|Meeting No.||31||Contact||Kelly McCarthy, Committee Administrator|
Tuesday, April 23, 2013
Committee Room 1, City Hall
||Chair||Mayor Rob Ford|
|Toronto's 2011 Performance Measurement and Benchmarking Report|
The Executive Committee:
1. Forwarded the report (April 9, 2013) from the City Manager to the Budget Committee for information related to the 2014 budget process.
|(April 9, 2013) Report from the City Manager|
This report and the accompanying Attachment A, entitled "Toronto’s 2011 Performance Measurement and Benchmarking Report", provide approximately 230 service/activity level indicators and performance measurement results in 33 service areas. Up to eleven years of Toronto’s historical data are included to examine short- and long-term internal trends, and 2011 results are compared externally to 15 other municipalities through the Ontario Municipal CAOs Benchmarking Initiative (OMBI).
This 2011 report differs from previous years through the addition of:
- Five more service areas:
- City Clerk's Office
- Court Services
- Fleet Services
- Payroll Services
- Purchasing Services
It should be noted that the annual data collection process for the information published in this report is a result of a joint effort with other OMBI municipalities. The 2012 data and results will not be available until mid-2013. However, in some instances, Toronto's 2012 results were available and have been included in this report.
More timely information is reported on a quarterly basis to the Executive Committee through the Management Information Dashboard that provides current information for Toronto with respect to economic, social and divisional indicators. The most recent report for 2012 Quarter 4 is available at http://www.toronto.ca/legdocs/mmis/2013/ex/bgrd/backgroundfile-56578.pdf.
Toronto’s 2011 Performance Measurement and Benchmarking Report is centred on results that can be quantified. It is equally important to consider achievements from 2012 and initiatives planned for 2013 that can further improve Toronto’s services. These have been included at the end of each service section in Attachment A and highlights are also provided related to continuous improvement initiatives (on pages 11 to 15 of the attached) under the headings of customer service, efficiency, effectiveness and quality of life. These initiatives are illustrative of staff efforts to build and foster a climate and culture of continuous improvement in our services.
Toronto is unique among Ontario municipalities because of its size and its role as the centre of business, culture, entertainment, sporting and provincial and international governance activities in the Greater Toronto Area. Therefore, the most accurate comparison for Toronto is to examine its own year-over-year results and longer-term historical trends. Results from the report show:
- Toronto's 2011 service or activity level indicators increased or were maintained for 78 percent of the indicators in relation to 2010.
- Toronto's 2011 performance measurement results in the areas of customer service/quality, community impact and efficiency showed 72 percent of the measures had either improved or stable results relative to 2010.
Notwithstanding Toronto’s unique place in Ontario, there is also value in comparing Toronto’s 2011 results to those of other Ontario municipalities for additional perspective. The report also includes comparative results of the cities of Winnipeg, MB and Calgary, AB in a number of the service areas.
Toronto’s 2011 results have been ranked by quartile in relation to these other municipalities. Results show:
- Toronto’s service/activity indicators are at or higher than the OMBI median for 59 percent of the indicators. Toronto's much higher population density is a key factor in areas with lower activity levels or resources devoted to the service.
- Toronto’s performance measurement results in the areas of customer service, community impact and efficiency are at or higher than the OMBI median for 50 percent of the measures.
Factors that influence why Toronto's results are higher or lower in relation to other municipalities include its high population density, its more developed urban form and older infrastructure. These influencing factors are discussed in the report.
There were few changes in Toronto’s quartile ranking for each of the indicators and measures between Toronto’s 2010 and 2011 Benchmarking Reports. Changes in Toronto’s quartile ranking for individual measures are more likely to occur over longer time periods, especially from 2012 and beyond with enhanced efficiencies identified through the City's Service Efficiency Studies.
It has been recognized that Toronto should expand its benchmarking work beyond Ontario to a broader world context. Staff are working with the Global City Indicators Facility (GCIF), based at the University of Toronto, to develop a standardized set of city indicators that measure and monitor city performance and quality of life globally. Toronto staff have made a significant contribution to date, including the sharing of our experiences in benchmarking work done through OMBI and the Federation of Canadian Municipalities (FCM) Quality of Life Indicators. Toronto has been recognized by staff of the World Bank and the GCIF as one of the world leaders in these areas.
As this report deals with performance measurement results for prior years, there are no direct financial implications arising from this report. However, staff analysis of performance measurement results are utilized as part of the City’s service review program, service planning and budget processes and continuous improvement initiatives.
|(April 9, 2013) Report from the City Manager on Toronto’s 2011 Performance Measurement and Benchmarking Report
Attachment A - Toronto’s 2011 Performance Measurement and Benchmarking Report