Tracking Citywide Performance

TrackingCitywide Performance

1.Whatare the major components of the CPR dashboard?

TheCPR dashboard had three main components. One of these componentsincludes the performance management application, which is a backendPC system that offers one point for accessing agencies and the inputdata. The second component or tool include the analytic tool ordashboard, which is a frontend system for offering standardizedreporting layout that features a drill-down functions, trendgraphics, trend graphics, and performance summaries. The lastcomponent is a data definition that reviews and identifies criticalindicators and topic measures that are incorporated in the CPRsystems in the entire four mayoral agencies (Turban et al., 2013).

2.Howmany agencies were involved in the definition and implementation ofthe CPR dashboard?

TheDepartment of Information Technology and Telecommunications (DoITT)in consultation with the Mayor’s Office of Operations prepared theinitial definition for the NYCStat CPR system. On the other hand, theinitial implementation of the system occurred in all the 44 mayoraljurisdictions in New York. The Mayor’s office and other oversightauthorities operating within the government and oversight authoritiesworking within the government was also involved the initialimplementation of the program.

3.Whatwere the major steps used in defining and implementing the CPR?

Themain step used in refining the CPR was launching the program that hadthe capacity for measuring a thousand functionalities of basiccomponents affecting the New York City residents. For example, itdetermined information such as the duration the government took tocomplete repairing potholes on the road and students’ schoolperformance. The functions defined in the program was then dividedinto eight distinct classes that included community services,citywide administration, business affairs and economic development,social services, public services, legal affairs, education, publicsafety and infrastructure. In the early stages of the programestablishment, only a few agencies that were involved in managing thesystem had access to the data. In fact, The New York state governmentintended to use the system for improving convenience local governmentadministration. However, Mayor Bloomberg ordered that the programshould be placed in the public domain where everyone could access itby the end of the summer. The mayor argued that the information theprogram analyzed directly affected the New York residents hence,publicizing the content could benefit the residents as they couldaccess the information affecting them even more conveniently (Turbanet al., 2013).

However,the CPR developers realized that ordinary citizens with no ICT skillscould not understand the program in its original form. It displayedseveral functions in the New York City, which made it appear verycomplex. Mayor Bloomberg recommended that the technicians shouldsimplify the dashboard, and classify the analyzed information incategories that would in turn enable the public to access theinformation conveniently. The program opened to the public throughthe NYC.gov website had a simple and flexible interface containingeight main categories (Turban et al., 2013).

4.Whatrole did “themes” play in the CPR dashboard?

Thethemes integrated with the CPR provides a flexible source forvaluable data, concerning the New York City government, to thepublic. One of the benefits the themes have accomplished includeenhanced transparency. The initiatives offer public access to vastgovernment performance data. This compels the government and otherinvolved administrators to maintain high transparency in their works.Second, the availability of data from a single location enhancescollaboration among various government organizations. For example,the department of agriculture can easily collaborate with thedepartment of industrialization because each faction understands thecritical content each department requires. Lastly, it facilitatesconstant improvement as the stakeholders can observe the performanceindicators, and then improve an organization’s performance usingthe available data (Turban et al., 2013).

5.Whatare the major capabilities of the CPR dashboard?

  1. Monitoring performance outcome that directly portrays the effect off the local administration on the public

  2. Captures and stores data for the previous and upcoming years, thereby providing a suitable platform for comparing year after year performance thereby, holding involved persons accountable for resulting the outcome

  3. Represents the performance of agencies using color coding and graphs, thus represents both negative and positive movements conveniently

  4. Enhanced data analysis, which in turn enables concerned persons to analyzed data for a period of up to five years

  5. Integrates valuable measures from various disciplines from the entire city thereby, helping to portray the overall government performance in the state

  6. Ensures the public can access the latest data in the state as it updates figures on weekly, monthly, quarterly, semiannually and even annually

  7. The themes enable the public to download the city’s data in different analysis for further evaluation

  8. The CPR clearly analyzes and elaborates the data presented to the public to understand the government’s performance easily. This implies that the public can rate the government since individuals can compare the present and future performance data

6.What can a business learn from a government initiative like CPR?

Abusiness can learn that flexible availability of data enhancestransparency and performance output since the administrators cancompare year over year information. Furthermore, individuals’accountability increases as it becomes possible to monitor everyone’swork output closely.

References

Turban,E., Sharda, R., &amp Delen, D. (2013). DecisionSupport and Business Intelligence Systems: Pearson New InternationalEdition.Harlow: Pearson Education Limited.