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The Performance Measure Problem…

The Performance Measure Problem…. Dept. Head : “So we are cleaning sewers that are prone to be clogged?”

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The Performance Measure Problem…

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  1. The Performance Measure Problem… Dept. Head: “So we are cleaning sewers that are prone to be clogged?” Prgm. Mgr.: “What do you mean? You want us to clean sewers that are dirty? I don’t think so. We are rated on how many miles of sewers we clean. We take great pride in the number of miles. We clean a lot of sewers.” Dept. Head: “Are you telling me that we clean only clean sewers?” Prgm. Mgr.: “Well, yes, because if we clean a dirty sewer it’s going to slow up productivity.” Paul D. Epstein, Epstein & Fass Associates

  2. Strategic Planning & Performance Measurement Department of Administration Research, Planning, and Grants Course Developed by Julie Butler Presented by Maud Naroll

  3. Class Goals • Introduce concepts of Strategic Planning & Performance Measurement. • Students leave with practical tools to create their own strategic plans and outcome-based performance measurements.

  4. People and their managers are so busy trying to do things right that they hardly have time to decide if they’re doing the right things. - Stephen R. Covey -

  5. Strategic Planning…What • An organized, documented method of determining what an agency hopes to accomplish and how it will accomplish it. • Future-oriented. • Value from the process.

  6. Strategic Planning…Why • Management tool. • Provides direction for agency personnel. • Guides resource decisions. • Provides justification for budget requests.

  7. Strategic Planning Answers 3 basic questions: • Where are we now? • Where do we want to be? • How do we get there?

  8. Strategic Planning - First things first… • Support from the top. • Team-approach. • Management & staff. • Program & fiscal. • Data administrator • Define the scope. • Department, division, bureau, section. • Time commitment.

  9. Components of a Strategic Plan -- Overview • Will present one way of developing plan • Has worked with a couple dozen agencies • No single correct way to plan • Don’t feel is rigid cookbook • Suggestions welcome

  10. Components of a Strategic Plan -- Overview • Vision • Mission • Philosophy • (External/Internal Assessment: Customers and SWOT) • Goal(s) • Strategies • Objectives • Performance Measures

  11. Components of a Strategic Plan • Vision Statement • Describes the ideal future state • What we aspire to • Should inspire • Big, global, broad

  12. Sample Vision Statement Employment, Training and Rehabilitation To be Nevada’s First Choice to connect businesses and job seekers

  13. Sample Vision Statement Levi Strauss & Company People love our clothes and trust our company. We will market and distribute the most appealing and widely worn apparel brands. Our products define quality, style and function. We will clothe the world.

  14. Components continued… Mission Statement • The foundation of the strategic plan. • Defines the purpose of the agency & how it will work to achieve the vision. • Describes what the agency does for whom. • Keep it simple and easy for all to remember. • Ask: Why was the agency created?

  15. Sample Mission Statements Nevada Department of Personnel: To provide and retain a qualified state workforce that serves the citizens of Nevada. Carson Tahoe Regional Healthcare: To enhance the health and well being of the communities we serve.

  16. Tool for Mission, Goals, Strategies, and Objectives To help draft your agency’s mission, goals, strategies & objectives, consider the following: The purpose of the ___________________(program) is to provide/produce _______________ (service/good) to ______________ (whom) so that they can/in order to _______________ (planned benefit).

  17. Class Exercise For one of the agencies in class, fill out this form. Optional: craft a short, simple mission statement. The purpose of the ___________________(program) is to provide/produce _______________ (service/good) to ______________ (whom) so that they can/in order to _______________ (planned benefit).

  18. Individual Exercise For your agency, fill out this form. Optional: craft a short, simple mission statement. The purpose of the ___________________(program) is to provide/produce _______________ (service/good) to ______________ (whom) so that they can/in order to _______________ (planned benefit).

  19. Class Exercise For one of the agencies in class, write a vision statement

  20. Individual Exercise (Optional) For your agency, write a vision statement

  21. Components continued… Philosophy/Values • How we will act/behave as we work to achieve the vision. • Should guide the agency in its daily interactions with staff and customers/clients.

  22. Sample Philosophy Statements Budget and Planning Philosophy: We will strive for excellence in an ethical, accountable and responsive manner. We will treat our fellow staff members, customers, and stakeholders consistently, fairly, and professionally. We are stronger as a team than individually. We will share our individual knowledge and experience to help each other. • Carson Tahoe Regional Healthcare: • Putting Patients First • Treating Everyone with Dignity and Respect

  23. Sample Philosophy Statement Nevada Department of Corrections, Prison Industries Division All staff will act in a fashion that presents to the inmates an ethical and moral model that, were they to emulate, they would never return to prison.

