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HomeMy Public PortalAbout10-24-2016 Agenda Work Session.SOWN OF HILLSE opO(j- Hillsborough Board of Commissioners Monthly Work Session Agenda 7 p.m. Oct. 24, 2016 Town Barn, 101 E. Orange St. Compliance with the Americans with Disabilities Act interpreter services and/or special sound equipment is available on request. If you are disabled and need assistance with reasonable accommodations, call the Town Clerk's Office at 919-732-1270, ext. 71. 1. Open the Work Session 2. Agenda changes & agenda approval 3. Committee updates and reports 4. Miscellaneous budget amendments and transfers 5. Request for Town Board Approval for use of Riverwalk by Hillsborough Police Department for a 5K to benefit Special Olympics 6. Board of Commissioners appointments to boards and committees 7. Annual Balanced Scorecard Report 8. Other business 9. Closed Session as authorized by North Carolina General Statute Section 143-318.11(a)(5) to discuss and give direction to staff regarding negotiating terms for the possible acquisition of real property 10. Adjourn Board of Commissioners Agenda Abstract Form Meeting Date: October 24, 2016 Department: Administration/Budget Public Hearing: ❑ Yes ® No Date of Public Hearing: PRESENTER/INFORMATION CONTACT: ITEM TO BE CONSIDERED Subject: Miscellaneous budget amendments and transfers Attachment(s): Description and explanation for budget amendments and transfers For Clerk's Use Only AGENDA ITEM # Brief Summary: To adjust budgeted revenues and expenditures where needed due to changes that have occurred since budget adoption. Action Requested: Consider approving budget amendments and transfers. ISSUE OVERVIEW Background Information & Issue Summary: Financial Impacts: As indicated by each budget amendment. Staff Recommendations/Comments: To approve the attached list of budget amendments. 4 Consent Regular Closed Agenda Agenda Session Brief Summary: To adjust budgeted revenues and expenditures where needed due to changes that have occurred since budget adoption. Action Requested: Consider approving budget amendments and transfers. ISSUE OVERVIEW Background Information & Issue Summary: Financial Impacts: As indicated by each budget amendment. Staff Recommendations/Comments: To approve the attached list of budget amendments. EBRADFORD 10/17/2016 4:35:40PM fl142r03 BUDGET AMENDED CHANGE BUDGET 94,340.00 127,619.00 2,000.00 14,700.00 7,500.00 12,500.00 94,340.00 124,740.00 -2,000.00 122,740.00 -7,500.00 115,240.00 623.00 110,623.00 3,910.00 77,243.00 -3,910.00 141,090.00 623.00 307,623.00 Page 1 of 1 TOWN OF HILLSBOROUGH FY 2016-2017 BUDGET CHANGES REPORT DATES: 10/24/2016 TO 10/24/2016 CHANGE ORIGINAL REFERENCE NUMBER DATE USER BUDGET 10-00-3800-3800-350 MISCELLANEOUS Downtown Revitalization Grant 5927 10/24/2016 EBRADFORI 25,000.00 10-10-6200-5300-156 MAINT./GOLD PARK Repair Dog Park Fence 5930 10/24/2016 EBRADFORI 11,700.00 10-10-6200-5300-158 MAINT./RIVERWALK Footbridge & Greenway Repairs 5932 10/24/2016 EBRADFORI 5,000.00 10-10-6200-5300-159 MAINT./DOWNTOWN Downtown Revitalization Grant 5928 10/24/2016 EBRADFORI 30,400.00 Repair Dog Park Fence 5929 10/24/2016 EBRADFORI 30,400.00 Footbridge & Greenway Repairs 5931 10/24/2016 EBRADFORI 30,400.00 10-30-5600-5700-740 CAPITAL - VEHICLES To cover actual cost of dump truck 5923 10/24/2016 EBRADFORI 110,000.00 10-30-5600-5700-741 CAPITAL - EQUIPMENT To Cover Asphalt Roller Overages 5933 10/24/2016 EBRADFORI 73,333.00 10-30-5800-5700-740 CAPITAL - VEHICLES To Cover Asphalt Roller Overages 5934 10/24/2016 EBRADFORI 145,000.00 10-70-3980-3980-001 DEBT ISSUANCE PROCEEDS To cover actual cost of dump truck 5924 10/24/2016 EBRADFORI 307,000.00 EBRADFORD 10/17/2016 4:35:40PM fl142r03 BUDGET AMENDED CHANGE BUDGET 94,340.00 127,619.00 2,000.00 14,700.00 7,500.00 12,500.00 94,340.00 124,740.00 -2,000.00 122,740.00 -7,500.00 115,240.00 623.00 110,623.00 3,910.00 77,243.00 -3,910.00 141,090.00 623.00 307,623.00 Page 1 of 1 PRESENTER/INFORMATION CONTACT: Chief Duane Hampton ITEM TO BE CONSIDERED Subject: Request for Town Board Approval for use of Riverwalk by Hillsborough PD for a 5K to benefit Special Olympics Attachment(s): 5K Route Brief Summary: The Hillsborough Police Department is organizing a 5K to be held the morning of October 29th along the Riverwalk and through Gold Park. HPD held a similar 5K last year through the historic district. Action Requested: Consider the request for approval to use Riverwalk for the event. ISSUE OVERVIEW Backaround Information & Issue Su The 5K is planned for October 29th. At this time we have 28 people signed up, and do not anticipate reaching the 100 participant threshold that would require approval, however we want to be prepared just in case there are a lot of last minute additions. We plan for our participants to share Riverwalk with other users, and do not plan to make any closures, nor are we asking for exclusive use. Hillsborough PD is running the event with assistance from the Hillsborouah Runnina Club. Financial Impacts: There should be no financial impacts from this event. COP staff will be able to manage the event with minimal assistance from the on -duty patrol personnel. Staff Recommendations/Comments: Webb Sc z T- h-ioyl51 w mar9 e L 0 Cleric of Supenor Courl 1 W PRESENTER/INFORMATION CONTACT: Katherine Cathey, Human Resources Director/Town Clerk ITEM TO BE CONSIDERED Subject: Board of Commissioners appointments to boards and committees Attachment(s): Committee Seat Appointments 2016-2017 Brief Su The town board formally appoints board members to serve on certain committees. A listing of the current committee appointments is attached. The town board occasionally receives requests from other organizations to make new appointments to various boards and committees. Most recently, the town clerk received a request from Central Piedmont Community Action, Inc. (CPCA) for a Town of Hillsborough appointee to its Board of Directors. CPCA seems to be open to representation from a board member, staff member, or member of the public. Action Requested: Discuss the request from CPCA and provide direction to staff on how to respond to future requests. ISSUE OVERVIEW Backaround Information & Issue Su Currently, the town board makes formal appointments to 19 committees in December of odd numbered years. The appointments are for a two-year period. The most recent additions to the town board's formal committee appointments are the Family Success Alliance Advisory Council and the Orange County Food Council. Time commitments vary for each committee. Most meet monthly or quarterly. Upon receipt of the request from CPCA, the town clerk distributed the information to the town board, asking for anyone interested in serving on the Board of Directors for this agency to contact the town clerk. One board member expressed interest in serving. Another board member asked if the town should have a more formal process in place to ensure requests are fully vetted and that service to a particular agency aligns with the town's strategy map and does not conflict with other areas of interest, in terms of time commitment, goals, etc. Financial Impacts: None Staff Recommendations/Comments: Discuss the request from CPCA and provide direction to staff on how to respond to future requests. Town of Hillsborough Board of Commissioners Committee Seat Appointments 2016-2017 Mayor Pro Tem - Kathleen Ferguson Committee Appointment Meeting Frequency Day of Week Meeting Time Meetings/ Yr 2016-2017 Board Member Responsible TJ -COG Board of Delegates Bimonthly 4th Wed 5:30 PM 6 Ferguson (Stevens) OC Visitors Bureau Monthly 3rd Wed 8:00 AM 10 Bell Hillsborough Tourism Board Monthly 1st Mon 5:30 PM 12 Ferguson TDA (Tourism Development Authority) Quarterly? 4 Ferguson Hillsborough Business Liaison/Chamber Economic Development Monthly 4th Tues 8:30 AM 12 Stevens (shared) Transportation Advisory Board Monthly 2nd Wed 9:00 AM 11 Lowen/Weaver Hillsborough Parks and Rec Monthly 3rd Tues 7:00 PM 12 Lowen OC Intergovernmental Parks Work Group Quarterly 2nd Wed 5:30 PM 3 Lowen Orange Rural Fire Dept. Monthly I 3rd I Thurs 12 Lloyd Orange Rural Fire Dept. (Long Range Planning) As needed Lloyd & Lowen Fire Department Relief Fund Quarterly as needed Lloyd Hillsborough Water Sewer Advisory Board Monthly 1st Thurs 7:00 PM 12 Shared [Stevens (Feb), Lowen (Apr), Ferguson (Jun), Bell (Aug), Weaver (Oct), Lloyd (Dec)] Upper Neuse River Basin Association Quarterly 3rd Wed 9:30 AM 4 Weaver Solid Waste Advisory Board Work Group Monthly Set at each meeting Bell/Lowen OC HOME Review Committee Quarterly TBA AM 4 Ferguson Partnership to End Homelessness Monthly 1st Wed 5:30 PM 11 Ferguson Family Success Alliance Advisory Council Periodic TBA Weaver Community Land Trust Monthly 2nd Wed 6:00 PM 8 Ferguson Orange County Food Council Weaver Inactive committees/new committees If reactivated, mayor will attend or appoint representative Approved: 12-14-15 Revised 8-8-16 Board of Commissioners Agenda Abstract Form Meeting Date: October 24, 2016 Department: Administration Public Hearing: ❑ Yes ® No Date of Public Hearing: For Clerk's Use Only AGENDA ITEM # PRESENTER/INFORMATION CONTACT: Eric Peterson, Town Manager and Jen Della Valle, Assistant to the Town Manager ITEM TO BE CONSIDERED Subject: Review Annual Balanced Scorecard Report Attachment(s): 1) Using Performance Measurement to Align Goals, Strategy, and Budget Decisions presentation 2 FY16 Balanced Scorecard Report Brief Summarv: This is a review of what is essentially the town's report card. It is also an opportunity to consider changes to the ways that departments pursue achieving the mission, vision, strategic priorities, and objectives that are identified in the Town Strategy Map. Initiatives are the critical activities or actions that departments pursue to achieve the town -wide objectives. Reviewing the linkage between the objective, initiative, performance measure, and target is a critical aspect of determining how to proceed moving forward (e.g., continue with the current strategy, make adjustments, or cease effort completely). Action Requested: Discuss and provide direction to staff on potential changes to departmental scorecards being developed as part of the upcoming budget and FY18-20 financial planning process. ISSUE OVERVIEW Background Information & Issue Summary: Please see the two attachments: 1) "Using Performance Measurement to Align Goals, Strategy, and Budget Decisions," a PowerPoint presentation and 2) FY16 Balanced Scorecard Report. The attached presentation provides a quick summary of the Balanced Scorecard and describes Hillsborough's system of setting, implementing, and adjusting key actions and strategies. The three areas outlined below are suggestions on how the Board of Commissioners may wish to discuss, review, and provide direction to staff on the results from the report and the survey. Identify areas of town operations where desired results are not being achieved. In these areas, a discussion should take place as to 1) what factors may be contributing to the apparent lack of success and 2) what strategy or resource changes should we consider to improve the service, response, or issue in question. Recognize the key areas where the town has been exceptionally successful — this will reinforce staff's efforts to "stay the course" and continue current practices in high priority areas. Identify initiatives and/or measures to eliminate due to failure, chanae in Driorities, or time uraencv has Dassed. Financial Impacts: Staff Recommendations/Comments: 7 Consent Regular Closed Agenda Agenda Session PRESENTER/INFORMATION CONTACT: Eric Peterson, Town Manager and Jen Della Valle, Assistant to the Town Manager ITEM TO BE CONSIDERED Subject: Review Annual Balanced Scorecard Report Attachment(s): 1) Using Performance Measurement to Align Goals, Strategy, and Budget Decisions presentation 2 FY16 Balanced Scorecard Report Brief Summarv: This is a review of what is essentially the town's report card. It is also an opportunity to consider changes to the ways that departments pursue achieving the mission, vision, strategic priorities, and objectives that are identified in the Town Strategy Map. Initiatives are the critical activities or actions that departments pursue to achieve the town -wide objectives. Reviewing the linkage between the objective, initiative, performance measure, and target is a critical aspect of determining how to proceed moving forward (e.g., continue with the current strategy, make adjustments, or cease effort completely). Action Requested: Discuss and provide direction to staff on potential changes to departmental scorecards being developed as part of the upcoming budget and FY18-20 financial planning process. ISSUE OVERVIEW Background Information & Issue Summary: Please see the two attachments: 1) "Using Performance Measurement to Align Goals, Strategy, and Budget Decisions," a PowerPoint presentation and 2) FY16 Balanced Scorecard Report. The attached presentation provides a quick summary of the Balanced Scorecard and describes Hillsborough's system of setting, implementing, and adjusting key actions and strategies. The three areas outlined below are suggestions on how the Board of Commissioners may wish to discuss, review, and provide direction to staff on the results from the report and the survey. Identify areas of town operations where desired results are not being achieved. In these areas, a discussion should take place as to 1) what factors may be contributing to the apparent lack of success and 2) what strategy or resource changes should we consider to improve the service, response, or issue in question. Recognize the key areas where the town has been exceptionally successful — this will reinforce staff's efforts to "stay the course" and continue current practices in high priority areas. Identify initiatives and/or measures to eliminate due to failure, chanae in Driorities, or time uraencv has Dassed. Financial Impacts: Staff Recommendations/Comments: Role of the Balanced Scorecard in the Annual Budget Town of Hillri,s Note: Many of the slides in this presentation were copied, altered, and/or inspired by UNC SOG Professor David Ammon -s Performance Measurement 201 Class Connecting Goal5& Action to Performance Measurement Town -Wide Strategy Map Departmental Strategy Map Departmental Scorecards Objective => Action ==> Measure ==> Target Key Functions of Departmental Scorecards • Clarifies and communicates Town's vision CHECK •Strategic learning: learn from mistakes, fail forward • Data/information to base discussions • Early Warning Radar: Easier to solve problems when they are small and manageable. Bad news can alert and ignite action. • How do you know if you're being successful? Indicates whether getting closer or drifting further from achieving goals • Allows for Discussions on Resource alignment: are sufficient resources provided in budget to succeed & address gaps? "Strategic Learning" Cycle "What's Next": Change, Abandon, or Stay the Course? IL Post -Game Analysis. Debate & Question Results Implementation: Test Hypothesis 1. "What's Next:" Mayor & Board provide direction during 1) review of Balanced Scorecard Report at October/November workshop, 2) Annual budget planning retreat February or March, and 3) budget review & adoption in May through June. 2. Implementation: Strategy and ideas are operationalized during the budget year (i.e., hypotheses tested). 3. Post -Game Analysis: Information shared in annual report. Staff, board, public, and others question/debate results at November workshop. Provides start on planning for next year's budget. Integra ting Performance Mit. into Budget/Scorecard Performance Measurement Strategic Planning Benchmarking Dashboard Performance Management What is Performance Management? • System, schematic, tool, act, management philosophy, culture? • Fundamentally, performance management entails using performance information to influence operations. "Performance management is the intentional application of strategies and techniques to achieve desired results. It is not passive; instead, it is action oriented. It includes a host of practices designed to influence performance. It is more than merely declaring goals and trusting that program officials and employees will somehow achieve them. It is more than simply measuring performance and hoping the act of measurement will provide all the impetus needed." Leading Performance Management in Local Government (ICMA Press, 2008) Performance Mana, em en t in Action • Organization intent on achieving measurable results (rhetoric +action) • Attention to data not restricted to one office, management level or time of year • Managers talk with supervisors about objectives &measures and supervisors talk with workers • Departments &leadership must analyze data to determine progress •Departments &leadership must learn from the data and adjust strategy as needed • Reliance on multiple strategies, not just one MonejLballin Government- 3 Principles 1. Build evidence about the practices, policies, and programs that will achieve the most effective and efficient results. 2. Invest limited taxpayer dollars in practices, policies, and programs that use evidence and evaluation to demonstrate they work. 3. Direct funds away from practices, policies, and programs that consistently fail to achieve measurable outcomes. Barnes & Bridgeland in Nussle & Orszag (eds.), Moneyball for Government (2014) Research Findings • Senior managers have little interest in process improvement, lower -level managers may have significantly more interest but often lack authority to make changes. Hence, less process improvement occurs than should. Performance strategy sessions are key to improving operations and services (e.g., process improvement, problem -solving, or quality control teams with support/training). Donald P. Moynihan, Goal -Based Learning and the Future of Performance Management," Public Administration Review, 65, No. 2 (March/April 2005) • Success is most often found where strong mission -driven leaders "communicate the mission, motivate employees, shape strategies, and provide support, rewards, and sanctions for achievement." Mary Bryna Sanger, "From Measurement to Management: Breaking through the Barriers to State and Local Performance," Public Administration Review, 68 (Special Issue)(2008) Interesting Findings • Survey of 91 local governments cited for excellent performance management efforts found: • Linking strategic goals and performance management significantly increases the likelihood of performance management benefits. • "Unlinked" strategic plan brings no apparent benefits. • Organizations whose senior managers routinely review the performance of operating units enjoy significantly greater benefits National leaders in local government performance management do more than measure performance. They take additional steps in seeking to improve performance. 0-10 #^---. /0.0 60 0 10 /40 120 NO 1401 \ 1601 E F C H 6 Key Tactics for.Performance Mit. Success 1. Heighten awareness among supervisors and employees of the importance of good performance and results (i.e. create a "performance culture"). 2. Establish performance expectations (e.g. targets in scorecards) 3. Sharpen awareness of performance perceptions and increase awareness of performance gaps. 4. ID cause(s) of deficiencies and prescribe corrective action. 5. Motivate and empower program officials and employees to improve performance (e.g. divisions, departments, or teams). 6. More effectively incorporate meaningful performance data into management and policy decision processes. Transformational leaders `set the table' for performance information use via a positive but indirect effect on two mediating factors: goal clarity and organizational culture" Moynihan, Pandey, and Wright, Journal of Public Administration, Research & Theory, 2012 Goals for the Scorecard Review • ID what's not working well, key goals not being achieved, and what can be improved. • Discuss, gain additional understanding, then consider whether to: 1) "Stay the course" 2) Make a strategy or resource change 3) Terminate the program/effort • Staff can respond to board with via "targeted analysis" (e.g., narrow focus, data driven where practical, in-house teams, consultants, or other resources) to ID options for improvement. • Connection to the budget —are adequate resources being allocated to facilitate achievement of key initiatives and targets? • Improve/adjust initiatives, measures, and/or targets via suggestions. TOWN OF HILLSBOROUGH 17f2016 Balanced Scorecard Report Hillsborough, North Carolina TABLE OF CONTENTS Tableof Contents.................................................................................................................................................. 1 Memoto the Board.............................................................................................................................................. 2 ExecutiveSummary............................................................................................................................................... 3 Balanced Scorecard Rationale, Overview & Processes.................................................................................................................... 8 StrategicPriorities.......................................................................................................................................... 10 Perspectives................................................................................................................................................... 11 Objectivesby Perspectives............................................................................................................................ 12 KeyDefinitions & Components...................................................................................................................... 13 TownStrategy Map............................................................................................................................................. 14 Departmental Strategy Maps & Scorecards General Fund General Government Administration..................................................................................................................................... 