Measurable improvement in your development process
League of California Cities <ul><li>Measurably Improving your Development Process </li></ul><ul><li>Joseph Horwedel </li><...
Our plan for today <ul><li>Setting the stage : Why are we here today? </li></ul><ul><li>What are the expectations in devel...
Why are we here in this session? <ul><li>Complaints and frustrations </li></ul><ul><li>Want to do better at your city </li...
'Horrible' business climate at root of COMPAC's drive  July 3, 2006   <ul><li>How do you rank the business climate here?  ...
How the development process is reported in the papers
Sources of Frustration <ul><li>Lack of communication </li></ul><ul><li>Unmet expectations </li></ul><ul><li>Unclear outcom...
What does everyone want from the process? <ul><li>Quality Outcome </li></ul><ul><li>Predictability / Certainty </li></ul><...
Top 10 Consultant Recommendations <ul><li>Coordination between departments </li></ul><ul><li>Adequate budget for desired o...
Pillars of Customer Satisfaction
Sustainability of Organization <ul><li>Fiscal Stability </li></ul><ul><ul><li>Are there resources to support the desired o...
Fiscal Stability <ul><li>Is the development program expected to be full cost recovery?  Fully loaded costs? </li></ul><ul>...
Service Standard Consensus <ul><li>Is there clarity of what is the expected level and type of service? </li></ul><ul><ul><...
Staff Development <ul><li>Do you have the right team to get it done? </li></ul><ul><li>Pick staff for attitude, train for ...
 
How to Measurably Improve Your Organization <ul><li>Create a Framework for Performance Improvement </li></ul><ul><li>Drive...
<ul><li>Create a Framework for Performance Improvement </li></ul>
Create a Framework for Performance Improvement <ul><li>Defining the role of the organization </li></ul><ul><li>Understandi...
Problems from Lack of Role Clarity <ul><li>“ Another problem has been elected officials and managers inserting themselves ...
Problems from Lack of Role Clarity <ul><li>&quot;Elected officials feel forced to circumvent the planning and development ...
Reconciling Policy and Reality <ul><li>Inconsistency between the General Plan Vision and Zoning cause confusion </li></ul>...
Talking with your customers <ul><li>Don’t assume you know what is important to them. </li></ul><ul><li>Look at your differ...
Talking with your customers <ul><li>Part of the process is also one of opening up. Once customers feel the City really wan...
Talking with your customers Drop in on them at the counter or out in the field Attend their board meetings Host your own r...
Identify Improvement Opportunities <ul><li>Look for potential performance deficits in the process and organization </li></...
Process Review <ul><li>Think about why your customer is dealing with your staff. </li></ul>Are your policies created to he...
Process Improvements Opportunities Zucker Systems, San Jose 2002
Process Improvements Opportunities In place, on-going Phase 1: Senior Project Involvement:  For FY 2008-09, when necessary...
Ask Open Ended Questions Planning Permits Building Permits Note difference in responses between customers satisfied vs. di...
 
Setting Achievable Service Targets <ul><li>Don’t go looking for the perfect </li></ul><ul><li>performance measure.  It doe...
Setting Achievable Service Targets <ul><li>Effective targets should be based on: </li></ul><ul><li>What the customer needs...
Challenges with Targets <ul><li>“ Whether their mission is to protect children, to put out fires, or to defend the nation,...
Input Performance Targets <ul><li>Average Projects per staff </li></ul><ul><li>Complete applications at submittal </li></u...
Process Performance Targets <ul><li>Called applicant with/in 3 days of submittal </li></ul><ul><li>Draft Permit conditions...
Output Performance Targets <ul><li>Staff provided clear direction </li></ul><ul><li>Staff helped resolve issues </li></ul>...
<ul><li>Drive the Organization for Improvement </li></ul>
Drive the Organization for Improvement <ul><li>Track progress to targets </li></ul><ul><li>Communicate the progress </li><...
<ul><li>Accurate and Timely Intelligence Shared by All </li></ul><ul><li>Rapid Deployment of Resources </li></ul><ul><li>E...
Resources to Help Track Progress
Tracking Progress: CitiStat <ul><li>Measurement against targets </li></ul><ul><li>Monthly Comparisons </li></ul><ul><li>Vo...
Tracking Progress <ul><li>Discretionary Processes </li></ul><ul><ul><li>Zoning and Land Use </li></ul></ul><ul><ul><li>Pub...
Tracking Progress: Overall Satisfaction Quality of Service Measurement
Tracking Progress   <ul><li>Cycle Time Measurements </li></ul><ul><ul><li>Easiest to measure </li></ul></ul><ul><ul><li>Ty...
