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The Town’s overall Performance Management system has been awarded Certificates of Distinction by the International City/County Management Association (ICMA) Center for Performance Measurement since 2011, to include the highest level - Certificate of Excellence - in 2015.  The certificate program assesses a local government’s performance management program and encourages analysis of results by comparing to peers and gauging performance over time. Performance management aids in cost reduction, program prioritization, and quality improvement. It also encourages accountability and transparency.

  

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If you wish to provide feedback or have questions, please contact the Town Manager or Assistant Town Manager at 540-338-7421 or at this email address.



15-520-CPA-Web-Button-Excellence-2015 15-520-CPA-Web-Button-Distinction-2016
 

Links to Dept. Performance Measures

Administration
Finance
Information Technology
Police and Public Safety
Public Works
Community Development
Water (coming soon)
Wastewater (coming soon)


WORKLOAD ​AND PERFORMANCE MEASURES BY DEPARTMENT

FISCAL YEARS 2016 – 2018


WORKLOAD AND PERFORMANCE MEASURES

The following information presents the Town of Purcellville workload and performance measures as compiled by each Town Department.  The Town compiled this information during Fiscal Year (FY) 2017 and therefore, the information displayed provides the actual FY 2016, the estimated FY 2017 and the projected FY 2018 numbers and metrics.

A workload factor is a duty that the Department performs and the number of quantifiable instances that it occurs during a fiscal year.  Workload factors are not all encompassing since one task may be easy and that same task for another customer may be much more complex.  However, the workload factor can provide insight to the workload that a Department must accomplish during the fiscal year.  Workload factors may be used to study a need to increase or decrease resources, how accomplishments were diverted due to increasing workload in a particular service line, or a need to review organizational changes due to customer demand. 

A performance measure is the quantifiable result of the Department’s work.  The performance measure should indicate how much, how well and at what level services are provided to Town citizens.  Performance measures can be an important benchmark and expectation from residents.  For example, a Town public works department may determine that with its current resources, it can repair street potholes reported to their department within 48 hours.  The performance measure can provide the percentage the Department successfully met that benchmark. 

Residents have a voice on whether there is a need to modify Department’s benchmark or service levels where Town services are less or more robust.  The benchmark modification can have direct budget implications.  In addition, residents may question if the Town fails to meet those benchmarks. 


ADMINISTRATION

The primary duties of the department include implementation and enforcement of Town policies and procedures, staff support to the Town Council, management of daily operations and delivery of diverse services.  Town Administration is comprised of the following positions:

Ø  Office of the Town Manager

Ø  Assistant Town Manager

Ø  Town Attorney

Ø  Director of Administration

Ø  Town Clerk

Ø  Human Resources Specialist

Ø  Administrative Project Coordinator

Ø  Front Office Reception / Information Services

 

 

The following represents key measures to determine Administration’s workload factors and performance:

 

Workload Factors

Comp Plan,

Core, Priority

Actual FY 2016

Estimated FY 2017

Projected FY 2018

Number of Town Council Agendas Prepared per Year

Core

30

35

35

Number of FOIA Requests

Core

139

70

70

Number of Resolutions

Core

19

30

25

Number of Ordinances

Core

12

10

10

Number of Residential Refuse/Recycling collection accounts

Core

2372

2467

2517

Number of External Recruitments

Core

8

12

15

Number of Worker’s Compensation Claims Filed

Core

4

4

4

Performance Measures

Comp Plan,

Core, Priority

Actual FY 2016

Estimated FY 2017

Projected FY 2018

Value of resources ($) utilized in response to FOIA requests

Core

$2,750

$1,500

$1,500

Percent of resources ($) recovered through allowable FOIA fees

Core

17%

20%

20%

Tons of Refuse Collected

Core

1992

2006

2150

Tons of Recycling Collected

Core

583

625

675

Tons of Yard Waste Collected

Core

514

610

650


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FINANCE

The Finance Department is responsible for the collection, disbursement and management of all Town funds and is composed of three divisions. 

(1)  Financial Services Division

Ø  Oversight of the Finance Department; management of financial ERP systems

Ø  Establishes and maintains sound fiscal policies and internal controls

Ø  Prepares the Town’s Comprehensive Annual Financial Report (CAFR); manages the annual audit; distribution of monthly financial reports

Ø  Prepares and monitors the annual operating and capital budget; long term financial plan; cash management and investments; debt management; credit rating

Ø  Assists departments with the procurement of goods and services.

 

(2)  Accounting Division

Ø  Responsible for accounting functions and internal financial reporting

Ø  Payroll and accounts payable processing

Ø  General ledger and bank statement reconciliations

Ø  Coordination of capital project funding and loans; fixed asset accounting and coordination of the annual inventory update

Ø  Preparation of reports for federal, state and local agencies. 

