Public Administration KPI Examples | Government KPIs

Government & Public Administration KPIs

Transform your Government & Public Administration with our powerful list of key performance indicators (KPIs). From citizen satisfaction and efficiency to budget execution and compliance, measure and track progress to optimize service delivery and achieve strategic goals.

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KPI Examples for Government & Public Administration

Economic Development

  • Amount of new retail square footage
  • Average number of business days before reported graffiti is removed
  • Cost per animal sterilized
  • Cost per person trained in workforce development
  • Cost per sheltered animal
  • Cost per youth placed in summer youth employment jobs
  • Development of county-wide infrastructure, land supply, and affordable housing plan within one year, plan implementation and schedule adherence thereafter
  • Dropout rate of high school students
  • Health and human services
  • Housing affordability index/percentage of households that can afford a median-priced home
  • Net loss of agricultural or environmentally sensitive areas
  • Number of affordable mortgages financed for eligible low and moderate income families
  • Number of childcare facilities in areas of need
  • Number of childcare facilities with national accreditation
  • Number of economic development inquiries received
  • Number of emerging technology projects
  • Number of existing and startup businesses and agencies trained by the city or county per year that remain in business after two years
  • Number of jobs created in the community from economic and community development projects
  • Number of loans to low and moderate income persons closed per year
  • Number of low-income infants, toddlers, and preschoolers participating in early childhood development services (versus waiting list)
  • Number of new assisted living units in public housing
  • Number of new businesses related to incentives/coordinated efforts to promote growth in targeted industries
  • Number of new incubated businesses that survive at least two years
  • Number of special projects completed
  • Number of successful placements of training program participants in employment within three years
  • Number of volunteer hours
  • Number of youth participating in after-school / gap-time programming
  • Number of youths participating in employment and entrepreneurship programs
  • Per capita income
  • Percentage annual increase in new dollars generated for economic development programs
  • Percentage increase in graduation rare
  • Percentage of businesses trained and subsequently receiving funding
  • Percentage of children with insurance
  • Percentage of people with disabilities satisfied or very satisfied with service access
  • Percentage of residents satisfied with community involvement process with economic development
  • Percentage of residents with increased access to primary and specialty medical care
  • Percentage of sheltered animals adopted
  • Percentage of youth with improved academic performance
  • Percentage increase in the number of affordable and special needs housing
  • Percentage of businesses satisfied or very satisfied with the city/county's business processes
  • Percentage of customers of the health and human services area satisfied or very satisfied with service delivery and customer care
  • Percentage of participants who report they learned something that will help them start a business
  • Percentage of survey respondents earning less than $25,000 per year that rate the city/county's health and human services as good or very good
  • Percentage of survey respondents that agree the city or county government effectively develops low-income/poor areas
  • Percentage of users of health and human services satisfied or very satisfied with transit access to health care
  • Reduced percentage rate of uninsured in the city/county
  • Sick leave hours used per 1,000 hours
  • Total infant mortality rate per 1,000 live births
  • Total mortality rate (all causes) per 100,000
  • Unemployment rate

Neighborhood and Unincorporated Area Municipal Services

  • Cost per document released
  • Net loss of agricultural designated lands outside the urban development boundary (UDB) or environmentally sensitive lands
  • Number of infill development and infill housing units and infill redevelopment projects per year (completed)
  • Number of renters assisted
  • Percentage of lease payments that will be on time
  • Percentage of tree canopy increase
  • Percentage of general/nuisance complaints responded to within 48 hours
  • Percentage of nuisance incidents remediated within predefined timeframes
  • Percentage of residents and businesses aware of critical knowledge factors of code compliance
  • Percentage of residents satisfied with information delivery systems
  • Percentage of roadways and rights-of-way cleaned and well maintained
  • Percentage of survey respondents that agree the city or county employees that helped them went the extra mile to get their issue heard and resolved
  • Percentage of survey respondents that rate flooding as a minor or major problem in their neighborhood
  • Percentage of survey respondents that rate the development and land use/zoning in their neighborhood as good or very good
  • Percentage of survey respondents that rate the drinking water quality and sewer service as good or very good
  • Percentage of survey respondents that rate the quality of roadways and road signs in city or county as good or very good
  • Percentage of survey respondents that were satisfied with their last contact with city or county personnel
  • Secret shopper rating for employee customer service
  • Total square feet of facilities