15 Finance................................................................................................................................................. 21 Planning................................................................................................................................................ 25 Parks& Recreation............................................................................................................................... 30 Safety& Wellness................................................................................................................................ 34 Public Safety Police.................................................................................................................................................... 38 Fire Marshal & Emergency Management............................................................................................ 43 Public Works FleetMaintenance............................................................................................................................... 48 Streets.................................................................................................................................................. 52 SolidWaste........................................................................................................................................... 56 Stormwater.......................................................................................................................................... 60 Cemetery.............................................................................................................................................. 65 Water & Sewer Fund Water& Sewer.......................................................................................................................................... 69 Billing& Collections.................................................................................................................................. 77 To: Mayor Stevens & Board of Commissioners From: Jen Della Valle, Assistant to the Manager Date: October 7, 2016 Re: Balanced Scorecard Year -End Report I am pleased to present to you the FY2016 Balanced Scorecard Report! The balanced scorecard was designed to help the town become more analytical, adaptive and responsive to the lessons learned while trying to achieve its goals. This report provides information about the progress the town has made on specific initiatives across each of the town's departments and divisions. There are a few notes highlighted below that relate to this year's report: Citizen Survey Delayed: Several measures throughout the year-end report have "delayed" listed as the FY16 Actual. These measures related to the biennial survey that town staff previously conducted in- house. During the FY17 budget process, staff recommended contracting with a research firm to conduct the survey on behalf of the town. Not only does creating, distributing and analyzing the citizen survey take a significant amount of staff time, there are other benefits to contracting with a firm, including access to benchmark data, statistically valid results and a quicker turnaround. Due to a change in revenue projections, however, this budget item was deferred until the town can re-evaluate whether this request can be accommodated financially next calendar year. Performance Management: Earlier this year, the town underwent steps to identify the board and department's top priorities. At the November workshop (Nov. 21), the board will receive updates from departments on progress toward their top priorities. Town staff continues to evaluate ways to connect the top priorities with the scorecard, to form a cohesive performance management system. Next Steps: The town eliminated several measures in the most recent balanced scorecard to eliminate clutter, or "Muds." We still have almost 200 measures town -wide. It can be difficult to be strategic and focus on developing and implementing strategies when attention is split across so many measures, some of which may be closer to "business as usual" measures. One of the next steps we are proposing is to identify the most important measures, or the "critical few" measures — the measures that we believe are critical to the organization's success. This would allow us to develop, implement and evaluate strategies in a focused manner. This would be in conjunction with a larger analysis of our performance management system, assessing opportunities for improvement in various areas, such as training, communication and follow through. The objective would be to cultivate a culture in which performance data and strategy are regularly used to affect outcomes and decrease the likelihood that strategy is crowded out by day-to-day operations. I look forward to discussing the report with the board at the October Workshop. Please feel free to contact me if you have any questions related to the FY16 Balanced Scorecard Report: • Email: Jen.DellaValle@hillsboroughnc.gov • Phone: 919-732-1270 Ext. 81 Vision: We envision Hillsborough as a prosperous town, filled with vitality, fostering a strong sense of community, which celebrates its unique heritage and small-town character. Mission: We are stewards of the public trust who exist to make the Vision for Hillsborough a reality. We manage and provide the infrastructure, resources and services that enhance the quality of life for the living beings and land within our town. "Report Card" points to key accomplishments The Town's system of linking the Board's top priorities, departmental actions, and performance measures to achieve the desired results is called the Balanced Scorecard. Strategy maps, scorecards, and budgetary infor- mation are blended together to better align the Town's time, money, and resources with its top priorities. In essence, this annual report is both a "report card" and" strategic learning tool" that should be used to assess how well the Town is doing in pursuing its key objectives. One of the main purposes of the report is to generate dis- cussion, like a post -game analysis, to determine whether or not particular strategies being used to accomplish objectives and initiatives should be 1) changed, 2) abandoned or 3) maintained (i.e., "stay the course"). The first opportunity to analyze results and discuss possible changes to current strategy will happen at the Town Board's workshop on October 24th. At this meeting, the Board will discuss results from the FY16 Annual Balanced Scorecard Report. The willingness to experiment by using new or innovative ideas is critical to continuously im- proving operations. At the same time, a learning organization has to be able to identify both potential successes and failures early enough to adjust accordingly to changing conditions. This is a major benefit of the scorecard - it provides a reality check, accommodates changes in direction, helps everyone make well informed decisions, and creates accountability by sharing the results (whether they be good or bad) with the citizens, media, elected officials, and Town employees. In instances where it appears the Town is being successful, the board, staff and public should still be willing to challenge the status quo and suggest strategies that may allow an even higher standard of service to be deliv- ered. This is key to avoiding complacency. On the other side of the coin, just because an initiative missed its target does not necessarily mean a change in strategy is needed. As the old saying goes, "the devil is in the details." Hence, asking probing questions to gain an understanding of the many factors affecting outcomes compared to the desired target can help clarify the performance picture and uncover a greater ability to assess what (if anything) should be done in response. It's also important to remember that departments often set "stretch targets" that are multi-year goals intended to help make a breakthrough by encouraging creative thinking, results -oriented problem solving or escape the comfort zone. Please don't hesitate to contact Assistant to the Town Manager Jen Della Valle or Budget Director Emily Bradford if you have any questions, suggestions, concerns, or ideas as it relates to this report. Most importantly, we look forward to listening and participating in the discussions of this report that will help us take the next steps in shaping Hillsborough's future. Sincerely, Eric Peterson Town Manager Organizational Perspectives Customer - Managers must know if the Town is meeting citizen needs. They must determine the answer to the question: Is the organization delivering the services the community wants? Internal Business - Man- agers need to focus on those critical operations that enable them to satisfy citizens. Managers must answer the ques- tion: Can the organization improve upon a service by changing the way a service is delivered. Financial - Managers must focus on how to meet service needs in an efficient manner. They must answer the question: Is the service delivered at a good price? Learning & Growth - An organization's ability to improve and meet citizen demands ties directly to the employees' ability to meet those demands. Managers must answer the question: Is the or- ganization providing em- ployees with the training, technology and proper work environment to enable them to succeed and continuously improve? 00. . fo�"- Cates Creek Park Opened The town launched a new web- site that is mobile friendly and provides improved access to information. Desktop users see the full web- site, while mobile phone users see a slimmer version without the slideshow. The new site was developed by the Public Information Office. The last website redesign was in 2009. 2 L)F H I I I',HORw7l, t of �y Stickwork sculpturo A S9tght to Behold The town accepted ownership of Cates Creek Park, located in the Waterstone development in southern Hillsborough, from Waterstone developer Stratford Land. The park is named for the creek that runs along their northern boundary. Cates Creek Park is the town's second community park. The first, Gold Park, opened in 2009. 1 Town Website Revamped 0 77 ra- Police Driver Training Program Recognized The Hillsborough Police Department was recognized with the Destination Zero 2016 Officer Traffic Safety Award through the National Law Enforcement Officers Memorial Fund Program. The award was presented for the town's Slower is Faster police driver safety program, which fo- 1 cuses on decision-making behind the wheel. 3 0 e—i- How the Town Operates The Town of Hillsborough has used a Council -Manager form of government since 1989. Legislative and policy making authority rest with the Mayor and a five -member Board of Commissioners. The Mayor is elected every two years. Each Commissioner serves a four-year term. Elections are non- partisan, staggered and held during old -numbered years. The Board hires a Town Manager to carry out its policies, as well as to manage and direct the Town's daily operations. The Town provides many services includ- ing police protection, street maintenance, and water and wastewater system operations. Town Characteristics The Town of Hillsborough, Orange County and Research Triangle Park area continue to experience growth and are considered to be among the most desirable areas of the country to live and work according to several national surveys. The economy of the Town is diversified with manufacturing and a mix of wholesale and retail businesses as well as numerous service providers. Approximately 40% of Hillsborough's tax base is commercial in nature. The Orange County unemploy- ment rate has historically been below the state and national rates. This trend continued during the last year in which the County's unemployment rate as of December 2015 was 4.2% while the state and national rates were 5.3% and 5% respectively. The Town is served by Interstate Highway 85 and Interstate High- way 40. It is also home to a Durham Tech Community Col- lege satellite campus and a UNC Hospital facility. Note: Results are not audited for accuracy A Report to Our Citizens Town of Hillsborough Serve the Community % of neighborhoods with at least one appointee to the 4 or 5 standing advisory boards 64% 79% 80% 64% x % of sidewalks rated in good or better condition 99% 99% 99% 99% ✓ Part I violent crimes per 1,000 population 4 7.2 <5 5.5 Part I property crimes per 1,000 population 54.7 69.2 1 <70 63.8 ✓ % of Community Watch meetings with Patrol personnel in attendance N/A 70% 70% 34% x % of Community Watch groups contacted/interacted with on a monthly basis N/A 90% 90% 56% x Complaints against officers as a % of calls for service N/A .09% <1% .11% ✓ % of violations brought into voluntary compliance within days 94% 65% 85% 86% V/60 Run the Operations Clearance rate for Part I offenses - violent crimes 56% 74% >65% 77% ✓ % of garbage routes completed on schedule 100% 99% 100% 100% ✓ % of brush routes completed on schedule 81% 92% 95% 96% ✓ # of State issued "Notices of Violation" - Water Services 1 0 0 0 ✓ # of State issued "Notices of Violation" - Wastewater Services 0 0 0 0 ✓ Sewer back-ups as a % of sewer accounts (per calendar .01% .01% <2% .01% ✓ % of current customers with interrupted service reconnected on the same day as payment 99% 100% 100% 100% ✓ Manage Resources # of water line breaks on 6" or larger lines 14 16 <20 12 ✓ % of streets rated in good or better condition 85% 88.7% 91% 92%° ✓ # of Workers Compensation claims per 100 FTE 4.58 3 <5 3.15 ✓ Work days lost due to work related injuries per 100 FTE 6.87 174.35 <15 0 ✓ % of stormdrains cleaned annually 10% 1% 1 20% 2% x Water bills as % of median household income (MHI) .99% .95% <1% 1.05% Sewer bills as % of median household income (MHI) 1.26 1.26% <1% 1.58% x Total costs of at fault accidents per FTE $67.99 $28.36 <$100 $134 x Develop Personnel % of HPD staff with Intermediate/Advanced Law Enforcement Certificate N/A 56% >65% 84% ✓ Average # of training hours per officer beyond state minimums 80.5 45.4 >40 69 ✓ % of Town employees that have completed NIMS training 95% 91% 100% 95% Median # of sick leave hours used per employee 1 39.5 1 26.75 1 <30 1 27.1 ✓ " Met target within 2% Missed target by <10% J9 Missed target by >10% Expand Recreation, Walkability, and Connectivity Enhance Community Sustainability Strengthen Citizen Engagement Increase Citizen & Community Safety Conserve Cultural and Natural Resources SERVE THE COMMUNITY Excel at Staff & Enhance , Logistical Emergency Support Preparedness Improve Provide Communication Responsive & & Collaboration Dependable Services Manage Projects RUN THE OPERATIONS Mission & Vision MANAGE RESOURCES Maintain Fiscal Strength term Financial Invest in Plans Infrastructure DEVELOP KNOW-HOW Enhance Relations with Other Entities Develop a Skilled and Diverse Workforce Support Development of Citizen Volunteers BALANCED SCORECARD BALANCED SCORECARD - RATIONALE, OVERVIEW, & PROCESSES What is the Balanced Scorecard? A group of measures used to help implement an organization's strategy. It is a tool/system for the leaders to use in communicating to employees and the community the outcomes and performance drivers by which the organization will achieve its mission and strategic objectives. Rationale and Benefits of the Balanced Scorecard • Clarifies and communicates organizational vision. Translates your vision and strategy into a coherent set of measures, targets and initiatives that can be communicated throughout the organization and community by 1) more clearly describing the Board's strategy by taking potentially vague policy directives (mission, vision, goals, and objectives) and making them easier to understand by defining them and choosing performance measures to gauge their progress; 2) sharing Scorecard results throughout the organization and community gives employees and citizens the opportunity to discuss the assumptions underlying the strategy, learn from unexpected results, and deliberate on future modifications as necessary. Simply understanding an organization's strategy can unlock many organizational capacities, thus allowing employees and citizens, maybe for the first time, to know where the organization is headed and how they can contribute during the journey. The Scorecard brings meaning and action to a vague objective like "provide superior service." • Better data for policy making. The Balanced Scorecard promotes questions, dialogue, analysis, innovation, experimentation, adaptability, and accountability. • Helps let us know if we are getting closer or drifting further away from achieving our goals. • Resource alignment and allocation: 1) To successfully implement any strategy it must be understood and acted upon throughout all levels of the organization and ultimately be enacted during departments' day-to-day activities; 2) Establishing long-term "stretch targets" allows the organization to identify the key steps necessary to achieve its goals; and 3) Aligns resources (time, effort, and money) so the initiatives in all departments and levels share a common trait, their linkage to the Town's strategic goals. • Strategic learning — any strategy we pursue represents a hypothesis or your best guess of how to achieve success. To prove meaningful, the measures on the Scorecards must link together to tell the story that describes what you are trying to achieve through your strategy. • Balance: 1) between financial and non-financial indicators, 2) between internal and external constituents of the organization, and 3) between lag and lead indicators of performance (i.e., what we've done in the past and where we want to go in the future). Improves likelihood of accomplishing key goals by not only helping to keep leadership, management, departments, and employees focused on top priorities, but also by improving communication between all interests thus making it easier to effectively troubleshoot and make logical "changes in course" that result in successfully delivering the type of services the community expects. Usina Strateav & The Balanced Scorecard to Get Results Any strategy the Town pursues represents a hypothesis or a best guess of how to achieve success. To prove meaningful, the measures on the Scorecard must link together to tell the story of, or describe, that strategy. For example, if the Town believes that an investment in employee training will lead to improved quality it needs to test the hypothesis through the measures appearing on the Scorecard. If employee training does increase, but quality actually decreases, then it may not be a valid assumption. Instead, focus could turn to another possible factor, but more importantly, the Town has information in which to act and make decisions. Strategy to achieve a desired outcome is often a new destination, somewhere the organization has not yet traveled to before. The Balanced Scorecard provides the Town a method to document and test assumptions inherent in the strategies it adopts. It may take considerable time to gather sufficient data to test such correlations, but simply beginning to question the assumptions underlying the strategy is a major improvement over making decisions based purely on financial numbers or subjective information. A well-designed Balanced Scorecard should describe the Town or department's strategy through the objectives and measures chosen. These measures should link together in a chain or cause -and -effect relationships from the performance drivers in the Develop Employees Perspective (Employee Learning and Growth) all the way through Serve the Community Perspective (Customer). Documenting our strategy through measurement, making the relationships between the measures so specific they can be monitored, managed, and validated. Only then can we begin learning about, and successfully implementing our strategy. Process Used to Develop the Balanced Scorecard 1. At the January 22, 2007 Budgetary Goal -Setting Retreat the Board developed Vision & Mission Statements, Strategic Priorities, Perspectives, and Objectives for FY08. 2. The information from the Retreat was used to develop a Draft Strategy Map. 3. The Town Manager "wordsmithed" proposed definitions for each Focus Area and Objective, based on Town Board discussions during the Retreat 4. Professor Bill Rivenbark from the UNC School of Government reviewed proposed initiatives, performance measures, and targets from the Town departments. He also conducted a training session for the Town's Management Team to assist them in making their first Balanced Scorecard submissions as part of the FY08 Budget Process. 5. Draft Strategy Map and Town -Wide Balanced Scorecard were distributed to Departments. 6. Departments chose the Focus Areas and Objectives that they could influence and incorporated them into their own Strategy Map, Balanced Scorecard, and Action Plans. 7. Draft plans were reviewed with the Town Manager and necessary amendments were made. 8. Draft plans were presented to the Town Board at the March 26th Workshop for feedback, discussion, and guidance. 9. Balanced Scorecards were incorporated into the budget process as departments started work on preparing their FY08 budget and FY08- 10 Financial Plan requests. 10. The first mid -year Balanced Scorecard/Town Performance Update occurred January 2008 and was reviewed during the Board's FY09 Budgetary Planning Retreat. 11. The first annual Balanced Scorecard Report was presented August 2008. 