 

(3)  Billing and Collections Division

Ø  Responsible for billing and collection of user charges for water and sewer including the registration and connection of new customers and coordination of the meter reading process

Ø  Billing and collecting of taxes including real estate, personal property, business license and meals tax

Ø  Delinquent account collection

Ø  Daily reconciliation and deposit of receipts

Ø  Customer support services

The following represents key measures to determine Finance’s workload factors and performance:

Workload Factors

Comp Plan,

Core, Priority

Actual FY 2016

Estimated FY 2017

Projected FY 2018

Number of Utility Bills Issued

Core, Priority

15,949

16,285

16,700

Number of Real Estate Bills Issued

Core, Priority

5,607

5,657

5,707

Number of Personal Property Tax Bills Issued

Core, Priority

6,613

6,700

6,750

Number of Business License Issued (calendar year license)

Core, Priority

801

805

810

Number of Personal Property Tax Bills Issued

Core, Priority

6,613

6,700

6,750

Number of Personal Property Tax Bills Issued

Core, Priority

6,613

6,700

6,750

Number of capital projects managed

Core

12

12

11

Number of new debt issuances managed

Comp Plan, Core, Priority

0

0

0

Number of loans managed

Comp Plan, Core, Priority

8

8

8

Number of AP transactions per year

Core

6,449

6,600

6,700

Number of W-2's issued per year

Core

107

113

120

Performance Measures

Comp Plan,

Core, Priority

Actual FY 2016

Estimated FY 2017

Projected FY 2018

GFOA budget award (# consecutive years)

Core, Priority

8

9

10

GFOA financial reporting award (# consecutive years)

Core

8

9

10

CAFR Received unmodified opinion from auditor

Core, Priority

Yes

Yes

Yes

Number of days for AP to process department payment requests

Core

10

10

10

Percentage of bank accounts reconciled within 30 days from statement receipt

Core

100%

100%

100%

Percent of utility bill revenue collected

Core, Priority

100%

99.5%

99.5%

Percent of real estate tax collections (+365 days)

Comp Plan, Core, Priority

99.9%

98.0%

98.0%

Percent of personal property tax collections (+365 days)

Core, Priority

98.3%

97%

97%


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INFORMATION TECHNOLOGY

The Information Technology (IT) Department is responsible for the Town’s purchase, installation, maintenance and support related to the following items:

Ø  Computer equipment

Ø  Communications technology equipment

Ø  Software

Ø  Town of Purcellville website

The following represents key measures to determine Information Technology’s workload factors and performance:

 

Workload Factors

Comp Plan,

Core, Priority

Actual FY 2016

Estimated FY 2017

Projected FY 2018

Number of servers supported

Core

22

23

23

Laserfiche records management system scanners

Core

12

12

12

Number of personal computers supported

Core

124

128

128

Percent of PCs and laptops over 4.5 years old

Core

28%

14%

13%

Number of Town buildings connected to the Town network

Core

8

8

8

Number of subscribers to the Town online notice system, Notify Me

Core

699

750

775

Performance Measures

Comp Plan,

Core, Priority

Actual FY 2016

Estimated FY 2017

Projected FY 2018

Percent of website requests posted within one day of receipt

Core

99%

99%

99%

Percent of IT operating budget allocated to third party support

Core

17%

16%

13%

Percent of IT user troubles calls resolved within one day of receipt

Core

95%

95%

95%


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PUBLIC SAFETY

The Purcellville Police Department consists of a dedicated staff consisting of 16 sworn officers, a Business Manager and an Administrative Assistant/Records Manager.  The Police Department provides the following services:

Ø  Patrol Duties – Each officer is assigned a police service area (PSA) to enhance community engagement/partnership.  They goal is for the officers to work with the residents/businesses in these areas to target problem areas and develop plans to deter or stop illegal behavior and manage quality of life issues.

Ø  Criminal Investigations – Patrol officers conduct limited criminal investigations with the end goal of apprehension of the suspect and a successful conclusion in court.  Serious crimes against persons that require extended investigation and resources are turned over to the Loudoun County Sheriff’s Office (LCSO) Criminal Investigations Division.

Ø  Traffic Management and Enforcement – Patrol officers investigate vehicle crashes, analyze crash data to better target enforcement efforts, and coordinate traffic safety concerns with partner agencies assisting in vehicular and highway safety.  Fatal crash investigations are handled by LCSO or Virginia State Police (VSP).

Ø  Administrative Support – Provide record keeping, accreditation management, human resource management and fiscal support to the Police Department employees and volunteers. With the new Records Management System crime analysis will be possible. 

Ø  Training – All officers maintain Department of Criminal Justice Services (DCJS) certification. Ensure Staff possess the critical skills necessary to provide superior police services to the community.

Ø  Community Engagement – Each officer is a community officer and constantly interacts informally or formally with community members (Coffee with a Cop, Books and Badges, Station Tours, School Events, Homework Club, HOA meetings, etc.)

The Purcellville Volunteer Fire Company and Volunteer Rescue Squad are separate non-profit entities that provide fire and other emergency services to the Town of Purcellville and surrounding area.  They currently operate as members of a combination organization within the Loudoun County Fire, Rescue and Emergency Management System.  The Town of Purcellville provides funding in the form of a pass-through dollar amount to these organizations. 

