Examples Of Performance Management

EXAMPLES OF “LA Scores!” PERFORMANCE MANAGEMENT

Hello! Presenting Today’s Speakers:

Brian Shelton, MBA, CTP, Sr. Budget Analyst Gina Coluzzi, Senior Budget Analyst Sharyl Hofer, SPHR, Human Resources Manager Charlie Kalogeros-Chattan, MLS, Library Manager

The Purpose of Performance Management – LA Scores!

1. To maintain quality, essential routine services

2. To actively engage all levels of County government with citizen priorities

3. To achieve the community’s vision via Council’s Strategic Goals

Key Ingredients for Success Persistent, incremental process

improvements Observed changes in organizational

behavior – how we interact and communicate on a daily basis.

Active use of performance data by senior managers.

Today’s Situation Update to Financial Policies Comparisons to other jurisdictions Other agencies are turning to us for

ideas and examples!

Performance Budgeting

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.

Performance Management – focus on results.

PB - The Story

Sometimes the story tells us what we already know!! Or maybe we don’t know….

Does the County provide to its citizens (and visitors) a high level of service?

**** 2008 Citizen Survey****Overall Quality of Los Alamos County Services

95% surveyed rated it as good or excellent

$$ Comes at a cost $$

Pavement DivisionSnow and Ice Removal

***High Level of Service***Above and beyond other jurisidictions

In addition to removing snow off of main roads: Timely snow removal on side streets Quick removal of snow on Camp May Road Plow sidewalks Plow all County facility parking lots Blow snow off of ice rink

County is rarely delayed or closed thereby keeping services open to the public (Library, Aquatic Center, Customer Care Center, Parks, Emergencies)

Pavement DivisionSnow and Ice Removal

Pavement DivisionSnow and Ice Removal – FY 2008



Performance Budgeting What are the priorities? Where should our service levels be? Can we find

efficiencies within our divisions? Remember, this all comes at a cost. You be the judge!!

HR Performance Management#1 – Major Services of Division

Recruitment: qualified and skilled applicant pool; Assistance with employee issues and labor relations; Competitive compensation and benefits; Employee recognition; Training and career development; HRIS services; Benefit administration and Payroll processing.

HR Performance Management#2 - What to Measure? Before – complaints of:

Timeframes to hire….standards not set; High turnover; Job satisfaction and recognition.

Data to substantiate concerns: Recruitment timeframes & expectations not

established; Turnover documented and ranged from 4 – 11% in

previous 8 years; Employee Survey identified areas for improvement.

HR Performance Management #3 – Action Plan Development Initial Planning

Measurements established to attract, retain and motivate employees

Internal benchmarks established Actions for Improvement

Expansion of methods/sources for recruitments Establishment of employee group to address employee

recognition – now on third year Establishment of supervisor group for input on recruitment Revision of policy and rules pertaining to recruitment – with

training for supervisors

HR Performance Management #4 – Improvements/Revisions Evaluation of Measurements

Evaluation of measurements by Steering Committee Management feedback HR review of processes and measurements Presentations to and input from Personnel Board Inclusion of ICMA Benchmarks

Revisions to measurements including compatibility with ICMA measures

Resulted in major revisions for FY’10

HR Performance Management





Library Division Performance Management

In the library profession, planning and evaluation of services to the public are seen as important tools for achieving excellence.

Collecting and reporting output measures is standard for public libraries


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

Circulation statistics are considered a very reliable measure as they are counted by the integrated library system

Library Division Performance Management What does a high rate of circulation indicate?

A collection that is well-matched to the community Community satisfaction with the library’s collection Expertise of the library staff in selecting materials of

interest to community members Taxpayer money well-spent

Library Division Performance Management Year after year, circulation continues to climb:

2006: 328,098 2.34% 2007: 339,895 3.60% 2008: 358,216 5.39% 2009: 374,358 4.51%




Although Circulation has risen more than 14% in the last four years, FTEs at the public service desks have increased by just ¼ position.

Exploration of options of how to manage increased volume with no more staff

Library Division Performance Management Implemented RFID—self-check Currently up to 60% self-check with some days as

high as 73% 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


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.

THANK YOU FOR HAVING US! For more information contact Brian Shelton, CTP at

[email protected] or 661-4543. Our performance reports and samples from other

jurisdictions are available via .pdf format. Our mid year FY2008 performance report is

available online at www.losalamosnm.us Move your cursor over “Government” header at the top of the

home page. Select the “County Budget” link in the drop down menu.

mailto:[email protected]

http://www.losalamosnm.us/

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Examples Of Performance Management