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Challenges in Using Performance Information to Improve Management
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  1. Challenges in Using Performance Information to Improve Management Drummond Kahn, Director of Audit Services, City of Portland (503) 823-3536 drummond@ci.portland.or.us http://www.portlandonline.com/auditor/auditservices

  2. The City of Roses -- Portland

  3. Challenges and Need to Use Information • We’ll describe challenges to governments’ effective use of performance measurement information. • No matter how good measurement information is, it needs to be used!

  4. Performance Info Only Works When Used • Performance reports are like parachutes. • They function only when open! • Governments and the public appreciate performance reporting, and it’s key to governance, but has to be used.

  5. Our Overture • Conferences like this, and books, articles, and basic public opinion are getting the idea that performance measurement is critical. • BUT measurers are often the first cut in budget reduction (they are not “line” employees). • BUT government and decision-makers may not use or internalize the results.

  6. Today’s Sponsor • Performance Measurement, Performance Use, and four challenges • Today’s presentation is brought to you by the number 4 and the letter “P”

  7. Portland’s Audit Services Division • ALGA Member, follows Yellow Book • Audit Services is a Division in the Office of the City Auditor • 12.5 Full-time Equivalent employees • All audit staff hold graduate degrees, professional certification, or both • AGA/Sloan Foundation Awards for Excellence in SEA Reporting (2005, 2006, 2007, 2008) • Recent Knighton Gold and Silver Medals • www.portlandonline.com/auditor/auditservices

  8. Top Four Challenges • The biggest challenges to using performance measurement to improve management are: • Absence of an “executive champion” to support and encourage measurement in your organization (or, alternately, the departure of someone who had acted as a champion for measures). • Insistence of government to use traditional budget exercises (cuts and add-backs) rather than basing budget changes on performance information.

  9. Top Four Challenges (Continued) • Lack of integration between the budget and the performance information • (Potentially) Disconnect between the folks who prepare the measurement information and the folks who manage. • Remember – measurement information is for performance management holistically, not just for the budget process. • Viewing measurement as a once-a-year effort rather than an ongoing process.

  10. Top Four Challenges (Continued) To summarize, performance management will probably fail if: • It lacks an executive champion • It occurs in an environment that does not use or appreciate it (and persists in traditional budget exercises) or integrate measurement with management • It’s led by employees not connected with or responsible for overall management • It’s a once-a-year exercise.

  11. The “Executive Champion” • It takes leadership to “coach” successes in any organization. • Informed leaders use the tools at their disposal to study and make changes. • Remember the “Plan, Do, Review” effort? TQM? MFR? MBO?

  12. The “Two Percent Solution” • Some jurisdictions base next year’s plans and budgets on what happened last year (plus or minus two percent). • Enhanced management might consider other issues, like how much of that service is needed!

  13. Two Ships Passing in the Night • If upper management does not use and act on measurement information, it’s missing a chance at great success. • If measurers lose or temper their advocacy for governance based on measures, they miss a chance, too.

  14. All The Time, Not Once A Year • Brigadoon was the story about the Scottish village that appeared only once each century. • Measure regularly! • Make sure management uses the information regularly and not episodically.

  15. But It’s Not All “Doom and Gloom”! • Measurement by itself can provide a critical public accountability and lens into government operations. • Measurement helps transparency and accountability. • Management may act on information later.

  16. Thank You For Attending! Please call or e-mail if you have questions! Drummond Kahn Director of Audit Services, City of Portland (503) 823-3536 drummond@ci.portland.or.us