Managing for Results El Paso - City of El Paso

elpasotexas.gov

Managing for Results El Paso - City of El Paso

Managing for Results

El Paso

Marv Weidner

Charles Curry

Weidner, Inc.

Austin, Texas

© 1998 1998- 2012 Weidner, Inc.


Who we are

• Defined by our customers’ successes

• Since 1998, Weidner has assisted more than

55 governmental jurisdictions

• Clients as large as the District of Columbia

and as small as Gunnison County, CO

• Each year more than $35 billion is budgeted

by our customers tied to performance

2

© 1998 1998- 2012 Weidner, Inc.

2


Award Award-Winning Winning Customers

• Maricopa County, AZ and Austin, TX both

recognized as “best in class” by the Government

Performance Project - “Strategic planning and

measurement taken seriously at all levels”

• Nashville, TN received a national Performance

Management Award and GFOA recognition

• Gunnison County, CO – first GFOA Budget

Presentation Award

3

© 1998 1998- 2012 Weidner, Inc.

3


Customer Results

• Improved delivery time of capital projects

in Austin, TX

• Improved health status for minority

populations in Nashville, TN

• Cost savings in employee benefits for

Maricopa County, AZ

4

© 1998 1998- 2012 Weidner, Inc.

4


Customer Results

• Faster permit processing in Pinal County,

AZ

• Improved emergency medical response

outcomes in Las Vegas, NV

• Reductions of drive-by shootings in

Oklahoma City, OK

5

© 1998 1998- 2012 Weidner, Inc.

5


Jurisdictions to Visit

• Weidner Case Studies: http://weidnerinc.com/success/

• Austin: https://assets.austintexas.gov/budget/11-

12/downloads/fy12_approved_volume1.pdf

• Maricopa County: http://www.maricopa.gov/mfr/

• Metro Nashville-Davidson Co:

http://www.nashville.gov/citizens_budget/2011/

• Las Vegas:

http://www.lasvegasnevada.gov/Government/13566.htm

• Gunnison Co, CO:

http://www.gunnisoncounty.org/administration.html

© 1998 1998- 2012 Weidner, Inc.


Managing For Results Defined

Integrated management system which focuses

people, resources and organizations on

results for customers

Organizational culture where the language,

beliefs and behaviors are focused on results

for customers

© 1998 1998- 2012 Weidner, Inc.


Managing for Results

Decision

Making for

Results

Evaluating

Results

Reporting

Results

Planning for

Results

Enterprise

Implementation

& Change

Management

© 1998 1998- 2012 Weidner, Inc.

Performance

Data Collection

Contractor/

Employee

Performance

Management

Budgeting

For

Results


Advantages of the

MFR approach

• Continuous Improvement - provides the

organization with the tools for continuous

improvement – doesn’t focus on just the

budget process

• Transparent – makes it possible to track

changes in funding and performance

versus radical changes that make

comparisons to previous experience

difficult

© 1998 1998- 2012 Weidner, Inc.


Advantages of the

MFR approach

• Durability – Strategic Business Plans and

performance measures developed over a

decade ago in leaders like Maricopa

County and Austin are still in place and

being used to improve performance, make

service delivery and budget decisions and

report to stakeholders.

• Reliability – Decisions can be made at all

levels using performance information

© 1998 1998- 2012 Weidner, Inc.


Advantages of the

MFR approach

• Employee Involvement –

managers and employees

are actively involved in

creating plans and

measures, taps the

creativity, innovation and

experience of the work

force

© 1998 1998- 2012 Weidner, Inc.


Advantages of the

MFR approach

• Focused on the customer in service delivery –

because MFR defines government service in

terms of what the customer gets, it is easily

understood and appreciated by the public

• Focused on the customer first – MFR begins by

determining what results we are trying to

achieve for the customer then what service

delivery strategies will achieve those results then

what level of funding is needed to deliver those

services and achieve those results

© 1998 1998- 2012 Weidner, Inc.


Planning for Results

Department Strategic Business Plans

• Focuses on long-term

and operational results

• Organizes services around results

Evaluating

Results

• Establishes performance measures for

programs

© 1998 1998- 2012 Weidner, Inc.

Decision -

Making for

Results Results

• Provides the structure for the performancebased

budget, accounting system,

performance contracts, and employee

performance plans

• Ensures alignment to City Strategic Plan

Planning for

Results Results

Contractor/

Employee

Performance

Performance

Management

Budgeting

for for Results

Reporting Performance

Results

Data Collection


Department Strategic Business Plans

• Identifies three levels of operations –

Services, Programs, Divisions

• Ties Services to performance

• Provides a Program structure for

Performance Based Budget to tie

resources to results

• Identifies both strategic and operational

results

© 1998 1998- 2012 Weidner, Inc.


MFR El Paso – Capacity Building

• 20 El Paso employees completing

facilitator training to provide for long term

sustainability with local resources

© 1998 1998- 2012 Weidner, Inc.


Decision

-

Making for

Results

Evaluating

Results

Budgeting for Results

Planning for

Results Results

Contractor/

Employee

Performance

Management

Budgeting

for Results

Reporting Performance

Results

Data Collection

• Performance Based Budget

structured by Divisions and

Programs around measurable

results for customers

• Aligned to the Council’s

Strategic Policies

• Aligns resources, people and results

• Changes the conversation to what do customers get for their

money

© 1998 1998- 2012 Weidner, Inc.


