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2011 APA Measurable Outcomes in Planning - Minneapolis
 

2011 APA Measurable Outcomes in Planning - Minneapolis

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One of three presentations made at the National Planning Conference in Boston in 2011 on Measurable Outcomes in Planning. This is the presentation made by Barbara Sporlein from Minneapolis.

One of three presentations made at the National Planning Conference in Boston in 2011 on Measurable Outcomes in Planning. This is the presentation made by Barbara Sporlein from Minneapolis.

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  • Performance Management operationalizes the business plan
  • Employees get clarity about what is expected, what is important, How it’s connected to a bigger picture
  • Connected communities

2011 APA Measurable Outcomes in Planning - Minneapolis 2011 APA Measurable Outcomes in Planning - Minneapolis Presentation Transcript

  • Performance Measures in Planning National Planning Conference – April 2011 Barbara Sporlein, City of Minneapolis
  • Key Concepts
    • We have adopted a shared community vision – City Goals, Comprehensive Plan
    • We value performance measurement, accountability and transparency, and have put several elements into place
    • Systems and measures is an iterative process and needs refining - we need better planning outcomes measures, better linkage of various measures and to resources
    • Comprehensive Plan and City Goals
    • Results Minneapolis – Progress Reports, community conversations
    • Sustainability Plan – indicators, targets, annual progress
    • Annual Business Plans; Annual Budgets
    • Department Quarterly Reports
    • Bi-annual Resident Survey
    • Employee Survey
    • Performance Appraisals
  • City Goals: Safe place to call home Economic vitality Many people, one Minneapolis Livable communities - healthy lives Eco-focused A City that works
  • What is Results Management? = RESULTS Program Implementation Business Planning (actions, measures, personnel, budget, technology, etc.) Strategic Planning (Comp Plan and City Goals) Performance Measurement & Reporting Goal & Program Evaluation Continuous Improvement (change strategies, reallocate resources, improve processes)
  • Setting our Direction Monitoring our Progress Business Plans City Goals & Strategic Directions Department Business Plans Employee Work Plans/Standards Comp Plan aligning direction and performance measurement Results Mpls. Department Progress Reports Employee Reviews
  • What We Measure
    • Growth – pop, hh, units, tax base
    • Various housing, population and employment demographics – Mpls Trends Reports
    • Map major private and public investments
    • Employment rate, gap
    • Job placements
    • Wage rates of new hires
    • Affordable housing production
    • Foreclosure activity, response
    • Results Minneapolis is a management tool the city uses to track performance toward achieving specific goals
    • Climate change
    • Renewable energy
    • Air Quality
    • Tree canopy
    • Biking
    • Downtown transportation alternatives
    • Airport noise
    • Storm water
    • Healthy lakes
    • Green jobs
    • Local foods
    • Healthy infants
    • Teen pregnancy
    • HIV and Gonorrhea
    • Healthy weight
    • Asthma
    • Lead poisoning
    • Brownfield sites
    • Part I violent crimes
    • Community engagement homelness
    • Affordable housing
    • Employment and poverty
    • Graduation rates
    • Arts and the economy
  • Mapped all processes, streamlined; co-located staff; renovated public service center and counter area; new technology; staff training; established performance standards, checklists, procedures; revised codes; e-permitting, enhanced web site; business advisory committee; customer satisfaction surveys; public workshops and educational materials; regular performance reporting; ongoing process improvements Results = significant reduction in service times and improved customer satisfaction
  •   2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Small Area Plans 6 6 2 3 0 2 4 6 6 + 2 + Comp Plan approved 2 Rezoning Studies 0 0 0 0 1 1 4 5 2 3 3 Zoning Code Text Amendments 11 12 31 6 9 11 12 13 10 24 9 Land Use Applications 717 761 799 1083 1197 895 894 819 617 547 560 Development Moratoria (year enacted) 1 1 1 1 1 1 2 2 3 3 0 Building Permit Review 7905 8100 7039 6725 5977 5690 5900 6406 Heritage Preservation Applications 180 175 183 198 128 191 247 223 Wrecking Permit Reviews 191 205 182 313 236 252 Film Permits Processed 212 190 187 212 199 215 212 268 Public Art Projects Installed 3 5 3 4 6 9 7 2 Environ Rev 45 27 13 23 40 8 3-1-1 Service Requests 1896 3370 3254 3351 3886
  • What’s Happening Now?
    • Merging various performance management elements into a Comprehensive Performance Management System
    • Better planning outcome measures
    • Resources for measurement & evaluation
    • Tying goals to work plans to budget
    • Framework for measuring regional sustainable development – proposed indicators
  • What is a Performance Management System?
    • A business process that links the City's goals and strategies to individual and team performance so as to increase organizational effectiveness.
    • Links business planning with the outcomes reported in Results Minneapolis
    Annual Business Plan Performance Management
  • What is Performance Management?
    • It helps align individual contributions with City Goals
    • Creates a clear line of sight
    Department goals and performance measures Individual employee work plans and performance targets
  • Cascading Goals/Measures
    • City Goals
    • Department Goals and Objectives
    • Division Goals and Objectives
    • Individual Contributor Goals
    • Goals
    • Objectives
    • Tactics
    • Owner(s)
    • Measure
    • Timeline
  • Three Step Model
      • Define performance measures & standards that align with City goals and the Department Business plan
      • Identify sources of performance data
      • Identify ways to increase employee capacity and professional development
    Plan Performance
      • Create infrastructure and climate where performance is monitored and openly discussed
      • Engage in 2-way conversations
      • Provide tools, time, etc. needed and remove obstacles to performance
      • Provide coaching for excellence
      • Adopt holistic approach – vertical and horizontal integration – how performance impacts other employees, departments, citizens and product delivery
      • Compare performance to standards
      • Identify performance successes, gaps and opportunities/deficiencies
