Brevard County: Developing the Strategic Framework & Benchmarking

1. Brevard County: Developing the Strategic Framework & Benchmarking Florida Benchmarking Consortium Presentation Friday, October 12, 2012 By Asheley Hepburn

2. Agenda • Goal of Performance Management • Brevard County’s Process • Scorecard Example • Benchmarking

3. GOAL OF PERFORMANCE MANAGEMENT

4. Goal of Performance Management • Increase Efficiency • Allows government to increase efficiency • Allows governments to make better decisions • Improve Effectiveness • Allows governments to improve effectiveness • Measuring and monitoring performance in comparison to the stated goals governments to determine their effectiveness • Measures indicate when corrective action is required • Demonstrate Value • Allows governments to move the conversation from cost to value. • Measuring, monitoring and communicating performance results demonstrates the value of programs in a measurable way. • Allows government to discuss both cost and results and as a result resources are utilized effectively.

5. Goal of Performance Management • Communicate Information Transparently & Accountably • Communicating results allows governments to be transparent. • Communicating results to all stakeholders allows them to be informed on where funding is being allocated and the effectiveness of those funds in addressing the stated outcomes. • Performance Management focuses the discussion on what can be achieved • Enhance Decision Making • Allows governments to make better decisions • Measuring and monitoring the right things provides management with data necessary to make informed decisions.

6. BREVARD COUNTY’S PROCESS

7. Performance Management Process

8. Time Line of Annual Process Quarterly Meetings Conduct quarterly group meeting with department points of contact. These are worshops to inform and train staff. Budget Begin process of identifying PY accomplishments and establishing initiaves, goals and PM for upcoming FY Goal Setting Executive Staff defines global goals and objectives. Departments define measures and goals for upcoming FY. Quarterly Meetings Conduct quarterly meetings with department point of contact. These are worshops to inform and train staff. October July April January Quarterly Meetings Conduct quarterly group meeting with department points of contact. These are worshops to inform and train staff. Quarterly Meetings Conduct quarterly group meeting with department points of contact. These are worshops to inform and train staff. Performance Management RPT Produce and distribute an annual performance management report. Goal Setting Executive Staff defines global goals and objectives. Departments define measures and goals for upcoming FY. New Fiscal Year Departments begin fiscal year. Collect performance measures and conduct business reviews on a montly basis with exec. management

9. The Overall Strategic Roadmap Strategic Planning Process Why we exist Strategy Map Mission Top-Level Balanced Scorecard with Prioritized Initiatives Identify Outcomes for Dramatic Improvement Deployed Scorecards and Cascaded Key Initiatives Our desired future state Periodic Scorecard & Key Initiative Reviews Vision

10. 2013 Strategy Map Guiding Principles & Values Our Vision A community which excels and is recognized for… Providing for the Health, Safety, Education and Social needs of our community Building a diverse, strong economic base with the needed infrastructure to support a quality lifestyle Protecting the environment and conserving our valuable natural resources Creating cooperative partnerships between government, business, community organizations and our residents Maximizing performance and communications to provide excellentservice to our customers Our Mission Contribute to enhancing and ensuring Brevard’s quality of life… Today and Always Our Core Values Honesty, Openness, Leadership, Quality, Accountability and Innovation Governance Focus Areas Strategic Objectives Performance Measures Initiatives Operational Areas • Output/Workload Measures • Customer Service Rating on Delivery of Service • Customer Engagement Targets Are Met • Effectiveness Ratings • Efficiency Ratings • Emp. Engagement Survey Results • Development Plans • Training Hours • Total Op. Budget Vs Op. Actual • Rev Budget Vs Rev Act. • Capital Improvement Plan- $ Utilization vs. Plan • % of Project Complete Against Plan • Safeguard Life, Safety and Property; Maintaining Existing Levels of Service • Plan & Maintain Infrastructure and Improve the Transportation Network • Promote Economic Development • Provide Cultural and Recreational Services as Well as Protect & Conserve our Natural Resources • Deliver Excellent Customer Service • Streamline Processes • Effective and Efficient Operations • Community/Government/Non-Profit Partnerships • Effective Volunteer Program • Prioritize services • Develop Workforce • Enhance the Employee Innovation Program • Meet Financial & Budgetary Requirements • Public Engagement • Deploy survey instruments to external and internal customers • Communicate value of county services • Service Level Review • Organizational Structure Review • Technology Plan Review • Partnership Development • Countywide Facilities Plan • Employee Engagement • Enhance Employee Recognition Program • Explore and implement strategies to address deficiencies in employee development • Employee Innovation Program Procedures • Customer Focus • Operational Effectiveness/ Efficiency • Employee Development & Innovation • Financial Management • Public Safety • Infrastructure, Transportation & Environment • Health, Community & Economic • Culture and Recreation • Management Services

11. SCORECARD EXAMPLE

12. County Manager Scorecard (Top-Level) CM’s Scorecard is divided by Strategic Focus Area CM identifies the critical few measures to include on top scorecard

13. Brevard County Library Services Scorecard (Cascaded) Alignment to the top-level scorecard

14. BENCHMARKING

15. Value of Benchmarking • Improves productivity/efficiency • Increases customer/user satisfaction • Creates greater accountability & transparency • Increases employee satisfaction, loyalty, motivation • Improves technology utilization • Completes transformation of functions/processes

16. Types of Benchmarking • Internal – commonly one year compared to a previous year’s performance • External – your performance compared to another similar organization • Operational – your recent annual or periodic performance • Strategic – long term performance

17. Internal Operational • Probably the most common measure at the local government level • Measures current performance versus an established benchmark from prior performance • Example: Police Dept. criminal cases closed this year versus the average over the past ten years

18. Current: Example 1 of External Benchmarks Countywide Millage Rate Comparison

19. Current: Example 2 of External Benchmarks Total Countywide Ad Valorem Taxes per Capita

20. Future: Benchmarking Process • Departments will be encouraged to utilize benchmarking data in their scorecards • Performance measures will be compared to benchmarking data from the comparison group of counties • Where variations exist further analysis will be conducted to determine if efficiencies can be gained by modifying operating processes.

21. Brevard County: Developing the Strategic Framework & Benchmarking Florida Benchmarking Consortium Presentation Friday, October 12, 2012 By Asheley Hepburn