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Cpr Agency Performance Reporting

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Introduction
Agency Performance Reporting is part of New York City's comprehensive Citywide Performance Reporting (CPR) tool. It provides a number of critical performance measures from 44 City agencies in an easy-to-use online snapshot format. User can access tool to search for measures of the government services provided to the people living or works in New York City. It provides user with statistics summarizing government performance in different areas. It provides analysis of long-term trends, and review specific agencies' outcome measures (“www.nyc.gov,” 2013).

The major components of the CPR dashboard
NYCStat is New York City’s site is developed to provide all essential reports, data and statistics for city services. It provides access to different performance information about the city. Information includes 311-related data, citywide and agency-specific, interactive mapping features by quality-of-life indicators and performance data (Turban, Aronson, Liang, Sharda, 2010).
There are main three components of NYCStat Web site.
• Performance management application is a backend system that provides a one-stop-shop to input data from all agencies. All 44 agencies access the application to publish their data (Turban et al., 2010).
• Analytics tool/dashboard is the frontend system to present easy-to-use standardized reports with trend graphs, performance summaries and drill-down features (Turban et al., 2010).
• Data definition to review and identify the topics measures and critical indicators. These indicators include the CPR system for 44 mayoral agencies (Turban et al., 2010).

The agencies involved in the implementation of the dashboard
In mid-2005, Mayor’s Office of Operations along with consultation with the Department of Information Technology and Telecommunications (DoITT), made initial plans for Citywide Performance Reporting system (Turban et al., 2010). There were 44 mayoral agencies which participated in implementation of the dashboard. Mostly contribution was in terms of identifying different performance indicators, which are relevant to the customers. These agencies also help prepare the data store that can be used to publish reports (Turban et al., 2010). Appendix A shows complete list of agencies posting their information on CPR system.

The steps used in defining the CPR dashboard
Initial development was focused on tree main components, Performance Management Application, Analytics Tool/Dashboard and Data definition. By the time CPR site made public in 2008, there were 44 agencies reporting information to the CPR system (Turban et al., 2010).
Services agencies were asked to take a fresh look to measure the outcome of the services with best possible approach, so that CPR can be a useful tool for accountability and management. New measures were considered based on data definition process review and development. Approximately 1000 different indicators of the most important measures were identified initially. Out of those 1000 measures, approximately 500 measures were considered in first iteration of development. These measures were most critical and represent most important information to the public. These measures were in line with the goals of accountability, transparency, and accessibility (“NYCStat,” 2011).
To make data representation useful, easy-to-use and flexible, decisions were made to provide information by month, year-to-date and for the year and provide choices to slice and dice data along with comparison to prior period. Possibility of variances in frequencies of data reporting and lag time for data collection, a two-tier system was developed (“NYCStat,” 2011).
Data representation was analyzed to measure year-to-date trends vs. measure against pre-set targets. User friendly presentation was identified as color-coded pie charts. The pie charts were presented with red, yellow and green to indicate decline to good or stable performance (“NYCStat,” 2011).
In addition to comparing agency performance with same period in last year, a feature was added to see performance at higher level using themes, to make it easy for users to see performance of agencies at high level (“NYCStat,” 2011).

The role of themes in the CPR

Themes were added in the CPR for users who may or may not be familiar with different agencies or specific performance measures. Each of the measures out of selected 525 measures is assigned eight different themes capturing all the ways the City government serves the people who live or work in New York City (Turban et al., 2010).
Following are the eight themes provided in the CPR system (Turban et al., 2010).
• Citywide Administration
• Community Services
• Economic Development & Business Affairs
• Infrastructure
• Education
• Legal Affairs
• Public Safety
• Social Services

The main purpose of themes was to simplify navigation and the presentation, so that person who are not familiar with individual agencies (Turban et al., 2010).

The various capabilities of dashboards in this application
The dashboard is capable to track performance of the most important outcome measures. These outcome measure Tracks are direct indicator of how government affects citizen’s lives. It provides capability of comparing current data to same period of the last year. This feature helps to hold agency accountable for year over year improvement (Turban et al., 2010). It provides graphical representation of performance trends with pie charts and color-coding. This helps identify areas which needs attention quickly. It provides ability to review comparative trends over the years (up to five years) with drill-down capability (“www.nyc.gov,” 2013). Citywide themes aggregate important measures and cut across agency silos. This helps to see overall picture of city government performance. It shows how often the statistic if provided by agency and shows most recent data from monthly, quarterly or annual updates of different measure (Turban et al., 2010). It provides users with flexibility to do detailed review and analysis by allowing data download. It explains each measure in details including what measure means, what is the reporting frequency, etc. (Turban et al., 2010).

Lessons learned from the creation of the CPR
Different examples of government dashboards suggest that business may be able to learn many things from these government initiatives. These dashboard initiatives demonstrate how transparency makes a difference, importance of collaboration and focus on continuous improvement (Turban et al., 2010). These government dashboards are providing public access to large amount of government performance data and using that businesses can understand trends better. It demonstrates capabilities and power of an organization-wide dashboard. This is much more powerful than each agency or department providing their statistics or BI information separately. CPR is focused on trends and not on static goals or targets. This makes performance indicators focused on continuous improvement (Turban et al., 2010).

Conclusion
Projects like CPR and other government dashboards demonstrate that how collaborative information can provide more detailed understanding about an organization’s performance compared to different departments and agencies working with their individual BI systems and dashboards. Businesses can learn quite a bit from these government projects (Turban et al., 2010). Appendix A
Following is the current list of agencies being reported on NYCStat site (“Citywide Performance Report,” 2013).
• 3-1-1
• Administration for Children's Services
• Brooklyn Public Library
• Business Integrity Commission
• City University of New York (CUNY)
• Civilian Complaint Review Board
• Commission on Human Rights
• Department for the Aging
• Department of Buildings
• Department of City Planning
• Department of Citywide Administrative Services
• Department of Consumer Affairs
• Department of Correction
• Department of Cultural Affairs
• Department of Design and Construction
• Department of Education
• Department of Environmental Protection
• Department of Finance
• Department of Health and Mental Hygiene
• Department of Homeless Services
• Department of Housing Preservation and Development
• Department of Information Technology and Telecommunications
• Department of Investigation
• Department of Parks and Recreation
• Department of Probation
• Department of Records and Information Services
• Department of Sanitation
• Department of Transportation
• Department of Youth and Community Development
• Economic Development Corporation
• Fire Department of New York
• Human Resources Administration
• Landmarks Preservation Commission
• Law Department
• New York City Housing Authority
• New York City Police Department
• New York Public Library
• Office of Administrative Trials and Hearings
• Office of Chief Medical Examiner
• Office of Emergency Management
• Queens Borough Public Library
• Small Business Services
• Taxi and Limousine Commission
References
Citywide Performance Report. (2013). Critical indicator summary, Retrieved July 3, 2013, http://www.nyc.gov/html/ops/cpr/html/home/home.shtml
NYCStat. (2011). An introduction to New York city’s NYCStat reporting portal and the Citywide Performance Reporting (CPR) tool, Retrieved July 3, 2013, www.nyc.gov/html/ops/cpr/downloads/pdf/cpr_fact_sheet.pdf‎
Turban, E., Aronson, J., Liang, P., Sharda, R. (2010). Decision support and business intelligence Systems (9th Edition). Prentice Hall www.nyc.gov. (2013). Citywide Performance Reporting (CPR), Retrieved July 3, 2013, http://www.nyc.gov/html/ops/html/data/cpr.shtml

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