Welcome to the BTVStat Performance Dashboard
Mayor Miro Weinberger is committed to continuously improving the operational performance of City departments and to providing better services to our community. In September 2016, the Mayor kicked off a new initiative, BTVStat, to ensure achievement of the City’s strategic goals, to assist and then hold department leadership and staff accountable for the quality, efficiency and effectiveness of the services delivered to citizens, and to provide leadership and staff with the tools and resources needed to evaluate and improve the work they do to deliver those services.
BTVStat is an evidence-based approach to management that uses data and analysis to measure and evaluate our work. It requires the City to:
- Specify organizational goals: What are we trying to achieve or deliver?
- Collect and analyze data to evaluate performance against those goals: Are we doing it well?
- Identify opportunities to improve work: How can we do it better?
At its core, BTVStat is a structured performance management program that includes:
- Jointly setting achievable performance metrics for each department that are aligned with organizational and community goals.
- Regularly and candidly analyzing data to measure City performance.
- Quickly implementing operational changes that will lead to better performance.
- Ensuring appropriate allocation of the resources required to affect identified changes.
- Monitoring the ongoing impacts of the City’s efforts.
The foundation of the program is the monthly BTVStat meetings, which provide a forum for discussing and monitoring the effectiveness, efficiency, and quality of our operations and the services we deliver. Each department measures and monitors a set of performance metrics (or key performance indicators) and regularly presents their data at a BTVStat meeting.
This website presents many of the performance metrics that are currently being measured across City departments and presented at BTVStat meetings. The goal of this website is to increase transparency for the public, and to provide residents with a better understanding of the services delivered by the City and how effectively those services are being provided.
Not all department metrics are presented on this site, and the metrics that are included will change over time as departments begin to measure new items, as improvement targets are achieved, and as new services are introduced.
Each department works with the Innovation Team to develop metrics that accurately represent the work the department performs and what they are trying to achieve. While the intent is to measure the impacts of our work, sometimes that data is not available and process measures are reported.
In many cases, as departments are on-boarded into the program they identify activities and impacts that they would like to report, but for which they don’t currently have data to use for measurement. When this happens, the teams work together to identify what data would be required to be able to evaluate performance and work to implement means to begin capturing and analyzing that data. The metrics presented by each department will likely evolve over time as goals are achieved, opportunities are identified, and services delivered change.
As the goal of this effort is to evaluate performance, the department selects targets and benchmarks against which to evaluate their performance. The targets are selected in a variety of ways, including using industry-standard benchmarks, regulatory requirements, and customer expectations. In some cases, metrics may not include targets because the initial focus of a department is to identify the appropriate performance metrics to report. As the BTVStat program matures, and as departments move further along in their work with data, targets will be set for further data items.
The Mayor, his leadership team, and all department heads meet each month to review the performance of three to six departments. Departments present their metrics, and the attendees ask questions, identify areas of opportunity that may exist, and develop plans to improve performance. Senior leaders are required to attend the meetings in order to ensure the ability to make immediate decisions about and implement changes in budget, processes, and policies to affect change.
The foremost goals of the program are to identify departmental challenges, to develop actionable means of improving performance, and to monitor change to ensure sustained improvement. In support of those goals, the program seeks to:
- Align the work of departments to the Mayor’s and the community’s goals.
- Assist and hold Department Heads accountable for the performance of their teams.
- Provide a regular forum for candid, focused discussions, questions, and problem-solving with peers.
- Drive the development of action plans to quickly address issues where performance is below targets.
- Facilitate discussion of how to allocate existing or new resources to carry out the identified actions.
- Provide a structure for ongoing monitoring of action to ensure change is achievable, effective, and sustainable.
- Involve all levels of the organization; senior leaders work with their teams to select metrics, analyze data and develop solutions.
- Encourage data transparency, both internally and with the public.
- Develop a culture of continuous improvement and innovation.
As of August 31, 2017 all departments will be involved in the program, with most departments presenting at least every six months on a defined schedule.
The departments include: Assessor, Burlington City Arts, Burlington Electric Department, Burlington International Airport, Church Street Marketplace, City Attorney, Clerk/Treasurer, Code Enforcement, Community & Economic Development, Fire Department, Fletcher Free Library, Human Resources, Innovation & Technology, Parks, Recreation & Waterfront, Planning & Zoning, Police Department, and Public Works.
BTVStat is based on CitiStat, a performance program that has been implemented in city and state governments across the country and globe. It is based on four tenets:
- Accurate and timely information shared by all through collection, analysis and reporting of key data
- Rapid deployment of resources to address challenges and implement solutions
- Effective tactics and strategies through regular data, frank discussions and planning
- Regular follow-up and assessment of activities and achievements
In many other cities, this kind of coordinated approach and collaborative culture has improved performance, reduced duplicative work, and increased resident satisfaction. Cities that currently have similar programs include Louisville, KY, New York, NY, Rockford, IL, Austin, TX, Boston, MA, Somerville, MA,
 CitiStat began with the NYC Police Department as CompStat. Tenets were developed by Jack Maple of the NYPD