Communicate the Progress <ul><li>Talk with staff about their results </li></ul><ul><li>Publish quarterly and annual report...
Publish Reports
Publish Reports
Publish Reports
<ul><li>Teaching the Organization to Improve </li></ul>
Teaching the Organization to Improve <ul><li>Aligning results to your mission </li></ul><ul><li>Bring measurement to the w...
Aligning Results to Mission <ul><li>Improvement takes more than just showing up </li></ul><ul><li>You need to:  </li></ul>...
Bringing Measurement to the Workgroup: Dashboards <ul><li>Dashboards help staff and managers talk about performance </li><...
Bringing Measurement to the Workgroup: Dashboards in San Jose
Bringing Measurement to the Workgroup: Pitfalls <ul><li>Be aware of this emphasis in CitiStat </li></ul><ul><li>Your staff...
Bringing Measurement to the Rest of the Organization
Bringing Measurement to the Rest of the Organization <ul><li>Finance Director says “I want you to charge your customers a ...
Reassessing Your Progress <ul><li>Be aware of distortions in your progress </li></ul><ul><ul><li>Targets can encourage per...
Reassessing Your Progress Are outputs or results achieving the desired outcome?
Your Path to Success <ul><li>Create a Framework for Performance Improvement </li></ul><ul><li>Drive the Organization for I...
Resources For Process Improvement
 
 
 
 
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LoCC Measurable Improvement in Your Development Process

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Presentation to the League of California Cities Planning Commissioners Institute on Measurable Improvement in Your Development Process in 2009 at Anaheim, CA. The presentation looked at common methods to assess your process, review measurement tools and look at pitfalls based on the experiences in San Jose from outside consultant reviews and on going process improvement efforts.

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  • Gerry? Planners and the development process are popular targets. Here are a few headlines from a quick Goggle search of Planning Horror Stories.
  • Customers, the Council, staff and the community all want a level of predictability and certainty. That predictability and certainty may be different in their minds so that is one of the things to work through. Developers are looking for a timely response to their projects. Schedules are important and especially in these uncertain times, being able to have a schedule and depend on it is critical to attracting or retaining financing for a project Everyone in the process deserves respect. Staff cannot expect customers to show respect to them and their work if the staff do not treat the customer and their projects with respect.
  • There are multiple sources of help to improve your processes Consultants Zucker Systems, Matrix, Management Partners Your own organization Budget or Auditor staff. Local university business program
  • Important to account for staff time to maintain codes and policies.
  • LoCC Measurable Improvement in Your Development Process

    1. 1. Measurable improvement in your development process
    2. 2. League of California Cities <ul><li>Measurably Improving your Development Process </li></ul><ul><li>Joseph Horwedel </li></ul><ul><li>City of San Jose </li></ul><ul><li>Gerry DeYoung </li></ul><ul><li>Ruth & Going </li></ul>
    3. 3. Our plan for today <ul><li>Setting the stage : Why are we here today? </li></ul><ul><li>What are the expectations in development process? Whose expectations? </li></ul><ul><li>Capacity Building </li></ul><ul><li>Talking to your customers </li></ul><ul><li>Setting a plan in action </li></ul><ul><li>Tracking progress </li></ul>
    4. 4. Why are we here in this session? <ul><li>Complaints and frustrations </li></ul><ul><li>Want to do better at your city </li></ul><ul><li>Is a consultant is good idea </li></ul><ul><li>All the other sessions were full </li></ul>
    5. 5. 'Horrible' business climate at root of COMPAC's drive July 3, 2006 <ul><li>How do you rank the business climate here? </li></ul><ul><li>Try getting a permit for something. It can take months or years. What happens is that business people find out they need to get a permit for something. They go to city hall and find out they are not welcome and the city doesn't care. You hear that time and time again. Improving the business climate here is like rolling a boulder up a hill. </li></ul>
    6. 6. How the development process is reported in the papers
    7. 7. Sources of Frustration <ul><li>Lack of communication </li></ul><ul><li>Unmet expectations </li></ul><ul><li>Unclear outcomes </li></ul><ul><li>Cost of the process </li></ul><ul><li>Length of process </li></ul><ul><li>Lack of transparency </li></ul><ul><li>Trust Issues </li></ul>
    8. 8. What does everyone want from the process? <ul><li>Quality Outcome </li></ul><ul><li>Predictability / Certainty </li></ul><ul><li>Timeliness </li></ul><ul><li>Respect </li></ul>