Budgeting for Results

Steps in the budget process:

1. Revisit Council’s Strategic Policies;

2. Update of Department Strategic Business

Plans aligned with those Policies;

3. Corporate Review and approval of Plans;

4. Department budget formulation including

performance targets;

5. Budget review;

© 1998 1998- 2012 Weidner, Inc.


Budgeting for Results

Steps in the Budget Process con’t

6. Proposed Budget

7. Mayor and Council approval;

8. Target adjustment, if needed to reflect

changes during approval;

9. Budget adjustments, including targets, if

necessary during fiscal year.

© 1998 1998- 2012 Weidner, Inc.


MFR El Paso

Performance Based Budget

El Paso Budget Design Team recommended format and

implementation process

• Sun Metro, General Services, Museums presented in

Performance Based Budget format for 2013

• Full implementation of Performance Based Budget by

September, 2014

• Council will have departments’ Strategic Results and

Program information with performance targets to be

achieved with the requested resources

• Full implementation of Performance Based Budget by

September, 2014

© 1998 1998- 2012 Weidner, Inc.


MFR El Paso

Performance Based Budget

• Council will have better information for

making resource allocations. Budget

proposals will include the performance

targets to be achieved with the requested

resources.

• Performance Based Budget clarifies what

customers will get for their investment.

• Increased government transparency and

accountability

© 1998 1998- 2012 Weidner, Inc.


MFR El Paso

Two Two-year year Budget Cycle

• We will gain Council support for a transition to a

two-year budget cycle as part of the

implementation of MFR and Performance Based

Budgeting. The first two-year budget will be

presented for the fiscal year beginning

September 1, 2014.

• Financial and performance goals for two year

period allows Council to focus on longer

planning window, approve projects and see

them through to completion

© 1998 1998- 2012 Weidner, Inc.


MFR El Paso

Two Two-year year Budget Cycle

• Two-year budget cycle supports effort to

maximize resources devoted to direct

customer service delivery, streamline

government processes.

© 1998 1998- 2012 Weidner, Inc.


Decision

-

Making for

Results

Evaluating

Results

Performance Data Collection

Planning for

Results

Contractor /

Employee

Performance

Management

Budgeting

for Results

Reporting Performance

Results

Data Collection

• Provides the means to

accurately capture, track,

analyze, report and review

performance information

• Provides information to support

operational and policy decisions

• Raises the questions that

managers need to ask to

maintain high performance

• The City will utilize a centralized,

on-line performance dashboard

and reporting system.

© 1998 1998- 2012 Weidner, Inc.


Decision

-

Making for

Results

Evaluating

Results

Planning for

Results

Reporting Results

Contractor/

Employee

Performance

Management

Budgeting

for Results

Reporting Performance

Results

Data Collection

• Provides the Council, the

community, and

management regular

performance reports so they

know what results WILL BE

achieved and why – No

Surprises

• Closes the accountability loop—demonstrates

that we “deliver what we promise”

• Provides the basis upon which to improve

service delivery and customer results

© 1998 1998- 2012 Weidner, Inc.


Decision

-

Making for

Results

Evaluating

Results

Planning for

Results

Evaluating Results

Contractor/

Employee

Performance

Management

Reporting Performance

Results Results

Data Collection

Budgeting

for Results

• Looking at the data with

regularity and frequency

• Leads to identification of areas

for potential improvement

• Involves everyone

• Reinforces internal commitment

to Managing for Results

• Supports and accelerates

performance improvement

• Maintains overall system

integrity

© 1998 1998- 2012 Weidner, Inc.


Turn Data into

Powerful Information

© 1998 1998- 2012 Weidner, Inc.

Performance

Dashboards

& Reports

Information Analysis Compares

• Current Performance

• Year to Date Performance

• End of Year Projections

• Annual Target

26


Decision

-

Making for

Results

Evaluating

Results

Decision Making for Results

Reporting

Results

Planning for

Results Results

Contractor

Employee

Performance

Management

Budgeting

for Results

Performance

Data Collection

• Uses performance

information as the foundation

for making operational, policy

and resource decisions

• Service delivery decisions

• Provides information at a

pace and quality to ensure

that the City is a leading

indicator of progress, rather

than a lag on progress

© 1998 1998- 2012 Weidner, Inc.


Culture Change

• Previous studies and staff interviews indicate

that Managing for Results will be a change in the

way El Paso does business.

• MFR will improve organizational effectiveness

and customer results

• Change evokes a degree of fear and resistance

and those responses should be anticipated and,

when they occur, responded to effectively

• The Goal: Get everyone moving in the same

direction as quickly as possible

© 1998 1998- 2012 Weidner, Inc.


Communications Team

• MFR Communications Team developed

Communications Plan late February

• Focus on building capacity within the City

to build understanding and buy-in

• Communications Training for first 3

departments, PIO’s and Facilitators on

March 19

• Implementation of the Communications

Plan underway; materials being

developed, etc.

© 1998 1998- 2012 Weidner, Inc.


Role of Communications

• Educate: Employees at all levels of the

organization will need to be educated on

performance management concepts

• Anticipate: Employee concerns at each

stage in the process should be anticipated

with a message in place in advance.

• Respond: Individual employee concerns

should be responded to quickly.

© 1998 1998- 2012 Weidner, Inc.


Weidner, Inc.

Austin, Texas

www.weidnerinc.com

Marv Weidner

Charles Curry

512-294-0700

© 1998 1998- 2012 Weidner, Inc.

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