry of Finance, developed the Municipal Guide to Accounting for Tangible Capital Assets (TCA) which is used extensively in province-wide training workshops

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Waste Management determined a better/best practice to increase diversion from a collection perspective that can influence collection policies

– Panel lead model; analysis completed by members– Identified Best Practice – bi-weekly garbage, weekly green

bin and weekly blue box– Collecting bi-weekly increases all diversion programs with

the message of doing the right thing!

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

OMBI Total Bi-weekly Garbage Collection

GARBAGE

BLUE BOX

GREEN BIN

YARD WASTE

Bi-Weekly Collection – Best Practice

Increase diversion over 10%

Result does not include Toronto

OMBI Accomplishments

OMBI Accomplishments

Water/Wastewater have undertaken numerous studies over the years including (but not limited to):

Maintenance of Chlorine Residuals with By-Pass (Water) Operator Cross Training Energy Management Strategy Operator Certification Training Program

Most recently two studies in partnership with the Ontario Municipal Knowledge Network were completed:

Customer Service Response to Water Quality Enquires Maintenance Management Planning Process

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Human Resource recently completed a review of On-boarding Practices municipality lead model (York) with participation from OMBI partners On-boarding Study Benchmarking Report is in circulation Study results to be presented at future RCAO mtg

Outcome - Potential Better/Best Practices identified were: Fixed start date for new hires Workflow technology Advance preparation for payroll prior to hire Advance preparation for pension/benefits prior to hire Group enrolment of pension and benefits Measures for success of on-the-job training programs

Next Steps Review current OMBI data set of measures Focus on new measures related to human capital and the health of the

organization, i.e. turnover, new hire turnover, WSIB lost time/lost hours, grievances resolved and sick time

OMBI Accomplishments

What’s Next Switch focus from measuring inputs to measuring outcomes

Community impact measures Customer service measures

2011 Projects Partnership with ICCS – Development of a Common

Measurement Tool for Municipalities (Customer Satisfaction) Service Area Measures Review / Program Mapping Exercise

Interactive Web Site share results provide an understanding of the factors that influence results house practices and strategies

OMBIProducts

Data Warehouse ‘Award-winning’ data warehouse Stores all data and provides ability to run various reports, tables and graphs Houses documents such as best practices, policies and templates that are shared

amongst all partners Supports theory of using what we have – don’t need to re-invent the wheel

Percentage of Solid Waste Diverted - Residential (MPMP)

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10%

20%

30%

40%

50%

60%

2006 40.3% 43.0% 41.9% 40.7% 40.1% 44.0% 45.1% 35.1% 45.2% 35.0% 24.5% 42.4% 43.1% 36.3% 40.8% 40.8%

2007 33.7% 48.0% 40.3% 42.4% 40.0% 45.5% 43.3% 33.9% 49.6% 35.7% 26.6% 42.5% 44.6% 36.1% 53.0% 42.4%

2008 35.5% 49.0% 55.5% 45.1% 41.2% 51.0% 42.5% 33.7% 50.2% 38.0% 27.5% 44.0% 47.0% 51.6% 44.6%

BRT DUR HAL HAM LON MUSK NIAG OTT PEEL SUD TBAY TOR WAT WIND YORK MED

2008 Median Line

Performance Reporting Executive Report

Includes ALL program areas Targeted audience - CAO/City

Managers Graphs 3 years of data for CAO

Priority measures and value-added measures determined by expert panels

Includes Performance Zone (P-Zone) graphs, where feasible

Lists all measures; type of measure; reportability

Jointly developed by Management Committee in consultation with Expert Panel members

Graphs direct and indirect services

Available to public Highlights CAO priority

measures and those that are of interest to the public

Does not include all service areas

Performance Reporting Public Report

Additional Information

Program Manager Connie Wheeler

connie.wheeler@hamilton.ca

905-540-5779

OMBI CAO Liaison Bruce Macgregor

CAO, York Region

bruce.macgregor@york.ca