Miami-Dade County’s Performance Management System

Miami-Dade CountyOffice of Management and BudgetCarlos MaxwellBill BusutilJune 17, 2014

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Urban Management in Miami-Dade County

Questions to Consider Throughout the Discussion

1. What is “good government”? Key ingredients are:

– Data driven decision-making– Customer focused performance targets

2. How do you balance abstract notions of “good government” with need to “get things done”?

3. What is the impact of shifting revenue sources?

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Managing for a Diverse Community

• 2.5 million residents• Diverse (61% Hispanic, 18% White,

18% Black and 3% Other)• Approximately 50% Foreign Born

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Managing for a Diverse Government

• Strong Mayor / 13 District County Commissioners

• Two-Tier Form of Government

• Population: 2,551,290

– 56% residents live in cities (including Miami and Miami Beach)

– 44% live in Unincorporated Area

• Budget: FY 2013-14 $6.4 Billion

• 25 County Departments

• Nearly 27,000 Employees

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Miami-Dade County’s Budget - FY 2013-14

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Miami-Dade County’s Budget - FY 2013-14Summary of Operating Revenues

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Miami-Dade County’s Budget - FY 2013-14Property Tax Supported Activities

Miami-Dade County’s Budget - FY 2013-14How Revenues Are Allocated

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MIAMI-DADE COUNTYTABLE OF ORGANIZATION

FISCAL YEAR 2013-14

LIBRARY

PARKS,RECREATION

AND OPEN SPACES

AVIATION

PORT OF MIAMI

MIAMI-DADE TRANSIT

CORRECTIONSAND

REHABILITATION

MEDICALEXAMINER

FIRE RESCUE

MIAMI-DADEPOLICE

PUBLIC HOUSING AND COMMUNITY

DEVELOPMENT

GENERAL GOVERNMENT

AUDIT ANDMANAGEMENT

SERVICESELECTIONS

TECHNOLOGYFINANCE

INTERNALSERVICES

COMMUNITY INFORMATION AND OUTREACH

MANAGEMENT AND BUDGET

JUVENILE SERVICES

COUNTY RESIDENTS

STATE OFFICERS• CLERK OF COURTS• PUBLIC DEFENDER• STATE ATTORNEY

MAYOR

CHIEF JUDGEELEVENTH JUDICIAL

CIRCUIT

BOARD OF COUNTY COMMISSIONERS

COMMISSION ON ETHICS AND PUBLIC TRUST

COUNTY ATTORNEYOFFICIAL COUNTY

BOARDS AUTHORITIESCOUNCILS

OFFICE OF THEINSPECTOR GENERAL

CULTURALAFFAIRS

PROPERTYAPPRAISER

COUNTY DEPARTMENTS

ECONOMIC DEVELOPMENT

HEALTH AND HUMAN SERVICES

RECREATION AND CULTURE PUBLIC SAFETY NEIGHBORHOOD AND INFRASTRUCTURE

TRANSPORTATION

COMMUNITY ACTION AND

HUMAN SERVICES

REGULATORYAND

ECONOMICRESOURCES

WATERAND SEWER

PUBLIC WORKS AND WASTE

MANAGEMENT

ANIMAL SERVICES

VIZCAYAMUSEUM AND

GARDENS

ECONOMIC DEVELOPMENT

HEALTH AND HUMAN SERVICES

RECREATION AND CULTURETRANSPORTATION

HOMELESS TRUST

CITIZENS’INDEPENDENT

TRANSPORTATIONTRUST

MIAMI-DADE ECONOMIC

ADVOCACY TRUST

METROPOLITANPLANNING

ORGANIZATION

PUBLIC HEALTH TRUST

HUMAN RESOURCES

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Office of Management and Budget

MANAGEMENT PLANNING AND PERFORMANCE ANALYSIS

· Responsible for the implementation of the County’s results-oriented government framework, which focuses on planning and accountability through performance management

MANAGEMENT AND BUDGET

· Ensures the financial viability of the County through sound financial management policies

· Administers and coordinates the Miami-Dade County Tax Increment Financing (TIF) Program; oversees the activities of all Community Redevelopment Areas (CRAs) and supports Unincorporated Municipal Service Area (UMSA) CRAs; and administers and coordinates annexation/incorporation efforts

· Monitors BBC and QNIP bond programs

GRANTS COORDINATION

· Administers and monitors community- based organization (CBO) contracts and the Mom and Pop Small Business Grant Program

