Presentation of Commissioner Valerie A' Lemmie Public Utilities Commission of Ohio at the Fourth Pro

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Presentation of Commissioner Valerie A. Lemmie
Public Utilities Commission of Ohio at the
Fourth Provincial Senior Management Service
Conference All Hands on Deck to Speed Up Service
Delivery

• Bloemfontein, Free State, South Africa
• August 28-29, 2008

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Managing Organizational Change

• The time is out of joint, O cursed spite that
  ever I was born to set it right! Hamlet (I.v.)
  William Shakespeare

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Building a Responsive and Effective Local
Government Organization The American Experience

• Presentation will cover
• Ideas that inspire and guide American democracy
  and our democratic institutions.
• Politics of governance.
• Local government organizational form.
• Dynamics of change How Global Economy,
  Devolution and Wicked Problems are changing role
  and responsibilities of local government
  managers.
• Role of public managers in leading andmanaging
  high performance organizations.

The American experiment is still in the
laboratory. And there could be no nobler task for
our generation than to move that great effort
along. John W. Gardner
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The Fundamentals of American Democracy

• In sum, democracy is invariably popular self
  government and variably something else
  something culturally specific that has adhered to
  it. In the United States, that something else has
  been individual self-determination. Richard Wise
• Lockean Empiricism and Romanticism inspired
  founding fathers to adopt popular self-government
  or democracy as governance structure.
• American Democracy founded on principles of
  sovereignty of the people, legitimacy of
  government from consent of governed, power of
  government limited to public good.

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The Fundamentals of American Democracy

• While these principles remain the ideals that
  inspire and guide American Democracy, it is our
  governance structures and our civic character
  than moves democracy from an abstract philosophy
  to real life something that is palpable and
  tangible our enactment of democracy.

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Politics of Governance

• We must look beyond mere mechanical refinements
  of the legislative process or of the executive
  operation. What we need to understand more
  clearly is the relationship of people in a
  representative democracy to its government. The
  citizenship gap that dead-air space, so to
  speak, that vacuum between the people and their
  governmentis a greater threat to our government
  and our social structure than any external threat
  by far. Hubert H. Humphrey

• Constitutional Framework
• The constitution
• Laws
• Rules
• Procedures

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Politics of Governance

• Electoral Framework
• Citizen beliefs, attitudes and values.
• The level of public participation in the
  governance process.
• The knowledge and commitment of citizens to
  public work.

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Politics of Governance

• If we think of political structure and civic
  character as inputs into our democracy, then its
  outputs the expectations citizens have about
  what they expect from government, include
• Promulgation of individual liberties
• Freedom
• Justice and Equity
• Efficiency, effectiveness and economy
• Fix problems individuals cant

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Politics of Governance

• There are four distinct periods in our history
  where our democratic practices reflected changes
  in political structures and civic character.
  Michael Schudson describes them as periods of
• Political assent rule by gentlemen elites
  elected by consensus in open elections.
• Political parties rule by non-elites who
  educated and mobilized voters and developed
  political leaders.
• Politics of Information Progressive Era reform
  ushered in professional public management and
  removed emotions associated with political party
  affiliations.
• Rights Era - Political participation takes place
  beyond the voting booth and reflects legal claims
  upon government.

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Local Government Organizational Form Politics
Versus Scientific Management

• The role of the public executive is to be the
  get-it-all-together personits best
  practitioners are those who are able to mold
  specialists into groups, organizations, and
  networks to get something done in the public
  interest. Harlan Cleveland
• Latter part of the 19th century saw exponential
  growth in population of cities and towns as
  factories increased production to sell goods
  nationally rather than just locally. Farmers and
  immigrants flooded into cities to fill these new
  jobs.
• The dramatic changes in the urban landscape
  brought fourth two competing visions of
  governance.
• One was the boss system, which saw personal
  power, connections and patronage as the way to
  get things done.
• The other was the progressive reform movement
  which saw experts, efficiency and public
  service as the way to build and run a city.

• The cities were where most government was, where
  most action was, where most problems were and
  where the services of public administrators could
  most dramatically be more effective, more honest,
  and less costly. Frederick C. Mosher

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Local Government Organizational Form Politics
Versus Scientific Management

• What was at stake was who would control the
  future of the metropolis political bosses who
  engaged the masses but served their own ends, or
  the middle-and upper-class elite reformers who,
  through the use of experts, would bring
  efficiency and economy to the administration of
  government.

