Performance management presentation kke santa clara v3


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Building a Sustainable Performance Framework, showcasing County of Santa Clara, California Animal Control...example program logic modeling, performance measurement and trends in operations

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  • To begin, please take a minute to consider what is you are passionate about… know, those times that gave you goose bumps or brought tears to your eyes…. For me, might be the time I watched my two little girls hold hands walking into school or a Chinese cello player, who played the instrument as it was part of himself……..what about you, Leslie?.........example………, consider, if you could take this feeling to work with you, would it make a difference?....Why do we talk about passionate feelings in building a sustainable performance framework?
  • ……..because an important part of the success of a performance framework is “buy-in” all of involved…….The famous sales trainer, ZigZiglar defined “Selling”, which is simply Influencing People, as a transference of feeling.
  • The building of a sustainable performance framework involves having a tool for inspiration, a tool to capture vision and sets of clearly stated and understandable goals. Capturing and communicating vision,strategic goals are needed to “rally the herd”, “create a bandwagon effort”……..the way we can attract resources.
  • Consider this……Would you get on a bus if you didn’t know where it was going? …….well, some of us would…but, isn’t it nice to be pretty sure you’re going to get where you want to go?.....How many times have you been working on a project, sometimes for a long time, then discover everyone had a different interpretation about the desired results of the project?Building a sustainable performance framework should begin with a vision for success, and involves everyone in the organization “going to the same destination” and “everyone being on the same bus”. There must be “team spirit”, evidenced by persistence, energy, fun, humor, and caring. The commitment to a sustainable performance framework needs to be established at the top of the organization. A commitment is evidenced by executive management talking about and managing toward the vision and strategic results desired for the organization. Executive management recognizes outcomes shared by organizational units within their organization, and those shared with other organizations. Their management meetings bring together the various groups that must work together to accomplish shared outcomes.
  • The value of having a sustainable performance framework lies in its ability to withstand the dynamics of changes in the organization structure, changes in management and changes in staff turnover. It does this by clearly identifying outcomes that demonstrate the reason for a program’s existence and mostly importantly it engages the spirit of the organization. Some of you may have read the Heath brothers book, “Switch” in which the importance of engaging the emotional component of people in performance initiatives is illustrated. While a performance framework involves performance measurement, it also requires recognizing our conditioned behavior, the attitudes, and a change management process. I experienced this when I went into an organization with employees that were completely unwilling to cooperate with the management.
  • Another reason we bring up the emotional aspects of a performance framework, is the “fight or flight” syndrome….this syndrome applies to data, as well as predators……….have you ever noticed how reporting the results of performance data can be met with a rather unexpected emotional response?......I remember this happening to me when I proposed “cost per square foot” as a performance measure for a building construction group…they wouldn’t sure whether the data for this measure would show them in a good light……six months later, after collecting the data, they decided it was ok measure…..Feelings emerge much quicker than reasoning, and is biased…..a reason that qualitative, as well as quantitative measures are important. Perception can be a stronger influence initially, than numerical facts.
  • We’ve been trying to measure performance since the beginning of the 20th century. Now with available technology, the time has truly come! Performance measurement is a key component in building a sustainable performance framework. Other components are: strategic and operational planning, budgeting, risk assessment and management reporting. Everyone wants to know we’ve used our money successfully! We’ve recognized the need for strategic planning across organizational units, and we’ve ventured into performance-based budgeting. We now have the capability to gather data, like never before....we need performnoverload and ensure the data is useful, providing accurate information?.............we need performance measurement to be a communication tool.
  • One of the most important challenges is to get the right measure, at the right place……I observed in the state of Florida performance-based budgeting initiative constant comments that “measures keep changing”………the Florida Legislature needed strategic measures to inform policy decisions, budget staff needed program measures, but oftentimes, the agencies provides process measures, those readily available and those used for management. In building a sustainable performance framework, planning and monitoring in the organization takes place at several levels. Strategic planning ensures that customer needs or desires are recognized. Tactical planning makes sure the right product and services and their components are meeting these needs and desires. Operational planning ensures that products and services are delivered at the utmost level of quality and efficiency. There should be a set of performance measurements to support each level of planning and monitoring in an organization.