    9. 9. Top 10 Consultant Recommendations <ul><li>Coordination between departments </li></ul><ul><li>Adequate budget for desired outcome </li></ul><ul><li>Clarity of city development philosophy </li></ul><ul><li>Designated owner of the process </li></ul><ul><li>Information on the web </li></ul><ul><li>Treat customers as partners, not enemies </li></ul><ul><li>Hire competent staff </li></ul><ul><li>Streamline the process and delegate down </li></ul><ul><li>Use technology to share information </li></ul><ul><li>Monitor performance to targets </li></ul>
    10. 10. Pillars of Customer Satisfaction
    11. 11. Sustainability of Organization <ul><li>Fiscal Stability </li></ul><ul><ul><li>Are there resources to support the desired outcomes? </li></ul></ul><ul><li>Service Standard Consensus </li></ul><ul><ul><li>Is there agreement of what are the desired outcomes? </li></ul></ul><ul><li>Staff Development </li></ul><ul><ul><li>Has staff been chosen and developed to achieve the outcomes? </li></ul></ul>
    12. 12. Fiscal Stability <ul><li>Is the development program expected to be full cost recovery? Fully loaded costs? </li></ul><ul><li>Use of Enterprise and Segregated Funds </li></ul><ul><li>Reserves. Proper use Policy </li></ul><ul><li>Market pricing. </li></ul>
    13. 13. Service Standard Consensus <ul><li>Is there clarity of what is the expected level and type of service? </li></ul><ul><ul><ul><li>Customer </li></ul></ul></ul><ul><ul><ul><li>Council members </li></ul></ul></ul><ul><ul><ul><li>Public </li></ul></ul></ul><ul><ul><ul><li>Staff </li></ul></ul></ul>
    14. 14. Staff Development <ul><li>Do you have the right team to get it done? </li></ul><ul><li>Pick staff for attitude, train for content. </li></ul><ul><li>Continue to invest in your staff development </li></ul><ul><li>Build succession in the organization </li></ul><ul><li>Don’t forget about management and leadership development. </li></ul>
    15. 16. How to Measurably Improve Your Organization <ul><li>Create a Framework for Performance Improvement </li></ul><ul><li>Drive the Organization for Improvement </li></ul><ul><li>Teaching the Organization to Improve </li></ul>
    16. 17. <ul><li>Create a Framework for Performance Improvement </li></ul>
    17. 18. Create a Framework for Performance Improvement <ul><li>Defining the role of the organization </li></ul><ul><li>Understanding your customers needs. </li></ul><ul><li>Identifying where performance is of greatest issue </li></ul><ul><li>Setting achievable targets </li></ul>
    18. 19. Problems from Lack of Role Clarity <ul><li>“ Another problem has been elected officials and managers inserting themselves into areas of the planning process where they don't belong. Often, planners are receiving mixed messages from elected leaders, and in some cases being told to &quot;work it out&quot; or ignore city policy to make a project work, according to the report. </li></ul><ul><li>Those problems stem from &quot;the roles and limits of authority&quot; of stakeholders being unclear” Citygate study of a Utah City. </li></ul>
    19. 20. Problems from Lack of Role Clarity <ul><li>&quot;Elected officials feel forced to circumvent the planning and development permitting review process because they are unable to trust the existing process to make fair, consistent and timely decisions,&quot; the report states. &quot;The ineffective process feeds on itself and then continues to degenerate into ever-increasing dysfunction.&quot; </li></ul>
    20. 21. Reconciling Policy and Reality <ul><li>Inconsistency between the General Plan Vision and Zoning cause confusion </li></ul><ul><li>Community values typically show up first in the GP. </li></ul><ul><li>Many development headaches are from zoning standards that have not kept pace. </li></ul><ul><li>Investing in continuous review of you ordinances and guidelines is essential to reduce frustration and uncertainty. </li></ul>
    21. 22. Talking with your customers <ul><li>Don’t assume you know what is important to them. </li></ul><ul><li>Look at your different customers by groups </li></ul><ul><li>Engage them on their turf. </li></ul><ul><li>Don’t stop talking to them. </li></ul>
    22. 23. Talking with your customers <ul><li>Part of the process is also one of opening up. Once customers feel the City really wants suggestions – more will come. Also, once the City welcomes suggestions without becoming defensive – more will come. Change and progress is not a one-time event. It must take place on a daily basis. </li></ul><ul><li>Paul Zucker, 1994 San Jose Assessment </li></ul>
    23. 24. Talking with your customers Drop in on them at the counter or out in the field Attend their board meetings Host your own roundtable and committees Make sure your staff knows you are regularly doing it.