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Local Government Form

• Management by Strong Chief Executive
• Prior to municipal reform movement operations of
  city government performed through boards and
  commissions, each elected on long ballots, making
  it difficult for citizens to know much about
  individual candidates and more susceptible to
  party influence.
• The theory was democracy strengthened by citizens
  voting for as many candidates as possible.

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Local Government Form

• Management by Strong Chief Executive
  Council-Management Government
• Reformers saw Council-Manager form as the best
  way to ensure local government was resistant to
  the evils of political party machines as it
  shifted power away from party bosses to
  professionally trained experts
• Small number of nonpartisan elected officials.
• Appointment of a professional administrator to
  manage day-to-day operations under the policy
  guidance of the council.
• Authority of the manager to appoint key executive
  officials.
• Council acts as legislative and executive
  authorities, city manager responsible for
  government operations.
• Incorporation of Scientific Management theory
  into the practice of local government
  administration.

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Local Government Form

• Management by Strong Chief Executive
• Most American cities have either a Strong-Mayor,
  Council-Manager form of government, or a hybrid
  of the two.
• Common feature, strong chief executive, whether
  elected or appointed, responsible for the
  executive functions of municipal management.
• Today, Strong mayors appoint chief administrative
  officers to handle day-to-day management
  responsibilities, and city managers, share more
  administrative authority with the mayor. Both
  promote professional public administration.
• Mayors are masters of the art of politics, and
  rely on professional staff to manage governmental
  operations.
• City managers non-partisan masters of
  management as accountable for government
  operations.

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Local Government Form

• Management by Strong Chief Executive
• City manager requires council approval of
  actions. Mayor can undertake executive actions
  without council approval.
• Mayor has a political machine behind her, city
  manager stands alone.
• Success of both depends on an effective and
  responsive governmental organization.

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The Dynamics of Change Why What We Use To Do Is
No Longer Good Enough

• If you drop a frog into a pot of boiling water it
  will jump out. But if you put that frog into a
  pot of water and gradually raise the temperature,
  it will not notice the temperature change until
  its too late.
• The same is true of local government managers who
  labor in bureaucratic organizations lulled into a
  false sense of security. Organizations will go
  the way of the dinosaur if they cannot respond
  effectively to changing demands and conditions.

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The Dynamics of Change Why What We Use To Do Is
No Longer Good Enough

• Rigid, slow moving bureaucratic approach wont
  work in the 21st century
• Local government structures rooted in
  command-control management model advocated by
  Frederick Taylor.
• Taylor believed management was the head, should
  do the thinking work workers were the hands,
  should do technical work.
• Thinking was management responsibility and
  doing was left to the workers.

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The Dynamics of Change Why What We Use To Do Is
No Longer Good Enough

• Model worked in the industrial age, when most
  workers were not highly educated and the nature
  of business was production.
• As America moves to service and information
  technology based economy (every year more
  manufacturing is shipped overseas), model no
  longer works. Today, everyone in the organization
  must think and do, lead and manage.

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The Dynamics of Change Why What We Use To Do Is
No Longer Good Enough

• The fabric of society is changing. More economic,
  racial and ethnic diversity.
• The U.S. baby boom generation shifting balance of
  wage earners and retirees, creating conflicting
  expectations for public sector.
• Fiscal constraints and institutional limitations
  at all levels of government require new thinking
  about role of government and civil society.

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The Dynamics of Change Why What We Use To Do Is
No Longer Good Enough

• Growing crisis of expectations Americans use to
  high quality on demand services from local
  governments, who cant keep pace with higher
  demands and fewer dollars.
• Technological advances are constantly changing
  how we work, play and interact with others.
• Poverty Institutionalized, turning the American
  dream on its head.

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The Dynamics of Change Why What We Use To Do Is
No Longer Good Enough

• What is working
• American public managers and leaders are
  developing innovative and creative solutions to
  the changes brought by global economic markets,
  urban sprawl and increased concentrations of
  poverty in core cities.
• Leveraging our resources visionary leadership,
  sound fiscal and organizational management
  practices, and institutionalized public
  participation to create high performance
  organizations.

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The Dynamics of Change Why What We Use To Do Is
No Longer Good Enough

• High performance organizations give public
  managers the means to improve organizational
  efficiency, economy and effectiveness, allow us
  to address issues of social equity and justice,
  and meet the challenges of wicked community
  problems within framework of existing resources
  and organizational structures.
• To achieve this, we must manage our organizations
  in a new way.