  • Let me summarize again……….Strategic measures provide information about the extent a need or desire is met. Program measures tell you whether the product or service delivery is addressing the need or desire…....Process measures tell the extent to which a product or service is operating at the level of quality and efficiency desired.As shown by this pyramid, there are fewer strategic measures, with the greatest number of measures being process measures. The optimum place to start measurement is at the top…..because there’s really no point in making sure a product or service is meeting quality and efficiency standards, if the product or service doesn’t meet customer needs or desires.
  • The following are the components that need to be captured for the performance framework. The methodology that I developed uses color to depict each component. I learned the value of color coding long ago, from an audit manager that used colored files for each different fund on our municipal audit.Outcomes are the desired results of the program. Outputs are the on-going services. Projects are the one-time activities we undertake, such as implementing a new accounting system……projects add, delete or enhance on-going services of the program. Inputs are resources …people, facilities, equipment.
  • When I am learning about an organization, I develop four color-coded “strata by asking the following questions: (1) what is the hierarchy of desired results, (2) what is the “catalog” of products and services being offered, (3) what are the projects going on (one time events), and (4) what are the available resources. The strata is layered in a logical “how/why” fashion……
  • Today, we’ll provide a simplified example of these components for the animal care and control function.
  • Program logic modeling is used to illustrate the hierarchical relationships between the outcomes, the purple boxes. Identifying outcomes prior to identifying performance measurements is very important and should be two different phases in building a performance measurement system. I never let participants talk about performance measures during the phase of identifying outcomes. There are some outcomes that will be easy to measure, and others that will require surrogate and/or qualitative measures. The desired results will assist the organization in identifying qualitative feedback measures needed. As discussed before, customer/stakeholder feedback is important…….the perception of customers is often more important than the actual result of the measure……you know what is said, the customer is always right, and if they don’t think you’re doing good, then you have a challenge to otherwise convey the value of your program……These are some of the desired outcomes for an animal care and control function.This is where I thought we could talk about operational measures below these. SCCo working on new operational strategies.
  • The Services or green component provides the “card catalog” of services…..It occurred to me the other day, while working with one of my interns, that he probably didn’t know the term “card catalog”…, explained that in the “olden days”, when we went to the library to find a book we found its location by the card catalog……, we have computerized indices, but the concept is the same……
  •  As you can see…the Animal Control service can bring broken down further into Animal Euthanization services, Dead Animal Pick-up services, Animal Licensing services, and Animal Adoption services. Each of these services could be broken down even further, into activities. An example has been shown for Animal Adoption services, as follows: Animal Exam services, Vaccination Services, Advertising Services, and Applicant Screening. Performance management initiatives often have different labels for the various levels of results and services. I choose to call all results, outcomes and all services, outputs. Regardless of the labels, the important issue is that the hierarchical relationships are recognized by participants. Note for Leslie: new catalog items could be: education, licensing, disaster preparation, use of technology as a tool. More preventive than enforcement approach to the work.
  • Once the outcomes and outputs are defined, you will have determined the programs. Programs are services or products with a common outcome…..this will be different than the organizational structure.
  • Once you have all the desired results and services “mapped out”, you can identify the programs and sub-programs. Programs and sub-programs are recognized by the clusters formed when an outcome is common to one or more service. In this illustration, you can see three services contribute to the program, Healthy Community. Then, there is a sub-program for each service. This diagram is an illustration for the entire Department of Agriculture and Environmental Management within the County of Santa Clara.
