Ideas 4 Making Performance Management A Reality

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Ideas 4 Making Performance Management A Reality

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

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