12. With the development of the FY16 budget, departmental Scorecards went through their eighth formal review and were updated as needed. DEVELOPING DEPARTMENTAL STRATEGY Departmental Strategy Maps & Balanced Scorecards A good map and scorecard will do the following: • Tell the story of the department's strategy. • Shows that every objective selected is a linkage in the cause -and - effect relationships that compose the Town's strategy. • Drive performance by using a variety of measures and targets that look at short & long-term results to encourage proactive management. Involve the participation of division heads, key staff, and employees throughout the department. Is financially viable. Positively changes departmental behavior by developing strategic initiatives. Step #1— Town -Wide Objectives Selected to Build Scorecard & Map Departments determine what they can do to support and respond to the Town -wide strategy, Balanced Scorecard, and achieve the departmental mission. Departments select the objectives they can meet to help the Town Board in pursuing the achievement of the five Strategic Priorities, vision, and mission. The objectives selected from each of the four perspective areas are used to create the department's strategy map. Step #2 — Developing Departmental Initiatives These are the critical activities the department must pursue to achieve the Town -wide objective and the department's mission. • Initiatives detail what the department must do to achieve a Town - wide objective or achieve the departmental mission. • Initiatives identify the highest priority activities to show where resources are most needed to achieve the overall departmental strategy. • Initiatives may apply to all divisions within a department or just one division. • Initiatives describe how the department will responds to the Town - wide objective. • Initiatives are written so that divisions and employees can determine how they can respond to support the department's effort to achieve the objective and mission. Step #3 — Developing Measures and Targets Each departmental initiative does not have to have a measure, but there should be a way to evaluate the achievement of the initiative or whether or not it was accomplished. There are two goals for strategic measures: organizational motivation and strategic learning. Organizational Motivation — Measures are a very effective tool in improving performance and/or accomplishing goals. A November 2001 article by Edwin Locke in Harvard Business Review titled "Motivation by Goal Setting" cites a survey of more than 500 studies indicates that performance increases an average of 16 percent in companies that establish targets. A primary reason for this may be because measures give employees clear direction and guidance as to what they need to accomplish. When employees focus their efforts on achieving key initiatives that are aligned with Town -wide objectives and strategic priorities, then there is much greater probability that a well coordinated effort is made in fulfilling the Town's mission and the Board's vision. The effort to clearly articulate the Town's top priorities to assist employees compliments the old saying that "people do what you inspect, not what you expect." Strategic Learning — Measures are a way to monitor departments' progress in achieving the Town -wide objectives and their initiatives. Any strategy used to achieve initiatives, objectives, or strategic priorities represents a hypothesis of how to succeed. Strategy to achieve a desired outcome or solve a problem is often a new destination, a place that the Town has not yet traveled to before. Measures and targets provide a way to test assumptions inherent in the strategies we select to pursue our goals. Documenting our strategy through measurement allows management, employees, elected officials, and the public to monitor, manage, validate, question, and/or deliberate possible adjustments to our strategy. If this can occur, then the Town starts becoming a "learning organization" where being analytical, adaptive, and responsive to the hypotheses we've tested become keystones of the organizational culture that helps the Town successfully implement its strategy. Components of a good measure • Measures should be specific. Stating that the HPD will be the "best" police department or that Billing & Collection will "maximize customer satisfaction" are more like vision statements and are difficult to measure. • There are ways to measure less tangible goals. Surveys, if properly designed, can be used to measure the perception of service quality, awareness of issues, customer satisfaction, etc. • Does the measure really evaluate the initiative being pursued? • Is the measure reliable? • Is the measure easy to understand and explain? • Are departments using a variety of measures in evaluating their initiatives (workload, results, efficiency, effectiveness, short-term v. long-term)? • Does the measure clearly communicate the expected performance? • It is important to know where you are and where you want to go. Ideally, departments should have a baseline measure for current performance in the form of last year's actual data, best practices or industry standards for comparison. When baselines do not yet exist a TBD (to be determined) is placed in the appropriate area to indicate the department is in the process of getting this data. Guidelines for Setting Targets 1. Targets should be realistic, but challenging enough to motivate greater accomplishment. 2. Departments can be more aggressive when setting multi-year targets. 3. Provide a rationale explanation as to why achieving a target is important, especially with stretch targets. 4. When setting a target departments should review the linkage (cause -and -effect relationship) of the "enabling" perspectives to make sure they have the ability to achieve the target, thus the following questions should be asked: • Do departmental personnel have the skills and tools necessary to get the job done? • Does the department have sufficient resources/funding? • Are internal operations adequate? Stretch Targets — these are usually long-term or multi-year goals. Departments should only set one to two stretch targets per year. These are reserved for those initiatives that are critical in making a particular breakthrough. Stretch targets can be especially useful to help a department break from its comfort zone or traditional way of running operations so as to spark creative thinking and results -oriented problem - solving. Every department should have at least one stretch target. Step #4 — Complete the Departmental Map Finally, departments insert the objectives they plan to pursue, describe how they are responding to each perspective by answering the questions inside of the text boxes on the right side of their strategy map. The map is intended to graphically represent the department's strategy in an easy to interpret manner. BALANCED SCORECARD -STRATEGIC PRIORITIES Quality of Life The Town is always searching for ways to add value to the community and individual citizen's lives by preserving Hillsborough's history and heritage (cultural, social, demographic, and economic); providing parks, recreation opportunities, sidewalks and greenways; improving transportation; making housing affordable for all citizens; protecting the environment; and supporting cultural activities and the arts. Superior Services Essential municipal services provided to the community should be a good value, customer -service focused, dependable, relevant (services that the community wants and needs), conducted in a professional, well-managed, and sustainable manner. The Town will ensure that training opportunities are provided to employees, elected and appointed officials, and volunteers to create an environment of continual growth, learning, and a willingness to implement innovative strategies, technologies, processes, and approaches that result in more efficient and effective service provision to the citizens of Hillsborough. Community Safety Hillsborough will be the safest small town in the country. Citizens will feel safe wherever they may be in town, when driving or riding bikes on the streets, strolling on sidewalks, while playing in parks, safe from the threat of fire, and when drinking a glass of water. The Police Department will focus on crime prevention, enforcement, and convictions (when appropriate). Citizens will feel confident that when emergencies arise the Town will be prepared to respond in a quick and effective manner. Strategic Growth Plan and manage growth in a manner that yields development which maintains Hillsborough's small town character and improves the quality of life for citizens. The Town will use forward -thinking planning to create policies, processes, requirements, and plans that address land use, transportation, environmental protection, recreation, public safety, financial, and other critical issues will be used to ensure new development enhances rather than detracts from the community. All new development, especially in areas requesting annexation, should clearly contribute to the financial sustainability of the town. Encourage and plan for economic development to promote sustainability, support current businesses, bring new businesses to town, stimulate economic prosperity through quality job creation, and serve as a catalyst for growth and development. 10 BALANCED SCORECARD - PERSPECTIVES The "balanced" portion of the Scorecard uses four perspectives to answer critical service delivery questions. This helps provide the balance organization's need to successfully plan, implement, measure, and evaluate performance. Customer Perspective: Serve the Community — What is our mission and vision? What do our customers want? Managers must know if the Town is meeting citizen needs. They must determine the answer to the question: Is the organization delivering the services the community wants? Internal Business Perspective: Run the Operations - What internal processes must we excel at to provide valuable services to the community while achieving the mission and vision? Managers need to focus on those critical operations that enable them to satisfy citizens. Managers must answer the question: Can the organization improve upon a service by changing the way a service is delivered? Financial Perspective: Manage Resources — How do we deliver quality services efficiently and remain financially sound while achieving the mission and vision? Managers must focus on how to meet service needs in an efficient manner. They must answer the question: Is the service delivered at a good price? Learning & Growth Perspective: Develop Know -How — What skills, tools, and organizational climate do our employees need to meet the community's needs while achieving the mission and vision? An organization's ability to improve and meet citizen demands ties directly to the employees' ability to meet those demands. Managers must answer the question: Is the organization providing employees with the training, technology, and proper work environment to enable them to succeed and continuously improve? 11 BALANCED SCORECARD — OBJECTIVES BY PERSPECTIVE Flo Serve the Community What do our citizens want? What must be done to implement the vision and mission? Strengthen Citizen Engagement — Improve the quality and frequency of communication to enhance public access to information about Town services, meetings, key issues, and emergency situations. Provide a variety of ways for citizens to meaningfully share ideas, concerns, and questions with Town officials. Conserve Cultural & Natural Resources — Protect the environment, historic district, landmarks, and intangible assets such as community and cultural events that bring Hillsborough's diverse citizenry together. Ensure that these resources are protected, conserved, celebrated and resilient to changing environmental conditions. Increase Citizen & Community Safety — Accomplish this by building relationships and problem -solving partnerships with citizens, businesses, neighborhood watch groups, and using policing strategies that target specific types of crimes and "hotspot areas." Increasing police presence, having police officers and Town officials be accessible, approachable, improving community appearance, and addressing nuisance conditions will make Hillsborough a safer town. Enhance Economic Vibrancy — Achieve via diverse economic development, support of locally owned businesses, and promoting Hillsborough as a place to work, live, and play. Expand Recreation, Walkability, & Connectivity — Provide recreation and pedestrian facilities to encourage healthy lifestyles, citizen interaction, and to offer a variety of transportation choices that link Hillsborough's neighborhoods together in an accessible manner. Run the Operations What internal processes must we excel to provide valuable services while achieving the vision and mission? Enhance Emergency Preparedness — Improve the ability to effectively anticipate and respond to emergency situations, from minor incidents to major disasters, through planning, training, collaboration with public and private agencies, and community education. Improve Communication & Collaboration — Increase the quality and frequency of communications throughout all areas of the organization to promote problem -solving partnerships within and outside of the organization. Good communication enables the vision to be implemented. ExcelatStaff&LogisticalSupport — Ensure outstanding internal support is being provided to all departments, employees, elected officials, advisory board members, and volunteers that deliver services or directly serve the community. Use technology, where practical, to improve service delivery and save taxpayer dollars. ➢ Provide Responsive & Dependable Services — Provide quality services to citizens in a courteous, responsive, and reliable manner that is effective in achieving desired results. Excel at the technical aspects of providing services to the community. ➢ Manage Projects Effectively— Ensure projects are well planned, include contingency plans for reasonably anticipated complications, stay on course, meet goals, and come in on or under budget. Manage Resources How do we deliver quality services efficiently and remain financially sound while achieving the vision and mission? ➢ Maintain Fiscal Strength — Support fiscal policies and controls that keep the Town government in a financially strong position, thereby allowing it to respond to unforeseen problems, emergencies, as well as opportunities. Continually look for opportunities to diversify revenue sources and leverage outside funding opportunities. ➢ Invest in Infrastructure — Prioritize funding for infrastructure maintenance to avoid excessive deterioration while minimizing long-term operational and capital costs. New infrastructure investments help achieve key priorities and optimize the use of current assets. ➢ Develop Long -Term Financial Plans — Build upon current financial planning instruments to provide a longer term view of what Hillsborough's finances and operations may look like in the future. These plans are intended to identify potential challenges, opportunities, and proactive response options. ➢ Deliver Services Efficiently— Ensure citizens are receiving a good value from their investments by delivering cost efficient services. Maximize the use of public funds through service optimization, innovation, process improvement, competition, and other means. Develop Know -How What skills, tools, and organizational climate do our employees, elected officials, and volunteer advisory board members need to meet the community's needs while achieving the mission and vision? ➢ Develop a Skilled & Diverse Workforce — Create a work environment that allows the Town to hire and retain a diverse workforce of skilled employees who are capable of meeting the community's needs. Focus on career development and succession planning. ➢ Support Development of Citizen Volunteers — Provide opportunities for volunteers to develop the technical and leadership skills that enable them to achieve the community's needs and understand the role of the advisory boards in town government. ➢ Enhance Relations with Other Entities — Build relationships with others involved in the governing process, including governmental organizations, non -profits, and the private sector. BALANCED SCORECARD — KEY DEFINITIONS & COMPONENTS Mission: Why we exist. Core Values: What we believe in, guiding principles. Vision: Word picture of the future. Focus areas: Themes on which the organization will concentrate efforts, dedicate resources, and strive to achieve significant improvements. The focus areas reflect what the Town's Board of Commissioners believes must be done to succeed. Perspectives: The four different views that are used to create a "balanced" way of establishing objectives and measurements to assist the organization in accomplishing the vision and strategic priorities. The traditional four perspectives used in corporate strategic planning and program evaluation are 1) Financial, 2) Internal Business Process, 3) Customer, and 4) Innovation, Learning, & Growth. While the names and definitions of these perspectives are frequently modified to meet different organization's specific needs, the original intent of these four traditional perspectives usually remains intact. Obiective: A concise statement describing the specific things the organization must do well in order to execute its strategy. Objectives often begin with action verbs such as "increase," "reduce," "improve," "achieve," and similar words. Examples: Reduce Crime, Enhance Customer Service, Maintain Adequate Water Pressure, Promote Learning & Growth, Invest in Infrastructure, Deliver Competitive Services, Maintain Fiscal Strength, Maintain a Skilled & Diverse Workforce, Create Unity Between Neighborhoods, Provide Affordable Services, Protect the Environment, Enhance Walkability, etc. Measure: A standard used to evaluate and communicate performance against desired results. Reporting and monitoring measures help organizations gauge progress toward effective implementation of strategy. Example: Percentage of water customers with an average pressure of 30 PSI or greater. Target: The desired result of a measure that communicates the expected level of performance. Example: 98% of customers will have average water pressure of 30 PSI or greater. A "stretch target" is a challenging target that may not be met. It may be a multi-year goal with milestones. Initiative: The specific programs, activities, projects, or actions the Town will undertake in an effort to meet performance targets. This is generally a one-time activity that goes away once you do it. Examples: A) Install Maple Avenue water main connector to increase pressure in the western pressure zone, and B) Develop and implement Water Booster Pump Cost Sharing Policy for service connections with pressure below 30 PSI. Cascading: The process of developing "aligned" Scorecards throughout an organization. Each level of the organization will develop Scorecards based on the objectives and measures it can influence from the group to which they report. For example, Police Patrol aligns/connects with the Police Department, who aligns/connects with the Town -wide Scorecard by developing their own objectives and measures based on how they influence the Town -wide objectives and measures. Cause & Effect: The concept of cause and effect separates the Balanced Scorecard from other performance management systems. The measures on the Scorecard should link together in a series of cause -and -effect relationships to tell the organization's strategic story. 13 14 \ m / ° a E%%7 \ §/ \\� %s/\\ =�2 §G/ =\(\ �(n �J \/\ nc )o \§@ƒ@: \$=22 }2I$e kEk0) _ o k+E °/ o _®a {E \k»)- -/\ �), o O)o =3 L, %[\\2 - /\2- �0.0a) u E §»k \� ®8$2§2 3== \0500 =yf%0 »CL ,\__% © a.2 \\° w /o:eo, g£: 0_r_ 'n m ]_�£! °Im`g g 2 5 }� §$0 0 ]!E /7a) GEE CO I�� 7/ f/co 0 k�m \/±a. \ /\ CO : $ \ \ 2 Z. \ / \/ * o1 7 � k m @ _ § % 0 /\ f E 3G 33 2 §f= ° M a cn I o k 2 o E % k a e o \ k/ g - § % e \ k \ u _> o » CO :P: / (CL \ ( (� \ &E_ 2// /LU LU\ 7 2:� E f ® / k \ .c ±@ ) E y2 E 5m ¥ /r \? 5\ 7« !2/ f f > 2 Co LU J) eo ee \/ 0 /\ \0 /\� 2F _ 2@ -td // \/ / 3\ 2§ 2// �� ®� 2 En—a) ¥ /CD 0\ k)\/ CL E�{Q 0 °° ® <2 0. !co /g $7 £L 0®, (3.) 