Using Performance Measures to Tell a Meaningful Story

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Using Performance Measures to Tell a Meaningful
Story
Bill Follette Dir. Management Performance
Accountability City of Mesa
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Modern Management Techniques
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Performance Measures
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Operating a Library
Subdivide the Work Into More Manageable Pieces
Makes a very complicated life much easier to
manage!
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Providing Reference Services
Providing Technical Support
Select and Buy Materials
Program Manager
Receive and Prepare the Materials
Providing Collection Support
Operating a Library
Managing Circulation
Catalog the Materials
Someone is accountable for managing the work at
all levels.
Activity Managers
Managing Volunteers
Service Managers
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Providing Reference Services
Providing Technical Support
Select and Buy Materials
Receive and Prepare the Materials
Operating a Library
Providing Collection Support
Catalog the Materials
Managing Circulation
In Activity Based Budgeting
Budget dollars are allocated to what we do, and
in return, results are expected.
Managing Volunteers
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Providing Reference Services
Providing Technical Support
Select and Buy Materials
Receive and Prepare the Materials
Operating a Library
Providing Collection Support
Catalog the Materials
Managing Circulation
In Activity Based Budgeting
Budget dollars are allocated to what we do, and
in return, results are expected.
Managing Volunteers
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Linked Cascading Chain of Cause-And-Effect
Concrete Repair Activity
Traffic Operations
Signing, pavement markings, and lighting devices
guide traffic flow
City curbs, gutters, and sidewalks are in good
condition
Asphalt Repair Activity
Street Maintenance
Streets Program
Mesa streets are free from potholes.
Pavement is maintained to produce a smooth and
functional surface
Motorists can safely and efficiently navigate
Mesas street system.
Sealcoating Activity
Traffic Engineering
The life of pavement surfaces is extended.
Traffic control devices clearly advise drivers of
restrictions
Collective Intermediate Outcomes
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Management Thought Process
Each function/box requires Significant Management
Thought

• Each requires a
• Desired outcome of the work effort that meets the
  needs of our community

• Performance measures that allow the manager to
  determine if the current performance is moving
  toward the stated desired outcomes

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Linked Cascading Chain of Cause-And-Effect
Concrete Repair Activity
Traffic Operations
Average number of days to repair a street light
following notification
Number of linear feet of curb and gutter repaired
Example Metrics
Asphalt Repair Activity
Street Maintenance
Percent of potholes repaired within 48 business
hours of notification
Streets Program
Percent of City streets with a Pavement Condition
Index score of 70 or greater
Number of traffic accidents per 1000 population
Sealcoating Activity
Percent of street inventory maintained by seal
coat annually
Traffic Engineering
Ratio of average travel time to average traffic
volume for selected corridors
High level outcome metric

• Activity C Tasks
• Apply 100 lane miles of seal coating
• Buy new applicator machine

Detailed, operational and tactical metrics
Intermediate outcome metrics
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MesaStat
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MesaStat

• Designed to hold City Program leadership
  accountable
• Seven principles
• Engagement
• Effective Measures
• Targets
• Candor
• Action
• Follow-up
• Improvement

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MesaStat

• Benchmarked
• Baltimore
• NYC
• Washington DC
• Buffalo
• Springfield
• Cleveland
• etc.
• State of Washington (GMAP)

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MesaStat

• Quarterly Forums
• Quality
• Efficiency
• Effectiveness
• City Manager DCMs
• Discussion
• Open to all

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Program Title and Program Manager
Insert Rec Ops Pgm PDF.pdf 2 pages
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Program / Service / Activity Status Color
Insert Color Guidelines.doc 2 pages
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Metric Title
Insert Percent of Capacity.pdf 1 page
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Metric Performance Analysis Content

• If a trend, then what caused the trend and what
  are the management implications?
• If a deviation from prior performance, then what
  caused it and what are the management
  implications?
• If below target, then explain why and what is
  being done to bring back to specification.
• How does current performance compare with
  benchmark performance?

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Metric Description and Target

• Explain characteristic and measure this metric
  quantifies
• How metric is calculated
• What data are included / excluded
• When and how data are collected
• Define jargonistic terms
• Reasoning behind selection of target

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Benchmark Description and Values

• Organization, company, or study indicative of
  exemplary performance
• Explain why they should be considered a benchmark
• Identify the values of this metric that represent
  exemplary performance

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Follow The Trail Of Colors
Red Program! What do you do next?
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Now where would you look?
Now where?
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Do you need more information?
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Following Status Colors can quickly lead you to
discover where attention is needed without
searching through pages of reports.
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Researching Tasks can give clues.
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Potential Exists To Conduct Regular Reviews
City Mgr.
Quarterly
Program Mgr.
Monthly
Reviews with . . .
Service Mgr.
Monthly
Activity Mgr.
Weekly
Front Line EE
Week
Month
(Qtr 1)
(Qtr 2)
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Elephant in the Room

• Opportunities to address issues
• Broader audience
• Faster/Crisper
• Discussion
• Eliminates the formalities