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The Dynamics of Change Why What We Use To Do Is
No Longer Good Enough

• Wicked problems are defined by Rittel and Webber
  as those complex problems that dont lend
  themselves to quick fixes or easy solutions and
  that require multiple levels of government
  cooperation across political jurisdictions to
  resolve.
• They include problems like street corner drug
  sales, poor schools and neighborhood blight.

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What Does A High Performance Organization Look
Like?
The pursuit of human dignity is the essential
active ideal that we serve. It is therefore the
measure for the worth of all acts pursued in the
service of democracy. Robert Matson

• What are the words you would use to describe
  todays most successful organizations?
• Im sure your lists includes the following

• Public Engagement
• Ethical
• Cutting-Edge
• Best Management Practices
• Role-Model
• Inclusive of Different Ideas
• Diversity encouraged and celebrated

• Efficient
• Effective
• Cost Competitive
• Customer Value
• Service
• Responsiveness
• Satisfaction
• Stellar Reputation
• Equitable

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What Does A High Performance Organization Look
Like?

• How would you stack your organization against
  your ideal?
• What do you need to do to have your organization
  recognized as best in class?
• How do you go about getting started?
• Is it worth a try?
• Why or Why not?

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What Does A High Performance Organization Look
Like?

• Once upon a time there was a work unit with four
  members named everybody, somebody, anybody and
  nobody.
• There was an important job to be done, and
  everybody was sure that somebody would do it.
• Anybody could have done it, but nobody did.
• Somebody got angry about that because it was
  everybodys job.
• Everybody thought anybody could do it, but
  nobody realized that everybody wouldnt do it.
• It ended up that everybody blamed somebody when
  nobody did what anybody could have done.

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The Role of Public Managers in Leading and
Managing High Performance Local Government
Organizations

• It is insanity to expect to receive the data of
  wisdom by looking on. We arrive at moral
  knowledge only by tentative observant practice.
  We learn how to apply the new insights by having
  attempted to apply the old and having found it to
  fail. Jane Adams
• You must lead the change to
• Increased organizational capacity.
• Higher organizational performance.
• The engagement of citizens in fixing wicked
  problems.

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The Role of Public Managers in Leading and
Managing High Performance Local Government
Organizations

• You must manage the organization at two levels
• Conduct core business of service delivery without
  missing a beat.
• Change systems, structures, strategies and work
  culture to create a high performance organization
  that maximizes organizational efficiency,
  effectiveness, economy, equity and engagement.

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The Role of Public Managers in Leading and
Managing High Performance Local Government
Organizations

• I believe the most important contribution we can
  make to the pubic bureaucracies we lead and
  manage is to create strong, competent
  organizations that promote democracy, add
  customer value, are flexible enough to meet the
  diverse needs of citizens, engages citizens in
  addressing wicked problems and effectively uses
  the skills, talents and abilities of all
  employees.

• This requires a new set of policies, procedures
  and practices

• Functional Side of Business
• Process re-engineering
• Outcome based performance
• measurements
• Adoption of best management
• practices
• Continuous learning and
• improvement

• Organizational Culture
• Vision
• Values
• Principles of Management

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The Work of Leadership Leading the Change

• Leadership is needed when you
• Want people to go somewhere they are not
  currently headed.
• When you want them to change what they are doing
  or how they are doing it.
• When you want different behavior, processes or
  results.

The Power Cycle How can I be more accountable for
The De-Powering Cycle
Disappointment, upset, hurt, anger, fear
Breakdowns, Unfulfilled Expectations, Broken
Agreements
Assign Blame, Attack Fight
Incomplete communication, little/no dialogue
problem solving or Renegotiation
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Improve Performance

• Examine, streamline work processes
• Begin strategic thinking and planning (what we
  will do).
• Obtain and analyze public input on our preferred
  future.
• Eliminate any unneeded activity
• Evaluate service/product profiles for
  effectiveness (doing the right thing), efficiency
  (produced and delivered in the right way),
  economy (cost competitive), and equity (serving
  the right people).