    24. 25. Identify Improvement Opportunities <ul><li>Look for potential performance deficits in the process and organization </li></ul><ul><li>Inputs – Staff capabilities </li></ul><ul><li>Processes – Plans, strategies, processes. </li></ul><ul><li>Outputs – Process over outcomes </li></ul><ul><li>Make a deliberate choice on what to focus. </li></ul><ul><li>Small and quick vs. Large and meaningful </li></ul><ul><li>Make sure staff and customers know. </li></ul>
    25. 26. Process Review <ul><li>Think about why your customer is dealing with your staff. </li></ul>Are your policies created to help the customer be successful, or make it easier for staff?. Process Message for staff The small business owner did not have a goal of getting a permit. They had the goal of running a successful business.
    26. 27. Process Improvements Opportunities Zucker Systems, San Jose 2002
    27. 28. Process Improvements Opportunities In place, on-going Phase 1: Senior Project Involvement: For FY 2008-09, when necessary, Senior Management in Public Works will get involved to resolve difficult project issues. In addition, monthly internal training sessions will occur in order to provide structured and detailing training on the varying technical aspects of our work within the overall development process. (Primo D./ Mike L.) Supplemental experience and institutional knowledge in the Public Works Department April 2009 Phase 2: Public Works Business Study / User Fee Study: Public Works has commissioned a comprehensive third-party evaluation of their current business model in an effort to provide an improved and more financially solvent operation in FY 2009-10. Analysis will include a user fee study that will align fees to support the improved service model. If there are opportunities to adopt any proposed changes in advance of 2009-10, Public Works will pursue early adoption. (Primo D./ Mike L.)   In place, progress on-going Phase 1: 30-day Letter - The newly created 3rd Senior (Coach) position has the responsibility to ensure that Public Works meets Planning's goal of producing a 30-day letter to new development applications to the City. (Primo D./ Mike L.) Improve timeliness of Public Works memo Spring 2009 Develop a universal planning permit application and application submittal requirements. To ensure consistency in the application intake process, staff is developing a Universal Permit Application to cover the major development projects (Site Development, Conditional Use Permit, Planned Development Permit), as well as develop a matrix for submittal requirements based on project type. Both these efforts will eliminate confusion as to what application form to fill out and submit, and will set forth a schedule of submittal requirements that fit the project and the level of review it will go through. (Darryl B.) Streamline application intake Estimated Completion Date New Initiatives (FY 08-09) Proposed Reform
    28. 29. Ask Open Ended Questions Planning Permits Building Permits Note difference in responses between customers satisfied vs. dissatisfied: Process simplification and online information vs. Coordination and processing times
    29. 31. Setting Achievable Service Targets <ul><li>Don’t go looking for the perfect </li></ul><ul><li>performance measure. It doesn’t </li></ul><ul><li>exist. So, start with a good measure </li></ul><ul><li>or two. Identify their flaws. </li></ul><ul><li>Be alert for them. Can you live </li></ul><ul><li>with them? Make some adjustments? </li></ul><ul><li>Still, you’ll never eliminate all of the flaws. </li></ul>Get over it. Bob Behn, Kennedy School of Government
    30. 32. Setting Achievable Service Targets <ul><li>Effective targets should be based on: </li></ul><ul><li>What the customer needs or wants. </li></ul><ul><li>What the organization can deliver. </li></ul><ul><li>Choice and consequence balance. </li></ul><ul><li>What can be tracked and reported. </li></ul><ul><li>Match phase of process. </li></ul>
    31. 33. Challenges with Targets <ul><li>“ Whether their mission is to protect children, to put out fires, or to defend the nation, many public-sector professionals are philosophically resistant to measurement.” </li></ul><ul><li>Robert Behn, Kennedy School of Government </li></ul>“We’re professionals. We know what we're doing. We have that tacit knowledge, that sixth sense that tells us when we're doing well and when we're not. So give us the money and leave us alone.”
