1-250-409-7011 cvced@rdek.bc.ca

Performance Measures

In order to develop a plan, and track against it, the community must understand what a) data is available and b) the value of that information (Demonstrating Value, 2009). Good performance measures align with Asset-Based Community Development (ABCD), tracking what already exists.

 

    Collection Challenge
    Easy Feasible Difficult
Value High 3 Definitely Collect 2 Worth Collecting 2 Consider an Alternative
Of Medium 2 Worth Collecting 1 Collect if have time 1 Collect If have time
Information Low 1 Collect if have time 1 Collect if have time 0 Ignore

 

The performance measures selected below are easy to collect and highly rated on “value of information.” Generally, the Columbia Valley’s CED performance measures and preferred direction include the following:

 

Sample Performance Measures Frequency Desired Direction Rationale
Population (Census): Every 5 years Hold or increase More residents can support more services and businesses year round
Number of businesses: Annually Hold or increase More businesses can support more residents and visitors
Number of non profit organizations: Annually TBD Fewer organizations result in economies of scale and scope. More organizations are evidence of community vibrancy
Number of housing units: Annually Increase More housing drives down housing construction costs and rents
Average cost of housing units: Annually Hold Reduces speculative outside investors from holding empty homes
Living Wage: Annually Calculate and decrease Provides a standard rate; encourages work to decrease cost of living & improve quality of employment
Living Wage employers: Annually Increase Reduces recruitment & training costs; encourages sustainability
Full-time employees: Annually

 

Increase Encourages commitment between employers & employees; allows both to plan accordingly
Hotel occupancy: Quarterly Increase in shoulder seasons Smooth out demand over the year, driving full-time employment; support of ancillary businesses