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Improve Performance

• Eliminate organizational silos and share business
  information throughout the organizationup, down
  and sideways
• Produce strategic plangoals, objectives,
  activities and accountabilitiesat the enterprise
  (city) and unit levels.
• Identify and communicate a limited number of
  critical success measures at the enterprise and
  unit levels.
• Calculate the cost of each service and program
• Align budget, financial systems and technological
  enhancements with strategic plans and community
  profiles.

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Improve Performance

• Incorporate from internal and external sources
  best management practices.
• Evaluate best practices and determine measures
  and benchmarks.
• Use appropriate technology to improve operations.
• Articulate and measure performance at all levels
  of the organization.
• Determine and communicate nested strategic
  visions at enterprise and unit levels.
• Determine and communicate working mission
  statement at enterprise and unit levels.

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Improve Performance

• Acknowledge and reward positive performance
  outcomes.
• Develop performance expectations for the
  enterprise, unit and individuals.
• Assess performance at all levels against the work
  program and performance expectations.
• Identify and develop micro businesses internal to
  the organization.
• Instill and support continuous improvement ethos.

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Create New Organizational Culture

• Seek input from all levels.
• Establish leadership teams at enterprise and unit
  level.
• Create, maintain and repair adult to adult
  relationships.
• Articulate values and expectations throughout
  organization.
• Define and determine new work culture (how we
  will act).
• Discuss beliefs about individual and collective
  leadership abilities, knowledge, creativity,
  motivations. Create and communicate a shared
  vision throughout the organization.
• Determine and communicate consistent leadership
  philosophies.
• Define and communicate acceptable behaviors
  consistent with core values and leadership
  philosophy.

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Create New Organizational Culture

• Increase communications up and down and across
  the organization.
• Develop a consultative decision-making process
  organization wide.
• Reinforce a customer-service friendly attitude
  and a citizen-centered approach to governance.
• Identify where culture is lagging and provide
  feedback, resources, development and/or
  corrective action to units and individuals.
• Identify and reward internal best practices in
  work culture.

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Create New Organizational Culture

• Promote success and acknowledge high performance.
• Build values-based skills through city
  university, individual development plans,
  mentoring and challenging assignments.
• Orient new employees to desired work culture and
  expected behavior.
• Reward positive behavior confront to correct
  negative behavior.
• Promote the alignment of hiring, development,
  appraisal, reward, promotional and discipline
  systems with philosophy, values and behavioral
  expectations.

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Create New Organizational Culture

• Seek and listen to input from customers,
  co-workers, suppliers and the public.
• Engage in public deliberations on key community
  issues and problems.
• Institutionalize mechanisms for engagement. Ex.
  Neighborhood councils.
• Encourage and reward innovative ideas that save
  money, time or add value.

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Create New Organizational Culture

• Make decisions at the most appropriate level of
  the organization.
• All staff should be doing work of leadership and
  management. Executive level staff should have
  highest percentage of leadership
  responsibilities mid-level highest percentage of
  management responsibilities.

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Sidebar Likerts Four Management Styles
Adapted from Paul Hersey and Kenneth H.
Blanchard, Management of Organizational Behavior
Utilizing Human Resources. 3rd ed. (Englewood
Cliffs, NJ Prentice-Hall, 1977) pp. 72-73.
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Charting the Course HPO
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Building Blocks of Organizational Change
Low Hanging Fruit
Advance Teams
Attack Critical Issues Successfully meet the
challenges facing Dayton as we move into the
21st Century.
Re-engineer Systems Structures Redesign those
tools that we will need to provide services and
manage local government in the future.
Establish HPO Strategic Foundations Define and
communicate the principles that will steer the
organization, and achieve a commitment to those
principles by stakeholders.
Become a Team Create a regenerative environment
where members become Both collaborative and
interdependent.
--------------------Relentless Patience
--------------------
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Cultural Change in an Organization
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Levels of the Policy Change Cycle
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Developing a Shared Vision and a Set of
Organizational Values
These describe the ultimate or end values that
the organization is seeking to achieve provide a
test of an organizations worth in society
answer the questions Why are we doing what we
are, what is the higher moral purpose the
organization is trying to serve?A statement of
philosophy explaining the assumptions upon which
management actions are taken and judged answers
the question What do we believe about the
nature of people and how does this affect the way
we choose to manage?These define the human
side of the organizations culture, provides a
standard for edging interpersonal behavior
answer the question How are we going to treat
each other.
VISION an image of what is trying to be
accomplished, a direction for the organization
it must inspire members of the organization and
galvanize them into coordinated action directed
at a common future answers the questions What
are we trying to accomplish, for whom, and to
what standard? MISSION and/or STRATEGIC PLAN
(with goals and objectives) may follow from the
shared vision.
SharedVision
Ultimate or End Values
Mission
Leadership Philosophy
StrategicPlan(goals objectives)
OrganizationalOperating Values
IndividualBehaviorValues
These define the technical side of the
organization's culture provides a standard for
judging the organizations strategies,
structures, systems, and work processes answer
the question What organizational values should
guide our operating processes?
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Application of Ingredients for Organizational
Change
ENVIRONMENT
Leadership Philosophy Role Management Style
Beliefs Vision Values
Strategies Structures Systems
Performances Actions Interactions
Cultural Side Focus of Application
Functional Side Management Focus
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Factors Affecting Organizational
Performance Casual Variables (Causes)
Intervening Variables (Symptoms) Outcome
Variables (Results)
ENVIRONMENT