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PERSPECTIVES • Redesign website for easier navigation and improved content, maintain and frequently update website with information helpful to citizens, operate information e- mail subscriber lists, social media sites and TV bulletin board, create videos on town services, and provide press releases to the media to increase ease and speed in which SERVETHE Strengthen citizens can access information about town services, COMMUNITY Citizen Engagement activities, and issues. Continue bi-annual citizen survey to assess service quality in town departments. • Be available to assist citizens with information, questions, complaints, and dispute resolution when unable to be handled at the departmental level. What must the department excel at to effectively Serve the Community? • Document/information preservation via electronic scanning and backup. • Maintain full FEMA -mandated training for Incident Improve Command System and National Incident Management RUN THE Communication & Collaboration OPERATIONS System Training (approximately six courses) & conduct exercises in the town's Emergency Operations Center. • Have the Public Information Office available to assist departments, Board of Commissioners, and advisory boards in disseminating critical information to the public. • Communicate key issues, information, board priorities, mission, and vision to employees via newsletters, meetings, TV bulletin board, and other means. • Provide accurate minutes of Board of Commissioners meetines in a timelv fashion. What must be done financially and/or efficiently to achieve the department's objectives? • Keep administrative -related costs low as a percentage of the overall town budget. Maintain Fiscal Develop Long- Deliver Services MANAGE Strength Term Financial Efficiently RESOURCES Plans • Develop recommended budgets/financial plans that are fiscally sound, maintain adequate fund balance levels in both operating funds, and achieve board priorities from the Strategy Map and Balanced Scorecard. • Use the financial plan, balanced scorecard, water capacity analysis, and annual budget to manage the town's resources in a Droactive and responsible manner. What will the department do to provide personnel with the skills, tools, and organizational climate that are necessary to implement objectives? Develop a Support P Development Enhance DEVELOP Skilled & of Citizen Relations with Diverse volunteers Other Entities KNOW-HOW Workforce Provide training opportunities to helpemployees build their skills to make them competitive for internal advancement/promotional opportunities.. • Create a positive environment where turnover, injuries, grievances, and sick leave rates are low. • Provide a career development planning system. • Promote the Employee Innovations & Customer Service 16 Awards Program. • Share info with employees via multiple mediums. • Conduct Citizens Academy program. ADMINISTRATION —BALANCED SCORECARD Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual Bi -Annual Survey 10 point rating scale: "I feel informed about the N/A Bi- 1 = strongly disagree Town and its services — Average rating of Citizen 7.54 Annual 8.00 Delayed 10 = strongly agree Survey respondents Survey Annual Balanced Scorecard Report of Town performance Yes Yes Yes Yes Available on the town Enhance public made available to the public website access to Number of months Town information about Manager or other staff Town services, record video summary of N/A 11 11 10 10 of 11 meetings meetings, key monthly Town Board summarized by video issues, and meeting opportunities to 2 of 53 weeks had a provide feedback to combined 3 or more Town officials % of weeks with at least 3 Posts but fewer than 3 through the g d town posts added on N/A N/A 95 % 96% on the individual website, listserv, Facebook & Twitter pages. (Weeks of July press releases, 19 and Dec. 27) newsletters, social Reached more than media and other # of Facebook likes N/A N/A 450 1,604 1,000 likes in mid - means January Greatest number of # of Twitter followers N/A N/A 350 679 new followers in January and February Strengthen Last direct-mail Serve the Citizen newsletter distributed Community Engagement Citizens Newsletter in June 2015. published at least once Yes Yes Yes No annually newsletter and 2 -page copy in water bills started July 2016. Bi -Annual Survey 10 point rating scale: "The Town is responsive to N/A Bi- 1 = strongly disagree the needs citizens" — Average rating of Citizen 7.40 Annual 8.00 Delayed 10 = strongly agree Survey respondents Survey Bi -Annual Survey 10 point rating scale: "I have access to Town officials and staff when I N/A Bi- 1= strongly disagree Conduct bi-annual have a concern" — Average 7.51 Annual 8.00 Delayed 10 = strongly agree survey to measure rating of Citizen Survey Survey citizen satisfaction respondents on a variety of key Bi -Annual Survey Town services 10 point rating scale: "Town employees treat N/A Bi- 1 = strongly disagree customers courteously" — 7.94 Annual 8.00 Delayed 10 = strongly agree Average rating of Citizen Survey respondents Survey "Town employees do their N/A Bi - Bi -Annual Survey 10 point rating scale: jobs in a professional manner" —Average rating of 7'98 Annual 8.00 Delayed 1= strongly disagree Citizen Survey respondents Survey 10 = strongly agree Regularly update "The Town's strategy map employees, and my department's N/A N/A N/A Bi -annual Survey Run the Improve encourage balanced scorecard have Bi- Bi- Bi- 10 point rating scale: Operations Communication participation and been shared with me" — Annual 7.34 Annual Annual 1 = strongly disagree & Collaboration suggestions through Average rating of Employee Survey Survey Survey 10 = strongly agree the frequent sharing Survey respondents 17 Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual of information via # of issues of the Employees Employee newsletter employee Newsletter distributed to 3 3 6 6 to be published newsletters, staff bimonthly meetings, etc. % of employees who attend the manager's annual 63% N/A 75% 65% New measure for FY16 budget preview (est.) Bi -Annual Survey 10 point rating scale: "I feel that the Town spends my tax dollars wisely" —en N/A Bi- 1 = strongly disagree 6.96 Annual 7.00 Delayed 10 = strongly agree Average rating of Citizen Maintain Survey respondents Survey Financial Strength Receipt of the Government FY16 marked the 15th Develop a fiscally responsible Annual Finance Officers consecutive year the Budget & 3 -year Association's Distinguished Yes Yes Yes Yes Town has received this Financial Plan, and Budget Presentation Award award Receipt of Association of 10 -year Capital Manage Improvement Plan Government Accountants' Resources Certificate of Achievement Did not submit Develop Long- in Service Efforts & Yes Yes Yes No scorecard report for Term Financial Accomplishments Report consideration Plans "Gold" award for Annual Balanced Scorecard Report Fund Balance as a % of total 47% Policy is to maintain annual expenditures 47% 58% >_ 40% (est.) between 20-60%. New Measure FY16 Replace equipment Deliver Services according to % of computers & servers N/A N/A o 97/ " C —40% 2 replacement servers Efficiently replacement less than 5 years old had been ordered prior schedule 5-40/ to yr -end but weren't yet in service Town Turnover Rate: 9.1% 9.1% <10.0% 12.6% Police 11.5% 10.7% <15.0% 24.5% Non -Police 8.0% 8.4% <7.0% 7.5% Average length of service N/A 9.3 >10 8.9 (years) # of employee appeals and grievances per 100 FTE 0 2.28 <2 0 Sick leave hours used per FTE 71.3 66.2 <50 57.52 Median # of sick leave hours used per employee 39.5 26.75 <30 27.71 New measure - FY16 Due to competing demands, the survey Develop a Maintain an "I am fairly compensated for was not distributed in "Develop Skilled & educated dedicated, my job compared to others N/A 3.56 3.50 N/A FY16. Know -How Diverse productive, and in my field with similar Workforce diverse workforce responsibilities." 5 point rating scale 5 = completely agree 1= completely disagree New measure - FY16 Due to competing demands, the survey "How well do you feel you was not distributed in are compensated for your N/A 3.56 3.75 N/A FY16. individual performance?" 5 point rating scale 5 = very well 1= not very well at all # of days from request to fill New measure - FY16 vacant position to date Due to competing N/A N/A TBD N/A demands, this function employment offer is accepted has not been implemented in the 18 19 Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual Neogov automated recruitment system. "The Town is a "great" place N/A Bi- Bi -annual Survey 10 point rating scale: to work" — Average rating of Annual 8.28 N/A N/A Employee Survey 1 = strongly disagree respondents Survey 10 = strongly agree Workforce Diversity N/A 39% >40% 38% (Gender and/or Race) Minority Employment Gender N/A 27% >25% 27% Race N/A 19% >25% 16% Minorities in Management/ Supervisory Roles Gender N/A 28% >25% 21% Race N/A 7% >15% 3% # of town -wide supervisor Supervisor training/update meetings 0 1 4 1 Roundtables: Learning held and Development % of vacancies filled by internal N/A 35% >33% 32% promotions/transfers % of positions that have had a salary review in the last 3 100% N/A 100% 100% New measure FY16 years # of volunteer applications received Support Focus on % of volunteers who agree Development of recruitment and they are offered training and Citizen retention of citizen development to enhance ¢�i•�ii Volunteers volunteers their skills % of volunteers who are satisfied with the volunteer experience 10 of 11 meetings Enhance Attend key regional %of regional meetings Relations with o 73% 0 82% 0 80% 0 91% Meetings include � Other Entities meetings attended (est.) (est.) TJCOG & Orange County Managers Meetings. 19 ADM IN ISTRATION —FY16 YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? The Public Information Office met the targets regarding social media, with a much greater growth in Facebook likes and Twitter followers than targeted: Facebook saw 1,604 likes vs. the 450 target; Twitter 679 likes vs. 350 target. We also had three or more posts each week of the fiscal year when combining both Facebook and Twitter posts. Only two weeks (in the height of summer and Christmas vacations) did we have fewer than three posts on each individual social media page. We are posting regularly to the town wide social media pages. Our greatest increases came during January and February following winter events. We will continue to post regularly as well as to promote the town's social media during the winter and during winter and other emergency events. As our work load allows, we will also work to share social media of other partner agencies and to make a presence on partner social media pages; we believe this will help increase awareness of the town's social media. In FY16, human resources staff reviewed each town position (100%) as part of a comprehensive classification and compensation study. Each town employee was involved in submitting information for the study. HR staff reached out tc area jurisdictions to encourage their participation in the market analysis. A large amount of staff time was devoted to this project, which will ensure the town remains competitive in its job market and provides a strong total compensation package to attract and retain the best employees. In addition to the classification and pay study, HR/town clerk staff focused on implementation, evaluation and renewal of new benefits and wellness programs, including the first year of ACA reporting required by the IRS, and implementation of an electronic records management system. This was also a very busy year for recruitment. Twenty-five positions, both permanent and temporary, were filled with new hires or by internal promotion or transfer. Recruitment efforts were similar to FY15 and represent a more than 150% increase in activity over FY14 and FY13. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? The Public Information Office was just shy of meeting the targets for recording video summaries of the monthly regular town board meetings and publishing one citizens newsletter in the fiscal year. Ten of eleven meetings were summarized with video, with June missed due to illness and workload. The citizens newsletter was distributed with July 2016 water/sewer bills. A choice was made to distribute the newsletter in the new fiscal year vs. Spring 2016 so that information on the approved budget and stormwater fee could be communicated to all citizens in a timely manner. The July citizens newsletter also marked the first electronic version of the newsletter. We hope to provide these newsletters quarterly through email and water bills. We don't expect to make any changes in the recording of video summaries other than continuing to assess whether it is worth the effort. Seven of the ten videos in FY16 had fewer than 50 views. Two had more than 100. However, the number of subscribers to the town's YouTube channel is increasing. The channel had 46 subscribers at the end of FY16. A month and a half later, the channel now has 131 subscribers. The town fell short of meeting its goals for diversity. Diversity and inclusion is a component (one of four) of the Administration Department's top goal for FY17. As the classification and compensation study concludes, HR staff will shift their focus to the top goal, which also includes employee learning and development, Hillsborough University: Emerging Leaders Academy, and succession planning. These initiatives are critical to accomplishing the Board's strategic objective of developing a skilled and diverse workforce. The top goal will be time -intensive, and HR staff is preparing for this new focus by completing other major projects, utilizing the assistance of an intern and high school student, and prioritizing this initiative. 20 FINANCE 21 FINANCE— STRATEGY MAP "Linking Actions Through Cause & Effect" PERSPECTIVES SERVETHE COMMUNITY ::RUIN THE ATIONS Quality Growth of Life Management Superior Community Services Safety Provide Excel at Staff & Responsive and Logistical Dependable Support Services Finance Department Mission Manage all aspects of the Town's finances in a timely, accountable manner and in accordance with GAAP and the General Statues of the State of North Carolina. What and/or how will the department serve the Community? • Issue and renew licenses for businesses. • Food & Beverage Tax Collection. • Occupancy Tax Collection. • Tourism Board and Tourism Development Authority administration. • Provide proper accounting and oversight of public funds. • Make financial records available to the public when requested (i.e. Comprehensive Annual Financial Report). What must the department excel at to effectively serve the Community? • Provide timely and accurate monthly reports to staff. • Maintain knowledge of current local, state and federal regulations. • Issue purchase orders within 24 hours of request and confirmation of funds. • Work with partners (other departments, vendors, and customers) to develop collaborative solutions. What must be done financially and/or efficiently to achieve the department's objectives? • Safeguard investments and liquidity through diversification. MANAGE Maintain Fiscal Deliver Services • Streamline processes and increase efficiency. RESOURCES Strength Efficiently • Periodically perform functional analyses to improve processes and reduce costs. • Research and evaluate best practices and emerging technology trends. • Address areas for improvement cited in the annual audit. -------------------------------------------------------------------------------------------------------------------------------------------------- What will the department do to provide personnel with the skills, tools, and organizational climate that are necessary to implement objectives? Develop a Enhance • Provide on-going training on system hardware and DEVELOP Skilled & Relations with software to utilize features fully. KNOW-HOW Diverse other Entities • Cross -train employees for uninterrupted service. Workforce • Conduct bi-monthly staff meetings and bi-weekly meetings with supervisors. • Promote a positive employee climate with a high regard for new ideas. 22 FINANCE - BALANCED SCORECARD Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual Issue purchase ° �0 of purchase orders issued orders in a timely 100% 100% 100% 100% same day Excel at Staff & manner Logistical Support Distribute financial Produce timely h statements by the 15 of N/A N/A ° 100% ° 85% New measure FY16 Run the financial statements each month Operations Provide Responsive Conduct bi-monthly audit of and Ensure appropriate cash drawers N/A N/A 100% ° 100% New measure FY16 cash control Dependable Services %of investments in Adhere to compliance with investment 100% 100% 100% 100% Investment Policy policy A high ratio suggests a government can meet its Maintain short-term obligations. Financial Maintain liquidity Strength and cash flow in Quick Ratio: FY16 Actual is for FY15 General Fund .27 15.00 order to meet short- N/A Audit Water &Sewer Fund 4.72 4 1.50 2.4 2.4 term obligations Manage Benchmark Peers: Resources GF —11.84 WSF — 3.50 Receive Annual Government New measure FY16 Deliver Present timely and Finance Officers Association Services N/A N/A Yes Yes accurate CAFR Award for Excellence in Award received in FY16 Efficiently Financial Reporting was for the FY15 CAFR Provide on-going classes on existing software, computer % of employees that have Develop a usage, writing and attended at least one class, Skilled & Diverse supervisory workshop, seminar or 100% 100% 100% 100% workshops to conference within the fiscal Workforce ensure best year practices and Develop promote growth Know -How Enhance Employee % of employees with Relations enrollment in memberships in professional N/A N/A 100% 100% New measure FY16 with other professional Entities associations associations 23 F I NAN C E — FY16 YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? The Finance Department met its goal to excel in providing staff and logistical support by issuing 100 percent of purchase orders on the same business day as complete requests were received. Meeting this goal significantly contributes to the town's ability to provide effective, efficient, and quality services to both internal and external customers in a responsive and customer -service oriented manner. Continued success for this measure will be ensured by: (1) informing town department heads of changes to purchase order processing requirements (in response to changes in legislation and regulations promulgated by state statute); (2) maintaining adequate staffing within the Finance Department; and (3) streamlining pre -audit processes (including the implementation of electronic processing wherever practical). The Finance Department met its goal to maintain the town's financial strength by adhering to 100 percent of state and town guidelines for investment of capital. Meeting this goal significantly contributes to the town's overall financial solvency and its ability to finance day-to-day operations. Continued success for this measure will be ensured by: (1) regular and deliberate reconciliation of all investment accounts held by the town; (2) periodic review of state and town guidelines for investment of capital; and (3) periodic review of financial institutions and tools available for increased efficiency and effectiveness of investments. The Finance Department met its goal to develop a skilled and diverse workforce by providing on-going classes on existing software, computer usage, writing, and supervisory workshops to ensure best practices and promote growth. One -hundred percent of employees attended at least one (some attended more than one) class, workshop, seminar, or conference within the reporting period/fiscal year. Meeting this goal significantly contributes to the Finance Department's ability to stay up-to-date on rapidly changing business practices within the governmental accounting and finance industry and remain proficient with a wide range of financial tools. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? The General Fund and Water Fund Quick Ratios are below target. The Finance Department has little control over this metric as the metric is calculated by dividing cash & investments by current liabilities. Over the past several years, additions to cash balances have not kept pace with the increase in liabilities. This is primarily due to using more fund balance than we have in past years and increasing spending in areas where spending was cut in prior years. Going forward, the Town needs to adjust our spending strategy to increase cash reserves or consider adjusting the target to match the current reality. On a positive note, while the Town did not meet the target in this area, the current quick ratio is still considered strong, meaning that the Town is able to readily meet our short-term obligations. 24 PLANNING 25 PLANNING— STRATEGY MAP "Linking Actions Through Cause & Effect" Quality Growth of Life Management Superior Community Services Safety PERSPECTIVES Strengthen Expand Citizen Recreation, SERVETHE (:]Engagement Walkabilityand COMMUNITY Connectivity COD Provide ::RUN THE Responsive & Improve Manage Dependable (::Communication Projects ERATIONSC Effectively Services & Collaboration MANAGE RESOURCES DEVELOP KNow-How Develop a Skilled and Diverse Workforce Maintain Financial Strength Enhance Relations with Other Entities 26 Planning Department Mission To assist with the implementation of the revised Vision 2030 plan, ensuring that review and enforcement of local development codes align or are consistent with the plan. This also includes citizen interaction and facilitating adjustments to the Vision as necessary. What and/or how will the department Serve the Community? • Provide assistance in understanding and navigating the development review processes. • Encourage broad citizen participation on advisory boards. • Encourage sidewalk construction in substantial projects. • Develop cultural asset inventory/database of Town owned parcels to improve local awareness of recent and historic human occupation of sites (roadbeds and stream crossings) and protect these resources for future generations. What must the department excel at to effectively Serve the Community? • Construction project management. • Timely implementation of adopted policy and plans. • Provide timely response and action on enforcement. • Use Technical Review Committee to improve communication among different departments and reviewing agencies on proposed development to ensure timely and complete comments. • Maintain development codes as "living documents' through periodic review and appropriate modification. What must be done financially and/or efficiently to achieve the department's objectives? • Maximize Town resources by seeking outside funding, such as grants, to offset project costs. • Manage construction and planning projects so they are completed within the adopted budget and schedule. • Monitor the percentage of operating costs that are recaptured through fees. What will the department do to provide personnel with the skills, tools, and organizational climate that are necessary to implement objectives? • ACP certification for Planning Staff. • Represent the Town on regional committees including Metropolitan Planning Organization (transportation) and the HOME Committee (affordable housing). • Participate in regional efforts including GIS user groups, regional wayfinding, and coordinated planning efforts with Orange County. • Participate in conferences, seminars and webinars. PLANNING - BALANCED SCORECARD Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual The measured advisory boards are Planning % of neighborhoods (as Board, Board of Encourage defined by the 14 park Adjustment, Historic Strengthen Citizen participation by a wide cross-section districts covering the city limits and ETJ in the master 64% 79% 80% 64% District Commission, Tree Board and Parks & Engagement of area residents plan) with representation on iiiiiiiRecreation Board. on advisory boards at least one of the 5 standing advisory boards A few districts have very few residential units. Expand Monitor Cates Creek Parkway Serve the Recreation, construction of Total linear feet of new and Skimmerland Community Walkability and new sidewalk by sidewalk constructed by new 588 0 1,320 2,849 Connectivity development development 1 mile = 5,280 linear ft. activity The cultural asset study Identify Town # of Town owned sites with did not recommend owned property potential resources based on N/A 0 20 further study of any Conserve with potential preliminary assessment site. It ranks the Cultural and resources likelihood of resources Natural (roadbeds, stream being on town Resources crossings, etc.) to # of sites studied for properties and will be raise awareness potential resources N/A 0 2 0 used to assess risk to before impacted resources when projects are planned. Provide timely % of violations brought into 37 of 43 verified response to voluntary compliance within 94% 65% 85% 86% complaints were complaints and 60 days resolved by owners violations within 60 days % of approved text Twenty-eight text Update amendments to the LIDO amendments were development aimed at achieving plan goals processed this year, of Provide regulations to or responding to N/A 0 40/ 75% 43% which 12 qualify. Many Responsive & meet local development inquiries (not corrections and Dependable preferences correcting mistakes or updates due to Services responding to changing legislative actions were legislation) processed this year. Vision 2030 contains 23 Implement plan short -terms tasks to be recommendations % of tasks from adopted o 50/ 0 o 50/ 39% completed by June 30, in a timely manner plans completed on schedule 2016. We completed 9 Run the of those within the Operations timeline. Improve % of applications for Applicants are Improve departmental Technical Review Committee submitting incomplete Communication coordination review able to be approved 88% 100% 75% 70% plans and receiving & Collaboration during review of or approved with conditions significant comments, new development in the first meeting requiring a second review Three small projects were completed this year: 1) the Monitor % of construction projects reorganization of the Manage Projects Construction completed within 10% of N/A 100% 80% 100% Bank of America lot, 2) Effectively Projects budgeted cost the creation of the Margaret Lane loading zone, and 3) the installation of pavers on West King Street. Maintain Pursue grant w w opportunities with # of grants received 0 0 0 0 No grant applications Manage Financial a high rate were filed this year. $ of grants received $383K $240K 0 tiwas Resources Strength leveraging for local Upcoming construction funded through a funds 27 Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual competitive process, but not grants. "Operating costs" excludes capital and Recover a portion non -capital outlays of operating costs % of operating costs of conducting plan recovered by permit and plan 8.8% 14.4% 10% 13.6% budgeted in Planning, reviews through review fees but unrelated to the user fees department's operations. This national certification requires experienced planners to pass an exam and Promote pursue continuing Develop a Skilled professional % of planners certified by the education. This measurement is applied and Diverse development American Institute of 66% 66% 66% 66% to the 3 full-time Workforce through Certified Planners planners, but not the certification economic development planner as the majority of her time is assigned Develop 7 to non -planning Know -How responsibilities. Staff has an appointed seat on the DCHC MPO Technical Committee, Represent theo HOME program Enhance Town on regional % of regional meetingso Council, Relations with attended where Town had an 92% 60% " o 85% o 96% Intergovernmental Other Entities committees and appointed seat Parks Work Group, and efforts the GIS committee. 