  • Measurement “brainstorming” generates measures related to topics or for groups of topics. For “purple” (the desired results), as shown here, outcome measures are determined, and for “green” (services), output measures are determined. For some desired results, quantitative measurements easily emerge; for others, customer feedback is required and surrogate measures are used from lower level desired results. This process is explained in great detail in my case study book. A measurement listing can then be generated from the models and measurement “brainstorming” effort. But, such a listing has limited value, and may be more measurement than needs to be implemented.I recommend working from the “top”, the strategic level, then downward…….so, you don’t have to measure more than necessary. In addition, if the service is not effective in accomplishing strategic needs/desires, it may be time to delete, rather than improve the product or service through measurement. Sometimes, due to limited authority or politics, or fear of the lack of control over strategiic measurement results, organizations feel they have to start at a lower level. May want to consider these four aspects of the organization when developing measures:CollaborationCultivation (change and evolution)ControlCompetenceThe last two are most traditional, related to meeting mandates, while the others are more “progressive,” but necessary to move most organizations forward, help them deal with change.
  • Measurement only becomes useful when there are sets of measures and trends of data. . Each measurement set should tell a story about a program or sub-program. This is the management reporting tool that results from the program logic modeling.
  • Another component of performance reporting is the resource usage…Leslie is going to share with us how the Animal Control program resources and strategy have shifted since our initial performance work.Hi, I’m Leslie, and I will tell you a little bit about our current Animal Control Program. Since we started working with Kaye in 2000, the program has evolved from one focused on enforcement and control to responsible ownership. The following slides will show that currently, we have a different focus from that shown earlier, but you will see that we have not yet fully developed the suite of program logic models to show how our priorities are linked to our measures and outcomes.
  • Currently, the focus of the program is on what is called “positive outcome rate,” which is measured as a percentage of anything that is NOT euthenasia once the animal presents at the shelter. This is a “glass half full” approach to thinking of animal control. This page does not explain the REASON for the positive outcomes.
  • Currently, the focus of the program is on what is called “positive outcome rate,” which is measured as a percentage of anything that is NOT aeuthenasia once the animal presents at the shelter. This is a “glass half full” approach to thinking of animal control. This page does not explain the REASON for the positive outcomes.
  • Earlier measures such as those on slide 21 “animal carcasses removed” are no longer the focus, but instead, measures such as “# of dog bite incidents,” or “# of animals licensed” is the direction in which the program is moving.
  • Here, you see more measurement opportunities:# of education segments provided to the communityType of population receiving educationOpportunity for feedback about result of education, evaluation of sessions
  • Share dataCoalition will want measuresUse of social media
  • The power of measures is in the data.Here are some basic statistics on dog bites, which show two things:Pit bulls are not the only dogs that cause a biting danger to the public. Labs, Chihuhuas and germanshepards are also dangerous dogs.In most cases, neutering or spaying a dog is not the major difference between whether the dog will bite or not. This is the opportunity to tell the story of the spay neuter ordinance, as well as the bite story (woman killed by own dog)
  • Not sure need this slide. Could consolidate.Tell story about wanting to avoid spending a disproportionate share of resources on a problem that is a low percentage of actual problem, such as the spay-neuter ordinance that statistics show may not make a difference in the results.
  • A more wide-ranging education program is in the works to enhance program outreach and achieve a safer community.
  • This slide shows that the program is now focused on motivating positive behavior, and changing the public’s perception of the Animal Care and Control Department. When Kaye started, we were just “Animal Control.”
  • This slides shows some fodder for measures that the Department is working on now:Use of the internet to obtain a pet license# of pets micro-chipped, vaccinatedCalls to the lost and found hotlineThe start of an effort to create shared services across traditional city and county boundaries so that pet owners do not avoid taking responsible action due to confusion over who the enforcement authority is.
  • A new area that surfaced in particular via Hurricane Katrina is the safety of pets in disasters.Again, public education, data are key to sharing information, gaining volunteers, and improving disaster response capability.What might be some measures I could put in here? (I’ll ask Michelle)
  • Asking questions….Tracking data and creating a systematic method of collecting and maintaining dataAccountants can help! Accountants have the right skill set for this work. As you can see from this list, there are a lot of options for your participation.