Public Safety

  • Average fire rescue response time from time dispatch receives life-threatening call from 911 and/ or percentage of total fire calls with a response time under eight minutes from call entry to arrival and/or emergency services average response time from public safety answering point (PSAP) to arrival
  • Cost per park safety enforcement action on park land
  • Development and implementation of a comprehensive plan for homeland security
  • Development of a comprehensive plan for homeland security
  • Number of licensed pets
  • Number of public emergency shelters
  • Number of abandoned vehicles investigated
  • Number of collisions related to pursuits
  • Number of first responders trained and equipped for an emergency event
  • Number of patrol hours in neighborhoods
  • Number of pedestrian/bicycle collisions per 100,000 population
  • Number of requests for special operations support
  • Number of service call responses annually
  • Percentage increase in number of volunteers
  • Percentage increase in use of non-lethal technology
  • Percentage of citizens that state they feel safe in parks and recreation facilities
  • Percentage reduction in drug-related incidents
  • Percentage reduction in juvenile crime rates
  • Percentage reduction in non-emergency calls into the 911 system
  • Percentage of survey respondents who generally find police officers and traffic enforcement officers to be friendly and approachable safety services
  • Percentage of survey respondents that rate crime in their neighborhood as a minor or major problem
  • Percentage reduction in property loss rate
  • Police emergency average response time (minutes)
  • Rate of reinstitutionalization of offenders processed through the Juvenile Evaluation Center
  • Rate of traffic fatalities per 100,000 population

Recreation and Culture

  • Average cost per daily servicing acre
  • Average safety rating for pools
  • Cost per estimated arts center services participant hour
  • Cost per estimated museum participant hour
  • Cost per participant hour in senior services
  • Cost per public event
  • Increase in the number of collaborative programs and participants with educational institutions
  • Number of acres of natural areas restored and number of acres maintained
  • Number of adult sports teams
  • Number of attendees at recreational, cultural, and library facilities, programs and services
  • Number of cultural, recreational, and libraries collaboration projects per year
  • Number of cultural, recreational, and library programs available for the elderly and people with disabilities
  • Number of developed park acreage
  • Number of estimated arts center services participant hours
  • Number of estimated participant hours in after-school programs
  • Number of meals served to seniors
  • Number of public art contracts completed
  • Number of residents satisfied or very satisfied with availability of open or green spaces
  • Number of residents satisfied or very satisfied with availability of facilities
  • Park acres per capita
  • Percentage of free programs offered
  • Percentage of library district residents within four miles (or 25 minutes) of a library
  • Percentage of organizations and artists satisfied or very satisfied with the city or county gram application process
  • Percentage of participants satisfied or very satisfied with availability of quality lifelong learning programs
  • Percentage of survey respondents that rate the city or county's library services as good or very good
  • Percentage of survey respondents that rate the city or county's recreational and cultural activities as good or very good
  • Quality rating of residents and visitors for cultural, recreational, and library facilities and places
  • Recreation and culture dollars available through all sources of funding, including existing and new sources
  • Resident ratings of the appearance of recreational, cultural, and library facilities
  • Resident ratings of the range of parks and recreation activities
  • Total audience served through public events

