1. Performance Management What’s in it for me

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

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

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 Management What’s in it for me Q & A