Municipal leisure dashboard

1
Municipal leisure dashboard
In partnership with
2
AQLMs objectives are to

• Develop a municipal leisure performance
  evaluation tool in order to
• Help managers to provide services, responding to
  citizens needs in order to improve their quality
  of life.
• Place the municipal leisure field in a position
  as an essential service.
• Develop a national standard for a knowledgeable
  and expert appraisal system.

3

Dashboard

•  Tool used for synthesis and visualisation to
  describe situations and statements executed by
  indicators
• Cerutti et Gattino (1992)
•  Management and performance measurement tool
  used to facilitate decisions
• Diane Pageau (2003)

4
Indicators

• Performance measurement indicators
• objective and quantitative data
  demonstrating or describing a result (ratio,
  rate, per capita, etc.)
• Performance indicators
• synonymous of standard and average

5
Main elements of the dashboard
Citizens
For who?
Needs
Why?
Events Associated with quality of life
Objectives
Resources
How?
Services
What?
6
Integrated scheme Municipal leisure dashboard
Who?
Demographics
Quality of life
Why?
Answer to needs
Incidences and impacts
What?
Involvement within milieu
Services
Annual objectives
Satisfaction
Resources
How?
Process
7
Functional components of the dashboard
8
Working Model

• Dashboard to present the Leisure Services
  Department within its environment (integrated
  scheme)
• A macro dashboard, covering the whole department
  and not a specific section or division
• A simple internal management tool for
  administrators and other municipal leisure
  services professionnals
• Its not a classification system of municipalities

9
Working Model

• A performance measurement system made of 5 global
  bench marks and 11 subdivisions of different
  measured components
• Two discriminating variables the population size
  and the municipal budget

10
Working Model

• The mode of calculating the system is based on
  the difference between the score obtained and the
  average (standard deviation)
• This involves the creation of a data collection,
  central unit with the following roles
• Establishment of averages for every performance
  measurement indicator
• Defininition of the standards
• To bring support to dashboard managers in every
  area (training, graphic interface)

11
1.0 Demographic caracteristics of the population

• Profile of the population by sex
• Demographic influence of every age group
• Legal marital status
• Number of children per family
• Cultural diversity
• Sources Statistics Canada, Canadian Center for
  Legal Statistcis, Canadian Institute of
  Information, Public Health Directorate (Québec)

12
2.0 Global bench mark of quality of life

• 2.1 Bench mark of the populations health
• Life expectancy
• Rate of infant mortality
• Rate of newborns with a weight deficiency
• Working hours lost for reasons of illness or
  disability
• Distribution of population according to the
  frequency of physical activity
• Ratio of the population being overweight

13
2.0 Global bench mark of quality of life

• 2.2 Personal development bench mark
• Level of schooling
• Level of earnings
• School drop-out rate
• Literacy rate
• Public transportation cost / guaranteed minimum
  wage

14
2.0 Global bench mark of quality of life

• 2.3 Social tension bench mark
• Crime rate
• Youth crime rate (12-17 years old)
• Suicide rate
• Ratio of single parent families
• Teenage pregnancy rate (15-19 years old)
• Number of 9-1-1 emergency calls
• Rate of empowerment by Youth Protection Agencies
  (0-17 years)

15
2.0 Global bench mark of quality of life

• 2.4 Economic activity bench mark
• Average income
• Employment rate
• Unemployment rate
• Ratio of the population living under the poverty
  line
• Number of business bankruptcies
• Number of personal bankruptcies
• Ratio of employment insurance beneficiaries
• Proportion of welfare beneficiaries

16
3.0 Global bench mark of satisfaction and
response to leisure needs

• Bench marks that can be obtained beginning with
  data of a unique investigative questionnaire and
  usable in every area
• A simple and quick questionnaire to complete by
  respondents and includes all the essential
  aspects of municipal leisure services

17
3.0 Global bench mark of satisfaction and
response to leisure needs

• Elements linked to accessibility
• for programs by the area of intervention (eg.
  Sports)
• for equipment by the area of intervention (eg.
  Parks)
• financial (cost)
• physical
• depending on the periods of time
• depending on the security of equipment
• with the help of the municipality or organisations

18
3. 0 Global bench mark of satisfaction and
response to leisure needs

• Two measurement scales
• (expectations / satisfaction)
• Graphic quadrants
• quadrant 1 need answered,
• quadrant 2 need not answered.
• The global bench mark equals the ratio of
  quadrant 1 over quadrant 2

19
4.0 Global bench mark of the organization

• 4.1 Management bench mark
• 4.1 a) Planning and control measurement
  indicators
• Intervention of an overall plan (mission, general
  and specific objectives)
• Consultation and surveys conducted during the
  last year
• Research and recollection during the last year
• Overall plan for park planning renovation,
  green spaces and recreation equipment.
• Recognition policy