  24. Class Exercise For one of the agencies in class, write a philosophy statement

  25. Individual Exercise (Optional) For your agency, write a philosophy statement

  26. Table Exercise (Optional) • Fill out the mission for your agency (if not done already). • Examine (or create) your agency’s current vision, mission, and philosophy statements. • Compare to checklists. • Do the statements need to be revised? • Presentations to the class.

  27. External/Internal Assessment: Defining the Customers • Internal • External • Stakeholders • Who are they? • What do they need? • Are we meeting their expectations? • How will we know?

  28. Class Exercise For some agencies in class, identify customers, their expectations, and whether they’re being met

  29. External/Internal Assessment: SWOT Think about workforce issues: Retirements Career Ladders Cross-covering eliminated positions Strengths Weaknesses INTERNAL Opportunities Threats EXTERNAL

  30. External/Internal Assessment: Examine the Data • Where have we been? • Where might we end up if it’s “business as usual?” • Ask lots of questions. • More customers now than before? • Same # of staff or turnover? • Do we have outdated procedures, processes or systems? • Do our customers perceive a problem?

  31. What do the laws, regulations, and policies say about what we do? Should the laws/regs/policies be changed? Does anyone else do what we do? If so, who are they? Do we coordinate with them? External/Internal Assessment: Who are we?

  32. STEEPL Social Technological Environmental Economic Political Legal External/Internal Assessment: What is affecting us?

  33. Class Exercise • Write one each: • Strength • Weakness • Opportunity • Threat • Write one STEEPL item Strengths Weaknesses INTERNAL Opportunities Threats EXTERNAL

  34. Components continued… Goals • Broad description of WHAT the agency hopes to achieve over the long term (3+years). • Start with an action verb

  35. Sample Goals • Streamline the state recruitment process. (NV Dept of Personnel) • Improve the quality of health care in Nevada. (State Health Div – Bureau of Licensure & Certification) • Secure site, build, and occupy new Las Vegas facility. (Motor Pool)

  36. Components continued… • Strategies • The methods/actions the agency will take to achieve the goal. • The “HOW” part. Specifies an Activity not a Result. • May be several strategies per goal.

  37. Sample Strategies • Open recruitments on a daily basis versus a weekly basis (NV Dept of Personnel). • Educate health care providers about the reasons health care facilities are found deficient through brochures, conference calls, and the internet. (Health Div – BLC) • Aggressively work with State Lands, Buildings and Grounds, and the developer. (Motor Pool)

  38. Brainstorming Strategies • Cross-train staff to do multiple tasks? • Reclassify staff? • Review procedures & streamline? • Modify computer system? • Explore more internet-based solutions? • Stop doing some tasks?

  39. Prioritize and Prune Strategies After writing the plan, go back through strategies. • Is the list feasible to accomplish in the next several years? • Do strategies need prioritizing? • Pruning?

  40. Components continued… • Objectives • Specify the target…how much of the desired result by when. • May be more than one objective for each goal. • If an objective is not measurable, then it’s a goal.

  41. Objectives should be SMART Specific Measurable Action-oriented Realistic Time-Specific Objectives continued…

  42. Start with an action verb Example: Occupy new Vegas building before January 2007. (Motor Pool) Objectives continued…

  43. Objectives continued… • Determine a “reasonable” objective • Set a date by which to achieve your objective. • Example: 5% reduction in average wait time by October 2010 and 10% reduction by June 2011.

  44. More Sample Objectives • Projects in BA 1325 completed within budget by June 30, 2007. (Dept Admin IT Division) • Average fleet miles per gallon five percent higher than January 2006 level by January 2009. (Motor Pool)

  45. But Sometimes Objectives Are… • Yes or No • Occupy new Vegas building before January 2007. (Motor Pool) • Implement our revised office procedures by October 2014. • Update all employee work performance standards by December 2015.

  46. Impact on the Budget • What is the cost associated with each strategy? • Can we pay for this? • What can we do for no cost or low cost? • Move money around? • How critical is this? • Contact your fiscal staff for help.

  47. Class Exercise Examine or create an agency’s goals and related strategies & objectives.

  48. Table Exercise (Optional) • Examine (or create) one of your agency’s goals and related strategies & objectives. • Compare to checklists. • Revise if necessary. • Presentations to the class.

  49. Performance Measurement It all starts with the Strategic Plan

  50. The Performance Measure Problem… Dept. Head: “So we are cleaning sewers that are prone to be clogged?” Prgm. Mgr.: “What do you mean? You want us to clean sewers that are dirty? I don’t think so. We are rated on how many miles of sewers we clean. We take great pride in the number of miles. We clean a lot of sewers.” Dept. Head: “Are you telling me that we clean only clean sewers?” Prgm. Mgr.: “Well, yes, because if we clean a dirty sewer it’s going to slow up productivity.” Paul D. Epstein, Epstein & Fass Associates

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