Kent County Performance Management Journey

Transcription

1 Kent County Performance Management Journey

2 Kent County Performance Management Journey Performance Excellence Culture : Counting Things : Migrated to Outcomes

3 Strategic Vision 2020

4 Kent County Performance Management Empowers Aligns Connects Enables Evolve Puts the Customer first Changing technology Decline in State funding Funding not increasing to needs

5 Culture of Performance Excellence Kent County Mission & Strategic Vision 2020 Stable Revenues Efficient Use of Resources Safe Community Citizen Participation Proactive and Innovative Government High Quality of Life Performance Excellence: Strategic Alignment Delivering Results Efficient Use of Resources Performance Managment Process: Develop SMART Goals Execute Action Plans Measure Coutcomes Evaluate Success

6 Performance Excellence Framework Vision Strategy Goals Culture Behavior Organization Team Structure Process Metrics Results

7 Raising The Bar Changing our expectations from mediocrity to excellence is essential to creating a culture of high performance.

8 Building the Mindset of Excellence Common Language Strategies Motivation Alignment Vision & Values Sustainability

9 Why Performance Management? "The definition of insanity is doing the same thing over and over and expecting different results. - Ben Franklin

10 Why Should We Continuously Improve? Customer expectations Changing technology Service pressure is increasing Decline in State funding and increase in unfunded mandates Funding not increasing proportional to needs/ wants We have to!

11 Results Depend on Team Effort The person who gets the most satisfactory results is not always the person with the most brilliant single mind, but rather the person who can best coordinate the brains and talents of his/her associates. - W. Alton Jones

12 Performance Measurement Review Team Establish a baseline of the County s performance measures Train/educate managers on outcome-based performance measurement Develop policies and procedures for performance measures to ensure sustainability and system compliance Establish methods to assess each department s use of performance measurement as a management tool Create an outcome focused environment to deliver quality (effective and efficient) services for our community Align performance measures with strategic planning process

13 Managing For Results In Kent County STRATEGIC PLANNING Mission Goals Objectives REPORT AND EVALUATE RESULTS Publish in Budget GFOA Report (Service Efforts and Accomplishments) Legislative & Human Services Review Audits of Performance Information PROGRAM PLANNING Department Mission Department Programs Department Goals Activities Action Plans BUDGET FOR RESULTS Develop Strategies Set Targets Allocate Resources Implement Strategies Kent County Framework For Excellence MONITOR AND MANAGE RESULTS Compile Data Determine Costs Record Service Levels Recognize Standards Address Service Level Gaps MEASURE FOR RESULTS Inputs Outputs Efficiency Outcomes

14 PM Process PM Schedule is Set Schedule Mailed to Depts Dept Notified as Scheduled IT Places Application on Desktop of Dept Dept Completes PM Dept Meets with PMRT to Review PM s and Significant Accomplishments Dept Makes Necessary Changes in PM Database Dept Notifies Admin PM s are Complete Admin creates Cover Sheet & sends copy of PM & Cover Sheet to Dept for Final Review PM s and Cover Sheet are Submitted to Board Office for Agenda Packets Final Copy sent to Department Dept Presents to Board of Commissioners

15 Department Performance Measures Department Database Template Administrator s Office X X Aeronautics X X Circuit Court X X Clerk s Office X X Community Development X X Cooperative Extension X X 63 rd District Court X X Drain Commission X X Equalization/Mapping X X Executive Asst to BoC X X Facilities Management X X Fiscal Services X X

16 Department Performance Measures Department Database Template FOC X X Health Department X X Human Resources X X Information Technology X X Parks Department X X Probate Court X X Prosecutor s Office X X Public Works X X Sheriff Department X X Soldier s Relief X X Treasurer s Office X X Zoo X X

17 Next Step Transform Data Into Information Trend Analysis: Identify growth or decline in the data, compare it to external factors that occurred during the year, and use this knowledge to better estimate where we expect the numbers to go in the future.

18 Kent County Performance Measures A Brief Look at Where we Came From, Where we are, and Where we are going.

19 Kent County Performance Measures Where we came from 35 Separate Microsoft Word documents Many different formats Difficult to transition from year to year

20 Kent County Performance Measures What Should We Do? Build an application with internal IT resources Windows application using Visual Studio SQL Server data base to store the data

21 Kent County Performance Measures Why a Database? One location for all the data Consistent and formatted data entry Data driven output

22 Kent County Performance Measures What we have now Mission statements and descriptions Budget and staffing levels Goals, objectives, and indicators Outputs, outcomes, and efficiencies

23 Kent County Performance Measures What We Have Now (cont.) Five types of formatted indicator data Strategic goals, and significant accomplishments Tactical objectives and significant budget issues Formatted word document

24 Kent County Performance Measures What s Next Goal, objective, indicator linking

25 Equalization Performance Measurement Review June 2016

26 Presentation Overview Alignment with Board Priorities Key Performance Metrics Significant Budget Issues Significant Accomplishments Key Collaborations A Look Ahead Performance Measurement Review: Equalization

27 Priority Alignment Stable Revenues Efficient Use of Resources Safe Community Citizen Participation Proactive and Innovative Government High Quality of Life Kent County will have stable and predictable revenues to cover expenses. Kent County will provide services through the most efficient means. Kent County will be a safe community. Kent County will provide opportunities for citizens to be aware of and involved in County government. Kent County will seek-out innovative solutions and address issues systemically. Kent County will maintain a high quality of life that will be attractive to growth and development Equalization Mission Statement To Provide for a fair system of property assessment and taxation and to provide professional mapping services for all cities and townships in Kent County. Performance Measurement Review: Equalization

28 Key Goals and Metrics Performance Measurement Review: Equalization

29 Key Goals and Metrics Performance Measurement Review: Equalization

30 Key Goals and Metrics Annually project property values and study the level of assessment by property class through appraisal and/or sales studies and apply equalization factors, if necessary, to comply with state law. Objective: Ensure the level of assessment for 100% of property by class is set at 50% of true cash value. Results: % Units at 50% Level of Assessment Exp. 100% 100% 100% 100% Performance Measurement Review: Main Goal: Equalization

31 Key Goals and Metrics Annually project property values and study the level of assessment by property class through appraisal and/or sales studies and apply equalization factors, if necessary, to comply with state law. Objective: Results: Conduct on-site real property appraisals for at least 1,800 properties in agricultural, commercial, industrial property. # On-Site Appraisals s Exp Performance Measurement Review: Main Goal: Equalization

32 Key Goals and Metrics Annually project property values and study the level of assessment by property class through appraisal and/or sales studies and apply equalization factors, if necessary, to comply with state law. Objective: Results: Conduct on-site appraisals for 100% of sold commercial/industrial for economic condition factors analyses. % Comm/Industrial Sales Appraised for ECF Studies Exp. 100% 100% 100% 100% Performance Measurement Review: Main Goal: Equalization

33 Significant Accomplishments Citizen Participation Proactive and Innovative Government Kent County will provide opportunities for citizens to be aware of and involved in County government. Kent County will seek-out innovative solutions and address issues systemically. Regional Flights for Oblique Imagery (2017 Renewal Planned) Director serving as MAED President: 2015/ /2016 CAMA Data Standards 1.0 Leaders in Collaboration: Montcalm County, Allegan County Equalization Director Services GIS Interns Two interns completed work for Parks, Administrators Office, Equalization, Health Department Performance Measurement Review: Equalization

34 Kent County Performance Measures What s Next (cont.) Record performance regularly Import from line of business applications Additional reporting Web interface

35 Thank you. Enjoy your Performance Management Journey on the Road Ahead.