Managing For Results

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Managing For Results

• Strategy Team Training Session
• January 23, 2006

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Transforming Wichita

• The City Council and City Manager sought to
• Allow City Council a more active role in setting
  priorities and strategic planning
• Create a culture that stressed performance and
  results
• Enhance transparency and community access
  (citizens, media, etc.)
• Align the Citys strategy/priorities with
  Visioneering Wichita

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Transforming Wichita Principles

• Focus on results
• Make performance matter
• Empower people and communities
• Learn and innovate
• Listen to customers - constantly

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Terms and Concepts

• Goals A statement of broad direction, purpose
  or intent based on the needs of the community.
  It is general and timeless.
• Objectives A measurable accomplishment toward
  the achievement of a goal. Milestones, the
  achievement of which, indicate progress toward
  the attainment of a specific goal.

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Terms and Concepts

• Performance Measures A means, usually
  quantitative, of assessing the efficiency and
  effectiveness of programs.
• Results A result is a consequence of a
  particular action, operation or course. It is
  also referred to as an outcome or the effect.
• Indicators Specific quantitative and
  qualitative measures of work performed as an
  objective of specific programs.

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Terms and Concepts

• Strategies A strategy aligns priorities so that
  they can be accomplished with the desired
  outcome(s).
• Services/Activities The services or activities
  are what government provides. It is what the
  City provides and how it is provided.

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Grocery Store Analogy
We just started the South Beach Diet. Our goal
is to improve our overall health. One objective
toward that goal is to lose weight. The South
Beach Diet is one of our strategies to lose
weight (along with exercise, avoiding our
mother-in-laws best ever chocolate cake, and
the psychological therapy of thinking thin).
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Grocery Store Analogy
One activity is purchasing food. We used to enjoy
bagels for breakfast, croissant sandwiches for
lunch and spaghetti with garlic bread for dinner.
Now we will need to buy eggs, chicken breasts,
steak, and protein shakes. These will likely
cost more. We need to choose indicators to
inform us about what we can afford and to help us
identify what is a healthy weight.
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Grocery Store Analogy
We now have our strategy in place but we need to
know if we are achieving our goal. Using
performance measures we can tell how we are doing
with respect to our grocery purchases, our
standing with regard to height/weight standards,
and our thinking thin mediation regimen. These
help us know whether or not the return on our
investment exists and if it is efficient.
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Grocery Store Analogy
Knowing how much weight we have lost and what it
cost us (in terms of money and time) allows us to
compare against the desired outcome by analyzing
the results. In this instance, we would ask,
are we healthier? Is our blood pressure lower
and/or pulse rate slower? What is our
cholesterol level? We look to see if the
strategy of losing weight advances us enough
toward the goal to justify the cost.
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Suggested 5 Goals
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Indicators for Each Goal
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Environment
Utilities
Transportation
Public Assets
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What is the Driver?
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WHAT IS THE DRIVER?
Strategies to achieve goals
Annual Report Card (City-wide Performance
Report)
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ACHIEVING RESULTS THROUGH TEAMS

• To encourage continuous improvement in city
  service delivery system
• All of us are better than any of us Ray Kroc
• Involvement in decision making strengthens
  commitment
• Teams provide mutual support and a sense of
  belonging
• Teams enhance complimentary skills and provide
  individual and mutual accountability
• Collective responsibility for results

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TEAMS ROLES RESPONSIBILITIES

• Teams need
• Team Sponsor
• Team Leader
• Facilitator
• Team Members
• Scribe (role may be rotated among members)
• Timekeeper (role may be rotated among members)

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Team Leader/Facilitator
A Team Leader can be a Facilitator. However,
Facilitator must remain impartial and focus on
process rather than outcome. A leader must
manage team toward accomplishing its task. Leads
team activities such as problem solving,
progress monitoring, team building, etc. A
facilitator listens much, talks little. Works
with Leader to improve effectiveness of team.
Deals with problem behavior and problem
situations. Initially, a member of the Project
Management Team will act as Facilitator.
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Team Member

• Contributes expert knowledge to team
• Gathers data and carries out tasks required
• Provides best thinking
• Gets input for team from co-associates
• Communicates team results to co-associates

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Scribe

• Team member who accurately records teams output
• Captures ideas (flip chart, computer, etc.) for
  group to see
• Listens and records key ideas, information,
  decisions and assignments
• May provide a summary of teams results as
  minutes of the meeting.

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Timekeeper

• Team member who helps team manage time
• Provides periodic reminders on time remaining for
  agenda items
• Reminds team of importance of managing time

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Your Assignment(if you chose to accept it, and
not chicken out)

• Organize each team structure and develop ground
  rules
• Meet with and interact with Council on
  Performance Indicators. Listen to what results
  THEY think are important
• Develop the indicators based on results of that
  meeting and report them back to Council
• Using approved indicator, develop strategies that
  are designed to achieve those results.

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Team Performance Curve
Performance Curve
High Performing Team
Working Group
Real Team
Potential Team
Team Effectiveness
Pseudo Team
Source The Wisdom of Teams, Katzenbach Smith
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Whats Next?

• More training
• More practice and involvement in the budgeting
  process
• Begin the process of monitoring what results we
  achieve

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Questions Discussion