Strategic Management and Perf Improvement

Report
Miami-Dade County’s
Performance Management System
Miami-Dade County
Office of Management and Budget
Carlos Maxwell
Bill Busutil
June 17, 2014
Urban Management in Miami-Dade
County
Questions to Consider Throughout the Discussion
1. What is “good government”? Key ingredients
are:
–
–
Data driven decision-making
Customer focused performance targets
2. How do you balance abstract notions of “good
government” with need to “get things done”?
3. What is the impact of shifting revenue sources?
2
Managing for a Diverse Community
•
•
•
2.5 million residents
Diverse (61% Hispanic, 18% White,
18% Black and 3% Other)
Approximately 50% Foreign Born
3
Managing for a Diverse Government
•
Strong Mayor / 13 District County
Commissioners
•
Two-Tier Form of Government
•
Population: 2,551,290
–
56% residents live in cities
(including Miami and Miami Beach)
–
44% live in Unincorporated Area
•
Budget: FY 2013-14 $6.4 Billion
•
25 County Departments
•
Nearly 27,000 Employees
4
Miami-Dade County’s Budget - FY 2013-14
5
Miami-Dade County’s Budget - FY 2013-14
Summary of Operating Revenues
6
Miami-Dade County’s Budget - FY 2013-14
Property Tax Supported Activities
7
Miami-Dade County’s Budget - FY 2013-14
How Revenues Are Allocated
MIAMI-DADE COUNTY
TABLE OF ORGANIZATION
FISCAL YEAR 2013-14
COUNTY RESIDENTS
CHIEF JUDGE
ELEVENTH JUDICIAL
CIRCUIT
STATE OFFICERS
•CLERK OF COURTS
•PUBLIC DEFENDER
•STATE ATTORNEY
PROPERTY
APPRAISER
BOARD OF
COUNTY COMMISSIONERS
MAYOR
COUNTY DEPARTMENTS
RECREATION AND CULTURE
CULTURAL
AFFAIRS
LIBRARY
PARKS,
RECREATION
AND
OPEN SPACES
PUBLIC SAFETY
COMMISSION
ON ETHICS AND
PUBLIC TRUST
COUNTY ATTORNEY
NEIGHBORHOOD AND
INFRASTRUCTURE
CORRECTIONS
AND
REHABILITATION
FIRE RESCUE
JUVENILE
SERVICES
MEDICAL
EXAMINER
TRANSPORTATION
ANIMAL
SERVICES
AVIATION
PUBLIC WORKS
AND WASTE
MANAGEMENT
MIAMI-DADE
TRANSIT
WATER
AND SEWER
PORT OF MIAMI
OFFICE OF THE
INSPECTOR GENERAL
ECONOMIC
DEVELOPMENT
OFFICIAL COUNTY
BOARDS AUTHORITIES
COUNCILS
HEALTH AND HUMAN
SERVICES
COMMUNITY
ACTION AND
HUMAN
SERVICES
REGULATORY
AND
ECONOMIC
RESOURCES
PUBLIC HOUSING
AND COMMUNITY
DEVELOPMENT
MIAMI-DADE
POLICE
GENERAL GOVERNMENT
AUDIT AND
MANAGEMENT
SERVICES
COMMUNITY
INFORMATION
AND OUTREACH
FINANCE
ELECTIONS
RECREATION AND CULTURE
VIZCAYA
MUSEUM AND
GARDENS
HUMAN
RESOURCES
TRANSPORTATION
CITIZENS’
INDEPENDENT
TRANSPORTATION
TRUST
METROPOLITAN
PLANNING
ORGANIZATION
TECHNOLOGY
ECONOMIC
DEVELOPMENT
MIAMI-DADE
ECONOMIC
ADVOCACY TRUST
INTERNAL
SERVICES
MANAGEMENT
AND BUDGET
HEALTH AND HUMAN
SERVICES
HOMELESS
TRUST
PUBLIC
HEALTH
TRUST
9
Office of Management and Budget
ADMINISTRATION
MANAGEMENT AND BUDGET
· Ensures the financial viability of the
County through sound financial
management policies
· Administers and coordinates the
Miami-Dade County Tax Increment
Financing (TIF) Program; oversees
the activities of all Community
Redevelopment Areas (CRAs) and
supports Unincorporated Municipal
Service Area (UMSA) CRAs; and
administers and coordinates
annexation/incorporation efforts
· Monitors BBC and QNIP bond
programs
MANAGEMENT PLANNING AND
PERFORMANCE ANALYSIS
· Responsible for the implementation
of the County’s results-oriented
government framework, which
focuses on planning and
accountability through performance
management
GRANTS COORDINATION
· Administers and monitors
community- based organization
(CBO) contracts and the Mom
and Pop Small Business Grant
Program
· Administers grants including the
Ryan White Part A and Minority
AIDS Initiative (MAI) programs
under the federal Ryan White
HIV/AIDS Treatment Extension
Act of 2009, and the Edward
Byrne Memorial Justice
Assistance grant (JAG)
· Identifies funding and
partnership opportunities, and
assists County departments with
grant writing to maximize
revenue support
OFFICE OF COUNTYWIDE HEALTHCARE PLANNING
· Responsible for strategic initiatives that increase health
insurance and insurance-like coverage among County
residents while also expanding primary care and
emergency health response capabilities
10
Miami-Dade County Strategic Management
Key Milestones
1999
•
Blueprint for Organizational Reform and Accountability
2001-2004
•
First-ever Countywide Strategic Planning Process.
