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EXAMPLES OF  “LA Scores!”  PERFORMANCE MANAGEMENT
Hello! Presenting Today’s Speakers: <ul><li>Brian Shelton, MBA, CTP, Sr. Budget Analyst </li></ul><ul><li>Gina Coluzzi, Se...
The Purpose of Performance Management –  LA Scores! <ul><li>To maintain quality, essential routine services </li></ul><ul>...
Key Ingredients for Success <ul><li>Persistent, incremental process improvements </li></ul><ul><li>Observed changes in org...
Today’s Situation <ul><li>Update to Financial Policies </li></ul><ul><li>Comparisons to other jurisdictions </li></ul><ul>...
Performance Budgeting <ul><li>Within the Performance Management framework, Performance Budgeting is applying resources to ...
PB - The Story <ul><li>Sometimes the story tells us what we already know!!  Or maybe we don’t know…. </li></ul><ul><li>Doe...
Pavement Division Snow and Ice Removal ***High Level of Service*** Above and beyond other jurisidictions <ul><li>In additi...
Pavement Division Snow and Ice Removal
Pavement Division Snow and Ice Removal – FY 2008
Pavement Division Snow and Ice Removal – FY 2008
Pavement Division Snow and Ice Removal – FY 2008
Performance Budgeting <ul><li>What are the priorities?  </li></ul><ul><li>Where should our service levels be?  Can we find...
HR Performance Management #1 – Major Services of Division <ul><li>Recruitment: qualified and skilled applicant pool; </li>...
HR Performance Management #2 - What to Measure? <ul><li>Before – complaints of: </li></ul><ul><ul><li>Timeframes to hire…....
HR Performance Management  #3 – Action Plan Development <ul><li>Initial Planning </li></ul><ul><ul><li>Measurements establ...
HR Performance Management  #4 – Improvements/Revisions <ul><li>Evaluation of Measurements </li></ul><ul><ul><li>Evaluation...
HR Performance Management
HR Performance Management
HR Performance Management
HR Performance Management
HR Performance Management
Library Division  Performance Management <ul><li>In the library profession, planning and evaluation of services to the pub...
Library Division  Performance Management  <ul><li>The Library Division has several measures but today we’re focusing on ju...
Library Division  Performance Management <ul><li>What does a high rate of circulation indicate? </li></ul><ul><ul><li>A co...
Library Division  Performance Management <ul><li>Year after year, circulation continues to climb: </li></ul><ul><ul><li>20...
Library Division  Performance Management
Library Division  Performance Management
Library Division  Performance Management <ul><li>Although Circulation has risen more than 14% in the last four years, FTEs...
Library Division  Performance Management <ul><li>Implemented RFID—self-check </li></ul><ul><li>Currently up to 60% self-ch...
Library Division  Performance Management <ul><li>Collecting and studying performance measures allowed us to spot the trend...
THANK YOU FOR HAVING US! <ul><li>For more information contact Brian Shelton, CTP at  [email_address]  or 661-4543. </li></...