• Degree of Employee Commitment to Organization
  Mission and Goals
• Degree of Creativity, Innovation, and Risk Taking
• Level of Employee Morale
• Degree of Trust, Mutual Respect, and Support
• Quality of Communications
• Degree of Coordination and Cooperation
• Quality of Problem Solving and Decision Making
• Effectiveness of Systems, Controls, and
  Procedures
• Effectiveness of Conflict Management Techniques

• Leadership
• (philosophy, role, style)

• Product and Service Quality Responsiveness
  Customer Focus and Satisfaction
• Financial Performance (profit, return on
  investment, cost reduction, budget performance)
• Productivity and Competitiveness
• Schedules, Deadlines, and Goals Accomplishment
• Job Satisfaction (turnover rate, absenteeism,
  strikes, work stoppages, etc.)

• Organization Vision
• (choice of a
• preferred future)
• Organization Values (ultimate/end values,
  management values, behavioral/operating values)

• Strategy
• Structure
• Systems (work processes formal and informal)

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Sidebar Know Your Authorizing Environment
Authorizing Environment
Internal Capacity
Values (Personal Public)
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An Expansion of the Change Levers

Theory of the Business

• LEADERSHIP (philosophy, role, style)
• Philosophy A Change in Beliefs about the Nature
  of People
• -Nature of People McGreggors Theory X vs.
  Theory Y
• -Motivation Hetzbergs hygene factors vs.
  motivators
• -Distribution of Knowledge and Creativity at top
  vs. widely distributed
• -How Work Gets Done individuals vs. groups
• -Blocks Bureaucratic (critical parent-child)
  Model vs. Entrepreneurial (adult-adult) Model
• Role Changing from Directing and Controlling to
  Empowering and Leading
• -Building a shared vision and set of
  organizational values to replace traditional
  controls
• -Empowerment has a management part (e.g.,
  delegation) and a psychological part (e.g.,
  removing conditions causing feelings of
  helplessness)
• -Bureaucracy busting
• -The new leadership role is centered around
  supporting, teaching, enabling, and building
  commitment
• Style Leadership by Teams vs. Individuals
• -Creating a parallel organization with new
  rules outside the hierarchy

• ORGAINIZATION VISION (image of a preferred
  future)
• Must answer the questions
• What are we trying to accomplish, for whom, and
  to what standards?
• Must inspire and galvanize members into
  coordinated action.
• Does the vision include customer focus,
  product/service quality, and continuous
  improvement?

• STRATEGY
• Organization-Specific Approaches
• Strategic and Tactical
• Must Support Other Parts of Model

• STRUCTURE
• Flat vs. Hierarchical
• Decentralized vs. Centralized
• Management Teams vs. Single Headed, Top-Down
  Approach
• Multi-Functional, Autonomous, Self-directing Work
  Teams vs. Boss-directed, Solo-performers
• Structure Functional silos vs.
  Program/Project/Product Unit, vs. Matrix or a
  Recent Hybrid Approach Chunking
• Must Support Other Parts of Model

• ORGANIZATION VALUE (captures meaning and creates
  a culture)
• Must answer the questions
• -Why do we do what we do what is the
  organizations higher moral purpose?
• -What do we believe about the nature of people
  and how does this affect the way we choose to
  manage?
• -How are we going to treat each other?
• What organizational values should guide our
  operating processes?
• Do the values support a work environment which is
  challenging, rewarding, and fulfilling?