25 of 26 meetings attended. 28 PLAN N I NG — FY16 YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? The primary improvement this year was in timeliness of code enforcement. This was in large part due to the primary complaint being overgrown yards, which is often taken care of with one notice. A significant length of sidewalk was reported this fiscal year, but the bulk of that is the dedication of Cates Creek Parkway, which included a sidewalk. The acceptance of new roads can make this measure very lumpy. The three small construction projects went very well this year. This measure will move to the Public Space division in future years. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? Recruiting geographically diverse volunteers remains a major challenge. With nearly 40 positions available and a wide variety of topics, it seems odd that we struggle with certain areas. This number will likely look different next year with the creation of the Public Space division and some volunteers being reported there as well. Timely completion of work plan tasks is always a challenge. This work has to be scheduled around the development review and management tasks, which are subject to changes in the market. This year, we had two periods of significant development activity over a couple a months each that made it nearly impossible to work on anything but development management. The resulting report from the cultural asset study did not yield the expected result. This measure will not continue in future years. 29 PARKS & RECREATION 30 PARKS & RECREATION -STRATEGY MAP "Linking Actions Through Cause & Effect" Quality Growth of Life Management Superior Community Services Safety ------------------ PERSPECTIVES Expand $ERNE THE Recreation, Walkability, & COMMUNITY Connectivity ::RUN THE ATIONS MANAGE RESOURCES DEVELOP KNOW-HOW Excel at Staff & Logistical Support Maintain Financial Strength Develop a Skilled and Diverse Workforce 31 Parks & Recreation Department Mission To improve the quality of life of Hillsborough citizens by planning, constructing and maintaining the Town's park system. What and/or how will the department Serve the Community? • Maintain parks via repairs, trash collection and landscaping. • Timely response to work order requests. • Assist citizen groups interested in planning facilities in their neighborhoods. • Track development and acquisition of parkland. • Monitor park reservations to prevent overcrowding. What must the department excel at to effectively Serve the Community? • Provide safe and well-maintained parks. • Organize and maintain reservations at park facilities. • Improve coordination and communication between Planning and Public Works departments to maximize efficient construction, maintenance, and improvement of facilities for the public. What must be done financially and/or efficiently to achieve the department's objectives? • Maximize Town resources by seeking outside funding, such as grants, to offset project costs. • Collaborate/consolidate maintenance service with the Public Works department to provide service efficiency and allow for quick response. What will the department do to provide personnel with the skills, tools, and organizational climate that are necessary to implement objectives? • Have staff certified as playground safety inspectors. • Ensure all Public Works staff are knowledgeable, cross - trained, and can assist with parks and greenway related tasks. PARKS & RECREATION -BALANCED SCORECARD Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual Meeting these # of reservations for Gold reservation levels could Park picnic shelters by In - 53 In -34 In In — 38 imply that all weekend town and county Out -126 Out -91 <200 Out - 78 hours are fully booked Monitor use of residents Out Out in the park, implying a existing park crowded situation. facilities to be aware of possible Meeting these crowding reservation levels could of Gold Park open hours that include 9% 11% <25% 10% imply that all weekend hours are fully booked reservations in the park, implying a crowded situation. 9.72 acres/1,000 Acres of developed residents or 61.52 acres per 6,326 residents. Expand parkland per 1,000 6.38 9.6 9.72 9.72 Total acres adjusted toreflect Serve the Recreation, population 40.15 60.77 61.52 61.52 land owned and Community Walkability,& Total Acres operated by town for Connectivity parks purposes only. The town currently Procure and Acres of parkland owns no property that develop land for awaiting development 4.41 1.25 0 0 is awaiting both passive and per 1,000 population 27.8 7.93 0 0 development. Totalacres adjusted to reflect active recreation Total Acres land owned by town for facilities park purposes only. Staff began work on Prepare feasibility studies studies for a skate park for new resources consistent with adopted and the Cates Creek plans and funding N/A N/A 2 Greenway. The availability. 2 1 greenway was halted Requests received due to Collins Ridge removing the need to Plans prepared plan the project. While emergencies Excel at Staff & Limit emergency # of emergency repair occur, planned and Run the Logistical repair calls calls requiring Town staff 0 0 0 0 routine maintenance Operations Support through planned or contractor response shoul d keep the after- maintenance hours calls low. Pursue grant Total amount of grants $383K $240K 0 0 Maintain opportunities with received The town is not Manage Financial a high rate of pursuing any grants Resources Strength leveraging for localduring FY16 funds # of grants received 0 0 0 0 The Safety & Wellness Division is investigating an in-house training program to ensure all Cross -train all staff have an Develop aSkilled public works o / of Public Works staff understanding of what Develop and Diverse employees to with basic park safety N/A 0 43/ 50% 37% to monitor. Examples Personnel Workforce identify and identification training of things to watch for correct basic park are depth of mulch at safety issues the base of slides and the width of openings in playground equipment where children might become trapped. 32 PARKS & RECREATION — FY16 YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? Reservations and use of Gold Park remains at a busy but acceptable level. Since Cates Creek Park opened mid -year, there are more opportunities across the community, which should provide some relief. Since most reservations are during the weekend, if you use reserved hours versus weekend, open hours, the percent climbs to 38 percent. When you take into consideration that nearly one quarter of those hours occur in the winter when outside events may be undesirable, the potential for congestion grows. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? In future years, the measures for this division will likely change as the scope is expanding to cover all public spaces. It will take a few years for the measures to settle into a pattern that provides useful information. 33 SAFETY & WELLNESS 34 SAFETY & WE LLN ESS - STRATEGY MAP "Linking Actions Through Cause & Effect" PERSPECTIVES $ERVETHE COMMUNITY Quality Growth of Life Management Superior Community Services Safety Strengthen Citizen Engagement Improve Excel at Staff RUN THE Communication & Logistical CIPERATIONS & Collaboration Support MANAGE RESOURCES DEVELOP KNOW-HOW Deliver Services Efficiently Develop a Skilled and Diverse Workforce 35 Safety and Wellness Department Mission To protect every employee from the hazards associated with performing their daily tasks, while providing the citizens a cost effective and safe workforce. This is accomplished by empowering employees to make informed decisions through comprehensive training and education, providing them with the necessary personal protective equipment needed to carry out their daily tasks, and updating and revitalizing outdated equipment, programs, and processes, while working within the budget set forth by the Town Board. What and/or how will the department Serve the Community? • Work with departments to ensure employees have the appropriate equipment and training to provide services in a safe and injury free manner. • Process insurance claims that citizens file against the Town in an expeditious manner. • Ensure that Town parks and recreational facilities are safe places to visit. What must the department excel at to effectively Serve the Community? • Encourage health risk assessments for all employees. • Ensure employees are well informed of sound health and safety practices to promote a safe and healthy work environment through monthly meetings, newsletters, training, safety inspections, and by using the employee expertise available on the Safety & Wellness Committees. • Manage the Town's substance abuse testing policy to help maintain a safe workplace. • Conduct park safety inspections. • Conduct random worksite inspections. What must be done financially and/or efficiently to achieve the department's objectives? • Develop policies, programs and procedures that encourage injured employees to return to work as quickly as possible, as well as protect Town -owned property. • Facilitate safety and wellness training. • Develop safety & health programs, educate and enforce policies and guidelines. • Minimize the number and severity of accidents/injuries to control insurance costs and limit lost time due to injuries. The Safety Committee will review and track accidents to identify patterns that can lead to changes in policy to ensure a safe workplace. What will the department do to provide personnel with the skills, tools, and organizational climate that are necessary to implement your objectives? • Provide employees training and professional development opportunities. • Identify training gaps and other risks to ensure every employee receives all required training pertinent to their job responsibilities. • Identify high-risk areas and develop and implement a solution. SAFETY & WELLNESS - BALANCED SCORECARD Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual Strengthen Improve Serve the responsiveness to % of citizen claims processed CommunityCitizen claims made by within 5 working days ° 100% ° 100% ° 100% ° 100% Engagement citizens Conduct Annual Improve Health Fair to % of employees attending Employee health fair Communication provide employees annual Health Fair 57/ ° 49/ ° 60/ ° N/A / was not held in FY16 & Collaboration with health services Ensure that % of facilities brought into ■ employees are compliance with proper following proper safety guidelines and ° 100/ ° 100% ° 100% ° 100% guidelines and procedures within 60 days procedures Process of Workers' Compensation ■ documentation 26 of 39 submitted Run the received from and Property &Liability N/A 68% 100% ° 67/ incident reports within Operations departments in a claims processed within 1 1 day Excel at Staff & timely manner. business day Logistical ° � of park facilities brought Support Perform safety into compliance within 30 ° 100/ 100% ° 100/ ° 100% inspections of all days Town owned %of facilities inspected facilities to ensure ° 100/ 100% ° 100% ° 100% compliance with annually % of parks inspected 100% 91.6% 100% 100% OSHA standards monthly Encourage health risk assessments for %of employees with health N/A ° 100% ° 50% ° 100% all employees. risk assessments Develop and maintain a return to % of injured employees work program to minimize the impact returning to work within 7 ° 100/ ° 100% ° 100% ° 100% calendar days of injury with of Worker's medical approval Compensation claims Seatbelt Promotion # of non-compliant warnings N/A 0 0 0 Campaign issued to employees ■ Experience modifiers are Develop policies and Town's Experience used by the NCLM to procedures to assist Modifiers: determine the Town's risk in lowering Property Workers Compensation 92 1.12 <1 0 1.05 and calculate premiums. and General Liability .71 <1.0 .75 Modifier is capped at 1.25, Insurance premiums Property Liability .87 with 1.25 being the most ol risky. Range: 0.75 — US costs fault 1 claim $8,279.60; Manage Deliver Services Resources EfficientlyTotal accidents perr FTE p $67.99 $28.36 < $100 $134 2 claims pending review # of Worker's Compensation 4.58 3 <5 3.15 3 total claims claims per 100 FTE # of OSHA recordable Control cost and limit unnecessary injuries: Town Total 1 2 0 0 expenditures in General Government 0 0 0 0 Calendar year Town's operations Public Safety 1 2 0 0 due to preventable Public Works 0 0 0 0 accidents Water/Sewer 0 0 0 0 _ # of preventable vehicular 10 preventable accidents per 100,000 miles 1.34 0.57 TED 1.79 incidents per 559,487 driven total miles reported Work days lost due to work 6.87 174.35 <15 0 0 days lost related injuries per 100 FTE # of employee safety training Develop a Provide annual topics offered annual 13 17 15 15 Develop Skilled and # of monthly "wellness" Walking4Wellness employee safety and Know How Diverse health training education programs held 3 3 12 2 Challenge, On the Workforce annually Move Challenge 36 SAFETY& VVELLNESS—FYI6YEAR- END BALANCED SCORECARDOVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? The 4Health! Wellness Team met monthly and implemented two wellness challenges and a mini -grant program and engaged with Duke University graduate students on a behavioral economics project, entitled "Improving Participation in the Employee Wellness Program at the Town of Hillsborough, NC." Twenty-one employees participated in the 6 -week fall Walking4Wellness challenge and 49 employees participated in the spring 12 -week On the Move Challenge. The On the Move Challenge garnered the highest participation rate yet, and many employees made great strides towards their health goals by committing to and maintaining a regular exercise routine, gaining strength, losing weight, and moving more throughout the day. Over 20 employees participated in the mini -grant program and received grant funds for the reimbursement of fitness trackers (utilized in the On the Move Challenge), gym memberships, and race entry fees. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? The wellness team did not host a health fair in FY16. A health fair was held in April 2015 and Sept. 7, 2016. The team also did not host as many educational programs as planned. The team focused on the two challenges, the mini -grant program, and the recommendations from the Duke project. This fiscal year, the team will continue to evaluate programming and endeavor to offer more initiatives to engage employees in the wellness program. In FY17, the focus is on increasing participation in wellness programs rather than offering a certain number of programs. 37 POLICE 38 POLICE— STRATEGY MAP "Linking Actions Through Cause & Effect" PERSPECTIVE $ERVETHE COMMUNITY ::RUN THE ATIONS MANAGE RESOURCES DEVELOP KNow-How Strengthen Citizen Engagement Quality Growth of Life Management Superior Community Services Safety Provide Responsive & Dependable Services Increase Citizen and Community Safety Deliver Services Maintain Fiscal Efficiently Strength Develop a Skilled and Diverse Workforce 39 Police Department Mission It is the Mission of the Hillsborough Police Department to provide quality law enforcement services to its citizens, address quality of life issues and provide opportunities for community collaboration. What and/or how will the department Serve the Community? • Target and reduce crime in our community through efficient response to calls for service; proactive enforcement activities such as license checks and directed patrols; thorough follow-up investigations and relentless pursuit of criminals. • Build strong relationships with residents and business operators by interacting with community watch groups, attending community meetings, hosting summits, continuing community and youth outreach programs, utilizing social media and sharing information. • Identify traffic safety problems and respond with a mix of enforcement, education and traffic -calming strategies. What must the department excel at to effectively Serve the Community? • Take ownership of community problems from our first awareness of them and resolve them with a problem - solving approach that involves all divisions and partners. • Be responsive to traffic concerns and develop strategies to address them that go beyond enforcement. • Maintain open communication and collaboration between the Police Department and other Town departments, partner organizations and the community. • Be open and transparent about our operations. • Use social media and the police department webpage to engage the community. What must be done financially and/or efficiently to achieve the department's objectives? • Deploy officers and equipment in a manner that allows for the most expedient, appropriate and safest response to calls. • Maintain a system of internal accountability for resources and their use. • Pursue grant funding and alternate sources of revenue to acquire needed tools and resources. • Seek out technology that enhances what can be accomplished with existing personnel. • Safe responses to minimize injuries and property damage when driving and while detaining suspects. What will the department do to provide personnel with the skills, tools, and organizational climate that are necessary to implement objectives? • Promote a broad spectrum of training through internal and external training opportunities. • "Make every day a training day" through a program of structured daily, weekly and monthly training. • Provide employees with opportunities to build relationships with other departments, agencies and organizations. • Maintain a career progression system that supports the professional development of all personnel. • Build an organizational culture of community policing, POLICE- BALANCED SCORECARD Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual % of Community Watch meetings with patrol N/A 70% 70% 34% New measure for FY15. Consistently interact personnel in attendance %of Community Watch with Neighborhood Watch groups groups N/A 90% 90% 56% New measure for FY15. contacted/interacted with on a monthly basis # of community events and youth outreach 27 26 25 27 Strengthen Initiate community programs offered Citizen events and youth # of attendees Engagement outreach programs involved/attending the community events and 1,974 1,952 1,500 2,050 youth outreach programs Treat all citizens Complaints against Serve the Community with dignity and officers as a % of calls for N/A .09% <1% 0.11% New measure for FY15. respect and treat service and traffic stops "I feel safe in Hillsborough N/A 10 point rating scale: every interaction as an opportunity to overall." -Average rating 8.18 Bi >7.5 Delayed 1 = strongly disagree leave a positive of Citizen Survey Annual impression respondents Survey 10 =strongly agree Utilize high visibility Part I violent crimes per and proactive 1,000 population 4.0 7.2 <5 5.5 Increase Citizen patrols, thorough Part I property crimes per and follow up Community investigations and 1,000 population 54.7 69.2 <70 63.8 Safety partnerships to % of patrol shifts with at reduce crimes against persons and least 1 foot patrol of the N/A 52% 75% 69% New measure for FY15. property downtown area Clearance rate for Part 1 56% 74% >65% 77% Utilizes offenses -Violent Crimes comprehensive 56.6% 58.0% approach for NCAverage ° 48.1/ ° 47.4/ N/A HPD has reevaluated how reviewing and US Average (<10k pop) (2013) (2014) N/A we are reporting cleared investigating all Part cases and have better Clearance rate for Part 1 50.2% 43.8% >30% 55% aligned our procedures I and II crimes to offenses - Property with National Standards. Provide improve clearance Crimes 27.8% 27.8% N/A Run the Responsive & rates NCAverage 19.7% 20.2% N/A Operations Dependable USAverage (<10kpop) (2013) (2014) Increase overall Ratio of directed traffic Services traffic safety by enforcement activities to conducting focused civilian roadway traffic 1.25:1 0.9:1 >11 0.9:1 New measure for FY14. traffic patrols to accidents address speeding, moving violations, # of civilian injury DWI and other vehicular accidents per 2.2 2.6 <3 4.3 New measure for FY14. driving offenses 1,000 population Deploy officers to # of at fault traffic respond quickly and safely to priority accidents per 100,000 0.89 0.52 <1 1.8 Deliver Services calls for service miles driven Efficiently Provide cost efficient service to Per capita expense for $379.74 $418 <$375 $422 FY15 target based on the community police protection ICMA benchmarks. Manage Leverage operative Total $ amount of Resources costs through grant grant/partnership funds funds and received/used to offset $10,000 $6,500 >$7,500 $6,500 NC ABC Maintain partnerships operating costs Financial Report all internal Average # of days Strength accidents in a timely between the occurrence N/A 1 <1 2.1 New measure for FY15. manner to reduce of an employee accident liability and allow or injury and the 40 Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual other departments submission of the incident to respond report to the Town Safety efficiently Officer Average # of training hours per officer beyond Provide continuous mandated state 80.5 45.4 >40 69.0 training in different areas and strive too minimums % of patrol shifts during make every day a which officers do roll -call training day N/A 50% 90% 87% New measure for FY15. or other squad -level Develop a training %of HPD sworn officers Develop Know -How Skilled and to have attained Diverse 68% 77% >50% 69% Workforce Intermediate Law Enforcement Certificate Encourage officers Advanced Law to enhance their %of HPD sworn officers professional skills to have attained Enforcement Certificate can be obtained without Intermediate and/or N/A 56% >65% 84% first obtaining an Advanced Law Intermediate Law Enforcement Certificate Enforcement Certificate. 