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.

  

Feedback

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.

 

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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