• SYSTEMS (both formal and informal)
• Human Resource (recruiting, developing,
  rewarding, etc.)
• Financial/Accounting
• Communications
• Technology
• Information Resources
• Planning (Strategic/Tactical)
• Decision-Making/Problem Solving
• Conflict Management
• Integrating Mechanisms
• Must Support Other Parts of Model

Words in italics above indicate characteristics
of High-Performance Organizations
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Theory of the Business

• What do we need to do (i.e., what strategies and
  systems do we need) to accomplish our vision?
• Are we doing things right? (right process? done
  right?)
• Are we being efficient?

STRATEGY -Do we have the right Business
Approach/Casual Model? -Business Process
Redesign (BPR) Reengineering/Reinvention

• SYSTEMS
• -do we have systems which are aligned and
  supportive?
• Right WORKPROCESSES (TQM/CPI)
• Right MANAGEMENT PRACTICES
• Right SUPPORT SYSTEMS Including systems that
  yield the right people (skills, competencies,
  attitudes, behaviors) Information technology
  financial/procurement support facilities
  equipment?

• STRUCTURE
• Do we have the right Business Approach/Casual
  Model?
• Reductionist Approaches (e.g., business center
  functional analysis/chunking
• Integrated Approaches (e.g., matrix structure,
  project management, partnering with
  clients/others)

H.P. INDICATORS -execution quality -financial
performance
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The Road Map
HPO
LeadershipPhilosophy
Values
Behavior
Shared Values
Discipline
Reward
Goals and Objectives
Work Culture High Performance Organization Work
Outcomes
Shared Vision
Strategic Plan
Tactical Plan
Measurement
Capacity Bldg.
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Putting It All Together
Structures and Systems
A High Performance Organization

Performance Management
Shared Vision
Desired Outcomes
Work Culture
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Daytons Performance Initiative
HPO
Do the Right WorkDo the Work RightCITY WIDE
CITY DEPARTMENTS
CITY WORK TEAMS
HPO
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Do the Right Work
Do the Work Right
What is High Performance for us? How would we
know if we were high performance? Who are or
should be our customers? Why do we need to be
High Performance in the first place? Are we
delivering the right stuff to the right
people? Who would miss us if we were gone? How do
we contribute to the Citys overall goals? What
should our key products and/or services be? Do we
deliver quality financial performance, and
customer value?
What do we believe about the nature of people,
their motivation and creativity? How are we going
to treat each other and our customers? Do we have
the right business strategy? Are we correctly
structured to support our strategy? Do we have
the right support systems, work processes,
management and control systems? Are we using the
best practices of our profession? What are our
behavioral values? What values drive our
systems? Do we use networked talent? Are we
learning, thinking, changing, renewing? Have we
enabled, empowered, and energized all team
members?
Quality
Customer Value
Financial Performance
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The Goals and Objectives of the Dayton
Performance Initiative

• Connect City Government to Vision 2003 CitiPlan
  20/20
• Strategic plan that steers public investment,
  economic development and service delivery
• Long-range financial plan
• Regional land-use plan
• Create a Culture of Success
• Vision
• Values
• Mission
• Leadership Philosophy
• Principles of Management
• Good Customer Relations
• Secure the Right Tools
• State-Of-The-Art Technology
• Department Business Plans
• Facilities
• Housekeeping Issues Resolved

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The Goals and Objectives of the Dayton
Performance Initiative

• Foster A Learning Environment
• Staff training and development
• Performance appraisal system tied to department
  business plans
• Chartwell study of programs and services provided
• Require High Performance
• Commitment to excellence
• Organizational improvements in systems,
  strategies and structures
• Performance based budgeting
• Citizen satisfaction surveys
• Best practices analysis
• Continuous improvements
• Monitor What Gets Done
• Pay for performance
• Personnel contracts
• Employee recognition

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Sidebar Dayton Vision 2003Dayton Priorities
Plan Action Matrix
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Sidebar Dayton Vision 2003Dayton Priorities
Plan Action Matrix
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Sidebar Dayton Vision 2003Dayton Priorities
Plan Action Matrix
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The Dayton Performance Initiative How It All
Began

• City Administration
• Implementation of the Dayton Performance
  Initiative
• Creation of organizational vision, values and
  leadership philosophy
• Executive leadership team
• City manger level
• Department level
• Change agent team
• Cross-functional teams
• Self-directed work teams
• Staff training and development
• Performance measurement and budgeting
• Department business plans
• Executive contracts

