Performance Management Update Government Performance and Finance Committee May 6, 2009
Overview Purpose of performance management Overview of Tacoma Performance Management System Progress and Status within Phased approach City Manager s Performance Goals 2008 Report to Citizens Benchmark Performance Data (provided to GPFC after the May 6 meeting) 2
Purpose of performance management Improves services Ensures decisions consistent with strategic direction Provides feedback to the City Council, City Manager and department directors about management Sets measures of departments and individuals Demonstrates accountability 05/06/2009 3
Performance Management System Components Strategic Direction City Manager Goals Department Business Plans Performance Measurement Employee Development and Performance Review Performance Auditing Service & System Improvements Performance Reporting Evaluation of Performance Management System 4
Performance Management Plan Components Description Current Status Phase I Phase II Phase III Phase IV Strategic Direction Set by City Council to establish city priorities; updated every 3-5 years Phase II: City Council adopted 2008-2012 Strategic Direction in April 2008. CMO goals aligned with strategic direction. Review strategic plan-- completed Continue to update strategic plan and align city priorities and activities with strategic plan Continue to update strategic plan and align city priorities and activities with strategic plan Continue to update strategic plan and align city priorities and activities with strategic plan City Manager s Goals Department Business Plans Performance Measurement Employee Performance Evaluation System Performance Auditing Service & System Improvement Performance Reporting City Manager Goals are aligned with City Council s Strategic Direction; Department Business plans link with CMO goals. Updated annually Goals based department plans cascading from the City s Strategic Direction, CM Goals, and linking to service provided by departments; include service level standards as appropriate; biennial update Measurements for Full participation in ICMA CPM & selected department measures; link performance measures to business plans; high functioning CRM system in place Conduct comprehensive, consistent annual performance appraisals; skill or goal based Auditing and feedback on effective and efficient use of City resources; managers able to self assess risks and opportunities and address performance issues Management Action based on service level agreements and information collected through benchmarking, analysis, surveys, and other data collection Annual report based on best practice standards for reporting service efforts & accomplishments; 2008 report was tied to Strategic Direction Beginning Phase II: City Manager goals established in July 2008. Ongoing alignment and updating of goals to address Strategic Goals within the Strategic Direction 2008-2012. A number of departments have business plans or strategic plans in place; no consistency in planning model across departments. Leadership ICMA consultant group are developing a template and process for department business plans; report to SMT Aug 2009. Phases I and II: 2008 marked the City's 4th year of participation in ICMA Center for Performance Management (CPM); CMO working with Information Technology Department and service area coordinators on data collection system improvement; Peer cities selected, some benchmarking done. Establish goals Develop template and process for department business plans. Business plans include service level standards. Identify and train leaders in organization to develop a business plan and monitoring systems Conduct Citizen Survey; develop measurement collection systems for ICMA CPM and other measurements; continue to assess against benchmarks; train management and officials on performance management; research CRM systems Phase I and Phase II: Employee Classification & Compensation performance evaluation developed; pilot Study to establish core in selected departments competed; competencies employee performance evaluation training process in development. Between Phase III and VI Implementation of charter, 5- year plan, policies and procedures; High-risk audit assignments and coordination of City audits Improvements occurring, some with little or no systematic data analysis (minimal change) Per Council Committee request, report to citizens released March 2009 Use performance measurement data to evaluate service areas with critical needs for immediate improvement Report on selected departmental performance measures and ICMA CPM measures Link and align goals to Strategic Direction 2008-2012 Develop departmental business plans; link business plans to strategic plans Continue to conduct Citizen Survey; revise performance meaures and if necessary link to departmental business plans; continue to develop measurement collection system for new measures; continue researching CRM systems Develop employee performance appraisal system that aligns with core competencies for position Link and align department business plans to CM goals. Full measurements and data collection systems developed for each department and cross department service area; Purchase CRM system Train supervisors/implement performance appraisal system Effective operating plans for issue Internal Auditor audits business identification and corrective action planning work and verifies with follow through; Action snapshot performance measures identified for internal controls, risk and governance issues Use performance measurement data to evaluate all services areas and implement improvements Report on selected departmental performance measures, ICMA CPM measures, service improvement efforts, and the Citizen Survey Use performance measurement data and trending analysis to evaluate all service areas and implement improvements Establish a fully accredited report based on best practice standards for reporting service efforts & accomplishments CRM system fully operational Performance appraisal system complete; evaluation of system Internal Auditor verifies effectiveness, efficiency and economy; Internal Auditor verifies achievement of goals
City Manager s Performance Goals Organized by Strategic Priority Areas of City Council Standard Assignment and Reporting Template Quarterly Progress Reports Measures established for each goal 6
2008 Report to Citizens Foundational effort to be continued into the future Measures based on concerns community members express research on peer cities reports what s available data to report and trend Organized around the Strategic Direction and goals of City Council Distribute by the end of February 7
Benchmark Performance Data (provided to GPFC after the May 6 meeting) Focused on measures relevant to Strategic Direction Selected Peer Cities Limited benchmark data based on peer cities that participate in all ICMA CPM service areas 8
# of Days Code Enforcement: Housing Code Violation Initiation to Transfer Average # of Calendar Days from Housing Code Violations Case Initiation to Transfer to the Admin/Judicial Process 500 450 400 350 300 250 200 150 100 50 0 Tacoma Coral Springs Richmond Reno 2005 2006 2007 9
Code Enforcement 10
Code Enforcement 11
Fire 12
Fire 13
Police 14
Roads Road rehab expenditures per lane mile $6,000 $5,000 $4,000 2005 2006 $3,000 $2,000 2007 $1,000 $0 15
Roads 16
Recycling Percentage of Waste Recylced 25% 20% 15% 10% 5% 2005 2006 2007 0% 17
Fleet Management 18