  • Here’s another thought to ponder…As accountants, we are taught and are very comfortable providing for a chart of accounts that will provide costs for Assets, Liabilities, Revenue & Expenditures………and for departments, divisions, bureaus, etc….Costing by program, sub-program, service or activity are more challenging…however, the concepts that I have introduced to you today will help make sure this is done using a consistent methodology.
  • You will be able to provide management with “return on investment” at various levels…looking at cost to outcome and cost to output…for either the program or sub-program……..or, the service or process.
  • Another use for the building of a performance framework is enterprise risk assessment. It concerns me when we think through what can go wrong, when we haven’t thoroughly though trough what should go right……especially, what needs to go right across organizational units. If we define our desired results first, then we can consider our possible obstacles and how to overcome them. Someone gave me a book to read rcently about the compassionate samurai, a warrior constantly overcoming obstacles for the “good of the whole”.
  • Now you have some concepts and ideas for helping promote accountability….and, accountants have a great opportunity to work together here………now is the time!
  • What has been your experience with performance models and measures?Challenges?Successes?Critical factors?Public acceptance?
  • There are some “free” resources on my website……
  • Performance management presentation kke santa clara v3

    1. 1. Building a Sustainable Performance Management Framework<br />..Supporting Government Programs with Valuable Data<br />August 2011<br />1<br />
    2. 2. What is your passion?<br />August 2011<br />2<br />
    3. 3. Selling<br />“Transference of feeling” __Famous Sales Trainer, Zig Ziglar<br />August 2011<br />3<br />
    4. 4. A Tool for Inspiration<br />“I think there is a common vision of what we don’t want, and that becomes a powerful motivator of what we do.”_Community Citizen<br />Have Clear & Understandable Goals<br /> “Help the manatee…”<br />Promote & Celebrate Success<br />…BANDWAGON EFFORT<br />Progress Attracts Resources<br />August 2011<br />4<br />
    5. 5. Visioning……..<br />Going to the same destination<br />…..Everyone being on the same bus<br />August 2011<br />5<br />
    6. 6. A Sustainable Performance Framework.........<br />Withstands dynamics<br />Organizational structure<br />Staff turnover<br />Reason to exist<br />Engages “spirit” <br /> of organization<br />Copyright 2010 Kaye Kendrick & Associates<br />August 2011<br />6<br />
    7. 7. Fight or Flight!!!.....<br />Applies to Data, as well as Predators….<br />Reasoning is Suffixed with Emotion<br />Feelings Emerge in Milliseconds..<br />Reasoning & Conscious Thought Much Later…<br />Highly Biased, though…….<br />Rationalize…<br />Lawyer, rather than Scientist<br />August 2011<br />7<br />
    8. 8. Why is it so Important?<br />Be Successful<br />Competitive Advantage<br />Ability to Innovate<br />Reasonable Costs<br />..........existence!!!!!!!<br />August 2011<br />8<br />
    9. 9. - Over 50% of Businesses Fail in the First Five Years - Governments & Not-for-Profits - Challenged to Sustain - Justify their Existence<br />….a Sustainable Performance Framework can help<br />August 2011<br />9<br />
    10. 10. The Time Has Come…………<br />Since the beginning of the 20th century<br />Strategic Planning<br />Performance-based Budgeting<br />Information Technology<br />Enterprise Risk Assessment<br />**********************************<br />Have we used our money successfully?....<br />August 2011<br />10<br />
    11. 11. The Right Measure at the Right Place<br />Strategic <br />Long-term changes /Strategic Planning<br />Program<br />Near-term / Performance-based Budgeting<br />Process<br />Daily / Total Quality Management<br />*********************************************<br />Planning & Accountability<br />August 2011<br />11<br />