20
4.0 Global bench mark of the organization

• 4.1 Management bench mark
• 4.1 a) Planning and control measurement
  indicators
• Pricing policy
• Support policy (technical, physical, personnel,
  financial)
• Voluntary Service training plan
• Sectoral policies (culture, sports and outdoor
  activities, community involvement)
• Specific customer policies (families, youth,
  elderly, handicapped persons)
• Democratic structures (consultative comittees for
  leisure, culture, libraries,)
• Consultation Groups (culture, sport, community)

21
4.0 Global bench mark of the organisation

• 4.1 Management bench mark
• 4.1.b) Organisation and management measurement
  indicators
• Communication and information tools ( Leisure
  directory, hotline, Internet site, municipal
  newspaper,)
• Priorities and annual objectives
• Deadlines
• Organization chart
• Job descriptions (qualifications and
  requirements)
• Institutional partnerships (health, education,
  government)

22
4.0 Global bench mark of the organisation

• 4.1 Management bench mark
• 4.1.b) Organisation and management measurement
  indicators
• Partnerships with the private commercial sector
• Interdepartmental agreements (public works,
  police)
• Reorganization during the last year
• Overview, annual report
• System of managing complaints
• Periodic evaluation of programs
• Periodic evaluation of equipment
• Periodic evaluation of policies
• Preventative maintenance programs

23
4.0 Global bench mark of the organisation

• 4.2 Innovation bench mark
• Budget allocated to research and development /
  total budget of the department
• Training budget / number of employees in the
  department
• Budget for conferences, conventions / number of
  employees in the department
• Budgets calculated according to the norms of
  the Ministère des Affaires Municipales

24
4.0 Global bench mark of the organisation

• 4.3 Financial bench mark
• Global leisure services budget (sport, outdoor
  activities, culture, libraries, parks,
  maintenance, community activities) / municipal
  budget
• Leisure services total budget / population
• Leisure services investment budget (3 yr capital)
  / municipal investment budget (3 yr capital)
• Leisure services revenue budget / leisure
  services expense budget
• Subsidy budget / total department budget
• Subsidy budget / overall mass salary of leisure
  services
• Overall salary of leisure services / total
  department budget
• Individual financial aid (for participants)
  budget / total department budget

25
5.0 Global bench mark of involvement within the
milieu

• 5.1 Empowerment bench mark
• Number of recognized organisations / population
• Number of volunteers / population
• Budget for volunteer training / total budget of
  the department
• Budget for recognition and support of volunteers/
  total budget of the department
• Number of institutional partnerships / population
• Number of partnerships with commercial
  enterprises / population

26
5.0 Global bench mark of involvement within the
milieu

• 5.2 Participation bench mark
• Number of registrants for municipal cultural
  activities /population
• Number of registrants for municipal sport
  activities / population
• Number of library registrants/ population
• Frequency of free swim / population
• Frequency of free ice-skating / population
• Number of loaned books / population
• Number of registrants for summer (camp) programs
  / population
• Number of soccer registrants / population
• Number of ice oriented activity registrations /
  population
• Number of ball oriented activity registrations /
  population

27
6.0 Global bench mark of services

• 6.1 Programming and activities bench mark
• Number of annual hours for the swimming pool/
  population
• Number of annual arena hours / population
• Number of annual operating hours of library /
  population
• Number of annual gymnasium hours / population
• Global number of annual activities hours /
  population

28
6.0 Global bench mark of services

• 6.2 Equipment bench mark
• Surface area (square meters) of parks /
  population
• Number of kilometers of cycling paths /
  population
• Number of tennis courts / population
• Number of arenas / population
• Number of libraries and their branches /
  population
• Number of indoor swimming pools / population
• Number of outdoor swimming pools / population
• Number of soccer fields / population
• Number of cultural and community centres /
  population
• Number of gymnasiums / population
• Number of ball fields / population
• Special events budget (tournaments, concerts,
  excursions,) of the department / population

29
Conclusion
The dashboard proposed is an internal management
tool presented as an integrated scheme and
working with bench marks and subdivisions. It is
flexible and simple to use, adapted to everyones
needs and it can be used locally. It is also a
provincial, and perhaps even a national tool
30
Methodology

• Objectives
• Validate, improve and make the proposed dashboard
  functional
• Grow municipal leisure services professionnals
  awareness of its utilisation
• Develop an experimental network

31
Methodology
Validation process is in two steps 1. Expert
advice 2. Experimental
32
Methodology
Specific research question Is the proposed
municipal leisure dashboard, the choice of the
bench marks, subdivisions and performance
measurement indicators and their position in one
of the categories relevant and suitable?