2003
•
Initial Countywide Resident Satisfaction Survey
2004
•
•
Alignment of Budget and Business Plans
Initial Progress Report to the Community
2005
•
•
•
Governing for Results Legislation
Procurement of Online Performance Management System
Second Resident Satisfaction Survey
2006
•
County Manager Leads Scorecard Reviews
2008
•
Third Resident Satisfaction Survey
2008-2011
•
Update to Countywide Strategic Plan
2012
•
Lean Six Sigma Process Improvement
11
Making Sense of it All
12
Results-Oriented Government Framework
LEADERSHIP AND ORGANIZATIONAL CULTURE
Planning
Measurement
Strategic Plan
Performance
Measures
(5 year plan)
Business Plan
(1-2 year plan)
Budget Process
Other Plans
Customer Surveys
311 Answer Center
Dept. Measures
Monitor
Quarterly Reporting
Mgt. Appraisal System
Performance Report
to Community
Org. Assessments
13
Pillars of Performance Management
Process Management
helps us maintain
good results as we
perform our
Mission.
Strategic Planning helps us
“focus” on key projects to
reach our Vision.
Strategic
Planning
Performance
Management
Process
Management
Performance
Improvement
Performance
Improvement helps
us fix work
problems and
improve our
Performance.
14
Organizational Alignment
Strategic Planning
Business Plans
Performance
Measures
Individual
Performance
15
Governing For Results Legislation
• Establishes Requirements including…
-
Strategic Planning
Business Planning
Resource Allocation
Performance Measurement, Monitoring, and
Reporting
Governing for Results Legislation
•
Adopted July 2005 by Board of
County Commissioners
•
Unanimous Vote
16
Miami-Dade County Strategic Plan
•
Prioritizes Our Community’s Needs
and Focuses County’s Work
•
Five Year Plan Adopted by Board in
2004, Updated in 2011
•
Substantial Input From The
Community
– Surveys, Town Hall Meetings,
Focus Groups
•
Our Plan’s Mission Statement,
Goals and Strategic Objectives are
the Building Blocks
•
Departmental Business Plans Links
Directly With Strategic Plan
– Strategic Plan & Business Plan
Linkage Drives Annual Budget
Process
17
Miami-Dade County Strategic Plan
18
Miami-Dade Strategic Planning Model
Vision
What is our best possible future?
Mission
Why are we in business?
Delivering excellence every day
Delivering excellent public services
that address our community's needs
and enhance our quality of life
Guiding Principles
How do we do business?
Strategic Issues & Themes
What are the cross-cutting issues?
Revision
Strategic Areas
Revise Strategic Plan
Business Reviews
Strategic Area Meetings
Goals
Economic Development
Where do we want to be?
Feedback
Do we need new strategies?
General Government
Resident Satisfaction
Survey
Objectives
Progress Report to the
Community
How do we get there?
Measuring
Success
Health and Human
Services
Neighborhood &
Infrastructure
Did we get there?
Strategies
What are our key steps?
Public Safety
Implementation
Getting there!
