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Scottsdale’s Performance Measurement and Management Efforts

Scottsdale’s Performance Measurement and Management Efforts. Government Finance Officers Association of Arizona - February 16, 2011. Session Objectives. Share about how Scottsdale developed a performance management program over the last two years.

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Scottsdale’s Performance Measurement and Management Efforts

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  1. Scottsdale’s Performance Measurement and Management Efforts Government Finance Officers Association of Arizona - February 16, 2011

  2. Session Objectives • Share about how Scottsdale developed a performance management program over the last two years. • Share some of the resources that Scottsdale has developed and used to develop the program. • Share some lessons learned over the past two years.

  3. What is Performance Management? • An ongoing, systematic approach intended to improve accountability and results through integrating objective performance measures with decision-making processes • Performance measurement helps monitor performance • Performance management systematically uses measurement and data analysis along with other tools to facilitate organizational learning, strengthen a focus on results, and improve performance Adapted from “A Performance Management Framework for State and Local Government” by the National Performance Management Advisory Commission

  4. Performance Management Cycle Planning - What are we going to do? Budgeting - What resources ($ /) do we need to do it? Managing - Are we doing what we said we would do, when we said we would do it? Measuring and Reporting – How are we doing? Evaluating – What are we doing well? What do we need to do better? Evaluating Planning Measuring & Reporting Managing Budgeting

  5. Guiding Principles The Scottsdale Performance Management Framework is: • Aligned with City Council and General Plan mission, goals, priorities • Results focused. Strategies, processes, and decisions are designed to achieve desired results • Relevant. Matters to both the city government and the community • Transparent. Easy for stakeholders to access and understand • Timely, Accurate and Pertinent. Data drives decisions and processes • Transformative. Continuously improves the organization, management decision-making, and policy-making processes • Sustainable over time and across organizational changes Adapted from “A Performance Management Framework for State and Local Government” by the National Performance Management Advisory Commission

  6. Consistent with Employee Values Learn & Grow Continuously. We encourage the learning and applications of new skills and information for improved performance, business results and career growth.

  7. Alignment Example • Strategic Goal C – Seek Sustainability • General Plan Element: Public Services and Facilities • General Plan Objective: Develop strategies to place the library in a position to respond to future challenges brought on by the information age, social and economic forces and people’s lifestyles.

  8. Comparison Example

  9. Best Practices / Action Items To be successful, our program should move towards having these components of other best practice programs (an initial action step has been identified for each): 1. Visible Leadership. A clear champion both citywide, and in each division ACTION 1: Form a Performance Management Team comprised of representatives from each department/division, and the city manager’s office 2. Reasonable Approach. Measure the critical few -- performance pyramid ACTION 2: Create a quarterly division/services performance report. 3. Regular Reporting. Annual isn’t enough -- quarterly at first, perhaps monthly ACTION 3: Create a monthly citywide performance report with ~10 key indicators that are indicative of performance and trends to watch. 4. Regular Review. Management evaluates on an regular basis for trends ACTION 4: Add a standing review item to a monthly executive committee and division staff meetings to review reports.

  10. Best Practices / Action Items (cont’d) • Compare with others. Measure internally, with peer cities, and with industry ACTION 5: Join the Arizona Performance Consortium and the ICMA Center for Performance Measurement and start tracking in 17 service areas* 6. Ask for feedback. Customer evaluations are a component of our performance ACTION 6: Participate in the Internal Services Survey this spring, conduct a citizen survey and employee survey this fall/winter. 7. Drives Resource Allocation/Rewards. Use as part of the budget evaluation process, and connect to employee/contractor performance evaluations ACTION 7: Update “Performance Measures” sections in budget workbook, employee performance evaluations, and standard contracts. * Code Enforcement, Facilities Management, Fire and EMS, Fleet Management, General Demographics, Highway and Road Maintenance, Housing, Human Resources, Information Technology, Library Services, Parks and Recreation, Permit s, Land Use and Plan Review, Police Services, Purchasing, Refuse and Recycling, Risk Management, and Sustainability,

  11. The performance pyramid

  12. Performance Management Team Jane Callahan, City Attorney Sharron Walker, Auditor/Clerk Daniel Edwards, City Court Brett Jackson, Comm. Services Cheryl Thomsen, Comm. Services Rob Millar, Economic Vitality Judy McIlroy, Finance/Accounting Bob DeLeon, Fire Bernadette La Mazza, H.R. Velicia McMillan, H.R. Eric Wood, Info. Technology Dennis Enriquez, Planning Will Davis, Police Rod Ramos, Public Works Brent Stockwell, Team Leader Hank Carmean, Volunteer Dave Petty, Water Resources

  13. ICMA Center for Performance Measurement (CPM) • Participants: U.S. – 126; AZ - 8. • Service areas: Code Enforcement, Facilities Management, Fire and EMS, Fleet Management, General Demographics, Highway and Road Maintenance, Housing, Human Resources, Information Technology, Library Services, Parks and Recreation, Permits, Land Use and Plan Review, Police Services, Purchasing, Refuse and Recycling, Risk Management, and Sustainability • Arizona Consortium, February 24

  14. Citizen Survey and Internal Services Survey

  15. Annual Report

  16. Lessons Learned • Don’t try to reinvent the wheel. Good resources exist. • Lead from the top. City Manager’s Office not just Budget Office. 3. Work as a team. Too big an effort for one person. • Ask questions. Use performance data to make decisions. • Take a risk and ask for feedback. Share results publicly.

  17. Resources we have used to develop our program Performance Management Advisory Commission http://www.pmcommission.org/ National Research Center – Citizen/Employee Surveys http://www.n-r-c.com/ ICMA Center for Performance Measurement http://icma.org/en/results/center_for_performance_measurement/home Citizen-Centric Annual Reporting http://www.agacgfm.org/citizen/ Scottsdale Budget and Financial Reports http://www.scottsdaleaz.gov/finance • Brent Stockwell, Scottsdale City Manager’s Office(480) 312-7288, BStockwell@ScottsdaleAZ.gov

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