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Goal setting & performance measurement training
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Goal setting & performance measurement training


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  • 1. Goal Setting & PerformanceMeasurement Workshop Office of Budget Evaluation & Development
  • 2. OverviewIntroducing the processUnderstanding citywide goalsSetting department goalsEstablishing division objectivesMeasuring performance
  • 3. Why do this?Communicate alignment of staff actions & plans with expressed interests of elected leadersProvide focus to achieve results
  • 4. Introducing the process Citywide Goals (Council & Staff) Department Goals Division Performance Objectives Measures
  • 5. Citywide GoalsSet by Mayor & CouncilTracked by City ManagerReflect strategic priorities of our elected officials
  • 6. Department GoalsSet by DepartmentsTied to Citywide GoalsProvide foundation for Division Objectives
  • 7. Division ObjectivesSet by DivisionsApproved by Department HeadTied to Department and/or Citywide GoalsProvide basis for performance measures
  • 8. Performance MeasuresQuantified metricEmphasis areas Outcome EfficiencyTied to division objectiveReported annually
  • 9. What are the Citywide Goals?Established by Council in 2011City Manager reports regularly in regards to status, ongoing activities, accomplishmentsReflect expressed strategic interests of elected officials
  • 10. PreambleThe Rocky Mount Mayor and City Councilare committed to:•Providing good government•Improving the quality of life in ourcommunity•Ensuring a safe community•Providing opportunities and businessdevelopment•Promoting Social Justice•Being good stewards of the environment•Promoting Community EconomicDevelopment
  • 11. Citywide GoalsContinue to expand the use of allcommunication outlets including the WorldWide Web and social media:•To improve the frequency, and accuracy ofCity communications with the Rocky Mountcommunity and the Twin County Region.•By launching and maintaining a positiveimage campaign.
  • 12. Citywide GoalsUpdate the City’s Personnel Policy to:•Ensure fairness and to value diversity inhiring and promotion.•Encourage succession planning.•Promote human capital development.•Provide for career ladders in everydepartment; and•Promote employee understanding ofexpectations and appropriate grievanceand appeal channels.
  • 13. Citywide GoalsReinvent and transform the citygovernment’s organizational culture:•To encourage and reward creativeproblem-solving, innovation, and risk-taking; and•To improve the economy, efficiency,effectiveness and the equity of cityservices. This includes customer servicepolicies, employee training, and evaluatingimpact on citizen satisfaction with cityservices.
  • 14. Citywide GoalsBuild relationships between the CityCouncil and faith-based organizations,churches, and clergy to address humandevelopment.Develop strategies to engage and recruityoung adults.Build stakeholder support for regionalcollaboration and launch a strategicplanning process for Rocky Mount and theTwin County region.
  • 15. Citywide GoalsCreate greater internet accessopportunities, particularly in key areassuch as downtown.Create a greater critical mass in theCentral City by:•Creating more housing opportunities in thedowntown area; and•Creating housing opportunities that appealto young adults.
  • 16. City Staff Values(Goals)Excellent public serviceExcellent customer serviceInnovation
  • 17. Citywide Goals & Values
  • 18. Goal SettingWhat is your purpose?What do you expect to achieve?What motivates improvement?What are you trying to accomplish?How can you advance Citywide goals?How do you meet/exceed expectations and standards?
  • 19. SMART Goal SettingSpecificMeasurableRelevantAttainableTime-Specific
  • 20. Department GoalsProject significant accomplishmentsInclude some degree of difficultyReflect internal mission/visionIncorporate, align with Citywide goals (Council & Staff)Provide foundation for division-level objectives
  • 21. Division ObjectivesStatements of expectations, desired achievementAlign with department goalsSpecific, enable effective, quantitative measurementAgree with overall, Citywide philosophy (goals & values)
  • 22. Let’s Practice!
  • 23. Performance MeasuresEnable tracking of goal/objective achievement (alignment)Facilitate accountabilityCommunicate operations to elected officialsSet stage for enabling ongoing evaluation & improvement
  • 24. Performance MeasuresDeveloped & tracked at delegated level (supervisory, operations)Potential to positively-influence decision-making from the “bottom- up”
  • 25. PM ComponentsIdentify the measure• Quantifiable• Describes specific service dimension• Staff able to acquire, review and analyze data (metric) on a regular (annual, quarterly, monthly) basis
  • 26. PM ComponentsCategories of measures (preferred)• Efficiencies: relationship between inputs & outputs –Cost ($) per preventative maintenance –# days to process building plans –Weekly meters read per reader
  • 27. PM ComponentsCategories of measures (preferred)• Outcomes: provide feedback on service quality –% of inspections completed within 3 business days of request –% of Fire Department calls responded to within 3 minutes
  • 28. PM ComponentsCategories of measures (less preferable)• Inputs: amount of resources used• Outputs: workload, amount of service provided
  • 29. PM ResourcesOther jurisdictionsProfessional standardsUNC Benchmarking ProjectICMA Performance MeasurementMunicipal Benchmarks (Ammons)Budget Office Library (soon online)
  • 30. Let’s Practice!
  • 31. Remember Citywide Goals!
  • 32. Practice1. Identify Citywide goal Excellent customer service2. Draft Department goal (Planning)Establish and maintain a culture of service that exceeds citizen expectations
  • 33. Practice3. Draft Division objective (Inspections)Staff will complete inspections within 3 days of customer request4. Assign Performance measure% inspections completed within 3 days of customer request
  • 34. Next StepsLook at prior budget goals, objectives & measuresReview Citywide GoalsDiscuss department & division strategyDiscover performance measures
  • 35. Questions? Extension 1335