Commission Briefing

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Commission Briefing

• City of Lawrence
• Performance Management and Balanced Scorecard

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Agenda

• Project Schedule Where are we?
• Balanced Scorecard Concept
• Scorecard in the Context of Lawrence
• Performance Measures
• Establishing Expectations

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Project Schedule

• Identify programs April
• Confirm Scorecard elements April
• Train staff May
• Develop measures May/ June
• Link measures to Scorecard July
• Begin pilot data collection August
• Commission presentation August

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The Balanced Scorecard

• A Management System

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Definition

• A Balanced Scorecard is a measurement-based,
  strategic management system that aligns business
  activities with an overall strategy and monitors
  performance toward goals over time

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Components of a Scorecard

• Four Areas of Emphasis
• The Customer Focus
• The Employee Focus
• The Financial Focus
• The Internal Business Process Focus

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The Scorecard in Context

• Lawrence, Kansas

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Commission Goals

• Economic Development
• Planned Growth
• Community Building
• Environmental Issues
• Neighborhood Quality
• Downtown Development
• Transportation
• Service Delivery

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Downtown Development
Downtown
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Scorecard in Context

• There will be a scorecard to report performance
  for each of the eight Commission goals
• The scorecard will include relevant performance
  measures and
• Report progress on projects that help further the
  goal with a special emphasis on the
  Commissions 13 workplan items

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Performance Measures
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Definition

• Performance Measurement The process of
  developing measurable indicators to track
  progress toward achieving goals, and subsequently
  using the indicators to determine if goals have
  been achieved

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Scorecards Performance Measures

• Inseparable
• Cannot do a scorecard without performance
  measures
• Scorecard is a communication tool for critical
  measures as viewed through the four lenses

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Linking PMs and Scorecards

• Successful scorecards are built on a culture of
  performance measurement
• Develop the model
• Gather the data
• Turn data into information
• Continually refine the model

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Downtown Development Example

• Customer/Stakeholder Focus
• Percent of residents rating satisfaction with the
  retail and entertainment mix in Downtown as good
  or excellent
• Percent of downtown business owners rating the
  cleanliness of the public areas as good or
  excellent
• Financial Focus
• Percent change in sales tax revenue
• Cost per commercial refuse collection customer
• Operations Focus
• Percent of downtown streets swept as scheduled
• Percent of refuse collection pickups completed as
  scheduled
• Employee Focus
• Not Applicable
• Update on All Projects Related to the Downtown
  Development Goal

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Establishing Expectations
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Implementing Balanced Scorecard

• This is a journeynot a project
• While there are discreet start and stop points
  along the way, the value of a scorecard system
  comes from the continuous self-inquiry and
  in-depth analysis that is at the heart of all
  strategic planning and performance management
  systems.

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Implementing Balanced Scorecard

• Assess the foundation (Commission goals)
• Develop performance measures to track both
  strategic and organizational progress
• Collect data
• Report results

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Implementing Balanced Scorecard

• Phase One Build the Scorecard
• Phase Two Implement the Scorecard

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Expectations

• Management Partners will provide final draft
  performance measures by the end of August
• Data collection takes time to perfect dont
  expect good data instantly!
• Data for the Scorecard will also take time
• The lack of data doesnt mean that people arent
  working hard!
• Surveys are an important part of performance
  measurement and need to be planned

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Your Role

• Understand that the search for truth is important
  and allow time for staff to do so
• Make sure the data is used constructively rather
  than as a gotcha system
• Encourage transparency and show interest in
  results
• Reinforce success and emphasize continuous
  improvement!

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Thank you!