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Key Performance Indicators

  Key Performance Indicators (KPIs) measure the performance level of a service area for a customer. As ‘key' indicators, these measures are business-specific and designed to track the success of the business towards its objectives. As part of the current state information gathering process used as part of TkMC's methodology, KPIs were defined for the 78 City of Regina service areas and the 28 Regina Police service areas. For many service areas within both organizations, KPIs were developed for the first time through the Core Services Review.

Corporate Ranking Process: Prioritizing based on the Core Continuum

TkMC's methodology required service areas to be ranked within divisions, departments and finally on a corporate basis. Service area managers were required to describe how each of the services currently being provided by the organization would be provided at a budget equalling 80% of current levels. Then service area managers were directed to indicate how they would buy back their service at 5% intervals, until they got back to 100%. Service areas were brought together within their divisions and then departments and then finally the City and Police together at corporate ranking. The focus of ranking is on the service being provided as opposed to the cost or revenue of the service. This forced prioritization of services is tested against the Definition of Core Services (Core Continuum) each time a ranking is done.

The following services are considered to be the most core to the organization (RPS and the City)

  • Infrastructure and transportation systems i.e. roads, transit and parks (given a set level of service), facilities, sewage treatment, water purification, storm water management systems, solid waste
  • Protection to persons and property
  • including community development and community policing integration initiatives
  • Administrative and corporate support services are required to support operational priorities.

In their report, TkMC drew several conclusions related to corporate ranking.

  • Lack of policy, direction or criteria to decide on appropriate service levels (i.e. KPIs, specific targets) for many service areas that are generally considered to be core. While an area may be considered "core" to the City or RPS, the lack of a clear set of performance indicators generally impedes effective decisions on "how much or little" of a given service should be provided.
  • No policy context within the City and RPS to help guide a discussion about non-core services.
  • No specific services identified as Non-Core.
  • Partnering considerations should revolve around shared services within the City and between the City and the RPS. Prior to contemplating external partnering opportunities, a policy framework to allow for the consideration of such models and options must be developed.

The corporate ranking process provided the following results.

  1. Discretionary Services (74)

At the end of the corporate ranking session, 74 program and service bundles were identified as discretionary. There were some service bundles that participants generally determined to be discretionary. The list also includes a number of items that invoked discussion at the ranking session and others that TkMC considered discretionary based on their knowledge and experience.

This list of discretionary savings opportunities are not recommendation. No decisions have been made regarding these services.

Appendix B: Candidates for Discretionary Savings   in the TkMC final report provides a summary of these items available for future consideration.

  1. New/Enhanced Services (32)

In preparation for the corporate ranking process, City of Regina and Regina Police Service Departments were asked: "Are there new or enhanced services that your Service Area should provide? Are there new or enhanced services that the City/RPS should provide?" All responses were included at the department ranking level as potential new or enhanced services, where participants were asked to comment on whether the enhancements were valuable, and to include those of value in the ranking process.

Appendix A: Portfolio of New and Enhanced Services  in the TkMC final report provides a summary of the opportunities available for future consideration.