41 POLICE— FY16 YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? We have exceeded our targets in the area of both property and violent crime clearances. High clearance numbers means that our agency is doing a good job of identifying those who commit crimes, which comes from our knowledge and connection to the community. We continue to make clearances a priority and work to be familiar with those in our community who commit crimes. Another area of success is training. We significantly exceeded the "average number of training hours per officer' target, and have exceeded our target related to "officers with intermediate or advanced law enforcement certificates." The department was slightly below target on percentage of patrol shifts with squad -level training, but still considered this a success as we did not place as much emphasis on this until partway into the year. This emphasis on training ensures that officers are prepared to deal with situations encountered on the street and provide the best service to the community. Moving forward, we are continuing to focus on training to stay ahead of events and keep our officers prepared. A final note is that we were significantly ahead of our target "complaints against officers as % of calls for service." We have consistently been around 1/10 of a percent, with a target of less than 1%. We experience a very low volume of complaints due to the service quality our officers provide and the relationships we have with our community. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? This reporting period resulted in several challenges that we will focus on improving. Most notable are the incident reporting times, at -fault wrecks, and community interactions. We also did not meet our target of per capita costs; however, the final year-end expenditures have not been calculated. The number provided is based on estimates and may decrease once the final accounting is completed. Our incident reporting time to the safety officer is an area we are currently exploring to understand the root of the delays and develop strategies to improve. We do not have a large number of incidents, so delaying one can have a significant impact on our overall averages. We have put a significant amount of energy into our driving programs and training, but in spite of this, we exceeded our target of at -fault traffic collisions per 100,000 miles driven. Fortunately, two of the incidents we had were minor and resulted in no damage to any of the vehicles involved. We continue to review any accident that occurs and identify training opportunities that could help keep us from having the same type of incident reoccur. We are continuing to do annual training and are working on new programs to keep officers focused on their driving. The last significant challenge is perhaps the most concerning. We seem to be falling short in several of the measures that are related to our community interactions, specifically having our patrol personnel attend community watch meetings and interacting with our community watch groups regularly. Some of the disparity may be related to record keeping issues earlier in the year, but since we have been focused on collecting better data in this area since January, things have not significantly improved. We have identified some communication deficiencies around ensuring patrol personnel are aware of meetings dates. We have also realized that several community groups considered are no longer active. We are working to do a complete inventory of our community groups and set clear definitions of what constitutes a group and our communication expectations for the groups. We are also working to complete some hiring processes so that we can improve the staffing level in community policing. It is our hope that focusing on these things will allow us to improve. 42 FIRE MARSHAL & EMERGENCY MANAGEMENT 43 FIRE MARSHAL & EMERGENCY MANAGEMENT STRATEGY MAP "Linking Actions Through Cause & Effect" Quality Growth Strategic Priorities of Life Management Superior Community Services Safety ------------------ PERSPECTIVES SERVE THE COMMUNITY Increase Citizen and Community Safety Fire Marshal & Emereency Management Mission To provide efficient and effective fire prevention education, mitigation, inspections and investigation services to reduce the loss of life and property. And to improve the quality of life for our citizens and visitors. What and/or how will the department Serve the Community? • Encourage business owners and the public to maintain safe working and living environments. • Educate all age groups in fire and life safety through social media (Facebook). • Prepare our community for various emergencies. • Deter arson through thorough cause and origin investigation and prosecution. • Make public buildings safer through enforcement of the state codes and town ordinances. • Notify the public of emergencies or hazardous conditions through the Code Red/Everbridge system. What must the department excel at to effectively Serve the Community? • Educate owners and employees on the dangers of their particular code violations (offer alternative suggestions). Enhance • Promptly investigate citizen complaints to ensure RUN THE Emergency customer satisfaction. OPERATIONS Preparedness • Train Town staff in emergency operations and communicate information to the community. • Exercise the Town's emergency response plan. • Ensure that the Emergency Operations Center is ready for use at all times. What must be done financially and/or efficiently to achieve the department's objectives? • Utilize technology to document compliance (send pictures and video of corrected violations MANAGE Maintain Fiscal When practical). RESOURCES Strength • Provide additional cross -trained staff. What will the department do to provide personnel with the skills, tools, and organizational climate that are necessary to implement objectives? • Attend area fire and life safety conferences, schools and association meetings. Develop a • Attend association meetings related to inspections, DEVELOP Skilled and prevention, and investigations. KNOW-HOW Diverse • Maintain mutual assistance and collaboration with the Workforce Orange County Fire Marshal's office and other agencies. 44 FIRE MARSHAL & EMERGENCY MGMT. -BALANCED SCORECARD Perspective Town -wide Initiative Measure FY14 HIS FY16 FY16 Status/Results Objective Actual Actual Target Actual Ensure that % of annual inspections 100% 100% 100% 100% 30 due each year. completed occupancies are in %of biennial inspections compliance with the completed 100% 100% 100% 100% 8 due each year. NC Fire Prevention % of triennial inspections 100% 100% 100% 92% 110 due each year. Code completed Increase the No facilities were inspection % of inspections for inspected more frequency of occupancies on the biennial 5%%0/ 3/ o % 5/0 % frequently than occupancies on the and triennial schedule mandated schedule biannual and conducted ahead of schedule due to other triennial schedules priorities % of inspections requiring a to reduce need for 17% 10% <20% 15°/% re -inspections re -inspection Of total # of fires # of fires started by juveniles 2 0 0 2 due to or suspected of arson that were Teach fire investigated. Increase prevention classes Citizen & to school, church # of juveniles injured or killed 0 0 0 0 A juvenile is anyone Serve the Communit Y and civic groups by fire under the age of 18. Community Safety within the Town's jurisdiction # of adults injured or killed by 1 Fatality 0 0 0 fire # of students taught 0 94 400 0 # of accidental fires On Investigate investigated 12 6 demand 7 suspicious fires basis On within the Town's jurisdiction # of fires due to or suspected 2 0 demand 2 of arson investigated basis Run chemical release scenarios on # of facilities storing 55 gallons or 500 pounds or each facility storing more of chemicals, 55 gallons or 500 documented and entered 2 2-13 N/A 2 pounds or more of into the Computer Aided chemicals and Management of Emergency publish the results Operations (CAMEO) system %% of scenarios reviewed and for use by first responders and updated if necessary within 100% 100% 100%% 100% planners the last 5 years Educate the Recorded community about Conduct Disaster instructional videos disaster and Preparedness Fair and/or TV No No Yes Yes emergency Ads/Videos for Hillsborough Alerts response Become proficient FY16 - Converted to in the operation of # of operator training the Everbridge the Code Red sessions Training -2 Training -4 12 3 System; 3 operator/ Enhance System and write administrators Run the protocols trained Operations Emergency There are 12 Preparedness authorized operators of the Ensure the Quarterly new Hillsborough authorized operators launch % of quarterly calls launched -11 90% 100% 25% Alerts System. Code Red practice Actual -1 FY15 and 16 targets calls quarterly have changed to percentage of required calls launched. Manage Maintain Fiscal Maintain an up -to- %% of operation costs Resources Strength date inspection fee recovered through fees 10% 12% 10% 7.7% schedule that 45 Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Results Objective Actual Actual Target Actual adequately recovers departmental costs. of employees that have completed NIMS training 95% 91% 100% 95% % of upper Have all Town management/dept. heads employees fully that have completed NIMS 90% 92% 100% 92% trained to meet National Incident training o % of field supervisors that Management have completed NIMS Q 100/ o 100% 0 100/ 100/oo System (NIMS) requirements training of line crews / patrol Develop a officers that have completed 90% 82% 100% 90% Develop Skilled and NIMS training Know -How Diverse Not required for Workforce Attend Fire & Life Safety Fire & Life Safety Conference bi-annually No No Yes No Educator Certification. Attend training to Attend Fire Prevention School stay current and annually No Yes Yes No maintain Attend Arson Investigators No No Yes No certifications School annually # of hours of Fire Inspector continuing education 6hrs 6 hrs 6hrs 6 hrs attended annually 46 FIRE MARSHAL- FY16 YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? Added five sprinklered buildings in town, adding no additional fire load to the town. Remained active with the County Local Emergency Planning Committee as part of our commitment to the conditions stated in the Eno -Haw Hazardous Mitigation Plan. Participated in the LEPC /Orange County Health Department Table Top Exercise in early 2016. This was funded through a grant received by the LEPC and based on an outbreak of a contagious disease. Successfully led the fight to have an amendment pulled from House Bill 303, by representing the town at the NC Fire & Building Code Revision Committee meetings and through phone and email correspondence with elected officials and code officials from across the state. This amendment would have been catastrophic to the safety of North Carolina citizens. Followed through to a resolution, concerning the issues and conditions contained in the Condemnation and Evacuation Order of the Colonial Inn. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? Once again, our goal was not met of conducting fire prevention classes in every fourth grade class in public, private and charter schools within the town's corporate limits. To meet this goal, additional personnel is needed. Our goal of more frequent inspections in occupancies that are on the biennial and triennial inspection cycle cannot be reached without more inspectors. For FY16, no facilities were inspected more frequently than the mandated schedule. The state minimum schedule has proven to be flawed and is being evaluated for a revision to require more frequent inspections in some, if not all, occupancies. We also fell short on the state mandated fire inspection schedule (triennial inspections). While many jurisdiction never quite meet the schedule fully, the town has met this goal since 2005 and has surpassed the goal in past years by inspecting problem facilities on a more frequent basis. We adopted this goal of more frequent required inspections due to the long list of violations that tend to exist in certain occupancies on the 2- and 3 -year rotation. To meet our stated, and in some cases mandated goals, additional personnel is needed. 47 FLEET MAINTENANCE 48 FLEET MAINTENANCE -STRATEGY MAP "Linking Actions Through Cause & Effect" Quality Growth Of Life Management Superior Community Services Safety -------------------------------------------------------------------------- PERSPECTIVES Conserve $ERNE THE Cultural & COMMUNITY Natural Resources Provide =RUN Excel at5taff& Responsive and Logistical Dependable Support Services CjjD MANAGE RESOURCES DEVELOP KNOW-HOW Deliver Services Efficiently Maintain Fiscal Strength 49 Fleet Maintenance's Mission To maintain a scheduled maintenance program for all the Town of Hillsborough vehicles and equipment and meet all of the departments' equipment needs so the departments can meet the nppdc of the riti7anc_ What and/or how will the department serve the Community? • Fleet Maintenance will serve the community by finding cost effective ways to keep vehicles repaired and in service. What must the department excel at to effectively serve the Community? • Maintain a preventative maintenance schedule, which is a top priority. • Prepare vehicles and equipment for service prior to the time of need. These actions include servicing and mounting snowplow blades and preparing salt spreading equipment prior to inclement weather. • Respond quickly to needs for vehicle and equipment repairs, especially for assets that are critical to customer service. These include garbage trucks, leaf trucks, and equipment used by the utilities department. What must be done financially and/or efficiently to achieve the department's objectives? • Continue to sell surplus items on Govdeals.com. This will allow the Town to recoup some of its costs. • Ensure that vendors are supplying parts at the best possible price by checking the price of each replacement part at three vendors before ordering. • Complete repairs and maintenance using in-house resources when practical, as opposed to using outside vendors. What will the department do to provide personnel with the skills, tools, and organizational climate that are necessary to implement your objectives? • Seek training opportunities for staff. Since many of the larger training companies have cut back on their available training opportunities, we have found affordable training at our local parts vendors. • Needed continuing education classes include direct fuel injection drivability, Ford diesel diagnosis, electrical repairs, and updated brake friction materials. FLEET MAINTENANCE - BALANCED SCORECARD Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective ' Actual Actual Target Actual %of police department Ford Utility purchases vehicles that have engines 66% 65% 70% 74% have increased this Conserve Protect air quality, with 6 cylinders or less percentage. Serve the Cultural & increase fuel Community Natural efficiency, and lower Purchasing Ford Resources emission levels % of fleet comprised of Escapes for new passenger vehicles 37/ ° 31/ ° 41/0 ° 43 /o ° positions increased this measure. Manage an efficient Fleet maintenance Excel at Staff & and effective software continues to of services performed on Logistical preventative schedule ° 72/° 82% 90% 92% help p get vehicles Support maintenance serviced on time for program maintenance. Provide Improve our service Run the by updating shop % of needed electronic All needed diagnostic Operations Responsive and equipment, such as manuals and diagnostic tools 100% 100% 100% 100% tools were budgeted Dependable manuals and obtained for and purchased. Services diagnostic tools % of snow removal Leaf truck repairs Enhance Prepare vehicles and equipment and vehicles delayed snow Emergency equipment for ready for use by December 100% ° 100% ° 100/ ° 80% ° equipment Preparedness emergency use 1:t maintenance. Determine 1-6 Low priority replacement of % of vehicles and equipment° replacement vehicles and rated 1 to 9 65% ° 80% ° 70% ° 69% 7 — 9 Medium priority Deliver Services equipment replacement replacement by Vehicles and Efficient) Efficiently using a rating system, with 1 being %of vehicles and equipment 35% 20% 30% 31% equipment rated 10-12 Manage new and 12 being rated 10 to 12 are high priority Resources excessively worn. replacements. Sell surplus equipment on % of items sold on Maintain Fiscal GovDeals.com )beings.com within 90 Strength providing a means days of being declared days o 100% 100% 100% ° 100/ to recover funds surplus from equipment taken out of service Develop a Complete continuing # of classes attended by Not all available classes Develop Skilled & education classes on Know -How Diverse late model vehicle Fleet Maintenance 6 5 9 4 were beneficial to Fleet Workforce systems employees mechanics. 50 FLEET MAINTENANCE—FY16 YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? The Fleet Maintenance Department exceeded the goal for percentage of police vehicles with 6 -cylinder engines or less. We also exceeded the goal for percentage of fleet comprised of passenger vehicles. Meeting these targets helps the fleet be more fuel-efficient. The department was able to meet these measures by helping other departments plan for future vehicle purchases. We also exceeded the measure for services performed on time. This continued success is possible due to our fleet management software. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? The Fleet Maintenance Department did not meet the goal of having the snow equipment ready for use by December 1, which is the first time this has happened. Heavy repairs to both leaf trucks caused the department to fall behind schedule. Our leaf trucks are also a high priority. The department did manage to get the snow removal equipment operating before any actual inclement weather. The fleet department almost met the measure "percentage of vehicles and equipment rated 1 to 9" and "10 to 12." The department will continue to update the replacement schedule to assist in replacing vehicles on time. Another measure that was not met was having the mechanics attend nine continuing education classes. They only had four classes available to them that pertained to the type of repairs they face in Hillsborough. The fleet supervisor continues to look for new training opportunities. 