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Examples Of Performance Management

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Examples Of Performance Management

  1. 1. EXAMPLES OF “LA Scores!” PERFORMANCE MANAGEMENT
  2. 2. Hello! Presenting Today’s Speakers: <ul><li>Brian Shelton, MBA, CTP, Sr. Budget Analyst </li></ul><ul><li>Gina Coluzzi, Senior Budget Analyst </li></ul><ul><li>Sharyl Hofer, SPHR, Human Resources Manager </li></ul><ul><li>Charlie Kalogeros-Chattan, MLS, Library Manager </li></ul>
  3. 3. The Purpose of Performance Management – LA Scores! <ul><li>To maintain quality, essential routine services </li></ul><ul><li>To actively engage all levels of County government with citizen priorities </li></ul><ul><li>To achieve the community’s vision via Council’s Strategic Goals </li></ul>
  4. 4. Key Ingredients for Success <ul><li>Persistent, incremental process improvements </li></ul><ul><li>Observed changes in organizational behavior – how we interact and communicate on a daily basis. </li></ul><ul><li>Active use of performance data by senior managers. </li></ul>
  5. 5. Today’s Situation <ul><li>Update to Financial Policies </li></ul><ul><li>Comparisons to other jurisdictions </li></ul><ul><li>Other agencies are turning to us for ideas and examples! </li></ul>
  6. 6. Performance Budgeting <ul><li>Within the Performance Management framework, Performance Budgeting is applying resources to achieve results desired by the citizens, employees, and the County as a whole, which in turn are aligned with the County’s vision, mission, goals and objectives. </li></ul><ul><li>Performance Management – focus on results. </li></ul>
  7. 7. PB - The Story <ul><li>Sometimes the story tells us what we already know!! Or maybe we don’t know…. </li></ul><ul><li>Does the County provide to its citizens (and visitors) a high level of service? </li></ul>**** 2008 Citizen Survey**** Overall Quality of Los Alamos County Services 95% surveyed rated it as good or excellent $$ Comes at a cost $$
  8. 8. Pavement Division Snow and Ice Removal ***High Level of Service*** Above and beyond other jurisidictions <ul><li>In addition to removing snow off of main roads: </li></ul><ul><ul><li>Timely snow removal on side streets </li></ul></ul><ul><ul><li>Quick removal of snow on Camp May Road </li></ul></ul><ul><ul><li>Plow sidewalks </li></ul></ul><ul><ul><li>Plow all County facility parking lots </li></ul></ul><ul><ul><li>Blow snow off of ice rink </li></ul></ul><ul><li>County is rarely delayed or closed thereby keeping services open to the public (Library, Aquatic Center, Customer Care Center, Parks, Emergencies) </li></ul>
  9. 9. Pavement Division Snow and Ice Removal
  10. 10. Pavement Division Snow and Ice Removal – FY 2008
  11. 11. Pavement Division Snow and Ice Removal – FY 2008
  12. 12. Pavement Division Snow and Ice Removal – FY 2008
  13. 13. Performance Budgeting <ul><li>What are the priorities? </li></ul><ul><li>Where should our service levels be? Can we find efficiencies within our divisions? </li></ul><ul><li>Remember, this all comes at a cost. You be the judge!! </li></ul>
  14. 14. HR Performance Management #1 – Major Services of Division <ul><li>Recruitment: qualified and skilled applicant pool; </li></ul><ul><li>Assistance with employee issues and labor relations; </li></ul><ul><li>Competitive compensation and benefits; </li></ul><ul><li>Employee recognition; </li></ul><ul><li>Training and career development; </li></ul><ul><li>HRIS services; </li></ul><ul><li>Benefit administration and </li></ul><ul><li>Payroll processing. </li></ul>
  15. 15. HR Performance Management #2 - What to Measure? <ul><li>Before – complaints of: </li></ul><ul><ul><li>Timeframes to hire….standards not set; </li></ul></ul><ul><ul><li>High turnover; </li></ul></ul><ul><ul><li>Job satisfaction and recognition. </li></ul></ul><ul><li>Data to substantiate concerns: </li></ul><ul><ul><li>Recruitment timeframes & expectations not established; </li></ul></ul><ul><ul><li>Turnover documented and ranged from 4 – 11% in previous 8 years; </li></ul></ul><ul><ul><li>Employee Survey identified areas for improvement. </li></ul></ul>
