Taking Those First Steps

1. Taking Those First Steps The City of Tamarac’s Performance Management Journey

2. THE CITY OF TAMARAC

3. Today’s Agenda – Managing Data • How We Used To Manage Our Data “DRIP” • How We Manage Our Data Today Turning DataInto Information & Alignment

4. How We Used To Manage Our Data In 2005 we asked our employees how we were doing with regard to data and they said… • Strength – We collect a lot of data • OFI – What are we using it for? • Translation We are a DRIP! Our challenge: Turning data into information

5. DATA, DATA, EVERYWHERE

6. ENTER THE FBC • The FBC would solve our data collection problems! • We determined to collect every measure • We tasked each department with sending the CMO their measures to submit • We went to every FBC meeting • End Result?...

7. MOREDATA, DATA, EVERYWHERE

8. 2007 – WE REALLY STARTED TO LOOK AT THE DATA • What data are we collecting? • Are we collecting the right data? • Are we collecting enough data? Too much data? • What do we do with the data we get it? • (Do we store it, use it, file it…) • What does it tell us? • What could it tell us? • What do we do with it? (consolidate, charts, trends, benchmarking, etc)

9. We Had Two Goals: Primary Goal – Identify What Is Important • What do departments collect? Why? • What should they collect? • Put the measures in one place • Make it easy so it would get done

10. Secondary Goal – Make it relevant • Use the measures to make decisions • Align the measures • Link operational performance measures to budget and strategic plan • Roll-up to city-wide level

11. WE DETERMINED TO BUILD SCORECARDS What is a Scorecard? A visual display of the most important information needed to achieve goals, consolidated and arranged so the information can be monitored at a glance.

12. WE WOULD USE THE STOPLIGHT APPROACH

13. OUR STRUCTURE:

14. SCORECARD APPROACH – BOTTOM UP

15. SETTING THE COURSE • Build the Scorecard Process • One Department at a time • Start with the divisions • Roll measures up to the department • Full employee participation (buy-in) • Pilot Scorecard – PW

16. DIVISION SCORECARDS • I meet with each division (PW – 7) • Department Director at every meeting • Key staff at every meeting (supervisors) • Each division takes 4-5 meetings • Most of the work is done between meetings • Meetings are to ask questions and review the scorecard as I was building it

17. DIVISION SCORECARDS • Pre-Meeting • 1st Meeting • 2nd Meeting • 3rd Meeting • Build Scorecard • 4th Meeting • Update Scorecard • 5th Meeting • Finalize Scorecard

18. WHAT DOES A DIVISION SCORECARD LOOK LIKE?

23. DEPARTMENT SCORECARDS • I meet with each Department Director • Choose few measures from each division scorecard to roll up • Normalize so can roll-up • This takes one meeting • Then automatically rolls up each month

24. WHAT DOES A DEPARTMENT SCORECARD LOOK LIKE?

28. CITY-WIDE SCORECARDS • I ROLL THE INFO FROM DEPT SCORECARDS UP • Confer with CM – What is important to him? • Choose few measures from each department scorecard to roll up • Normalize so can roll-up

29. WHAT DOES A CITYWIDE SCORECARD LOOK LIKE?

32. WHERE IS THE ALIGNMENT?

33. ALIGNMENT WITH THE FBC: • Process helps align operational data with FBC • At the beginning of each Scorecard we review the FBC measures and determine which FBC measures to collect • Incorporate them into the scorecards so we collect the data monthly • Easy access to the data when FBC data is due • Use FBC comparisons to set targets and color-code

34. ALIGNMENT WITH THE BUDGET: • Process helps align operational data with our budget performance measures • Utilize current budget measures to build scorecard • Have permission to modify/add/delete measures • Now budget performance measure data come from the Scorecards • Easy access to the data when budget data is due • Data is always current – and actually used • Use the Scorecards to identify budget needs

35. ALIGNMENT WITH THE STRATEGIC PLAN: • Process helps align operational data with our strategic plan performance measures • Strategic Planning Process includes review of data • Measures are chosen to reflect success of 5 goals • Data is always current – and actually used • Easy access to the data when SPP Process comes around • Use the Scorecards to identify strategic planning needs (environmental scans)

36. SCORECARD MEASURES THAT ROLL UP TO SPP: • Goal 3 – Dynamic Organizational Culture • Employee Retention • Goal 5 – Vibrant Community • Water Conservation • Recycling • ROSC

37. WHAT HAVE WE LEARNED ABOUT TURNING DATA INTO INFORMATION?

38. WHAT WE FOUND: • Many spreadsheets had errors – data was wrong • Data was not being used • Reports being generated and not used • Extra work to generate reports multiple times throughout the year – had to pull data each time • Staff was pulling data they were using on their own • Staff had ideas of what needed to be tracked but didn’t know how • Change IS possible

39. WHAT WE FOUND: • Change is possible – BUT – you might need to assist • Develop a plan for what your organization needs • Develop an Action Plan • Involve your employees – buy in is crucial • Monthly reviews are critical for data validation and decision making • Commit to investing time at the beginning…the end results will be worth it

40. END RESULT: • Data in one location • Ease of use • Alignment from top to bottom! • Strategic Plan • Budget • Operational data  Scorecards • Employee Evaluations • AND FBC DATA (to set targets)

41. AND THAT’S HOW WE LEARNED TO USE DATA….

42. OTHER HELPFUL RESOURCES…

43. ICMA Measures • Industry Best Practices (AWWA, APWA, PERI, etc) • City Best Practices (Charlotte, Belleview, Phoenix, Austin, etc) • Internet/benchmarking books/government reports • And just this year….FBC Comparative Reports

44. WHAT ARE COMPARATIVE REPORTS?

45. COMPARATIVE FBC REPORTS • Personalized Reports • Choose who to compare against • Choose the measures you want the data for • Ex – Tamarac 60k population • We benchmark against cities 40 – 80 k pop • Also cities in Broward County • We use established FBC measures • But…also some that are not calculated

48. Questions? Bernadette Hughes City of Tamarac bernadette.hughes@tamarac.org (954) 597-3518