Recreation & Culture
Transportation
Business Planning
Resource Allocation
19
Miami-Dade County Strategic Plan
• 7 Strategic Areas
in Miami-Dade
Strategic Plan
Economic Development
General Government
Health and Human
Services
Neighborhood &
Infrastructure
Public Safety
Recreation & Culture
Transportation
Excerpt from Public Safety Strategic Area
20
Miami-Dade County Business Plans
• State How Departments Will
Meet Objectives in the
Strategic Plan
– Tied to Strategic Plan
and Budget Process
– Two Year Plans, But
Done Annually
• Budget Decisions
– Based on Strategic Plan
and Priorities Defined by
the Mayor and the Board
– Success Based on
Measurable Performance
Indicators
21
Miami-Dade County Business Plans
Key Activities and Reviews
22
Miami-Dade County Business Plans
Linking Department Activities to Strategy
Outcome
B
Outcome
C
Outcome
D
Strategic Plan
Outcome
A
Business Plans
Programs/Initiatives
Outcomes
STRATEGIC PLAN GOAL
23
Miami-Dade County Business Plans
Business Plan Output
Challenge Exists to Translate
this Plan into Action
24
Miami-Dade County Budgeting
Align Resources via Business Plan to Strategy
Using Balanced Scorecards
• Benefits that appealed to us –
– Build objectives and measures across multiple perspectives
– Common framework for developing objectives and measures
– Promotes performance measurement as a management tool, not
just a reporting mechanism
26
How We Have Structured Balanced Scorecards
• Strategic Plan Level
– Perspectives are Strategic Areas
• Departmental Level and Below
– Norton/Kaplan model
1. Customer Focused
2. Financial
3. Internal Processes
4. Learning and Growth
27
Scorecard Organization
Strategic Plan: Countywide
Strategic Area:
& Culture
Recreation
Department: Parks,
Recreation and Open
Spaces
Work units …
28
Using Balanced Scorecards
Framework for Cascading Measures and Objectives
29
Using Balanced Scorecards
Framework for Cascading Measures and Objectives
Lagging Measures
STRATEGIC PLAN
Goal/Key Outcome
Goal/Outcome:
Customer Satisfasfaction
Scorecard:
County Manager/ACM
Department
Reduce
Complaints
Scorecard:
Department
Reduce Response
Time
Automation
Training
Scorecard:
Division
Leading Measures
30
Business Reviews
•Ongoing Scheduled Performance Discussions
• Focus on Objectives, Measures, Initiatives
• Doing the Right Things and Things Done Right
Monthly
Quarterly
• Departments
• Justify Resource Needs
• Measures & Initiatives
• Product Line Review
• Collaboration
• Key Outcomes
Tactical
Strategic
31
Case Study: Miami-Dade Transit Department
•
Miami-Dade Transit ranks as 12th largest system in the nation
•
4,000+ Employees
•
•
Bus: 107 Routes – 1,008 Vehicles – 9,300 Stops
260,000 Average Weekday Ridership
•
•
MetroRail: 22.6 Mile Elevated Heavy Rail – 22 Stations – 136 Trains
55,000 Average Weekday Ridership
•
•
MetroMover: 4.4 Miles – 21 Stations – 29 Vehicles
25,000 Average Weekday Ridership
32
Strategic Alignment Example
Strategic Plan Goal
Efficient Transportation Network (TP-1)
Objective
Provide reliable transit service (TP1-3)
Transit’s Key Performance Measures
On-time Performance for Bus, Rail, Metromover and
Special Transportation
33
Strategy Map for Transit On-time Performance
CUSTOMER
FINANCIAL
INTERNAL
LEARNING AND GROWTH
Bus On-time
Performance
Fare Box Recovery
Overtime Costs
Bus Availability
Preventive
Maintenance
Training
Absenteeism
34
Performance Scorecard Alignment Example
•Scorecard
•Perspective
Miami-Dade Transit
1.0 Customer
Minimum Wait Time for Transit Passengers
•Objective
•Measure #1
Bus On-time Performance
Rail On-time Performance
•Measure #2
35
On-Time Performance Balanced Scorecard
36
Miami-Dade County Lean Six Sigma (LSS)
Training Plan
Miami-Dade County initiated Lean Six Sigma training in July 2012. Lean Six Sigma
capability established within 18 months
WHAT: Develop Lean Six Sigma Capability in Workforce
WHEN
HOW
1. Hold Green Belt Class
(involve other County
employees)
WHO
Empls
2012
Jul
2013
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Jul
2014
Aug Sep Oct Nov Dec Jan Feb
WAVE I
WAVE II
WAVE III
WAVE IV
2. Hold Yellow Belt
Training
All
Empls
3. Train selected Certified Green
Green Belts as GB
Belts
Team Leaders
4. Train a selected Green Green
Belt Team Leaders as
Belt
Black Belts
WAVE V
Train Employees
Green Belt
Team Leader
Black Belt Training
T.L.
Miami-Dade County Lean Six Sigma Website
http://www.miamidade.gov/managementan
dbudget/lean-six-sigma.asp
Key Lessons Learned
• Support from highest levels of
management is critical
• Engagement with workforce and
stakeholders helps identify
shared outcomes and cascaded
objectives
• Technology is not always the
answer
• Understanding of performance
measurement is important for
success
38
Five Critical Factors for Success A Leader’s Perspective
A. It’s not only about numbers, it’s about
passion
B. Invest in people. Employee buy-in is critical
C. Accountability is key
D. Communicate, communicate, communicate
E. Continually evolving strategy
39
A. It’s Not Only About Numbers
• Lead with passion. Strive for excellence in
public service
• Delivering Excellence Every Day is our
aspiration, drives our work
• Setting example begins at top.