· Administers grants including the Ryan White Part A and Minority AIDS Initiative (MAI) programs under the federal Ryan White HIV/AIDS Treatment Extension Act of 2009, and the Edward Byrne Memorial Justice Assistance grant (JAG)

· Identifies funding and partnership opportunities, and assists County departments with grant writing to maximize revenue support

ADMINISTRATION

OFFICE OF COUNTYWIDE HEALTHCARE PLANNING

· Responsible for strategic initiatives that increase health insurance and insurance-like coverage among County residents while also expanding primary care and emergency health response capabilities

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Miami-Dade County Strategic ManagementKey Milestones

1999 • Blueprint for Organizational Reform and Accountability

2001-2004 • First-ever Countywide Strategic Planning Process.

2003 • Initial Countywide Resident Satisfaction Survey

2004 • Alignment of Budget and Business Plans• Initial Progress Report to the Community

2005 • Governing for Results Legislation• Procurement of Online Performance Management System• Second Resident Satisfaction Survey

2006 • County Manager Leads Scorecard Reviews

2008 • Third Resident Satisfaction Survey

2008-2011 • Update to Countywide Strategic Plan

2012 • Lean Six Sigma Process Improvement

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Making Sense of it All

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Results-Oriented Government Framework

LEADERSHIP AND ORGANIZATIONAL CULTURE

Strategic Plan (5 year plan)

Business Plan(1-2 year plan)

Budget ProcessOther Plans

Performance Measures

Customer Surveys311 Answer Center

Dept. Measures

Quarterly ReportingMgt. Appraisal SystemPerformance Report

to Community Org. Assessments

Planning Measurement Monitor

Pillars of Performance Management

Process Management helps us maintain good results as we perform our Mission.

Strategic Planning helps us “focus” on key projects to reach our Vision.

Performance Improvement helps us fix work problems and improve our Performance.

Strategic Planning

Performance Improvement

ProcessManagement

Performance Management

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Organizational Alignment

Strategic Planning

Business Plans

Performance Measures

Individual Performance

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Governing For Results Legislation

• Establishes Requirements including…- Strategic Planning- Business Planning- Resource Allocation- Performance Measurement, Monitoring, and

Reporting

Governing for Results Legislation

• Adopted July 2005 by Board of County Commissioners

• Unanimous Vote

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Miami-Dade County Strategic Plan

• Prioritizes Our Community’s Needs and Focuses County’s Work

• Five Year Plan Adopted by Board in 2004, Updated in 2011

• Substantial Input From The Community– Surveys, Town Hall Meetings,

Focus Groups

• Our Plan’s Mission Statement, Goals and Strategic Objectives are the Building Blocks

• Departmental Business Plans Links Directly With Strategic Plan– Strategic Plan & Business Plan

Linkage Drives Annual Budget Process

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Miami-Dade County Strategic Plan

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Miami-Dade Strategic Planning Model

Strategic Areas

VisionWhat is our best possible future?

MissionWhy are we in business?

Guiding PrinciplesHow do we do business?

Strategies What are our key steps?

ObjectivesHow do we get there?

FeedbackDo we need new strategies?

MeasuringSuccess

Did we get there?

ImplementationGetting there!

Business Planning Resource Allocation

GoalsWhere do we want to be?

Strategic Issues & ThemesWhat are the cross-cutting issues?

RevisionRevise Strategic Plan

Health and Human Services

Economic Development

Neighborhood & Infrastructure

Public Safety

Transportation

Recreation & Culture

General Government

Delivering excellent public services that address our community's needs

and enhance our quality of life

Delivering excellence every day

Business ReviewsStrategic Area Meetings

Resident Satisfaction Survey

Progress Report to the Community

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Miami-Dade County Strategic Plan

• 7 Strategic Areas in Miami-Dade Strategic Plan

Excerpt from Public Safety Strategic Area

Health and Human Services

Economic Development

Neighborhood & Infrastructure

Public Safety

Transportation

Recreation & Culture

General Government

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Miami-Dade County Business Plans

• State How Departments Will Meet Objectives in the Strategic Plan

– Tied to Strategic Plan and Budget Process

– Two Year Plans, But Done Annually

• Budget Decisions – Based on Strategic Plan

and Priorities Defined by the Mayor and the Board

– Success Based on Measurable Performance Indicators

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Miami-Dade County Business PlansKey Activities and Reviews

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Miami-Dade County Business PlansLinking Department Activities to Strategy

