Performance Management and Organizational Culture

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Performance Management and Organizational Culture

• Driving Change Getting ResultsSustainable
  Seattle
• September 13, 2005

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Our Prior Culture

• City of Lynnwoods experience with PM
• We are a strong mayor form city
• We adopted a line-item budget until 1997 (or
  so)
• We had very traditional city management style
• Base line budgeting
• No incentive for innovation
• No discussion of goals / results
• Little interaction with community on these issues

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Why Measure Performance?

• Some of the first questions we heard
• We are doing well, or we would have heard
• People will use this against me / us
• You cant measure what I do
• I cant be held accountable for results I cant
  control
• If people werent happy, they would tell us
• Who is going to do this? We are already busy

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Encouraging Excellence

• We set out to encourage
• Clarification of intended results of our programs
  
• Goal setting and policy making
• Scrutiny of City effectiveness
• Accountability and transparency
• Ownership of information and the results it
  reflects

5
Champions neededapply within

• Requires champions
• Willing to upset the status quo
• Willing to upset employees (and other directors)
• Committed to find the right approaches
• Cant just point direction
• Must walk along side those who are engaged

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Champions

• Policymakers
• Chief Executive
• Department Directors
• Organizational Leaders
• Middle Managers

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Champions

• Empowerment
• What is in it for the champions?
• What can you promise / deliver?
• Training
• Train the trainers
• Missionaries

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Champions

• Empowerment
• Who owns it?
• True decision making
• Sharing control / direction of program
• Rewards

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Lynnwood Experience
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Lynnwoods Experience

• Ordinance 2299 adopted March 2000
• Amended by Ord. 2333 in January 2001
• Now LMC 2.70
• Performance Measurement and Results Act
• Includes
• Definition of terms
• Reporting requirements

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PMRA LMC 2.70

• Requires
• Goal setting and strategic plan by Council
• Annual Performance Report
• Status Report on program by Finance Director
• Department Strategic Plans
• No outside consulting help to develop product

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Lynnwoods Experience

• Initial effort combined with annual budget
• Turned out to be too confusing / complicated
• Went to blending with biennial budget
• Pilot projects conducted
• Municipal Court Jill OCain
• Recreation / Aquatics Katie Anderson

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Lynnwoods Experience

• Pilot projects resulted in formation of
  Performance Management Team
• 2002- began participation in ICMA Center for
  Performance Measurement
• Recognized with ICMA CPM - Certificate of
  Distinction

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Lynnwoods Experience

• Performance Management Team
• Volunteers (mostly)
• Recommended
• Biennial budget to allow time and focus on
  performance measurement
• Some realignment of the relationships between the
  components of the program
• Continued participation in ICMA CPM

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Success (mostly)

• Council feedback
• Great discussion material when door belling
• Good information related to intended results
• Good information for evaluating program
  effectiveness
• Great appreciation of the intention of the
  process (finally the budget in context
• Positive feedback no big negatives

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Success (mostly)

• Departments
• Acceptance enthusiasm
• This is the best thing that we have done in a
  long time!
• Top level reporting
• Pride in accomplishments
• Pride in focus of organization
• Participation
• Support for continuing ICMA approach
• Significant support for continued strategic
  planning

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Success (mostly)

• Operations
• Many excellent examples of changing the
  culture
• Police upwardly mobile employees embracing
• daily work efforts recast in context of results
• Parks strategic plans related to focus on
  results
• connection of dots between efforts and intended
  results
• daily reports reflective of changed focus

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Lynnwoodisms

• Management System
• Total performance management / budgeting system
• PMRA
• Performance Measurement and Results Act
• Critical Few
• Subset of goals, objectives and measures to
  include in budget material
• Macro Budget Workshop
• Annual review of Performance Management issues

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Lynnwoodisms

• Mid-Year Review
• Annual review of
• Last Years CAFR
• This years status revenues expense
• Next years outlook
• Annual Performance Report
• Proposed Preliminary Budget
• Unaltered requests
• Mayors Preliminary Budget
• Mayors plan to balance Proposed Preliminary
  Budget

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Lynnwoods Experience
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Lynnwoods Next Steps

• Second citizen survey January
• Fifth year in ICMA CPM March
• Council April
• Broad goals and Areas of Emphasis
• Annual Performance Report May
• Department strategic plans May - August
• Biennial Budget May December
• Continue training staff / council ongoing

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Lynnwoods Next Steps

• To make the total larger than the sum of the
  parts
• We have most the pieces
• We have begun to think in terms of Performance
  Management
• We have learned a great deal along the way
• We still do not
• Base resource decisions on PM
• Leverage the elements together effectively