|
ABOUT
VISION AND INITIATIVES
POLICY PLAN
2030 CONCEPT PLANS
IMPLEMENTATION CAMPAIGNS
PERFORMANCE DEVELOPMENT
SCHEDULE AND PROGRESS
REPORTS AND PUBLICATIONS
NEWSROOM
|
|
|
Evaluation and Performance
Development This process graphic
(also available in Community COMPASS Report No. 1 Project Design)
illustrates the method which will be used to evaluate the progress various
initiatives and projects make toward achieving the goals of this plan. This
program evaluation process, an integral part of the Community Results
Accountability Framework, will be carried out periodically as different
groups and organizations begin to carry out the initiatives recommended in
the 2030 Plan and Implementation Framework.
click to enlarge
1. Customers/Stakeholders
Compared with the goals described for the entire County population in The
Vision for Hamilton County’s Future, desired results need to be
determined for individual groups that will benefit or otherwise be affected
by strategies implemented through this plan. These are the “customers” or
“stakeholders” of a particular project, and their needs are primary—although
it is assumed that their needs will align with the needs of the larger
community. Being a long range plan, even unborn generations will have to be
considered as our customers and stakeholders.
2. Performance Measures
Performance Measures allow strategic planning teams to measure their program
progress toward a particular goal, and how well they serve a
customer/stakeholder group, using objective data. Each strategic plan
project that emerges from Community COMPASS will develop specific
performance measures. Various public, private, and civic organizations
across the county have developed a different level of measurement for
community-wide and regional progress. These measurements, referred to as
indicators, can be referenced as needed to measure progress toward Community
COMPASS objectives for the whole community. The 12 State of the County
reports also describe more detailed data trends that will be used as
community level indicators. Other community and regional indicators sets
include:
-
Benchmarks for
Progress, Hamilton County, Ohio: Key Community Trends for Policy Makers --
Prepared by Hamilton County Regional Planning Commission in Collaboration
with The Cincinnatus Association
-
Sustainable
Cincinnati: A Regional Indicators Project Measuring the Economic,
Environmental, and Social Health of the Tri-state Metropolitan Area --
Prepared by Sustainable Cincinnati, Inc. and the League of Women Voters,
Cincinnati Area
-
The State of the
Community: A Report on the Socio-Economic Health of The Greater
Cincinnati-Northern Kentucky Region -- Prepared by United Way of Greater
Cincinnati
3. Baselines
Related to a particular data trend or indicator, baselines answer the
question “Where have we been and where are we headed?”, regarding a
particular issue or challenge facing the community. Developing a baseline
data trend is an essential component of the Community Results Accountability
Framework because it focuses attention on the issue and helps identify
strategies that could be used in crafting a solution. Data availability also
is a factor in developing baselines—if enough of the right kind of data is
not available, a clear baseline may not be possible.
4. Story Behind the Baseline
The trends identified in the State of the County Reports did not just happen
spontaneously—they happened because of a variety of social and economic
forces at work in our communities. Demographic shifts across the county,
technology changes, new industries growing and old ones declining, changes
in the County’s total workforce, state and national economic trends, and as
multitude of public and private decisions all have a part to play in the
trends evident in our communities. Discovering and describing the “story”
behind baseline trends makes sense out of all these competing factors and
further focuses attention on the true issue, and helps identify groups and
individuals who should be involved in developing solutions.
5. Revise Action Plan
6. Revise Funding Plan
7. Implement Revisions
The first 4 items are created prior to implementing an Action Plan for a
specific initiative. These next 3 items come into effect after a plan has
been implemented and the outcomes from that plan are measurable through data
indicators. Put simply, if a plan and implementation program is working
well, then reviewing the performance measures can verify and identify how to
continue progress. If a plan is not working well, this same review will
identify where improvements need to be made. Revisions to program funding
and implementation follow from these improvements.
|
|
|
Community COMPASS
Participants
Awards
Glossary of Terms
Community COMPASS Process
Other Plans (local,
countywide, state)
Alignment with OKI
Indicators
Smart Growth Principles
Hamilton County Treasures
Community COMPASS Publications
|
|
