Performance ManagementWhat’s in it for me

Performance ManagementWhat’s in it for me

• Jim Cerny– 39 years in IT; 31 in local government and management– 16 years @ Director/CIO level– 11 years with Coral Springs (96-07) when City received awards for

organizational excellence• 1997 Governor’s Sterling Award • 2003 Governor’s Sterling Award• 2007 Malcolm Baldrige Award• Served as category lead writer for 2003 and 2007 applications

– 5 years with Pasco County – 2007 County begins its journey to organizational excellence

– Effectively used Performance Management – Retired April 30, 2012

Why Performance Management? Identifies successful

strategies

Facilitates accountability

Motivates behavior

Answers the question “How are we doing?”

Allows for data-driven resource and priority decisions

Forms the basis for continuous improvement

Focuses attention on priorities and results

Helps you learn

Planning Model

Project Teams

County Commission

Performance Management: define success, measure success, review & improve

InitiativeResults

Process /In-Process

Results

Customers

Staff

DepartmentDirectors

KIR's

County Administration

Business Plan

Department Measures &

Initiative Status

Quarterly Report

IndividualPerformanceEvaluation

Dept'l Perf Rptg

Performance Review:TrendsOutliersVariance

Root Cause

Metrics:Demand

CycleTimeCost

Quality

Budget

OFI's

feedback

Strategic Plan

Process Improvement

Teams

PIT/KaizenAction Plan

Initiatives &Capital Projects

KIR’sInitiatives

Dept’l Measures

Capital Projects

Process Imp

Process Improvement

Teams

Performance Review –Link to Programs & Services

• Map Core Processes• Measure Demand• Measure Supply• Measure Cycle Time• Measure Quality/Level• Measure Cost• Establish Performance Goal(s)• Measure & Analyze Results• Identify Improvements (OFI’s)• Implement OFI’s

WIIFM - Administrators• Facilitates shared vision & methodology with Commission

– MISSION, VISION, & VALUES– High level organizational priorities– KPI’s linked to priorities– Funded Initiatives for upcoming FY– Initiatives linked to Strategic Plan priorities – Business Plan changes require Commission approval – Budget includes funding for Business Plan Initiatives

• Facilitates shared vision & methodology with departments – Departmental performance measures– Business Plan includes funding related to changes in service– Funding requests include impact upon performance

• Manage expectations, maintain linkage & focus, define success– Performance reporting: KPI ‘s; departmental; initiatives

• Builds confidence and trust– Performance based communications improves decision making process– Increases transparency & accountability

• Promotes data driven decision making and continuous improvement– Impact driven service level, performance goals

WIIFM - Director • Organizational success and expectations are defined

– performance goals; mission, vision and values; performance feedback

• Opportunity to define departmental success and expectations – Departmental, division, individual performance goals– Departmental mission, vision and values – Regular performance feedback and acknowledgement

• Reduce anxiety related to performance evaluations (own & staff)

• Opportunity to expand Staff’s shared vision and mindset – Empowerment & acknowledgement

• Manage expectations and maintain focus via performance reviews & feedback – Recognize changes in quality, cost, demand, supply sooner (less pain)– Non-believers fade away

• Builds confidence and trust– Performance based communications improves decision making process– Increases transparency & accountability

• Opportunity to link impact on service with funding levels – Cost driven; demand driven; quality driven

Staff’s Challenging Work Environment

• Growing workload – demand up; supply down– working longer/after hours– increasing backlog

• Under appreciated – focus on what is not getting done – growing customer frustration

• Lots of dis-satisfiers– no raises; increased employee contributions; no tuition assistance – layoffs; more with less; uncertainty of culture change

• Engaged in an organization wide effort with a common goal!

• Increases positive feelings!

• Decreases negative feelings!

Shared Vision – Alters Employee Perceptions

Increases Positive Feelings

2002 20032004

2005

invest in employees

employees

37%

68%

46%

33%

0%

26%

0% 0%0%

10%

20%

30%

40%

50%

60%

70%

Employee SWOT - strengths

invest in employees employees

Decreases Negative Feelings

2002 2003 20042005

lack of communicationstaff ing levels

20%

0%

21%23%

20%

0%

13% 15%

0%

5%

10%

15%

20%

25%

Employee SWOT - weaknesses

lack of communication staffing levels

63.68%54.24%

67.27%

-1.67%-23.14%

-30%-20%-10%

0%10%20%30%40%50%60%70%

who what where staff budget

Doing More with Less in IT 2006 vs. 2010

'09 better than last year

2%

41%57%

no same yes

'11 better than last year

52%

46%

2%

worse same better

• 2009 Survey• 2% worse• 41% same • 57% better

• 2011 Survey • 2% worse• 46% same• 52% better

WIIFM - Staff

• Success and expectations are defined– Organizational, departmental, division, individual performance

goals– Organizational and departmental mission, vision and values – Regular performance feedback and acknowledgement

• Reduce anxiety related to performance evaluations

• Shared vision and mindset improve performance– Empowered to do right things & do things right– Peer pressure to perform– Increased teamwork and cooperation– Achievements help offset dis-satisfiers– Increased job satisfaction

Engagement Obstacles

Commission• Educate and convert

slow adopters• Performance bandwagon • Peer pressure

Staff• Culture

– Educate and convert slow adopters

– Non-believers go away

• Performance – Educate and convert– Non-believers go

away

Dept/Div Management• Culture

– Educate and convert slow adopters

– Non-believers go away

• Performance– Educate– Facilitate– Augment – Non-believers go

away

Summary

• Journey to Organizational Excellence requires effective performance management.

• DO THE RIGHT THINGS – Align and link priorities throughout planning, funding, and service delivery activities.

• DO THINGS RIGHT – Implementing OFI’s from performance reviews is

silver bullet for sustained improvement in services.

• Employee empowerment and recognition are key to their “buy in”.

• Performance based communications improve decision making process.

• Performance management is a win/win/win for the organization.

Performance ManagementWhat’s in it for me

Q & A