| Cuyahoga Performance Targets Reached- Make a difference in everything we do |
Strategic Priorities |
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12.3 Leverage data to drive decision making
- Make a difference in everything we do
About this measure |
Cuyahoga Performance was launched on January 31, 2018, with data collection and reporting beginning at the close of the first quarter on March 31, 2018. Depending on the measures, data are reported on a quarterly, biannual, or annual basis. This page demonstrates progress related to the meaningful expansion of performance management within Cuyahoga County and includes:
- % of Measure Pages Meeting Performance Targets, or the total number of measure pages including performance metrics where quantitative or qualitative data reported on time results in either a Target Reached or Informational Measure status.
Data are reported by the Cuyahoga County Office of Innovation and Performance on a quarterly basis.
Why is this important? |
Cuyahoga Performance is the foundation for strategic decision making by County leadership. By measuring performance through a series of community indicators and government measures, the County can improve its understanding of organizational performance and its impact on community outcomes. Through regular tracking of Cuyahoga Performance indicators and metrics, County staff can identify areas where attention or improvement is needed, celebrate organizational and community success, and provide the public with key information on County programs and services.
A best practice in performance measurement, targets identify a desired level of performance and serve as a benchmark against which to measure progress. Multiple County agencies set quarterly and/or annual targets for metrics reported through Cuyahoga Performance. Measure pages containing at least one metric with a performance target are identifiable by the showcasing of a green, yellow, or red status icon. Measures pages providing additional details related to core County programs and services where performance is impacted by a number of factors, including funding levels, strategic priorities, community need, and policy decisions made at the federal, state, and local level showcase a light blue status icon. Targets are not set for these informational measures, but timely reporting of updates is important.
How are we making an impact? | |
Cuyahoga Performance quarterly reports provided to the County Executive, his leadership team, department directors, and County staff have helped engage the organization in a dialogue focused on results. A critical management tool, Cuyahoga Performance provides the data required to make informed decisions about County programs and services and share this information with the public. Through this effort County staff has been able to celebrate success, champion creative and innovative problem-solving, and propel the organization toward the achievement of strategic plan goals.
During Q1-22, department data leads reported performance for 48 targets.
Several measures and measure pages were archived due to changes in data availability, program completion, and shifts in strategic priorities:
- Archived Measure Pages
- Accuracy of Budget
- Accuracy of Projections
- Cuyahoga County Employee Performance Plan
- Cuyahoga County Housing Plan
- Economic Impact of County Investments
- Archived Measures by Measure Page
- Average Time Homeless (Days)
- 3-Year Average Time Homeless
- County Hiring
- Applicants per Position Filled
- Cuyahoga County Municipal and Community Grant Programs
- Number of Demolition Projects Funded
- Funds Invested in Demolition Projects
- Cuyahoga County Wellness Program
- Biometric Screenings Completed
- Health Assessments Completed
- Organizational Challenge Participants
- Tobacco Free Affidavits Submitted
- Internal Communications Plan
- Intranet Total Views
- Intranet Blog Total Views
- Number of Cuyahoga Performance Measures Tracked
- Number of Cuyahoga Performance Metrics Tracked
- SkillUp Business Advisory Services
- Number of Businesses Engaged in Skill Up
- Number of Businesses Training with Skill Up
- Number of Outbound Referrals
- Number of Inbound Referrals
- Number of SkillUp training opportunities attempted
- Social Media Outreach
- Next Door Thank Yous
- Average Time Homeless (Days)
Future performance management priorities include:
- Continued promotion of Cuyahoga Performance as a critical resource for strategic decision making and community engagement,
- Identification of additional and improved metrics for goals and priorities, and
- Implementation of performance reporting best practices.
It is the goal of the Office of Innovation and Performance to continue to advance a culture of data-driven decision making by working with departments to increase the number of meaningful measures tracked in Cuyahoga Performance.
Performance Target |
Targets Reached (Quarterly): 65%
Measure Pages Reaching Performance Targets |
Data Source |
Cuyahoga County Office of Innovation and Performance
- As part of the process to refine measures, the Office of Innovation and Performance archived Number of Cuyahoga Performance Metrics Tracked during Q1-22.
Measure Data | Last Calculated a day ago |
| Period | | Status | Number of Targets - Actual | Target Reached - Actual | Marking Progress Toward Target- Actual | Informational Measure Updated On Time - Actual | Target Not Reached - Actual | Community Indicator - Actual | In Progress - Actual | Targets Reached - Percent | Targets Reached - Percent Target |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2016 | | Not Defined | 6 | 0 | 1 | 3 | 0 | 19 | 2 | 50.00% | |
| 2017 | | Not Defined | 18 | 2 | 2 | 9 | 0 | 19 | 5 | 61.11% | |
| Q1-18 | | Not Defined | 19 | 2 | 2 | 10 | 0 | 19 | 5 | 63.16% | |
| Q2-18 | | Not Defined | 19 | 1 | 3 | 10 | 0 | 19 | 5 | 57.89% | |
| Q3-18 | | Not Defined | 19 | 1 | 3 | 10 | 0 | 19 | 5 | 57.89% | |
| Q4-18 | | Not Defined | 35 | 2 | 2 | 11 | 0 | 19 | 20 | 37.14% | |
| Q1-19 | | Not Defined | 37 | 3 | 3 | 10 | 0 | 19 | 21 | 35.14% | |
| Q2-19 | | Not Defined | 40 | 3 | 5 | 11 | 0 | 19 | 21 | 35.00% | |
| Q3-19 | | Not Defined | 41 | 2 | 7 | 12 | 0 | 19 | 20 | 34.15% | |
| Q4-19 | | Target Reached | 54 | 12 | 10 | 27 | 5 | 18 | 0 | 72.22% | |
| Q1-20 | | Target Reached | 57 | 12 | 7 | 28 | 3 | 19 | 7 | 70.18% | |
| Q2-20 | | Target Reached | 53 | 7 | 10 | 24 | 9 | 17 | 3 | 58.49% | |
| Q3-20 | | Target Reached | 53 | 8 | 9 | 26 | 9 | 17 | 1 | 64.15% | |
| Q4-20 | | Target Reached | 55 | 14 | 8 | 22 | 6 | 18 | 5 | 65.45% | |
| Q1-21 | | Target Reached | 54 | 14 | 4 | 23 | 8 | 18 | 5 | 68.52% | 65.00% |
| Q2-21 | | Target Reached | 54 | 12 | 9 | 24 | 5 | 18 | 4 | 66.67% | 65.00% |
| Q3-21 | | Target Reached | 54 | 13 | 5 | 24 | 9 | 18 | 3 | 68.52% | 65.00% |
| Q4-21 |  | Making Progress Toward Target | 53 | 9 | 7 | 21 | 7 | 18 | 9 | 56.60% | 65.00% |
| Q1-22 | | Target Reached | 48 | 12 | 7 | 20 | 7 | 18 | 2 | 66.67% | 65.00% |
| Q2-22 |  | Target Not Reached | 19 | 4 | 3 | 5 | 7 | 17 | 0 | 47.37% | 65.00% |
| Q3-22 | | Target Not Reached | 19 | 4 | 2 | 5 | 8 | 17 | 0 | 47.37% | 65.00% |
| Q4-22 | | Target Not Reached | 10 | 2 | 2 | 0 | 6 | 1 | 0 | 20.00% | 65.00% |