Performance Management and Measurement Program
Clark County links and integrates our organizational outcomes, community indicators, strategic plans, and budgets to create a comprehensive, results-focused management and measurement system. This integration is designed to increase elected official-constituent communication, improve organizational efficiency, and allow government staff to better anticipate how internal and external changes might affect the provision of public services. This systems approach has become increasingly visible in policy initiatives relating to community development, the role of government and the institutionalization of good governance as a system and not just another ‘program.’
In addition, increased access to information and an improved ability to assimilate and analyze data have lessened the time it takes to identify and respond to issues. This approach is fundamental in prioritizing crucial services and making funding decisions with limited resources. Establishing a results-focused government not only allows us to direct limited resources more efficiently, but it also enables citizens to evaluate the relationships among and between core services.
Because this systems approach is crucial to good governance and government, the Clark County Board of County Commissioners, along with their Senior Leadership Team and Department Heads, holds an annual strategic planning session to work together in aligning, planning for, and reporting out on the County's critical core services, outcomes, performance indicators, and initiatives.
At last year's planning session, the Board directed staff to focus on 10 Strategic Priorities: Air Quality, Aviation, Child Welfare, Growth & Development, Public Health & Welfare, Public Safety, Justice, Transportation & Infrastructure, Water Conservation, and Parks. Within each of these priorities the Board identified a number of initiatives critical in addressing these priorities. Please click on the link below to review the Clark County 2005/2006 Strategic Plan with all 10 Priorities and 84 Initiatives.
Strategic Plan 2005.pdf
In addition to the 84 countywide initiatives developed by the Board, each department submitted a number of other initiatives that focused on additional services not mentioned in the 2005/2006 Strategic Plan noted above. Please click on the link below to review all 197 department and BCC initiatives.
Approved Strategic Initiatives.xls
Last year, the Board reviewed and approved over 90 department core services that include 126 outcomes and 317 performance indicators. These core services, outcomes, and performance indicators form the basis in determining the most critical services we provide to the community and how well we provide them. Please click on the link below to review all the County's Core Services, Outcomes, and Performance Indicators.
2005 Clark County Core Services-Outcomes-Performance Indicators2.pdf
The 2006 Board of County Commissioner's Annual Strategic Planning Session will be held at the Las Vegas Valley Water District (Mead Room) on March 30, 2006, from 9:00 a.m. - 12:00 p.m. During this year's Annual Strategic Planning Session we will also incorporate the Board's Annual Budget Workshop. This will allow us to begin discussing and linking our core service demands and performance outcomes, with our annual budget allocation.
In addition, Clark County and other local governments around the Country are using data to improve efficiency, enhance service delivery, and better gauge citizens’ needs. These data are often referred to as "performance measures" and/or "community indicators." These measures and indicators help us better understand where we are today, which way we are heading and how far we are from where we aspire to be in delivering services to our citizenry. Good measures and indicators alert us to problems before they get too bad and help us better recognize what needs to be done to overcome the challenges facing our community.
Clark County is undertaking an extensive effort to obtain, analyze and use performance measures and community indicators information more comprehensively. This not only includes department-level performance measures but also external indicators of citizen concerns, economic vitality, and fiscal stability. In addition to the performance management and measurement program I noted in last months email, the County’s Comprehensive Planning department has developed a website that monitors community indicators. This website is called the Clark County Monitoring Program (www.monitoringprogram.com). It is an interactive database that contains a wealth of economic, fiscal, social, environmental and public health and safety information critical to our community’s success. The information on this website is both general and specific. It is a key tool in helping us better monitor conditions throughout the community at-large. During the past 12 months, the Monitoring Program has achieved recognition and awards and caught the attention of national and international observers.
If you would like additional information regarding the monitoring program, please contact Irene Navis at 455-5129 or iln@co.clark.nv.us
If you have any questions regarding the BCC's Annual Strategic Planning Session and/or for more information on the County’s Performance Measurement and Management program, please call Douglas Lyon at 455-3190 or drl@co.clark.nv.us