Transportation

  • Achievement of all major milestones timelines in the city or county's transportation plan
  • Annual percentage change of parking operations expense
  • Average commute times to work in minutes
  • Average dollar value per central purchasing office purchase order
  • Average number of days between invoice date and date of check disbursement
  • Bond ratings
  • Calendar days from requisition to purchase order
  • Cost of government - Dollars per capita and per capita by category
  • Daily bus and rail boardings
  • Dollar amount of purchases made that meet sustainability guidelines
  • Dollar cost per accounts payable transaction
  • Enabling strategies - Budgets and finance
  • Implementation of 24-hour rail and bus operations
  • National customer satisfaction ranking for the airport
  • Average work-trip vehicle occupancy
  • Compliance percentage with local tax collection
  • Percentage of public transit trips taken
  • Number of visitors to county transit websites
  • Customer satisfaction ranking for the seaport
  • National customer satisfaction ranking for the airport
  • Negotiated contract savings (dollars saved)
  • Net parking income/loss
  • Number (and percentage) of facilities meeting regulatory requirements
  • Number of audits and special projects completed
  • Number of parking tickets issued
  • Number of payment transactions processed for departments
  • Number of projects managed
  • Number of purchases made city/countywide by central purchasing office
  • Number of residents satisfied or very satisfied with the implementation of the city/county's transportation plan
  • Percentage of audit recommendations "concurred with" by management
  • Percentage of cash reserves
  • Percentage of strategic plans outcomes supported by business plans
  • Percentage of traffic signals synchronized and optimized
  • Percentage of vendor solicitations successfully awarded without delay due to rebids or protests
  • Percentage of community satisfied with value of city or county's services for tax dollars paid
  • Percentage of employees rating the city or county or state as a good place to work
  • Percentage of internal users satisfied with procurement timeliness quality, and overall service
  • Percentage of survey respondents that rate the cleanliness of buses and train cars as good or very good
  • Percentage of survey respondents that rate the congestion on the roadways in their neighborhood as a minor or major problem
  • Percentage of survey respondents that rate the convenience of the city or county bus routes as good or very good
  • Percentage of survey respondents that rate the ease of transportation to and from the airport and seaport as good or very good
  • Planned frequency of transit service during peak and non-peak hours
  • Rate of schedule adherence for bus and rail service
  • Receiving Government Finance Officers Association (GFOA) distinguished budget award
  • Total number of aviation passengers

Enabling Strategies Government Operations

  • Cost per page view on the city or county website
  • Dollars saved through IT investments
  • Electronic access to services and information, and percentage of survey respondents that agree that it is easy to find what they need or want on the city or county website
  • Fleet costs (acquisition, operating, resale value) within prescribed industry standards and percentage of department users satisfied with quality and timeliness of fleet management services
  • Increase number of employees rating the city or county as a good place to work
  • Number of page views on the city or county website per capita
  • Number of planned media events (includes news conferences)
  • One hundred percent of financial reports filed timely and accurately in compliance with the law
  • Percentage of city or county employees aware of their component of performance targets
  • Percentage of city or county employees aware of their importance to city or county’s values and priorities
  • Percentage of IT projects completed on time, within budget
  • Percentage of IT routine problems solved within 24 hours
  • Percentage of (facility) projects completed within budget and on time
  • Percentage of accuracy between votes cast and votes reported
  • Percentage of customers familiar with city or county sources of information
  • Percentage of internal customers and residents satisfied with aesthetics of city or county facilities
  • Percentage of residents with a positive image of city or county government
  • Percentage of users (residents, visitors, employees, etc.) satisfied with city or county services
  • Reduced staff turnover
  • Satisfaction ratings from service delivery departments
  • Value of corporate-initiated media coverage
  • Voter satisfaction with process

Why use KPIs in government?

Key performance indicators (KPIs) are a valuable tool for organizations in the government and public administration industry to measure and track their performance and progress towards specific goals. These indicators allow organizations to identify areas of strength and weakness, make data-driven decisions, and improve overall efficiency and effectiveness.

One of the main benefits of using KPIs is that they provide a clear and objective way to measure the success of an organization's programs and initiatives. This can be particularly important in the government and public administration industry, where the impact of programs and services can be difficult to quantify. For example, a government agency that provides services to low-income families may use a KPI such as the percentage of families served who are able to secure stable housing as a way to measure the success of their efforts. By tracking this indicator over time, the agency can see whether its programs are having the desired impact and make adjustments as needed.