    12. 12. Performance Hierarchy<br />Strategic<br />To want extent is there a problem?<br />Program<br />Is the solution addressing the problem effectively?<br />Operational<br />Is the solution delivered with level of quality & efficiency desired?<br />August 2011<br />12<br />
    13. 13. Defining the Components<br />Outcomes (Results)<br />Outputs (Services)<br />Projects (One-time Events)<br />Inputs (Resources)<br />Copyright 2010 Kaye Kendrick & Associates<br />August 2011<br />13<br />
    14. 14. A Comprehensive Approach<br />Copyright 2010 Kaye Kendrick & Associates<br />August 2011<br />14<br />
    15. 15. COUNTY OF SANTA CLARAANIMAL CARE & CONTROL<br />15<br />August 2011<br />
    16. 16. Defining Outcomes<br />August 2011<br />16<br />
    17. 17. Levels of Outputs (Services)<br />Define “card catalog” of services or core processes<br />Service Area<br />Products<br />Activities<br />********************<br />Needed to determine <br />cost-efficiency<br />August 2011<br />17<br />
    18. 18. Card Catalog of Services<br />August 2011<br />18<br />
    19. 19. Desired Approach<br />By Program – Overcomes Silos<br />Not Organizational Structure<br />August 2011<br />19<br />
    20. 20. Programs & Sub-programs<br />August 2011<br />20<br />
    21. 21. Determining Measurements<br />
    22. 22. August 2011<br />22<br />
    23. 23. Animal Care & Control Budget – FY 2010<br />Total Funding $2,394,240<br />Total Revenue $332,430<br />Cost Recovery 13.9%<br />Spay/Neuter Program $139,000<br />Base funding: $111,000 <br />Donations: $ 28,000<br />Need to increase cost recovery through grants, licensing, adoptions, donations, etc.<br />23<br />August 2011<br />
    24. 24. Intake Outcome Data Since 2006<br />Animal Positive Outcome Rates fairly constant:<br />IntakesPositive Outcome Rate<br />FY 2006 3,086 63%<br />FY 2007 3,124 73%<br />FY 2008 2,850 69%<br />FY 2009 3,219 72%<br />FY 2010 3,323 67%<br />FY 2011 3,474 67%<br />2009 National positive outcome rate ………..55%<br />24<br />August 2011<br />
    25. 25. Strategy to Address Intake Results<br />Annual Animal Intakes have Increased <br />Increase Public Awareness <br />Outreach <br />Education<br />Expanded Spay/Neuter Program<br />Facility Constraints will not Accommodate <br />Need to Reach Out <br />Foster, rescue, and volunteer groups<br />Increase Collaborative Efforts with Regional Shelters<br />25<br />August 2011<br />
    26. 26. From <br />26<br />Traditional Animal Control<br />Responsible Pet Care<br />August 2011<br />
    27. 27. Public Education<br />Most powerful tool to change behavior (people & animals)<br />Build awareness – change perception of Animal Care & Control<br />Provide information to support making good choices <br />reducing animal bites<br />controlling animal population<br />supporting a healthy environment for people and animals<br />27<br />August 2011<br />
    28. 28. Collaborative Shelter Services<br /><ul><li>Encourage regional support and maintain consistent data reporting with neighboring shelters
    29. 29. Join in regional coalition efforts to place and house animals
    30. 30. Network with foster, volunteer, and rescue programs
    31. 31. Shared shelter services with local cities
    32. 32. Exploring various TNR (trap/neuter and return) programs
    33. 33. Increase Shelter awareness through website, Facebook Fan Page, press releases and outreach materials</li></ul>28<br />August 2011<br />
    34. 34. Bite Percentage by Breed - Unincorporated Santa Clara County<br />29<br />13<br />August 2011<br />
    35. 35. Biting statistics - Spay/Neuter Program<br />Community concerns relating to dog bites required improvement <br />Based upon statistics, altering a dog does not prevent the dog from biting. <br />A bite from a large dog may result in more serious injury.<br />a voluntary large dog spay/neuter program in lieu of an ordinance for mandatory spay/neuter of pit bull-type dogs.<br />Due to budgetary constraints private donations and grants must be sought to continue and enhance program.<br />30<br />August 2011<br />