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The Dayton Performance Initiative How It All
Began

• Analysis of all City Services and Programs
• 174 Direct
• 75 Indirect
• Benchmarking
• Cost activity-based accounting
• Business process re-engineering
• Integration of new technologies

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The Dayton Performance Initiative How It All
Began

• Creating New Organizational Culture
• New partnerships with unions
• Moving the management to lower levels of the
  organization
• Working with all staff to do the work of
  leadership
• Changing recognition and reward systems
• Providing more opportunities for staff to be
  engaged in policy development
• Implementing employee feedback systems
• 360 degree evaluations
• Suggestion box initiatives
• Question and answer column in employee newsletter
• Executive attendance at department staff meetings
• Employee birthday breakfasts with city manager

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City of Dayton

• Mission Statement
• As stewards of the public trust, our mission is
  to provide leadership, excellent services, and
  participatory government to enhance the quality
  of life and sense of community for all who live,
  work, raise families, play or conduct business in
  Dayton.
• VisionDAYTON is a community where people choose
  to live, work, play and raise families.
• We serve as a regional leader and resources in
  offering cutting-edge services to our many
  customers.
• Leadership PhilosophyWe expect leadership
  qualities within each individual. We solicit each
  others input and incorporate it into
  decision-making processes. To perform at the
  highest possible level, we procure and utilize
  appropriate resources, equipment, and training.
  We treat each other with dignity and respect and
  expect each individual to operate by our values.

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City of Dayton

• Core Values
• Respect
• We serve our citizens and one another with
  courtesy and dignity recognizing the impact our
  actions have on the quality of life now and in
  the future. We value the diversity throughout our
  community and organization.
• Integrity
• We are honest and ethical in all of our dealings
  with each other and with the public.
• Accountability
• In the performance of our duties, we are
  individually and collectively accountable to
  citizens, customers, and stakeholders. We are
  competent, responsible, and dedicated to
  providing effective and efficient services.
• Commitment to Excellence
• We provide quality services with a continuing
  focus on customer value and financial
  performance. These services are provided with
  clear communication, cooperation, and teamwork.

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DPI Rollout Department Level
Department Leadership Team
Planning
ITS
DPI Consulting Team
LeadershipPhilosophy
Strategic Plan
HR
MB
Behaviors
Values
Tactical Plan
Vision
Discipline
Benchmarks
Reward
Work Outcomes
Work Culture
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Expectations of Team Leaders, Supervisors and
Managers

• If you are a supervisor, team leader, or
  manager, it is the City of Daytons expectation
  that you will

• Cause clear expectations for people in the unit
  to be set and understood.
• Cause the mission and vision of your organization
  to be articulated, understood, and lived.
• Demonstrate stewardship avoid turf.
• Cause the technical, financial, and business
  realities of the City to be understood and used
  by team members to make good decisions.
• Communicate professionally with a diverse
  workforce be demanding without being demeaning.
• Actively communicate upwards, downwards, and
  across the organization.
• Cause the workloads and opportunities to be
  distributed fairly and standards applied
  consistently.

• Seek input from the work team on how work is
  done.
• Acquire needed resources for your unit, including
  those needed for capacity development.
• Manage public funds judiciously cause team
  members to understand the financial side of the
  business so they can help.
• Provide ongoing feedback on job performance.
• Deal with problem behaviors in a timely manner.
• Cause the performance of people you directly
  supervise to be evaluated your feedback is
  important, but so is the feedback of customers,
  peers, and others.
• Personally seek, understand, and utilize feedback
  from a variety of people.
• Model the Citys values of respect, integrity,
  accountability, and a commitment to excellence.

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Higher Performance

• Our city leaders understand that sending
  executives managers to development programs
  alone does not ensure that the city will move in
  the direction of Higher Performance. Positive
  changes in OUR organization MUST be developed
  through an atmosphere of cooperation regardless
  of title or position held.

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• If you want to move people, it has to be toward
  a vision thats positive for them, that taps
  important values, that gets them something they
  desire, and it has to be presented in a
  compelling way that they feel inspired to
  follow.
• Martin Luther King, Jr.

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Conclusion

• If you dont have a destination, any place is
  good enough. Find a destination where everyone is
  willing to go and will help in the rowing to get
  there.