This document summarizes the results of a survey of 20 local government performance management programs. It finds that on average, programs have 5 full-time staff and $630,000 in funding. Half are modeled after Baltimore's CitiStat program. Leaders say success requires executive support and a data-driven culture. Programs focus on coaching departments rather than just data analysis. Common benefits include cultural changes around data use and specific process improvements.

1. Click to edit Master title style
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8/14/15Daro Mott and Edward Blayney
Louisville Metro Government
Benchmarking Research
A survey of Performance Management & Measurement (PM&M) programs

2. Table of Contents
1. About the research
2. General characteristics
• Participants : Map
• Name of Group: Word Cloud
• Mission of the Group: Word Cloud
• Funding and Staffing: Descriptive Statistics
• CitiStat: Pie Chart
• General Characteristic Insights
3. PM&M activities, skills, and benefits
• What leaders are saying…
• Most Important Organizational Factors: Bubble Chart
• Major Program Components: Rose Chart
• Change Management Efforts: Bar Chart
• Skills: Bar Chart
• Program Benefits: Bubble Chart
4. Conclusion
• Takeaways
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3. About the Research
• This research was compiled during 2014 and 2015 in order to better understand what local
governments were doing in the area of Performance Measurement and Management
(PM&M).
• The researched targeted with established or dedicated performance management offices or
programs.
• The responses reflected in the following visualizations represent the notes taken during
phone interviews conducted over the last two years.
• In some cases, the answers of the participants represent estimates or general patterns rather
than exact figures. We intended to get a general understanding of what governments across
the country were doing in PM&M and not to try to exactly pin down activities, costs, or
benefits.
• We trust the interviewees and honor their responses as honest efforts to convey their
programs, their activities, and benefits to their organizations. We hope that you find this
document as a benefit to your program and appreciate your commitment of time and energy
to look it over.
• Please reach out to edward.blayney@louisvilleky.gov or daro.mott@louisvilleky.gov for further
information.
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4. General Characteristics
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5. Edmonton, Canada
Participants (20)
- Austin
- Atlanta
- Chicago
- Cincinnati
- Denver
- Edmonton, CA
- Ft. Lauderdale
- Ft. Worth
- Houston
- King County, WA
- Kansas City
- Louisville
- Memphis
- Miami-Dade
- New Orleans
- Philadelphia
- San Diego
- Tacoma
- Tulsa
- Washington, DC
Survey Participants

6. 6
What is the name of your group?
Source:
http://www.wordle.net

7. What is the mission of your group?
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Source:
http://www.wordle.net

8. How many people work in your office? What is your level of funding?
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Staffing (FTE) Funding (USD)
Average 5.0 677,411.76$
Median 5 630,000.00$
Mode 2 400,000.00$
NOTE: Some programs were excluded from the funding statistics because
they were unable to provide estimates for their funding levels.

9. Is your performance management program modeled after CitiStat?
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Yes
50%
No
50%

10. General Characteristics Insights
If someone were to randomly select one of the cities participating in this study, they would most
likely see a program that looks like the following:
THE AVERAGE PERFORMANCE MANAGEMENT PROGRAM
Name:
Office of Performance Management
Mission:
“Improve performance and efficiency of city services”
Staff: 5 FTE
Funding: $630,000
CitiStat: The program was influenced by CitiStat, if not directly modeled after it.
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11. PM&M activities, skills, and benefits
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12. What leaders of PM&M programs are saying…
• A PM&M program needs strong support from the top and a
culture receptive to data in order to be successful.
• PM&M programs tend to focus on developing and coaching
internal customers rather than strictly doing data analysis or
metric development for them.
• PM&M programs most often use data analysis, strategic
planning, and process improvement to change the way their
organizations operate
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13. What leaders of PM&M programs are saying… (Cont.)
• They highly value their team members’ ability to manage
relationships with stakeholders and problem solve.
• Their programs have changed their organization’s culture
concerning data and have brought significant process
improvements to their service delivery.
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14. What do you think are the most important factors in implementing
and operationalizing the PM&M System/Program?
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Source:
http://raw.densitydesign.org/

15. Describe the major components of your PM&M System/Program
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Source:
http://echarts.datamatic.io/

16. Do your change management efforts involve any of the following?
16

17. How would you rate the importance of the following
skills/capabilities of the PM&M group in creating & managing an
effective PM&M System/Program?
17
17
15
13
12
11
8
2
5
7
8
9
7
1
0 0 0 0
5
0
2
4
6
8
10
12
14
16
18
Sponsor & Stakeholder
Management
Problem Solving Team Building Process Improvement Change Leadership Project Management
High
Medium
Low

18. What benefits has your PM&M System realized to date?
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Source:
http://raw.densitydesign.org/

19. Conclusion
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20. Takeaways
Performance Management professionals felt support from the executive level and the
organizational culture around data were the most important factors in establishing and
maintaining a successful performance management program.
Performance Management programs tend to focus more on coaching and building organizational
capacity rather than strictly doing data analysis or metric development, which they do as well.
PM&M programs most often use data analysis, strategic planning, and process improvement to
change the way their organizations operate
Leaders of PM&M programs highly value their team members’ ability to manage relationships with
stakeholders and problem solve
When talking about the benefits of their programs, leaders most commonly reference a large-
scale organizational culture change around using data or a specific process improvement.
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21. Contact Information
Daro Mott
M.P.A., M.U.P., PMP, Lean Leader, Certified Six Sigma Black Belt
Director of Quality & Performance, Office of Performance Improvement & Innovation
Office of Mayor Fischer
Louisville Metro Government
Daro.Mott@LouisvilleKY.gov
Ed Blayney
M.P.A.
OPI Fellow, Office of Performance Improvement & Innovation
Office of Mayor Fischer
Louisville Metro Government
Edward.Blayney@LouisvilleKY.gov
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