    36. 36. Bite Incident Decline Initiative<br />Research - bite prevention education for elementary school-age children reduces bite incidents<br />In 1998, the State of Nevada taught first grade students proper behavior when interacting with dogs to help children avoid a negative dog experience. <br />A study in Clark County showed a decline of over 11% in victims age group 5-9 years seeking medical treatment. <br />The educational program was the only thing that was new. <br />The County of Santa Clara will implement a similar program and maintain bite statistics to monitor its success.<br />31<br />August 2011<br />
    37. 37. Animal Licensing Compliance<br />NEW APPROACH<br />Mobile Database Access<br />Laptop computers in Animal Control Officer vehicles<br />Micro scanners in Officer vehicles<br />Launched “Return to Owner” campaign <br />Educate the Community regarding benefits of licensing <br />Pet Identification is their Ticket Home!<br />32<br />No significantincrease since 2000 <br />August 2011<br />
    38. 38. ….and making compliance easier!<br /><ul><li>On-line licensing capability (
    39. 39. Promotional micro chipping, vaccinating, and licensing opportunities
    40. 40. Regional approach to licensing to avoid confusion related to jurisdictional boundaries
    41. 41. includes a Lost & Found Hotline component</li></ul>33<br />August 2011<br />
    42. 42. Animals in Disaster<br /><ul><li>Animal preparedness - a component of public health and safety
    43. 43. Families may not evacuate if they can’t bring their pets
    44. 44. Regional agencies meeting to develop plans for animal in disaster preparedness
    45. 45. Collect data on how many animals may be affected during specific types of disasters
    46. 46. Create resource directory for community response to animals in disaster (e.g, housing, medical, food, and equipment)
    47. 47. Train and certify volunteers for animals in disaster preparedness</li></ul>34<br />August 2011<br />
    48. 48. Building the Framework<br />Assist in Providing Costs<br />Assessing Risk<br />Identifying Performance Measurements<br />Defining Data Collection Methodology<br />Capturing Performance Data<br />Reporting Performance Data<br />Validating Performance Data<br />Project Management System<br />***********************************************<br />Accountants have the right skill set for this work<br />Accountants can Help!<br />August 2011<br />35<br />
    49. 49. Chart of Accounts for Costing<br />Financial<br />Assets, Liabilities, Revenue, Expenditures<br />Organization<br />Department, Division, Bureau<br />Performance<br />Program<br />Sub-program<br />Service, Activity<br />August 2011<br />36<br />
    50. 50. Return on Investment<br />Cost to Outcome<br /><ul><li>Cost of Program
    51. 51. Cost of Sub – Programs</li></ul>Cost to Outputs<br /><ul><li>Cost of Service
    52. 52. Cost of Process </li></ul>August 2011<br />37<br />
    53. 53. Use the Performance Framework<br />It Defines Desired Results<br />Established Vision<br />“Treasure Map”<br />Ensure comprehensiveness<br />Addresses risk across organizational lines <br /> – where it is the highest!<br />*************************************************<br />Risk can then be determined by asking<br />What could stop us from accomplishing these outcomes?<br />Enterprise Risk Management<br />August 2011<br />38<br />
    54. 54. Performance Measurement System<br />Outcome Measures<br />Output Measures<br />Input Measures<br />Project Management<br />*************************************<br />Needed: Easily Accessible, Useable Technology Systems – Now is the Time!<br />Accountability<br />August 2011<br />39<br />
    55. 55. QUESTIONS?<br />40<br />August 2011<br />
    56. 56. .............Resources<br /><br />Phone (850) 509-5927<br />Order Book at<br />Webinar with Actuate Software<br /><br />“Free assessment resource tool….. sustaining government funded programs in this budget cutting time...”<br /><br />August 2011<br />41<br />