      • Analyze successes and gaps
      • Adjust standards accordingly, if needed
      • Provide training
    Monitor Individual and Unit Performance
      • Collect feedback from sources
      • Evaluate and rate performance
      • Provide positive and/or constructive feedback
      • Recognize performance materially and/or psychologically
    Recognize Performance
  • What is Performance Management?
    • Happens all year round
    • Results based – outcomes v. activities
    • Focus on improvement rather than punishment
    • Links to employee development
    • Viewed as fair and positive
    • Joint process between managers and direct reports
  • Why Performance Management?
    • Scare resources means we need to work more effectively and focus on high-value work
    • A comprehensive performance management system can increase productivity, enhance workplace relationships, improvement employee engagement and establish leadership pipeline
  • Why Performance Management?
    • 2006 and 2009 employee survey indicated employees pleased with supervisors but wanted more feedback, development and recognition
    • Conducted research to determine good practices
    • Conducted focus groups to determine good fit
  • Automated Tool
    • To lower the labor intensity
      • Web-based
      • Configurable
      • Cascading Goals
      • Integrated
      • Easy to use
      • Secure
      • Three Pilot Projects Underway
  • Mandatory Planning Services
    • Review building and demolition permits, business license applications for zoning compliance
    • Process land use applications and staff CPC and BOA under 60 day law
    • Process heritage preservation applications and staff HPC
    • Maintain Comprehensive Plan – required updates; policy reviews for land sales/acquisition, bond sales (including location and design review), (re)development plans, financial assistance
    • Administer Zoning Code – issue determinations, mandatory code revisions, reasonable accommodation requests, staff Administrative Law Judge processes
    • Administer land subdivision regulations
    • Complete environmental reviews
    • Respond to data practices, FOIA and lawsuit data requests
    • Administer Shoreland/Floodplain/FEMA/Critical Area regulations
    • Implement Airport lawsuit consent decree
  • Enhanced (discretionary) Planning Services
    • Development Support
    • Provide development support for historic assets (grants, technical assistance) – scale back to focus on catalytic or TOD projects
    • Provide development consultation (assist developers and property owners with planning due diligence, site plan development, review processes, stakeholder engagement) – scale back to focus on catalytic or TOD projects
    • Participate in the build out of the regional transportation system – alignment, station location, place making and public realm improvements, design, public art, station area planning, pre-development work - focus on key decision making processes, scale back on other work
    • Staff capital improvement process – local charter may have to be amended) – scale back to focus on development-related infrastructure
    • Issue zoning letters – pause or increase response times
    • Issue heritage preservation letters – pause or increase response times
  • Enhanced (discretionary) Planning Services
    • Policy Refinement
    • Develop new small area or topical plans; update of existing plans; assisting others (neighborhood groups, other public entities) with plan development – complete existing policy plan work and then pause until the required update of the Comprehensive Plan expected to begin in 2013
    • Complete historic/heritage context studies – pause
  • Enhanced (discretionary) Planning Services
    • Development Review, Regulatory Refinement
    • Enforce the Zoning Code – focus on higher priority complaints, then approved site plan compliance and scale back or pause on special projects or sweeps
    • Complete rezoning studies – complete existing studies underway and then scale back – rezoning work can be completed on individual parcel basis by the property owner or developer
    • Update the Zoning Code (text amendments) – scale back to focus on those that streamline the development review process or are key to assist development
    • Minneapolis Development Review – staff both the zoning and preservation/design counters (may need to scale back coverage); Preliminary Development Review, Business Advisory Committee, process improvement work
    • Update design guidelines for historic district – complete Saint Anthony Falls district update and then pause
  • Enhanced (discretionary) Planning Services
    • Misc. Implementation Services
    • Public Art Program Administration – pause, eliminate
    • 3-1-1 service requests – service response times may be increased; the update of scripts and agent training will be scaled back or paused
    • Participate in non-lawsuit various airport-related issues – scale back
    • Complete designation studies – scale back to focus on catalytic, TOD or key resources at risk of demolition – all those authorized to make nominations (Council, property owner, HPC and Planning Director) will be notified of impact
    • Conduct survey of historic resources – the 10-year comprehensive survey of the entire city will be completed in 2011 – staff will pause on the next phase of using that information for designations and other proactive preservation work and focus on preservation applications and demolition permit reviews
  • 2011 Planning Focus
    • Transit improvements, transit oriented development and other catalytic development projects
    • Regulatory refinements – streamlining the development review process for staff and applicants
    • Development consultation - focus on catalytic and TOD projects
    • Analyze new census data – prepare new projections – new Regional Development Framework, Policy Plans and System Statements leading to the mandatory update of the City’s Comprehensive Plan
  • Benefits/Uses
    • Able to tell the story to multiple audiences
    • Better able to plan the work – here is what we do – now how are we going to do it
    • Needed to advance to monitoring and recognition of work performance
    • Identify redundancy, gaps, assess value-addedness of each service
    • Cross training
    • Useful for “ramping up” and “ramping down” commensurate with resources, priorities and conditions
  • Web Resources
    • http://www.ci.minneapolis.mn.us/council/goals/
    • http://www.ci.minneapolis.mn.us/CPED/comp_plan_2030.asp
    • http://www.ci.minneapolis.mn.us/sustainability/
    • http://www.ci.minneapolis.mn.us/results/
  • Hope to see in you Minneapolis!!