Ou

tco

mes

Pro

gra

ms/

Init

iati

ves

Str

ateg

ic P

lan

Bu

sin

ess

Pla

ns

OutcomeA

OutcomeB

OutcomeC

OutcomeD

STRATEGIC PLAN GOAL

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Miami-Dade County Business PlansBusiness Plan Output

Challenge Exists to Translate this Plan into Action

Miami-Dade County BudgetingAlign Resources via Business Plan to Strategy

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Using Balanced Scorecards

• Benefits that appealed to us –– Build objectives and measures across multiple perspectives

– Common framework for developing objectives and measures

– Promotes performance measurement as a management tool, not just a reporting mechanism

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How We Have Structured Balanced Scorecards

• Strategic Plan Level– Perspectives are Strategic Areas

• Departmental Level and Below– Norton/Kaplan model

1. Customer Focused

2. Financial

3. Internal Processes

4. Learning and Growth

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Scorecard Organization

Strategic Plan: Countywide

Strategic Area: Recreation & Culture

Department: Parks, Recreation and Open Spaces

Work units …

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Using Balanced ScorecardsFramework for Cascading Measures and Objectives

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Using Balanced ScorecardsFramework for Cascading Measures and Objectives

Leading Measures

Lagging Measures

STRATEGIC PLANGoal/Key Outcome

Goal/Outcome:Customer Satisfasfaction

Reduce Complaints

Reduce Response Time

Training

Automation

Scorecard: County Manager/ACM

Department

Scorecard:Department

Scorecard:Division

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Business Reviews•Ongoing Scheduled Performance Discussions

• Focus on Objectives, Measures, Initiatives• Doing the Right Things and Things Done Right

Monthly• Departments• Justify Resource Needs• Measures & Initiatives

Quarterly• Product Line Review• Collaboration• Key Outcomes

Tactical Strategic

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Case Study: Miami-Dade Transit Department

• Miami-Dade Transit ranks as 12th largest system in the nation

• 4,000+ Employees

• Bus: 107 Routes – 1,008 Vehicles – 9,300 Stops • 260,000 Average Weekday Ridership

• MetroRail: 22.6 Mile Elevated Heavy Rail – 22 Stations – 136 Trains• 55,000 Average Weekday Ridership

• MetroMover: 4.4 Miles – 21 Stations – 29 Vehicles• 25,000 Average Weekday Ridership

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Strategic Alignment Example

Transit’s Key Performance MeasuresOn-time Performance for Bus, Rail, Metromover and

Special Transportation

Strategic Plan Goal

Efficient Transportation Network (TP-1)

Objective

Provide reliable transit service (TP1-3)

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Strategy Map for Transit On-time Performance

Bus On-time Performance

CUSTOMER

FINANCIAL

LEARNING AND GROWTH

INTERNAL

Fare Box Recovery

Bus Availability

Overtime Costs

Preventive Maintenance

AbsenteeismTraining

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Performance Scorecard Alignment Example

Miami-Dade Transit

1.0 Customer

Minimum Wait Time for Transit Passengers

Bus On-time Performance

Rail On-time Performance

•Scorecard

•Perspective

•Objective

•Measure #1

•Measure #2

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On-Time Performance Balanced Scorecard

Miami-Dade County Lean Six Sigma (LSS) Training Plan

Miami-Dade County initiated Lean Six Sigma training in July 2012. Lean Six Sigma capability established within 18 months

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb

1. Hold Green Belt Class (involve other County employees)

Empls

2. Hold Yellow Belt Training

All Empls

3. Train selected Certified Green Belts as GB Team Leaders

Green Belts

4. Train a selected Green Belt Team Leaders as Black Belts

Green Belt T.L.

2014WHEN

WHAT: Develop Lean Six Sigma Capability in Workforce

HOW WHO2012 2013

WAVE I WAVE II

WAVE III

Green Belt Team Leader

Train Employees

Black Belt Training

WAVE IV WAVE V

Miami-Dade County Lean Six Sigma Website

http://www.miamidade.gov/managementandbudget/lean-six-sigma.asp

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Key Lessons Learned

• Support from highest levels of management is critical

• Engagement with workforce and stakeholders helps identify shared outcomes and cascaded objectives

• Technology is not always the answer

• Understanding of performance measurement is important for success

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Five Critical Factors for Success - A Leader’s PerspectiveA. It’s not only about numbers, it’s about

passion

B. Invest in people. Employee buy-in is critical

C. Accountability is key

D. Communicate, communicate, communicate

E. Continually evolving strategy

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A. It’s Not Only About Numbers

• Lead with passion. Strive for excellence in public service

• Delivering Excellence Every Day is our aspiration, drives our work

• Setting example begins at top.