  16. 16. HR Performance Management #3 – Action Plan Development <ul><li>Initial Planning </li></ul><ul><ul><li>Measurements established to attract, retain and motivate employees </li></ul></ul><ul><ul><li>Internal benchmarks established </li></ul></ul><ul><li>Actions for Improvement </li></ul><ul><ul><li>Expansion of methods/sources for recruitments </li></ul></ul><ul><ul><li>Establishment of employee group to address employee recognition – now on third year </li></ul></ul><ul><ul><li>Establishment of supervisor group for input on recruitment </li></ul></ul><ul><ul><li>Revision of policy and rules pertaining to recruitment – with training for supervisors </li></ul></ul>
  17. 17. HR Performance Management #4 – Improvements/Revisions <ul><li>Evaluation of Measurements </li></ul><ul><ul><li>Evaluation of measurements by Steering Committee </li></ul></ul><ul><ul><li>Management feedback </li></ul></ul><ul><ul><li>HR review of processes and measurements </li></ul></ul><ul><ul><li>Presentations to and input from Personnel Board </li></ul></ul><ul><ul><li>Inclusion of ICMA Benchmarks </li></ul></ul><ul><li>Revisions to measurements including compatibility with ICMA measures </li></ul><ul><li>Resulted in major revisions for FY’10 </li></ul>
  18. 18. HR Performance Management
  19. 19. HR Performance Management
  20. 20. HR Performance Management
  21. 21. HR Performance Management
  22. 22. HR Performance Management
  23. 23. Library Division Performance Management <ul><li>In the library profession, planning and evaluation of services to the public are seen as important tools for achieving excellence. </li></ul><ul><li>Collecting and reporting output measures is standard for public libraries </li></ul>
  24. 24. Library Division Performance Management <ul><li>The Library Division has several measures but today we’re focusing on just one very common set of measures—“material use”—otherwise known as Circulation </li></ul><ul><li>Circulation statistics are considered a very reliable measure as they are counted by the integrated library system </li></ul>
  25. 25. Library Division Performance Management <ul><li>What does a high rate of circulation indicate? </li></ul><ul><ul><li>A collection that is well-matched to the community </li></ul></ul><ul><ul><li>Community satisfaction with the library’s collection </li></ul></ul><ul><ul><li>Expertise of the library staff in selecting materials of interest to community members </li></ul></ul><ul><ul><li>Taxpayer money well-spent </li></ul></ul>
  26. 26. Library Division Performance Management <ul><li>Year after year, circulation continues to climb: </li></ul><ul><ul><li>2006: 328,098 2.34% </li></ul></ul><ul><ul><li>2007: 339,895 3.60% </li></ul></ul><ul><ul><li>2008: 358,216 5.39% </li></ul></ul><ul><ul><li>2009: 374,358 4.51% </li></ul></ul>
  27. 27. Library Division Performance Management
  28. 28. Library Division Performance Management
  29. 29. Library Division Performance Management <ul><li>Although Circulation has risen more than 14% in the last four years, FTEs at the public service desks have increased by just ¼ position. </li></ul><ul><li>Exploration of options of how to manage increased volume with no more staff </li></ul>
  30. 30. Library Division Performance Management <ul><li>Implemented RFID—self-check </li></ul><ul><li>Currently up to 60% self-check with some days as high as 73% </li></ul><ul><li>Allows staff to keep pace with materials handling, spend time selecting materials for the collection, spend time one-one-one with the patrons helping them to find wanted materials </li></ul>
  31. 31. Library Division Performance Management <ul><li>Collecting and studying performance measures allowed us to spot the trend, identify and implement solutions that will permit maintenance of quality, essential, routine services, and continued community satisfaction. </li></ul>
  32. 32. THANK YOU FOR HAVING US! <ul><li>For more information contact Brian Shelton, CTP at [email_address] or 661-4543. </li></ul><ul><ul><li>Our performance reports and samples from other jurisdictions are available via .pdf format. </li></ul></ul><ul><ul><li>Our mid year FY2008 performance report is available online at www.losalamosnm.us </li></ul></ul><ul><ul><ul><li>Move your cursor over “Government” header at the top of the home page. </li></ul></ul></ul><ul><ul><ul><li>Select the “County Budget” link in the drop down menu. </li></ul></ul></ul>

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