HOW DID WE PERFORM:

The following represents key measures to determine Police Department’s workload factors and performance:

 

Workload Factors

Comp Plan,

Core, Priority

Actual

FY 2016

Estimated

FY 2017

Projected

FY 2018

Total Offenses Reported

Core

497

375

380

Number of Traffic Violations Issued

Core

1176

951

990

Number of Warning Tickets Issued

Core

215

757

           802

Number of Collisions Investigated

Core

239

293

           300

Number of Community Training Sessions

Core

1

1

             1

Number of Community Outreach Events

Core

130

200

220

Performance Measures

Comp Plan,

Core, Priority

Actual

FY 2016

Estimated

FY 2017

Projected

FY 2018

Percentage of Time the 24 hour, 7 day a week, coverage is available

Core

100%

100%

100%

Average Response Time to Top Priority Calls (minutes)

Core

3.7

3.8

3.9

Attendance at Community Engagement Sessions

Core

1400

1600

1600


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PUBLIC WORKS

Public Works has 3 Departments consisting of:

Administrative Management

Ø  Provide administrative and managerial support to the Public Works Department and the Capital Improvements Program (CIP) in order to produce more effective services.

Capital Projects, Engineering, Inspections

Ø  Implement infrastructure projects to provide services to the public in a timely and cost effective manner.  Provide construction inspections services for capital, development and Town related projects to ensure compliance with regulations and requirements.  Geographic Information System maintenance and updates.

Infrastructure Maintenance

Ø  Provide comprehensive maintenance and operations of the Town’s owned streets, facilities and other infrastructure necessary to provide service to our residents. Under Maintenance, there are 4 other cost centers:

 

·         Maintenance Streets – Town – Infrastructure costs to maintain streets including street sweeping, snow removal, and street signage.  These costs come directly from the Town’s funding.

·         Maintenance Streets – State – Same description as above except these costs are eligible to be reimbursed by the Commonwealth of Virginia.

·         Refuse - Contract to provide Town residents with trash service.

·         Town Hall and other Town Assets – Infrastructure costs to maintain Town Hall and other Town facilities, infrastructure, and assets.

The following represents key measures to determine Public Work’s workload factors and performance:

 

Workload Factors

Comp Plan,

Core, Priority

Actual

FY 2016

Estimated

FY 2017

Projected

FY 2018

Number of active projects inspected

Core

28

35

40

Number of emergency call outs

Priority

21

25

25

Number of reportable overflow or backups

Priority

6

6

6

Performance Measures

Comp Plan,

Core, Priority

Actual

FY 2016

Estimated

FY 2017

Projected

FY 2018

Average number of working days to repair a pothole

Core

1

1

1

Pct of water breaks repaired within 24 hours

Core

100%

100%

100%


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COMMUNITY DEVELOPMENT

The Community Development Department consists of:

Ø  Director

Ø  Senior Planner

Ø  Planning Technician

Ø  Planner/Zoning Inspector

The Community Development Department is responsible for:

Ø  Processing all land development applications and permits

Ø  Guiding revisions to the Town’s comprehensive plan and land development regulations

Ø  Promoting economic development in the Town

Ø  Ensuring compliance with the zoning code

Ø  Providing staff support to Town boards and commissions as needed

The following represents key measures to determine Community Development’s workload factors and performance:

 

Workload Factors

Comp Plan,

Core, Priority

Actual FY 2016

Estimated FY 2017

Projected FY 2018

Permits, plans, and plats processed

Core

458

600

500

Customers serviced at counter

Core

1,500

2,000

1,800

Sign permits processed

Core

115

150

125

Number of zoning code changes

Priority, Core

4

5

3

Total code violation cases including sign enforcement

Priority, Core

316

230

275

Informal code violation warnings

Priority, Core

42

50

50

Formal code violations issued

Priority, Core

16

10

10

Performance Measures

Comp Plan,

Core, Priority

Actual FY 2016

Estimated FY 2017

Projected FY 2018

Number of jobs created

Priority, Core

243

200

225

Number of new businesses including home occupation

Priority, Core

41

60

50


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LEGISLATIVE AND ADVISORY

The Town of Purcellville is governed by the Mayor and 6 Council members.  The Mayor is elected very two years, and Council members serve staggered 4-year terms.  One Council member is appointed annually to serve as the Vice-Mayor.

The Town is also served by Advisory committees that review applications, special exceptions, and plans and recommend new policies and programs.  Specifically, the Town committees under the General Fund include:

Ø  Board of Architectural Review

Ø  Board of Zoning Appeals

Ø  Tree and Environment Sustainability Committee

Ø  Economic Development Advisory Committee

Ø  Planning Commission

Ø  Purcellville Arts Council

The Committees are served by Town residents and appointed by the Town Council.

The following represents key measures to determine the Council and Advisory committee performance measures:

 

Performance Measures

Comp Plan,

Core, Priority

Actual FY 2016

Estimated FY 2017

Projected FY 2018

Number of Town Council Regular Meetings

Core

19

20

20

Number of Town Council Special Meetings

Core

8

14

15


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