• Management team needs to be on board
• Continually convey expectations
• This is not a fad, it’s the way we do business
40
B. Buy-in is critical, Invest in people
• Training and communications drive concepts
down throughout the organization.
• Identify champions and power users to lead
efforts in Departments
• Scorecard methodology includes ongoing
training and internal consulting support
• Dedicated strategic management team
supports this entire process
41
C. Accountability is Key
• Scorecards ensure alignment and
accountability
• Regular Business Reviews are key to
improving performance
• Align executive performance appraisals to
strategic goals
42
D. Communicate, Communicate, Communicate
• Share information with our stakeholders
• Scorecard drives internal communication about
performance
• Resident satisfaction surveys tell us how we’re
doing
– Information used for strategic and business
planning
• Progress Report to the Community
– Transparency in government
– See results at www.miamidade.gov/results
43
E. Continually Evolving Strategy
• Foundation is in place, but culture change ongoing
• Continue strategies to drive deeper into the
organization.
– Improved internal communications
– Harvard University and other executive training
– Middle Management and supervisor training
– Cascading performance appraisals linked to strategic
objectives down the organization
– Lean Six Sigma Performance Improvement Training
44
Achieving Break-Through Results
Through Process Improvement
45
How do you Achieve BreakThrough Results Through
Process Improvement?
Maximizing
Customer Value
Best
Practices
Innovative
Ideas
Improvement
Target
Solutions and
Action
Plans
Which Change Is Right For You?
Transformational
Transformational
Effectiveness
Transitional
Time
– Alliance Building
– ‘Win-Win’ for Stakeholders
– Innovative & Break-Through
Transitional
– Traditional Solutions
– Incremental Gains
– Functionally Driven
How do you Achieve BreakThrough Results?
The Human Mind, Once
Stretched By A New Idea, Never
Goes Back To Its Original
Dimensions.
Oliver Wendell Holmes
Approach & Methodology
Customer/Stakeholder
Input
Innovative, Effective
Solutions
Management Input
Process
Improvement
Best Practices
Process Performance
Metrics
Preliminary Implementation
Plan
S.R.D.
Preliminary Risk
Analysis
Does Information Technology
“Enable” or “Disable”
Your Processes?
How Does Information Technology
Enable Process Effectiveness?
•
Identify IT Requirements to Support the
Redesigned Process
• Assess the Organization’s Existing IT
Capabilities
• Determine the Gaps Between “What Is
Required” and “What Is Available”
Why Do Most Change Initiatives Fail?
Change is an
ART
Resistance to change is a
SCIENCE
Why Do Change Initiatives Fail?
• TIME
Takes Too Long
• MONEY
Costs Too Much
• IMPLEMENTATION
No Dedicated Resources
• EMPLOYEES
Lack of Buy-In
• ORIENTATION
Internal Focus
• PRODUCTIVITY
Too Disruptive
How Do You Overcome The Comfort Zone?
Head: Intellectual Awareness
Heart: Emotional Buy-In
Feet: Commitment to Action
“Change Imposed is Change Opposed”
Approach & Methodology
Innovative Solutions
Effective Change
Agents
Preliminary
Implementation Plan
S.R.D.
Change
Management
Comprehensive Risk
Analysis
Management Team
Customers/Stakeholders
Process Owners/Participants
Strategies to Assure
Successful
Implementation
Lessons Learned - Best Practices
Key Characteristics of Successful Change Initiatives:
• Recognize and Articulate an “Extremely Compelling”
Need to Change
• Use a Structured Framework
• Create Top Notch Teams
• Link Improvement Targets to Organizational Strategies
Lessons Learned - Best Practices
• Select the Right Processes to Work On
• Quickly Come to an Understanding of the Process to
be Improved
• Choose the Right Metrics
• Understand the Risks and Have Contingency Plans
The Performance Zone
P
e
r
f
o
r
m
a
n
c
e
Maturing
Zone of Peak
Process Performance
Thriving
Developing
Coping
Time
Staying Ahead of The Curve
P
e
r
f
o
r
m
a
n
c
e
Process
Transformation
Time
Think About It...
“Things that matter most must never be
at the mercy of things that matter the
least.”
Goethe
Think About It...
Change
Is Inevitable!
Progress
Is Optional….
Think About It...
Passion
Is the Fuel for
Successful
Change
Thank You
63

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