Ideas 4 Making Performance Management A Reality

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  • 1. Just a thought…. Ideas 4 Making Performance Management a Reality By Brian Shelton
  • 2. Agenda
    • COMMUNICATE , COMMUNICATE , & COMMUNICATE some more!
    • Outline
      • Key Strategies
        • Objectives
          • Tactics
    • Sources
      • Next steps
  • 3. Overview
    • Specific Next Step Ideas Proposed are directly aligned to the specific Section XI Performance Measures items A-G in the County’s adopted Financial Policies.
    • Additional comments by Councilors at the FY2010 Budget Hearings about the Performance Measures are directly addressed as well.
  • 4. Ideation Objectives
    • The purpose is to develop specific next management steps for converting the performance measurement emphasis to that of performance management.
    • Senior Management Team must become more engaged and have a stake in what is going on for this to work.
    • If SMT cannot communicate about this, then let someone else do it.
  • 5. A Plea
    • No idea is a bad idea – maybe it just won’t work for this jurisdiction’s people or politics.
    • Take risks in moving these proposals up the command structure if you think an idea has merit and could work well in the longer term.
    • LA Scores needs more commitment of time and resources to shine.
  • 6. SOURCES STUDIED & APPLIED
    • Los Alamos County, Steve Lynne, CFO
    • IBM Center for the Business of Government Press
    • GFOA Practice Recommendations
    • ICMA Press & Center for Performance Measurement
    • Association of Governmental Accountants
    • City of Mesa, Arizona
    • King County, Washington
    • Results Leadership Group, LLC
    • The Performance Institute, Program Auditing
    • Washington State Transportation Board
  • 7. Preamble and Policy Item F – “Be Monitored and Used in Decision Making Processes”
    • Strategy # 1: Integrate performance management into County’s management culture by Communicating with each other.
      • Objective 1 – Include performance measurement and management experience in senior level job requirements when hiring or promoting.
      • Objective 2 – Include performance measurement and management information in new hire orientation.
      • Objective 3 – Include a comprehensive overview of the LA Scores system to new Councilor orientation.
  • 8. Preamble and Policy Item F – “Be Monitored and Used in Decision Making Processes”
    • Strategy # 1: Integrate performance management into County’s management culture by Communicating with each other.
      • Objective 4 – Strike a balance between locally grown and nationally developed standards
      • Objective 5 – Invest staff managers’ professional reputations and prestige in performance management and measurement
      • Objective 6 – Reduce the cost of providing the performance information.
      • Objective 7 – Hold training for dashboard with Arizona ICMA Consortium.
  • 9. Policy Item F – “Be Monitored and Used in Decision Making Processes”
    • Strategy # 2: Institutionalize and Communicate “Performance Measurement Accountability” to the Community
      • Objective 1 – Reposition & define the role of performance management on staff
      • Objective 2 – Retain and recruit specific talent for maintaining and growing performance management initiatives
      • Objective 3 – Council should also formally establish government transparency and accountability as part of their priority to the County’s citizens.
      • Objective 4 – Identify public spaces and media to “be reported externally” – Policy Item E.
  • 10. Preamble & Policy Item F – “Be Monitored and Used in Decision Making Processes”
    • Strategy # 3: Institutionalize citizen priorities – Communicate with citizens
      • Objective 1 – CAO could ask Council to establish a Progress Indicators Commission. Let the commission help guide the shape and feel of the community as it evolves.
      • Objective 2 – Measure citizen perceptions of service quality and overall satisfaction with various dimensions of County services and programs. Give citizens feedback.
  • 11. ALL THE OTHER POLICY ITEMS A, B, C, D, G
    • …… are important for institutionalizing the scorecards and the system, but really do not concern management practice.
    • ITEM A – Strategic goals and objectives aren’t there to provide performance management.
    • ITEMs B & D – We are measuring by CPM.
    • ITEM C – Need to identify the right ones in the first place, which has to do with expertise, not management.
    • ITEM G – Assessing effectiveness of key programs requires a program audit.
  • 12. Summarize
    • Review ideas
    • Check requirements and restrictions
    • Trim list to top ideas
  • 13. Next Steps
    • Describe what happens next:
      • Research the ideas generated?
      • Follow up with larger group?
    • Generate action items for follow-up:
      • Start turning ideas into reality