    32. 34. Input Performance Targets <ul><li>Average Projects per staff </li></ul><ul><li>Complete applications at submittal </li></ul><ul><li>% cost recovery of program </li></ul><ul><li>Average years staff experience </li></ul><ul><li>% of staff certified as LEED or BiG </li></ul>
    33. 35. Process Performance Targets <ul><li>Called applicant with/in 3 days of submittal </li></ul><ul><li>Draft Permit conditions to applicant prior to hearing </li></ul><ul><li>Project comments provided within target </li></ul><ul><li>Number of review cycles per project </li></ul>
    34. 36. Output Performance Targets <ul><li>Staff provided clear direction </li></ul><ul><li>Staff helped resolve issues </li></ul><ul><li>Community opinion of development </li></ul><ul><li>Staff acknowledges and fixes mistakes </li></ul><ul><li>Cost per unit of service </li></ul>
    35. 37. <ul><li>Drive the Organization for Improvement </li></ul>
    36. 38. Drive the Organization for Improvement <ul><li>Track progress to targets </li></ul><ul><li>Communicate the progress </li></ul><ul><li>Small Wins / Big Success </li></ul><ul><li>Celebrate the victories </li></ul>
    37. 39. <ul><li>Accurate and Timely Intelligence Shared by All </li></ul><ul><li>Rapid Deployment of Resources </li></ul><ul><li>Effective Tactics and Strategies </li></ul><ul><li>Relentless Follow-up and Assessment </li></ul>CitiStat Goals:
    38. 40. Resources to Help Track Progress
    39. 41. Tracking Progress: CitiStat <ul><li>Measurement against targets </li></ul><ul><li>Monthly Comparisons </li></ul><ul><li>Volume and percent of all activity </li></ul><ul><li>Trends </li></ul>
    40. 42. Tracking Progress <ul><li>Discretionary Processes </li></ul><ul><ul><li>Zoning and Land Use </li></ul></ul><ul><ul><li>Public Process </li></ul></ul><ul><ul><li>More discretion </li></ul></ul><ul><ul><li>More difficult to manage </li></ul></ul><ul><li>Ministerial Processes </li></ul><ul><ul><li>Building and grading permit </li></ul></ul><ul><ul><li>No outreach </li></ul></ul><ul><ul><li>Follow code, get permit </li></ul></ul><ul><ul><li>Easier to manage outcome </li></ul></ul>
    41. 43. Tracking Progress: Overall Satisfaction Quality of Service Measurement
    42. 44. Tracking Progress <ul><li>Cycle Time Measurements </li></ul><ul><ul><li>Easiest to measure </li></ul></ul><ul><ul><li>Typical staff complaint about lack of quality </li></ul></ul>
    43. 45. Communicate the Progress <ul><li>Talk with staff about their results </li></ul><ul><li>Publish quarterly and annual reports </li></ul><ul><li>Make sure your elected officials know </li></ul><ul><li>Find opportunities to celebrate </li></ul>
    44. 46. Publish Reports
    45. 47. Publish Reports
    46. 48. Publish Reports
    47. 49. <ul><li>Teaching the Organization to Improve </li></ul>
    48. 50. Teaching the Organization to Improve <ul><li>Aligning results to your mission </li></ul><ul><li>Bring measurement to the work group </li></ul><ul><li>Reassess you progress </li></ul><ul><li>Repeat </li></ul>results
    49. 51. Aligning Results to Mission <ul><li>Improvement takes more than just showing up </li></ul><ul><li>You need to: </li></ul><ul><li>understand challenges, </li></ul><ul><li>focus on what is achievable </li></ul>
    50. 52. Bringing Measurement to the Workgroup: Dashboards <ul><li>Dashboards help staff and managers talk about performance </li></ul><ul><li>Use customer stories to connect staff to service delivery issues. </li></ul>
    51. 53. Bringing Measurement to the Workgroup: Dashboards in San Jose
    52. 54. Bringing Measurement to the Workgroup: Pitfalls <ul><li>Be aware of this emphasis in CitiStat </li></ul><ul><li>Your staff will research CitiStat </li></ul><ul><li>Control the message around celebrating victory, not failures. </li></ul>
    53. 55. Bringing Measurement to the Rest of the Organization
    54. 56. Bringing Measurement to the Rest of the Organization <ul><li>Finance Director says “I want you to charge your customers a credit card convenience fee because the annual charge from the bank is too big.” </li></ul>I used data to point out “Majority of charge transactions is for about $200, assuming a 4% fee is $8. Can you process a receipt for $8?” He shut up!
    55. 57. Reassessing Your Progress <ul><li>Be aware of distortions in your progress </li></ul><ul><ul><li>Targets can encourage perverse behaviors </li></ul></ul><ul><ul><li>“ Teaching to the Test” </li></ul></ul><ul><ul><li>What get measured gets done </li></ul></ul><ul><ul><li>Peter Drucker </li></ul></ul>Using outputs to measure the performance of an agency or an individual can drive public employees to maximize the outputs while ignoring the outcomes.
    56. 58. Reassessing Your Progress Are outputs or results achieving the desired outcome?
    57. 59. Your Path to Success <ul><li>Create a Framework for Performance Improvement </li></ul><ul><li>Drive the Organization for Improvement </li></ul><ul><li>Teaching the Organization to Improve </li></ul>
    58. 60. Resources For Process Improvement

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