• Management team needs to be on board

• Continually convey expectations

• This is not a fad, it’s the way we do business

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B. Buy-in is critical, Invest in people

• Training and communications drive concepts down throughout the organization.

• Identify champions and power users to lead efforts in Departments

• Scorecard methodology includes ongoing training and internal consulting support

• Dedicated strategic management team supports this entire process

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C. Accountability is Key

• Scorecards ensure alignment and accountability

• Regular Business Reviews are key to improving performance

• Align executive performance appraisals to strategic goals

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D. Communicate, Communicate, Communicate

• Share information with our stakeholders

• Scorecard drives internal communication about performance

• Resident satisfaction surveys tell us how we’re doing

– Information used for strategic and business planning

• Progress Report to the Community

– Transparency in government

– See results at www.miamidade.gov/results

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E. Continually Evolving Strategy• Foundation is in place, but culture change ongoing

• Continue strategies to drive deeper into the organization.

– Improved internal communications

– Harvard University and other executive training

– Middle Management and supervisor training

– Cascading performance appraisals linked to strategic objectives down the organization

– Lean Six Sigma Performance Improvement Training

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Achieving Break-Through Results Through Process Improvement

How do you Achieve Break-Through Results Through Process Improvement?

MaximizingCustomer Value

BestPractices

InnovativeIdeas

Solutions and ActionPlans

ImprovementTarget

Which Change Is Right For You?

Transformational– Alliance Building– ‘Win-Win’ for Stakeholders– Innovative & Break-Through

Transitional – Traditional Solutions– Incremental Gains– Functionally Driven

Transformational

Transitional

Effectiveness

Time

How do you Achieve Break-Through Results?

The Human Mind, Once Stretched By A New Idea, Never

Goes Back To Its Original Dimensions.

Oliver Wendell Holmes

Approach & Methodology

Process Improvement

Customer/Stakeholder Input

Management Input

Innovative, EffectiveSolutions

Preliminary ImplementationPlan

Preliminary RiskAnalysis

Best Practices

Process PerformanceMetrics

S.R.D.

Does Information Technology “Enable” or “Disable”

Your Processes?

How Does Information Technology Enable Process Effectiveness?

• Identify IT Requirements to Support

the Redesigned Process

• Assess the Organization’s Existing IT Capabilities • Determine the Gaps Between “What Is Required” and “What Is Available”

Why Do Most Change Initiatives Fail?

Change is an

Resistance to change is a

ART

SCIENCE

Why Do Change Initiatives Fail?

• TIME Takes Too Long

• MONEY Costs Too Much

• IMPLEMENTATION No Dedicated Resources

• EMPLOYEES Lack of Buy-In

• ORIENTATION Internal Focus

• PRODUCTIVITY Too Disruptive

How Do You Overcome The Comfort Zone?

Head: Intellectual Awareness

Heart: Emotional Buy-In

Feet: Commitment to Action

“Change Imposed is Change Opposed”

Approach & Methodology

ChangeManagement

Innovative Solutions

PreliminaryImplementation Plan

Effective Change Agents

Comprehensive RiskAnalysis

Strategies to AssureSuccessfulImplementation

S.R.D.

Management Team

Customers/Stakeholders

Process Owners/Participants

Lessons Learned - Best Practices

Key Characteristics of Successful Change Initiatives:

• Recognize and Articulate an “Extremely Compelling” Need to Change

• Use a Structured Framework

• Create Top Notch Teams

• Link Improvement Targets to Organizational Strategies

Lessons Learned - Best Practices

• Select the Right Processes to Work On

• Quickly Come to an Understanding of the Process to be Improved

• Choose the Right Metrics

• Understand the Risks and Have Contingency Plans

The Performance Zone

Performance

T i m e

Coping

Thriving

Developing

MaturingZone of Peak

Process Performance

Staying Ahead of The Curve

Performance

T i m e

ProcessTransformation

Think About It...

“Things that matter most must never be at the mercy of things that matter the least.”

Goethe

Think About It...

ChangeIs Inevitable!

ProgressIs Optional….

Think About It...

Is the Fuel forSuccessful

Change

Passion

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Thank You