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Using Best Practices in the Design of a Performance Management Plan

Using Best Practices in the Design of a Performance Management Plan. StatNet Conference August 20, 2013. EDWARD J. COLLINS CENTER FOR PUBLIC MANAGEMENT. What Are Best Practices?. They represent the service levels that are achieved by well-managed and high-achieving municipalities .

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Using Best Practices in the Design of a Performance Management Plan

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  1. Using Best Practices in the Design of a Performance Management Plan StatNet Conference August 20, 2013 EDWARD J.COLLINS CENTER FOR PUBLIC MANAGEMENT

  2. What Are Best Practices? • They represent the service levels that are achieved by well-managed and high-achieving municipalities. • They replace the industrial engineering time-and-motion studies that no one does any more. • Too costly, and no one has time to conduct them • Eliminates the “Hawthorne Effect” • They come from industry sources (APWA, AWWA, etc.) and first-hand observations of municipalities excelling at the services they provide.

  3. What Are Best Practices? • They may relate to: • Response times • Resource utilization • Service provision (e.g., provision of master plan, strategic plan, five-year plans, etc.) • They are NOT: • Surveys of similar organizations • Averages of data • Statements of outputs

  4. Why Use Best Practices? • They reflect the practices and service levels of well-managed municipalities providing the same or similar services that you provide in your own city or town. • They can be useful in developing and refining your own performance measures. • Establish your own baselines • Compare to best practices • Make alterations in processes • Refine your performance targets

  5. Why Use Best Practices? • They can highlight services that may need to be altered: • Is additional training required? • Is outsourcing the most viable option? • Should your DPW be “insourcing” more work? • Used in combination, they can highlight staffing or operational issues: • Example: 200 VEUs per Mechanic, and vehicle downtime over 10% points to a staffing issue.

  6. SERVICE DECISION MAKING MATRIX Keep as Is Enhance Low High Mission Criticality (Importance) Contract or Eliminate Reduce Resources Low High Performance

  7. Examples • Staffing: • 1 Parks Maintenance FTE per 8 to 10 developed acres • 1 Equipment Mechanic per 90 to 110 Equivalent Vehicle Units • 4 to 5 traffic engineers per 100,000 population • 1 Facilities Maintenance Technician per 50,000 square feet of maintainable space

  8. Examples • Resource Utilization • Vehicle Maintenance “wrench turning” time should be 80% to 85% of available hours. • Facilities maintenance technicians should achieve a 1:1 ratio of preventive to corrective maintenance.

  9. Examples • Response Times • Respond to all reports of potholes within 24 hours • Establishment of priority codes for facilities maintenance response: • Priority 1: Safety and health. Should respond 95% of the time within 2 hours. • Plan reviews should be completed by Engineering staff within 2 weeks of receipt (for first review).

  10. Examples • Service Provision • Replace 1% to 2% of distribution and collection line annually • Resurface 5% to 8% of paved surfaces annually • Attain APWA certification • Develop and implement five-year strategic plan

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