Performance Management What’s in it for me

1. Performance ManagementWhat’s in it for me

2. Performance ManagementWhat’s in it for me • Jim Cerny • 39 years in IT; 31 in local government and management • 16 years @ Director/CIO level • 11 years with Coral Springs (96-07) when City received awards for organizational excellence • 1997 Governor’s Sterling Award • 2003 Governor’s Sterling Award • 2007 Malcolm Baldrige Award • Served as category lead writer for 2003 and 2007 applications • 5 years with Pasco County – 2007 County begins its journey to organizational excellence • Effectively used Performance Management • Retired April 30, 2012

3. Why Performance Management? • Allows for data-driven resource and priority decisions • Forms the basis for continuous improvement • Focuses attention on priorities and results • Helps you learn • Identifies successful strategies • Facilitates accountability • Motivates behavior • Answers the question “How are we doing?”

4. Planning Model

6. Performance Review –Link to Programs & Services • Map Core Processes • Measure Demand • Measure Supply • Measure Cycle Time • Measure Quality/Level • Measure Cost • Establish Performance Goal(s) • Measure & Analyze Results • Identify Improvements (OFI’s) • Implement OFI’s

7. WIIFM - Administrators • Facilitates shared vision & methodology with Commission • MISSION, VISION, & VALUES • High level organizational priorities • KPI’s linked to priorities • Funded Initiatives for upcoming FY • Initiatives linked to Strategic Plan priorities • Business Plan changes require Commission approval • Budget includes funding for Business Plan Initiatives • Facilitates shared vision & methodology with departments • Departmental performance measures • Business Plan includes funding related to changes in service • Funding requests include impact upon performance • Manage expectations, maintain linkage & focus, define success • Performance reporting: KPI ‘s; departmental; initiatives • Builds confidence and trust • Performance based communications improves decision making process • Increases transparency & accountability • Promotes data driven decision making and continuous improvement • Impact driven  service level, performance goals

8. WIIFM - Director • Organizational success and expectations are defined • performance goals; mission, vision and values; performance feedback • Opportunity to define departmental success and expectations • Departmental, division, individual performance goals • Departmental mission, vision and values • Regular performance feedback and acknowledgement • Reduce anxiety related to performance evaluations (own & staff) • Opportunity to expand Staff’s shared vision and mindset • Empowerment & acknowledgement • Manage expectations and maintain focus via performance reviews & feedback • Recognize changes in quality, cost, demand, supply sooner (less pain) • Non-believers fade away • Builds confidence and trust • Performance based communications improves decision making process • Increases transparency & accountability • Opportunity to link impact on service with funding levels • Cost driven; demand driven; quality driven

9. Staff’s Challenging Work Environment • Growing workload • demand up; supply down • working longer/after hours • increasing backlog • Under appreciated • focus on what is not getting done • growing customer frustration • Lots of dis-satisfiers • no raises; increased employee contributions; no tuition assistance • layoffs; more with less; uncertainty of culture change

10. Shared Vision – Alters Employee Perceptions • Engaged in an organization wide effort with a common goal! • Increases positive feelings! • Decreases negative feelings!

11. Increases Positive Feelings

12. Decreases Negative Feelings

14. 2009 Survey • 2% worse • 41% same • 57% better • 2011 Survey • 2% worse • 46% same • 52% better

15. WIIFM - Staff • Success and expectations are defined • Organizational, departmental, division, individual performance goals • Organizational and departmental mission, vision and values • Regular performance feedback and acknowledgement • Reduce anxiety related to performance evaluations • Shared vision and mindset improve performance • Empowered to do right things & do things right • Peer pressure to perform • Increased teamwork and cooperation • Achievements help offset dis-satisfiers • Increased job satisfaction

16. Engagement Obstacles Commission • Educate and convert slow adopters • Performance bandwagon • Peer pressure Staff • Culture • Educate and convert slow adopters • Non-believers go away • Performance • Educate and convert • Non-believers go away • Dept/Div Management • Culture • Educate and convert slow adopters • Non-believers go away • Performance • Educate • Facilitate • Augment • Non-believers go away

17. Summary • Journey to Organizational Excellence requires effective performance management. • DO THE RIGHT THINGS – Align and link priorities throughout planning, funding, and service delivery activities. • DO THINGS RIGHT – Implementing OFI’s from performance reviews is silver bullet for sustained improvement in services. • Employee empowerment and recognition are key to their “buy in”. • Performance based communications improve decision making process. • Performance management is a win/win/win for the organization.

18. Performance ManagementWhat’s in it for me Q & A