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County staff seeks council input on community dashboard metrics to track strategic goals
Summary
County staff presented proposed performance indicators tied to council’s strategic focus areas and solicited council feedback on measurable community‑facing metrics (governance, fiscal stewardship, services, economic vitality and quality of life). Councilors suggested project‑level feedback loops, permitting customer surveys and clearer multi‑year targets for capital projects.
County staff presented a proposed community‑facing performance dashboard designed to track council’s strategic focus areas and asked for feedback on proposed indicators.
Staff said the dashboard would consolidate key measures under five focus areas: quality governance, fiscal stewardship, efficient and reliable services, economic vitality, and quality of life. The presentation emphasized linking metrics to council goals and using established benchmarking where possible (national community surveys such as Polco were mentioned as a comparative tool).
Councilors suggested practical, project‑level feedback mechanisms (for example, short customer surveys after permitting or public engagement events), multi‑year targets for capital projects and clearer grant‑reporting summaries. Councilor Hahn recommended tying some measures to the regular community survey so results can be benchmarked against comparable communities; others urged starting with a limited set of measurable indicators that departments can maintain. Staff noted that some metrics are partner‑dependent and that separate dashboards (for example, climate action) may be appropriate for specialized plans.
Staff asked councilors to send additional written suggestions; several councilors suggested that permitting or direct service touchpoints are good places to pilot customer satisfaction measures. No formal action was taken.