51 STREETS 52 STRE ETS — STRATEGY MAP "Linking Actions Through Cause & Effect" PERSPECTIVES SERVE THE COMMUNITY RUN THE OPERATIONS MANAGE RESOURCES DEVELOP KNOW-HOW Quality Growth of Life Management Superior Community Services Safety Expand Recreation, Walkability, & Connectivity Provide Responsive & Enhance Dependable Emergency Services (: Preparedness Invest in Infrastructure Develop a Skilled and Diverse Workforce 53 Streets Mission Street Division maintains the infrastructure of Town streets, sidewalks, and drainage systems to ensure safe and reliable roadways. What and/or how will the department Serve the Community? • Construct new sidewalks when funding is available. • Maintain current sidewalks in good condition through a repair and replacement program. • Repair potholes and conduct other road maintenance. • Collaborate with the Police Department to analyze and create solutions to traffic safety issues. • Assure town streets remain open to traffic. What must the department excel at to effectively Serve the Community? • Keep streets clear of snow and fallen trees for ease of emergency vehicle movement. • Make asphalt repairs in a timely manner. • Complete scheduled annual street repairs to minimize long-term costs and resurface streets by priority to provide for smooth and safe travel. • Remove litter in the rights-of-way on a monthly basis to maintain clean roadways. • Replace road and street signs as needed to ensure they meet national standards. • Assist in analysis of requests for changes in speed limits, sienaee. and traffic calmine measures. What must be done financially and/or efficiently to achieve the department's objectives? • Budgets must adequately provide for associated costs to resurface streets. • Coordinate annual repairs and resurfacing with an engineering firm to ensure work is done properly and the Town gets service specified in the contract in terms of asphalt volumes. • Before contracting out large asphalt projects, obtain pricing from multiple businesses to obtain lowest cost and best service provider. • Resurface streets on a 20 -year cycle. What will the department do to provide personnel with the skills, tools, and organizational climate that are necessary to implement objectives? • Staff will complete the Institute of Transportation Research and Education (ITRE) training program. • Staff will obtain work related licenses such as bucket truck certification, National Incident Management System, and safety training. STREETS & POWELL BILL- BALANCEDSCORECARD Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective ' Actual Actual Target Actual Maintain/repair %of sidewalks rated in good current sidewalks or better condition 99% 99% 99% 99% Expand for public safety Serve the Recreation, Construct new Community Walkability,& sidewalks FY16Target—Churton Connectivity according to Total linear feet of new 0 0 1,600 0 St. Access town -constructed sidewalk Improvements Project Community was delayed. Connectivity Plan Utility cuts are repaired on a % of utility cuts repairedo 14% a 69/0 o 50% o 56/ FY14 based on 2 -week Provide consistent basis within four weeks time period. Complete Responsive & Dependable Emergency % of employees successfully Run the Services Management completing courses 100% 87% 100% 100% Operations Institute training courses Enhance Provide annual A 5% resurfacing target translates to streets Emergency street resurfacing %of lane miles resurfaced 6% 6% 5% 6% being resurfaced on a Preparedness per plan 20 -year cycle. Provide annual street resurfacing per plan % of streets rated in good or 85% 88.7 /0 91% 92% Emphasize the better condition completion of the Manage Invest in Institute of Resources Infrastructure Transportation Research and % of staff receivingo 5 of 8 employees have Education (ITRE) certification 57/0 o 50% o 75/0 0 62.5/ certification. Roads Scholar Program Invest in Employee Develop Develop a Skilled Training to % of department promoted Know -How and Diverse Increase Skill and above Equipment Operator I 43% 37% 50% 29% Workforce Experience 54 STREETS— FY16 YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? The Streets Division has completed the final year of a four-year plan to improve the condition of streets in Hillsborough. In FY16, nearly two miles (6 percent) of streets were resurfaced, increasing the percentage of streets rated to be in good condition or better to 92 percent and exceeding the target (91 percent). By resurfacing five percent of town -maintained streets per year, Hillsborough will be on track on a 20 -year street replacement schedule, a typical timeframe before resurfacing is needed. All staff have completed Emergency Management Institute training this year. This knowledge will enable staff to understand operational functions of Public Works and other town departments should an emergency occur. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? Although the department did not meet the target of having 75 percent of staff obtain Roads Scholar certification, two staff did receive their certification this year, an increase over the previous year. ITRE Roads Scholar training will continue for staff; however, it generally takes 2-3 years to become certified due to class availability and scheduling conflicts. The addition of personnel in 2017 may allow staff to attend more training. The target for repairing asphalt utility cuts within a four-week period was met by 6%; however, it continues to be a challenge for the Streets Division. Utility cuts made in the colder months when asphalt is not available increases the period for repairs. Temporary repairs to utility cuts are made using cold asphalt until permanent repairs can be made. Due to an increase in rainfall over the past few years, there has been an increased request from the public to perform stormwater maintenance, which diverts staff from performing asphalt work. The stormwater fee will allow the town to use contractors to perform work, thereby allowing the Public Works Department additional time for asphalt repairs. 55 SOLID WASTE 56 SOLID WASTE —STRATEGY MAP "Linking Actions Through Cause & Effect" Quality Growth of Life Management Superior Community Services Safety PERSPECTIVES $ERNE THE Strengthen COMMUNITY Citizen Engagement Solid Waste Mission Solid Waste Division provides solid waste collection to maintain public health and support an aesthetically pleasing environment. What and/or how will the department Serve the Community? • Collect solid waste on a timely and consistent schedule. Collection of residential rollout carts, leaf, brush, and bulk item collections is the department's top priority. • Maintain and clean Town parks to provide a safe environment to the public. • Emergency debris removal when needed. • Communicate service information to residents through the Town website and other information materials. What must the department excel at to effectively Serve the Community? • Provide on-time collection of rollout carts, brush, leaves, and bulk items so items are not left along the roadside. • Conduct routine maintenance patrols through the Provide Town's parks. �RUNHE Responsive & • Remove dead animals from Town streets in a timely IONS Dependable manner. Services • Provide trash collection for Last Fridays, parades, and other public events. Empty downtown street receptacles daily and keep the sidewalks in the business area free of litter. Be prepared for collection during disasters. What must be done financially and/or efficiently to achieve the department's objectives? • Schedule equipment replacements and additions so resources adequately serve current/ future customers. • Provide cost effective solid waste collection. MANAGE Deliver Services • Adhere to standard operational guidelines to provide RESOURCES Efficiently responsive and consistent service. • Respond to reports of missed collections of rollout carts, brush, bulk items and leaves. • Plan to provide services to new residential units ensuring a smooth transition as new subdivisions are completed. DEVELOP KNOW-HOW 57 What will the department do to provide personnel with the skills, tools, and organizational climate that are necessary to implement objectives? • Train staff to operate and maintain all solid waste equipment. • Replace solid waste collection truck according to the equipment replacement parameters. SOLID WASTE - BALANCED SCORECARD Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective ' Actual Actual Target Actual Collection schedules, # of unique public Strengthen Provide public town website, public Serve the Community Citizen with informational information materials distributed to residents 4 4 4 4= service Engagement materials annually announcements & door hangers. Complete work Time frame decreased /° ° of work orders completed orders in a timely ° 97/ 82% 90% 82% from 1 week to 2 within 2 business days manner business days in FY14 Provide This does not include Responsive & Ensure that of garbage routes o 100/ 0 99/ 100% 100% delays due to y Run the completed on schedule Dependable residential refuse inclement weather Operations FY14 — large amount Services collection routes are serviced on a %of brush routes completed of brush during ice consistent basis on schedule 81/0 ° 92/0 ° 95/ ° 96° � storm altered brush collection schedule. Increase route Truckloads of leaves Distance to local productivity for 0.39 0.41 0.50 0.38 resident sites affects collected per FTE hour leaf collection efficiency. Hillsborough will use Emphasize route Durham Transfer Manage Deliver Services productivity for Costs per collection point $263 $246 <$275 $237 Station in FY14. Resources Efficiently residential refuse payments for two collection garbage trucks will occur in FY16 Seek out sources of leaves composted via %to compost leaves delivery to farms and other ° 100% ° 100% ° 100/ and minimize trips to the landfill sources 58 SOLID WASTE — FY16 YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? The Solid Waste Division continues to demonstrate the importance of providing superior customer service by meeting or exceeding 71% of the performance measurement targets. Consistently providing information that is accessible to the public through either the town website, public service announcements or mailed schedules increases public awareness of solid waste policies. Garbage and brush routes routinely stay on schedule. This can be attributed in part to having backup equipment when a truck is out of service and Fleet Maintenance's timely response when repairs are needed. The distribution of leaves to local residents and farms remains popular and eliminates tipping fees the town would incur if leaves were taken to the county landfill. Solid waste collection costs per household continue to be within an acceptable range. Per household costs should decrease as additional dwellings are constructed due to economies of scale. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? Work orders completed within 2 days (82 percent) was below the target of ninety percent. This was partially attributed to stormwater requests being included in the calculations. In the future, stormwater work orders may be measured in the Stormwater Division. Meeting the leaf collection target of 0.50 truckloads per FTE hour continues to be an elusive goal. During the month of January, the amount of leaves diminishes, which reduces the efficiency of collection time. There is also a time cost to deliver leaves to local farms; however, the benefits outweigh the costs. 59 STORMWATER 60 STORM WATER —STRATEGY MAP "Linking Actions Through Cause & Effect" ---------------------- PERSPECTIVES $ERVETHE COMMUNITY RUN THE OPERATIONS MANAGE RESOURCES DEVELOP KNow-How Quality Growth of Life Management Superior Community Services Safety Strengthen Citizen Engagement Provide Responsive & Dependable Services Invest in Deliver Infrastructure Services Efficiently Develop a Skilled & Diverse Workforce 61 Stormwater Mission Reduce stormwater runoff impacts to local water bodies by maintaining compliance with the Town's National Pollutant Discharge Elimination System (NPDES) permit, regulating the developed community, and educating the public about ways to reduce stormwater runoff pollution. What and/or how will the department Serve the Community? • Provide training, outreach, and involvement opportunities so residents can learn about the importance of stormwater and assist with the protection of water quality. What must the department excel at to effectively Serve the Community? • Provide prompt assistance to citizen requests regarding stormwater runoff and related issues. • Promptly investigate complaints or requests regarding potential illicit discharges. • Conduct dry weather screenings of areas identified with the potential for illicit discharges and if found, facilitate their removal. • Expand illicit discharge detection and Good Housekeeping training to all Town employees to assist in identifying potential stormwater runoff pollution threats. What must be done financially and/or efficiently to achieve the department's objectives? • Maintain Town -owned and operated stormwater infrastructure to reduce or eliminate potential stormwater pollution. • Maintain Town -owned facilities in accordance with stormwater best management practices. • Conduct monitoring and inspection of both public and private stormwater facilities and local water bodies to ensure compliance under permit requirements. • Provide timely and consistent review of development clans. What will the department do to provide personnel with the skills, tools, and organizational climate that are necessary to implement objectives? • Attend pertinent workshops, training courses and conferences to stay current on best practices and stormwater issues affecting the Town. • Maintain membership and active participation in local watershed associations, trade associations and related groups. STORMWATER — BALANCED SCORECARD Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual Efforts related to the # of issues of the stormwater stormwater utility Almanac published 3 2 3 1 caused significant time constraints Developed/updated Required by town's educational materials (i.e. stormwater permit to fact sheets, flyers, handouts, Yes Yes Yes Yes update educational etc.) annually materials annually Goal is at least 100. Distribute materials through Total items distributed, emails, events, mail -outs, 186 117 100 193 does not include etc. stormwater utility mail out of about 3,000 Serve the Strengthen Provide public Goal is to provide at Community Citizen with informational least 1 opportunity for Engagement materials # of volunteer clean-up opportunities provided 1 2 1 2 public litter clean up, including NC Big Sweep or similar. # of volunteer planting, Goal is to organize at least 1 project for monitoring and maintenance 1 1 1 2 projects provided citizens to participate in annually. # of special events attended or presentations provided for 3 3 3 2 Goal is 2-4 annually. outreach # of outreach/educational sessions provided to local 4 4 4 7 Goal is at least 4 � annually. schools Efforts related to the # of new screening areas identified for illicit discharge 1 0 1 0 stormwater utility caused significant time inspections constraints of illicit discharges Intent is to resolve all, identified through screening 91% 0 90% 100% but some may take Identify and that are removed/resolved longer. resolve illicit % of illicit discharge All complaints/requests discharges complaints and/or citizen requests investigated within 100% 100% 95% 100% should be investigated 2 business days as soon as possible. % of illicit discharge Provide complaints and/or citizen 100% 100% 100% 100% Intent is resolve all Run the Responsive & requests resolved complaints. Due to time constraints Operations Dependable Services related to adoption of Enhance illicit stormwater utility, no detection % of public works and new training was capabilities by utilities crews, police officers provided to town cross -training and fire volunteers 15%3% 0 25% 0% employees; however, 2 employees on completing courses stormwater training illicit detection sessions were conducted for Orange County Schools Provide public assistance % of inquiries investigated regarding and resolved within 3 weeks o 100% 0 90% 0 100% 0 100% stormwater and related issues One facility initially did Maintain municipal facilities not pass its inspection Manage Invest in o % of facilities passing Good but conditions Resources Infrastructure and operations h Housekeeping inspections o 100% 89% 100% 94% corrected; as of year - accordance with Good end FY16, all town facilities passed. 62 Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual Housekeeping Principles This is an approximate number, but stormwater and public • of storm drainage system works staff are working inspected annually too on a new process with 5/ o 2/0 o 20% 0 5% the adoption of determine maintenance (est.) stormwater utility, needs which will improve efficiency in inspecting stormwater Maintain infrastructure. Stormwater staff is stormwater system updating stormwater • of storm drainage system GIS data that will allow cleaned annually o 10/ 1 0/ 20/ o 2 a / better tracking and a (est.) new process for prioritizing maintenance needs. Required pursuant to of curb &utter streets &gutter NPDES Phase II permit 100% 100% 95% 100% and may be required as swept monthly part of the Stage I Falls IN Lake requirements. Review development %of plans reviewed within 1 plans in an 0 100/ 0 100/ 0 100% 0 100% accurate and month of receipt timely manner Conduct stream Goal is to complete determinations o % of stream determination pursuant to requests completed within 1 100% 100% 100% 100% requests, including riparian buffer month of receipt letter report within 30 rules days. Due to time constraints related to adoption of Inspect active stormwater utility, not Deliver Services construction projects (both % of active construction all active construction projects were �i Efficiently public & private) projects inspected at least 100% 100% 100% 85% inspected monthly, but to ensure monthly all remained in environmental compliance according compliance to Orange County Erosion Control Due to time constraints related to adoption of Inspect public and private best stormwater utility, a smaller percentage was management % of best management inspected by staff, but practices practices (BMPs) inspected o 18/0 o 33/0 o 30% o 5/0 owners still required to ensure proper p complete annual installation and function inspections and for FY16, about 80% were completed Provide continuing Attend at least 2 Develop a Skilled workshops, training Develop & Diverse education in # of training workshops and 3 2 2 2 sessions and/or Know -How Workforce stormwater trends conferences attended conferences to and practices maintain certifications. 63 STORMWATER—FY16 YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? The major accomplishment for the Stormwater Division in FY16 was the stormwater utility analysis and ultimate adoption of the stormwater management utility and fee. This yearlong process included significant public outreach. These efforts allowed staff to exceed targets for citizen engagement. Since efforts associated with the stormwater utility adoption required a lot of staff time, some field inspection efforts fell short of targets. However, staff made sure that development projects, citizen assistance, illicit discharge complaints and town facilities were addressed. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? The biggest challenges now that the stormwater management utility has been adopted will be implementing the utility and developing a process/system that Public Works staff can follow to meet or exceed targets for stormwater infrastructure maintenance. Implementation of the stormwater management utility will take coordination with the Orange County Tax office and the town's Finance Department as fees are collected. It is anticipated that stormwater staff will respond to many citizen phone calls. Public Works staff has already begun tracking linear feet of maintenance and stormwater staff will be working with Public Works to design a systematic approach to stormwater infrastructure maintenance. It is expected that staff will utilize Utility Cloud system to do so. Efforts are underway by updating and improving geographic information system (GIS) data for stormwater mapping. 64 CEMETERY 65 CEMETERY —STRATEGY MAP "Linking Actions Through Cause & Effect" Quality Growth of Life Management Superior Community Services Safety PERSPECTIVES Strengthen SERVE THE Citizen COMMUNITY Engagement Cemetery Mission Cemetery Division supports public requests and maintains cemetery grounds. What and/or how will the department Serve the Community? • Maintain cemeteries and support requests from the public, funeral homes, and monument companies. • Communicate service information to residents through the Town website and information materials • Provide support to the Hillsborough Cemetery Committee for volunteer events. . What must the department excel at to effectively Serve the Community? • Maintain cemetery maps, files, and record database. • Provide timely and accurate response for grave and monument marking. *Dependable • Monitor gravesites and transfer burials rights for the �RUNHE public. IONS • Provide public access to the Town Cemetery maps on the town website. MANAGE RESOURCES DEVELOP KNow-How 66 What must be done financially and/or efficiently to achieve the department's objectives? • Budget appropriately to provide grounds and garden fountain maintenance. • Produce informational brochures. • Budget for Hillsborough Cemetery Committee projects. What will the department do to provide personnel with the skills, tools, and organizational climate that are necessary to implement objectives? • Provide up-to-date cemetery records. • Train staff to locate gravesites correctly. CEMETERY - BALANCED SCORECARD Perspective Town -wide Objective Initiative Measure FY14 Actual FY15 Actual FY16 Target FY16 Actual Status/Result Provide public with informational materials # of unique public Margaret Lane Strengthen Cemetery and Town Serve the including historical information materials Citizen 4 4 3 4 Cemetery brochures, Community information, map distributed to residents Engagement town website and of gravesites and annually cemetery PSAs. guidelines Ensure timely and Provide Run the Responsive & accurate response o �o of marking requests to grave and 100% 100% 100% 100% Operations Dependable completed within 24 hours Services monument marking 67 CEMETERY— FY16YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? Information relating to the cemeteries was made available to the public through brochures, public service announcements, citizen newsletters, and the town website. The town website contains a map of the Town Cemetery and burial information, including search functions, allowing the public to conduct genealogical searches of their ancestors. The Hillsborough Cemetery Committee received a Preservation Award from the Hillsborough Historic District Commission recognizing members for their efforts in preserving and maintaining the Old Town Cemetery. Assisting funeral homes and monument companies remains a top priority for the department. All requests for services were completed within a 24-hour timeframe, thereby allowing funeral homes and monument companies to have adequate preparation time. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? Cemetery targets were met and town staff will continue to provide assistance to the funeral homes and monument companies in a timely manner. The Hillsborough Cemetery Committee will be printing a brochure for the Old Town Cemetery and new information derived from ground penetrating radar will be available in the near future. The committee's efforts will be expanding to include the historic sections located in the New Town Cemetery. 68 WATER & WASTEWATER 69 WATER Bic WASTEWATER DEPARTMENT— STRATEGY MAP "Linking Actions Through Cause & Effect" Quality Growth of Life Management Superior Community Services Safety ---------------------------------------------------------------------------- PERSPECTIVES Conserve SERVE THE Cultural & Strengthen COMMUNITY Natural Citizen Resources Engagement ---------------------------------------------------------------------------- Provide ::RUN THE Responsive & ImproveATIONS Dependable Communication Services & Collaboration MANAGE Invest in Deliver Services DevelopLong- RESOURCES Infrastructure Efficiently Term Financial Plans (: ------------------------------------------------------------------------------- Develop a DEVELOP Skilled & Enhance Diverse Relations with KNOW FIOW Workforce Other Entities 70 Water/Wastewater Department Mission The Town of Hillsborough's Water/Wastewater department is committed to providing reliable, high quality water supply and wastewater reclamation services in a cost effective manner within the Town of Hillsborough's service area, consistent with a demonstrated public need; community health and safety standards; regulatory requirements; and sound technical, financial and customer practices. What and/or how will the department Serve the Community? • Promote public education through school field trips and public tours of the utilities facilities. • Promote public awareness through Water Quality & Wastewater Reports, website, and social media. • Provide clean and safe drinking water utilizing modern technology. • Work closely with Local, State, and Federal stakeholders to protect the Eno River. • Provide water and sewer services at the most affordable rate possible. What must the department excel at to effectively Serve the Community? • Quickly and effectively respond to service calls and emergencies such as water leaks, service interruptions, sewer back-ups and after hours calls. • Coordinate efforts between all Water/Sewer divisions to maximize efficiency of personnel and equipment. • Provide employee training in emergency response procedures to ensure quick and efficient response to all levels of emergencies and customer service needs. • Operate a safe workplace with minimal accidents and injuries. What must be done financially and/or efficiently to achieve the department's objectives? • Protect and prolong the Town's assets by maintaining a proactive preventative maintenance program. • Continue the emphasis placed on infrastructure maintenance. • Maintain the CIP/Asset Management System. • Maintain healthy savings and contingency levels to deal with unexpected expenses, events, and revenue shortfalls. • Maintain the Water Capacity Analysis to ensure water resources are considered in development approval processes. What will the department do to provide personnel with the skills, tools, and organizational climate that are necessary to implement objectives? • Provide ongoing training opportunities to increase knowledge and obtain advanced certifications. • Encourage employee participation in Local, State and Federal level associations and committees. • Encourage cross-training/certification to maximize employee utilization efficiency. ADMINISTRATION OF ENTERPRISE -BALANCED SCORECARD Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual Respond to° This measure is a /° of work orders completed combination of both citizen requests within 48 hours ° 100% ° 99/° 100% 100% Water Distribution & a timely manner Wastewater Collection. Provide "I feel the water and Bi Survey Responsive & Utilize the Citizen wastewater services Bi- Bi- rating scale: pot rating 10 point Dependable received are of good quality" 7.67 >7 Delayed Services Survey approval - Average rating of Citizen Annual 1 =strongly disagree ratings to Survey respondents Survey 10 =strongly agree improve "I feel the water and customer N/A Bi -Annual Survey satisfaction wastewater services Bi- >6 10 point rating scale: received are of good value" - 6.67 Annual Delayed 1 =strongly disagree Average rating of Citizen Survey 10 =strongly agree Run the Survey respondents Operations "Management listens to N/A N/A Bi -Annual Survev employee ideas" — Average Bi- Bi- 10 point rating scale: rating of Employee Survey Annual 7'64 >7 Annual 1 = strongly disagree respondents Survey Survey 10 = strongly agree Utilize the "Information and knowledge Employee Survey N/A N/A Improve are shared with employees" 10 point rating scale: Communicatio results by increasing — Average rating of Bi Annual 7.45 >8 Bi Annual 1 = strongly disagree n & Employee Survey 10 = strongly agree Collaborationawareness and respondents Survey Survey communication `Communication is with employees N/A N/A encouraged between 10 point rating scale: departments" —Average 6'82 >7 1 = strongly disagree rating of Employee Survey Annual Annual = strongly agree respondents Survey10 Survey Maintain or Develop Long- retained earnings Manage Term Financial >25% of total ° Retained earnings as / of ° 61/ 51% >25 49% Target Range: g g Resources Planning annual total annual expenditures Actual Actual (est.) 20-60% expenditures of employees that have obtained higher, or additional certifications, or Continual certification have reached the maximum 78% 78% 75% 60% advancement ensures a Provide ongoing certification level for their well-qualified workplace. training department opportunities "I receive the training I need N/A N/A to do my job well" — Average Bi Bi- 10 point rating scale: rating of Employee Survey Annual 836 >8 Annual 1 = strongly disagree 10 =strongly agree Develo a p respondents Survey Survey Encourage Develop Skilled & Know -How # of committees in Diverse participation in professional organizations 7 7 6 7 Kenny -2, Jeff -2, Will -3. Workforce associations and staff is involved in committees "My supervisor encourages N/A N/A and supports my 10 point rating scale: professional development" — Bi 7.91 >8 Bi 1 = strongly disagree Encourage Average rating of Employee Annual Annual 10 = strongly agree professional Survey respondents Survey Survey "I'm encouraged to learn N/A N/A development from my mistakes" — Bi- Bi- 10 point rating scale: 7'91 >8 1 = strongly disagree Average rating of Employee Annual Annual 10 =strongly agree Survey respondents Survey Survey 71 ADMINISTRATION OF ENTERPRISE -FY16YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? Work order completion was accomplished within 24 hours 100 percent of the time. Our crews continue to emphasize this task to be responsive to our customers. We continued to meet our departmental target of staff's involvement in professional organizations. Through this accomplishment, staff was exposed to other utilities employees, broadening our ideas to solve issues encountered by Hillsborough's utilities department. This level of involvement also demonstrates Hillsborough commitment to advancing the utilities profession. We will continue to participate in these opportunities and look for new ways that we, and other employees, can contribute to the profession. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? We failed to meet our goal for employees advancing their certification levels. While the percentage is still high, it has dropped recently due to new personnel that have not yet been able to be certified. This measure should increase, unless we have further personnel changes, especially at entry levels. We have delayed the citizen survey, so results are not shown for FY16. Likewise, we were not able to fill in the retained earnings figure yet since we have not received final financial reports for FY16, so the figure included is an estimate. 72 WATER SERVICES —BALANCED SCORECARD Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual Strengthen # of Water Treatment Plant Local school group, UNC Serve the Citizen Promote public tours and school/public 6 3 5 5 MPA group, Citizens Community facilities Academy, Board/WSAC Engagement presentations per year new members Consistently and Total trihalomethanes reliably provide # of State issued "Notices of Provide safe drinking Violation" 1 0 0 0 (TTHM) levels remain Run the Responsive & water good Operations Consistent Services Improve # of complaints about water customer quality per 1,000 meters 0.9 1.2 1.5 0.9 5 total complaints with satisfaction UNC Benchmarking Average 5,511 meters Increase the Invest in emphasis placed # of water line breaks on 6" Infrastructure on water services and larger lines 14 16 <20 12 infrastructure WTP costs includes Water treatment cost per $1.81 $1.83 $1.85 $1.64 personnel and operations 1,000 gallons treated costs only Manage Optimize Results calculated from Resources efficiency of o % Billed potable water as of Water Audit, available Deliver water services finished water ° 81% 71% 90% N/A each November; Efficient provided UNC Benchmarking Average FY15 numbers uncertain Services (billing software) AWWA water infrastructure 0.56 1.88 <3.0 N/A Target range: 1-3 (1= leakage index exceptional, >8 = poor) Provide Per UNC School of customers with Water bills as % of Median Government, affordability quality services at Household Income (MHI) 0'99% 0.95% <i% 1.05% becomes a concern once an affordable cost indicator surpasses 1%. 73 WATER SERVICES— FY16 YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? We met our goal of giving five water plant tours this year. The number often varies from year to year, as we do not always have a lot of control over groups requesting a tour. A couple of the consistent groups include the annual Citizens Academy program and a group of students from the University of North Carolina Master of Public Administration program. Giving tours helps to expand the public's knowledge of our operations. We had no state -issued violations this year, and the number of complaints received is at a very low level. The treatment cost is down, which seems to be a function of us treating more water, allowing us to have better economies of scale. As we continue to grow, we hope this number will continue to exceed expectations. However, this figure is impacted by inflation levels. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? We are unable to post a couple of our measures that are linked to our annual water audit (billed potable water as % of finished water and AWWA water infrastructure leakage index), due to the deadline for producing this document. We typically are unable to complete the audit until October or November, due to the availability of data and the time to process it. At this time, we do not have accurate water billed data for several months and thus are unable to report results for these two measures. 74 WASTEWATER SERVICES -BALANCED SCORECARD Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective Actual Actual Target Actual Reduced percentage of permitted nitrogen 36.5% 13.3% <50%13.2/ ° indicates reduced discharged to the Eno River (CY13) (CY14) (CY15) (CY15) nutrient impact on the Eno River. %of permitted ° 48.3/ ° 53.5/0 ° <50/ ° 38.4/o ° Closer to 100/, need to phosphorous discharged to (CY13) (CY14) (CY15) (CY15) start planning for Phase II Conserve the Eno River of the WWTP. Cultural & Protect the water quality of the Eno Wastewater biochemical >95%= Excellent Natural River oxygen demand removal 99%° 9912 >995 99.9 95-90%= Good Serve the Resources efficiency (CY13) (CY14) (CY15) (CY15) <90% = Poor Community >95% = Excellent Wastewater suspended 99.9% 99.84 >99% 99.9 95-90%= Good solids removal efficiency (CY13) (CY14) (CY15) (CY15) <90% = Poor # of sanitary sewer 0 1 <3 4 overflows (CY13) (CY14) (CY15) (CY15) The WWTP began Strengthen # of Wastewater Treatment working with local Citizen Promote public Plant tours per year or 2 10 5 8 schools' science programs Engagement utility facilities school/public presentations in FY14 and has a booth at Last Fridays. Proactively work Sewer back-ups as a % of 0.01% ° 0.01/° ° <2/ 0.01/ The 2/tar et is the ° g to reduce sewer sewer accounts (CY13) (CY14) (CY15) (CY15) industry average. back-ups Consistently and State issued "Notices of Provide reliably protect No violations received in Run the Responsive & water quality of Violations" for wastewater 0 0 0 0 FY11- FY16. Operations Dependable the Eno River services Services # of odor complaints at 1 3 <5 2 Minimize sewer pump stations system odors # of odor complaints at the WWTP 0 0 0 0 Increase the When 80% of permit emphasis placed Peak monthly demand as % capacity is reached, Invest in on wastewater of wastewater treatment 38% 43.2% <80% 54.3% design of the next Infrastructure (CY13) (CY14) (CY15) (CY15) services capacity upgrade must begin infrastructure (state requirement). Manage Optimize Resources efficiency of Wastewater treatment cost Calculation includes $2'74 $2.69 <$3.30 $2.t. personnel and operations Deliver wastewater per 1,000 gallons treated Est. costs only. Services services provided Provide Per UNC School of Efficiently Wastewater bills as % of customers with Median Household Income 1.26% 1.26% <1% 1.58% Government, affordability quality services at (MHI) becomes a concern once an affordable cost indicator surpasses 1%. 75 WASTEWATER SERVICES— FY16 YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? The wastewater collection system was able to meet or exceed all but two of its goals. One we feel is the most noteworthy is the number of sewer backups as a percent of sewer accounts, which is 0.01 percent. Two percent is the industry average, and below 2% is excellent. We are very pleased with this result; this shows that we are ahead of other utilities with this benchmark, and our preventive maintenance is paying off. The wastewater plant continues to find ways of optimizing the treatment process and reducing treatment costs. These successes are demonstrated in the measure of cost of treatment per 1,000 gallons treated. Most targets for the wastewater plant were successfully met or exceeded in FY16. However, the "Peak monthly demand as % of wastewater treatment capacity" is continually increasing. This is simply due to increased flow caused by population growth in the service area. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? In calendar year 2015, we experienced four sanitary sewer overflows. Although we had one more than our target (less than 3), we feel this was a good result considering that two of the overflows were due to extraordinary circumstances. We will find it more difficult to be proactive with our collection system maintenance, however, due to being understaffed. We will continue to do what we can with the staff we have as well as continue to request additional staff. Our wastewater rates had their final scheduled increase in FY16 related to the WWTP Upgrade project, which has taken our "wastewater bills as % of median household income" further into territory that the UNC School of Government deems concerning for affordability. While the reported percentage should decrease marginally in the next few years due to income growth and increased customer base, it is very unlikely that any dramatic change will occur any time soon. Also, since a further upgrade to the wastewater treatment plant will most likely be necessary within the next 5 to 10 years, due to Stage 2 of the Falls Lake Rules and increased sewage flows from additional customers, the affordability of our wastewater rates is unlikely to find any relief in the foreseeable future. 76 BILLING & COLLECTIONS 77 BILLING & COLLECTIONS—STRATEGY MAP "Linking Actions Through Cause & Effect" PERSPECTIVES SERVETHE COMMUNITY ::RUN THE ATIONS MANAGE RESOURCES DEVELOP KNow-How Quality Growth of Life Management Superior Community Services Safety Strengthen Citizen Engagement Provide Enhance Responsive & Emergency Dependable Preparedness Services Deliver Services Efficiently Develop a Skilled and Diverse Workforce H 78 Finance Department Mission Gather water usage data, produce monthly utility bills, and collect utility bill payments. What and/or how will the department serve the Community? • Provide prompt courteous service to utility customers. • Keep citizens informed by printing regular messages on monthly utility statements. • Promote and encourage citizen donations to the water assistance program. • Serve as a resource to answer questions and resolve billing issues. • Provide multiple ways for customers to pay monthly bills (walk in, bank draft, online, phone, drop box). What must the department excel at to effectively serve the Community? • Confirm customers' phone numbers for billing issues, outages and use by the Code Red/Everbridge system. • Provide prompt connection/reconnection to customers. • Accurate and timely meter reading and billing. • Courteous and responsive service when interacting in person, on the phone and through email. What must be done financially and/or efficiently to achieve the department's objectives? • Actively pursue collection of delinquent utility accounts. • Reduce time needed to process monthly utility payments by increasing the number of customers using automatic bank draft and making online payments. • Seek ways to streamline processes and increase efficiency. • Periodically perform functional analyses to improve processes and reduce costs. What will the department do to provide personnel with the skills, tools, and organizational climate that are necessary to implement objectives? • Provide on-going training on system hardware and software, to fully utilize features. • Implement cross -training program for uninterrupted service. • Conduct bi-monthly staff meetings and bi-weekly meetings with supervisors. • Research and evaluate best practices and emerging technology trends. BILLING & COLLECTIONS- BALANCED SCORECARD Perspective Town -wide Initiative Measure FY14 FY15 FY16 FY16 Status/Result Objective ' Actual Actual Target Actual Strengthen Encourage citizens Serve the Citizen to contribute to the Dollars donated by citizens $5,256 $4,437 N/A $5,463 Community Engagement water assistance program Ensure that every utility customer has a current phone Enhance number on record for emergency % of accounts with phone Emergency notification. Staff numbers 98" � 98% 100% 95.5% Preparedness will verify phone numbers each time a customer is assisted Run the Operations % of new utility customers connected within 24 hours of 100% 100% 100% 100% Connect and reconnect utility request Provide Responsive & customers in a o % of current customers with Dependable timely manner Services interrupted service 99% 100% 100% 100% reconnected on the same day as payment N/A Bi -Annual Survev Provide quality "Collections staff are helpful" Bi 10 point rating scale: service as perceived —Average rating of Citizen 7.85 8.00 Delayed by utility customers Survey Respondents Annual 1= strongly disagree Survey 10 = strongly agree Expand the use of technology for % of utility customers on receiving utility automatic bank draft 25.3% 24.6% 30% 254% Deliver Services payments Expand the use of Efficiently technology for % of utility customers using N/A N/A a 23/0 13.6/ " receiving utility online payment portal Manage payments Resources of bad debt collected (cumulative) 33% Collect Delinquent %via Debt Setoff 27% 37% 40% 54.19% Maintain utility accounts % via Collection Agency 6% Financial through Debt Setoff $ amount of bad debt Strength $203,089 program collected (cumulative) $191,897 $224,695 300,000 $245,725 % via Debt Setoff $11,192 %via Collection Agency Develop a % of employees that have Develop Skilled and Provide customer completed customer service Know -How Diverse service training training within the last 3 60/ " 100% " a 100% 60% Workforce s an annual basis years 79 BILLING & COLLECTIONS- FY16 YEAR-END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? The goals of connecting new customers within a 24-hour time period and reconnecting customers on the same day as payment were both met at 100 percent. The department will make sure that these goals are continued to be met with current processes and by continuing to communicate with co-workers, including meter readers. Continued success will be dependent upon effective communication not only within the department, but also between our department and our Fathom contacts — through the Zen Desk ticketing system, phone and email. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? The goal of providing customer service training to all employees was not met this fiscal year, however, eliminating the term "customer service" from the measure will allow us to track and report all training, not just customer service training. The Billing and Collections Office has plans to participate in collections law training, as there should be more time available to make collections calls after transitioning to Fathom, which in turn will improve our overall collections rating. The goal of collecting 100 percent of customer phone numbers was not met this year, however, the department will begin to contact customers during the slower times of the month to verify contact information, including both phone numbers and email addresses. Having this information will prove to be helpful not only for town -wide emergencies such as natural disasters but also for water/sewer emergencies affecting either a group of customers or individual customers. This ensures that affected customers are notified as quickly as possible. This will also be important as we transition to Fathom in FY17, as they will need contact information for each customer. 79