KPIs can also help organizations to identify areas where they need to improve. By setting specific goals and regularly measuring progress towards those goals, organizations can quickly identify where they are falling short and take action to address those issues. For example, a government agency that provides transportation services may use a KPI such as the percentage of buses arriving on time to track the reliability of its services. If the agency sees that this KPI is consistently low, it may identify the cause of the problem (e.g., traffic congestion) and take steps to address it (e.g., by routing buses on less-congested roads).

Another benefit of using KPIs is that they can help organizations to make data-driven decisions. By regularly tracking a variety of indicators, organizations can gather a wealth of data about their performance and use that data to inform decision making. For example, a public school system may use a KPI such as graduation rate to track the effectiveness of its schools. If the system sees that graduation rates are low in certain schools, it can use that data to identify and implement best practices from higher-performing schools, as well as providing additional support to those schools.

In addition, KPIs can also be used to communicate the value and impact of an organization to stakeholders. Government and public administration organizations are often accountable to a variety of stakeholders, including taxpayers, elected officials, and the communities they serve. By regularly reporting on key indicators such as cost savings, number of services provided, or the satisfaction of customers, organizations can demonstrate the value of their work and the impact they are having.

Finally, using KPIs can help organizations to improve efficiency and effectiveness. By setting goals and regularly measuring progress towards those goals, organizations can identify areas where they are wasting resources or where processes are not working as efficiently as they could be. By making adjustments in these areas, organizations can improve their overall performance and better serve the needs of their stakeholders.

In conclusion, the use of KPIs in the government and public administration industry is essential for measuring and tracking performance, identifying areas of improvement, making data-driven decisions, communicating value and impact to stakeholders and improving efficiency and effectiveness. Organizations that make use of KPIs are better equipped to serve their stakeholders and make a real difference in their communities.

The most common government and public administration KPIs

The use of key performance indicators (KPIs) is essential for organizations in the government and public administration industry to measure and track their performance and progress towards specific goals. These indicators allow organizations to identify areas of strength and weakness, make data-driven decisions, and improve overall efficiency and effectiveness. In this article, I will discuss some of the KPIs that a organization in the government and public administration industry would use to track their performance.

One important type of KPI for organizations in this industry are cost savings KPI. This KPI measures the amount of money an organization is able to save through cost-cutting measures or process improvements. For example, a government agency that is responsible for maintaining public infrastructure might use these KPIs to track the cost savings generated by implementing more efficient maintenance processes or using new technologies.

Another important type of KPI for organizations in this industry are customer satisfaction KPI. This KPI measures the degree to which customers are satisfied with the service or product they receive. For example, a public utility organization might use these KPIs to track the satisfaction of customers with the quality and reliability of their electricity or water service.

Performance rate KPIs are also important for organizations in this industry. These KPIs measure the efficiency and effectiveness of the organization's programs and services. For example, a government agency that provides services to low-income families might use a performance rate KPI to track the percentage of families served who are able to secure stable housing as a way to measure the success of their efforts.

Another important type of KPI for organizations in this industry are performance measurement KPIs. These KPIs are used to measure the performance of an organization's employees. For example, a public school system might use these KPIs to track the performance of teachers by monitoring student test scores, classroom observation, and parent satisfaction.

Another important type of KPI for organizations in this industry are compliance KPIs. These KPIs are used to measure compliance with legal and regulatory requirements. For example, a government agency that regulates the environment might use these KPIs to track the compliance rate of organizations in the region with pollution control regulations.

Finally, safety KPIs are important for organizations in this industry. These KPIs measure the safety of the organization's services and products. For example, a public transportation organization might use these KPIs to track the number of accidents or incidents involving its buses or trains.

In conclusion, organizations in the government and public administration industry have a wide range of KPIs that they can use to track their performance. By having a set of well-defined KPIs, organizations can make better decisions, communicate their performance more effectively, and track progress towards their goals.

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