1. Effective Review of Organizational Performance
Lawrence Pollack, City of Fort Collins
March 1, 2018

2. Measurement Hierarchy
In scope for managerial reviews
STRATEGIC: Community Dashboard
38 metrics across 7 Outcomes
Meaningful to citizens
Indicate performance of achieving our Outcomes
Phase I
BUSINESS PLAN: Metrics in Budget Requests
Aligned with programs, services & initiatives that are funded in the budget
Indicate performance of what Council funded
Phase II
FOUNDATIONAL
Day to day, operational measures
Not currently in scope for systematic and enterprise wide process improvement
Initial Focus was on Organizational Performance of Metrics

3. Why Have Managerial Reviews of Data?
Value Scale
Best
Better
Poor
Performance & actions are discussed
Analysis is pushed to the organization
Good, high-quality metrics
Metrics
No metrics
Performance & actions are discussed

4. 1st Attempt: Review of Community Dashboard
Community Dashboard went live in 2013
Contains 38 metrics updated quarterly
Managerial reviews
Frequency: Quarterly
Participants: All department heads and executives
Format: Used online dashboard as the basis of discussion

5. 1st Attempt: Review of Community Dashboard
Learning opportunities
Department heads were not interested in metrics outside their orgs
Very expensive meeting (salary of all participants)
Bottom Line: Department head level review was not successful

6. 2nd Attempt: Review of Metrics in Budget Requests
Quarterly Service Area Reviews implemented in 2015
Included discussion of metrics included in budget requests ~ over 400 metrics
Managerial reviews
Frequency: All Service Areas reviewed quarterly
Participants: CEO, COO, CFO and Service Area Leadership Team
Format: Used ClearPoint summary report printed in advance

7. 2nd Attempt: Review of Metrics in Budget Requests
Learning opportunities
Way too many metrics; often couldn’t get through them all
Bottom Line: An improvement, but still didn’t hit the mark

8. 3rd Attempt: Review of Primary Metrics
Asked each department head to identify their 3 to 5 most important, or primary, metrics
Reduced quarterly discussions to about 200 metrics
Managerial reviews (no change)
Frequency: All Service Areas reviewed quarterly
Participants: CEO, COO, CFO and Service Area Leadership Team
Format: Used ClearPoint summary report printed in advance
Learning opportunities
Better discussions, but without context to why each metric was important
Bottom Line: Getting closer, but still needed improvement

9. 4th Attempt: Strategy Map Reviews
Strategy Map (Metrics, Analysis and Performance) reviews focus on organizational performance to our strategic plan
Reports organized by Outcome and Strategic Objective
Each Strategic Objective reviewed from the perspective of two different lenses
Measures: 3 to 4 metrics per strategic objective
Initiatives: The programs and services funded in the budget
Managerial reviews
Frequency: Monthly meetings; each Outcome discussed quarterly; all Strategy Map metrics funded initiatives discussed in 7 hours / qtr.
Participants: Entire executive team & applicable department heads who ‘own’ each measure or initiative
Strategic
Objectives
Budgeted
Initiatives
Metrics

10. Strategy Maps – Metrics
So what exactly is a Strategy MAP and how is it going to help improve our work and how we communicate about it?
Monthly progress report organized around outcomes
Both measures and BFO initiatives aligned with SO’s
Will replace our old MOR format and discussed at ELT
Which will include Department Heads in the discussion

11. Strategy Maps – Initiatives

12. Strategy Map Creation Process
Proof of concept was designed and built internally with the creative help of ClearPoint staff
Strategic Objectives loaded into ClearPoint
Linked Measures and Initiatives facilitate ‘push button’ reporting
Strategy Maps conceptually approved by the executive team
Communication plan and roll-out
Road show presentations with each Service Area
Documentation & training materials developed
One-on-one training provided to each department head
Process improvement
Real time feedback during the Strategy Map review meetings
Solicited feedback from everyone involved in the process
Improvements implemented including refresher training

13. Systematic, Enterprise-wide Approach

14. Leadership System Integration and Alignment

15. Vision / Mission / Values

16. The City’s Primary Key Processes Create the Leadership System
Public Engagement
Council Priorities / Agenda Planning
City Plan / Master Plans
City Strategic Plan
Organizational Performance Improvement
Performance Measurement/
Performance Review
(QSARs and Strategy Maps)
Budgeting for Outcomes
Workforce Planning
Financial Monthly Review
Capital Improvement Planning
Talent Management
Total Rewards
Procurement
Safety
The City’s Primary Key Processes Create the Leadership System

17. Focus is now on Organizational Performance of our Strategic Plan
Previous Measurement Hierarchy
STRATEGIC: Community Dashboard
Key Outcomes
Highest level Strategic Goals
7 Key Strategic Outcomes
BUSINESS PLAN: Metrics in Budget Requests
Strategic Objectives
Multiple Strategic Objectives (SO) per Outcome
Achieving SOs helps achieve our Outcomes
Performance demonstrated by metrics per SO
FOUNDATIONAL
Budgeted Initiatives
Reflects all City programs and services
Multiple BFO Initiatives for each SO
Initiatives designed to achieve SO
Focus is now on Organizational Performance of our Strategic Plan

18. Summary of Strategy Maps
Working well
Focusses the discussion on organizational performance toward achieving the City’s Strategic Plan
Audience appropriate level of review
Metric discussion now has context as to why each one is important
Includes performance discussion of our initiatives; our commitments to the community for the programs and services funded in the budget
Underperforming metrics and initiatives require Action Plans
Learning opportunities
Continuous improvement of the quality of metrics (moving toward outcome measures) and the inclusion of solid benchmarks
Publicizing online Strategy Maps (metrics only)
How to provide an effective ‘Results Review’ with City Council

19. Impact on Leadership and Other Benefits
Testimonials from our executive leadership team
Strategy Maps have created a quarterly forum where management sits down and reviews the progress and status of our budget initiatives that help us achieve our strategic objectives. The oversight and quarterly discussion has improved results similar to the old adage “what gets tracked, measured and discussed gets done”
The exchange and dialog is powerful, meaningful, enlightening, informing and provides executive leadership a clear understanding of our progress and any issues or impediments to accomplishing our objectives
The discussion really drives accountability of staff in accomplishing the commitments of our operating plan/budget since every initiative is discussed each quarter

20. Just Get Started  Know it Won’t be Perfect
Key Takeaways
Leverage your existing plans to focus on a shorter time horizon (e.g. 5 years)
What are the areas your organization needs to strive toward achieving over that period of time?
Those may very well be strategic objectives
How would you measure if you are successful in achieving each strategic objective?
How do your budgeted programs and services support your strategic objectives?
Discuss performance; there is no one size fits all approach
Just Get Started  Know it Won’t be Perfect
 Make it Better with Continuous Improvement