Transcript Slide 1
Learning to be Better
Linking Purpose to Results Michael Mucha, P.E.
Director of Public Works City of Olympia
Agenda
Tracking for Success: Why are we doing it and what does it look like?
Tools for Success: How we are doing it.
What we are Learning: Challenges and Opportunities.
Issues Compelling Us To Act
Climate for change: Increasing demand for value.
Do less with less. Innovation to build capacity and maintain existing LOS.
Need to prepare and support employees to be their own masters of improvement.
Council Goals
Efficient Government Informed Budget Decisions Tell our Story to the Public
Strategy Must Come First!
1 Weaknesses Opportunities Threats Measurements Customer Expectations and Mission Action Plan How should we do 4 3 Vision and Strategic Goals
Structure of Business Plan
Line of Business: Groupings of programs by common purpose.
Program: Groupings of products and services by common purpose.
Product/Service: Deliverables. Something the customer actually receives.
Major Change In How Business Is Done Focus is on the customer instead of the task.
Results span across organizational lines instead of contained in silos.
Data used for decision-making instead of gut feel.
Results begin a discussion instead of ending it.
Motivation is achievement and learning instead of fear and punishment.
Traditional Structure
What We Do
Drinking Water Waste Water Roads Garbage Parking
Value/Structure Disconnect
What Value We Provide
Value to Citizens
• Conserving • Protecting • Delivering
Water Waste
• Reducing • Reusing • Disposing
Safe & Comfortable Life Transportation Consultant
• Access • Efficiency • Safety • Choices
Our Operational Mantra
Job is not finished until the work is documented.
Using data is a part of everyone's job.
We will evolve not transform.
It’s not about the numbers…it’s what you do with them that matters.
So What?
Openness: Public can see for themselves what they are getting.
Pride: Citizens AND Employees are confident that the City is competent.
Success Factors
Keep it simple.
Every department moves at their own pace based on needs.
Follow a consistent framework.
Create space for learning.
Pressurize the System.
“Family of Measures”
Tells a complete story of what each program is all about.
Developing a Program Purpose
The purpose of the ________ is to provide ________ services to __________ So that they can ____________.
The
two
“So That”
Most Powerful Words What benefit does the customer experience as a consequence of receiving the service?
Does it matter to somebody?
Is it tangible?
Is it measurable?
Is it doable with existing resources?
Key Results
Describes the expected
benefit for customers
reasonably be expected to
influence:
that a given program can
significantly
Stated as a percentage or rate.
Vital few.
They represent the use of big chunks of resources.
Key Results Measure Pavements
90 40 Target Actual 1997 56 56 2000 57 57 2002 62 70 2004 67 71
Year
2006 71 2008 75 2010 80
Pavement Management System Annual Rating Comparison
80 75 70 65 60 55 50 45 40 20 05 20 07 20 09 20 11 20 13 20 15
Year
20 17 20 19 20 21 20 23 $3.5 million $3.0 million $2.5 million $2.0 million $1.5 million
Pavement System Condition Rating 75 80 70 60 50 40 62 61 52 52 51 52 52 46 47 59 30 20 10 0 1988 1989 1990 1991 1992 1993 1994 1996 Year of Rating 1997 2000 2002 2004 65
Outputs
Number of
units of product delivered
to the customer: or service
Stated in terms of numbers or counts.
Meat and potatoes.
Example: Lane miles of road resurfaced.
Demands
Number of
total units
service
anticipated
or of product or to be demanded:
Stated in terms of numbers or counts.
Sometimes hard to determine.
Example: condition.
Number of lane miles rated poor
Efficiency
The cost per
output
or
result :
A calculation stated in terms of cost per unit.
Best indicator of performance improvement.
Example: lane mile.
Cost to resurface $120,000 per
Summary Statistics Business Plans 8 24 65 431 Departments Lines of Business Programs Services 54 106 Key Results Efficiencies 2500 Outputs
One Page for Everyone
Council identifies Key Result Measures.
Directors monitor LOB’s key results.
Managers monitor program result and efficiencies.
Supervisors monitor service results and efficiencies.
Good and bad things reported up.
The Sieve Analysis
Strategic
Long-term
Key Results
Annual
Operational Measures
Weekly Work Gets Done Here
PW Strategic Business Plan
Strategic Where we want to be Operational How we get there How we know we’ve arrived (TFS) “Planning for a vacation” “Final preparations for a vacation”
What Are We Learning?
“So That” Chain
“so that” “so that”
Water is conserved Strategic Goal
“so that”
Sustainable water resources Drinking water consumption per capita is reduced Key Result = % reduction in drinking water consumption
“so that”
Pipes no longer leak Watermain is replaced Work!
Where Change Happens
Triple Bottom Line
Life Cycle Costs Risk Business Case Level of Service
Performance Measures & Reporting
10 Step Process 1 Program Structure Identified 2 Measures Defined 3 Baselines Determined 4 Targets Identified 5 Data Collected 6 Data Input / Draft Report 7 Report Analyzed & Finalized 8 Dept Dir & Mgmt Review 9 Results & Decisions Report Distributed 10 Targets & Measures Refined
Challenges and Opportunities
Getting started.
Balance.
Accountability.
Dealing with fear.
Long-term organizational commitment.
Connecting costs and activities.
Keeping momentum.
The hardest step is the first one
Performance Roundtables
Every LOB meets quarterly.
All key programs staff attend. Meeting is open to anyone.
Focuses on action.
Four Key Questions
Value Commitment: What results am I striving to achieve for our customers?
Status: What specific data indicates my progress at achieving these results?
Understanding: What are the results telling me?
Action: What must I do now to make the results even better or correct a problem?
Being a Blue Dot Organization
Human Element Teamwork Caring Learning Committed Risk Taking 1 2 3 4 5 Bottom Line Productivity Technical Competence Quality Financial Stability
Reference: Leadership and Life Mastery by Eric Allenbaugh Ph.D.
Our Culture of Accountability
Taking risks.
Expecting mistakes.
Openness about failure.
Providing support when things go bad.
Taking ownership for your commitments Analyzing mistakes.
Celebrating successes.
Listening before deciding.
Clarity of expectations.
Managing Fear During Change
Managing Fear Rewards What is in it for me?
Organizational Commitment
Start 2001 (Context) Program Purpose & Business Plans 2003 (Content) Key Results & Training 2004 Operationalize Measures & Training 2005 Use of Data & Efficiencies Budget Integration 2007+ Normal Business
Activity Costing Form
Keeping Momentum
Guidance Team and User Group.
Four “S’s” start slow, simple, and small.
Build on little successes.
Stop doing what doesn’t work.
Experiment.
How can we make results even better? Not…how can we improve.
The Process
Setting the Stage:
Two years of planning; goals, framework, and getting political authorization.
( Leadership ) Design:
One year of development.
( Employee involvement ) Implementation:
Three years to institutionalize.
( Create space in their workplan )
Design
Used outside experts.
Four-month process.
Involved employees.
So What?
Clarity Fulfillment Improvement
Lessons Learned
You will eventually be challenged by everyone.
Stick to your core principles and goals.
Requires intense hand holding.
Don’t forget the details.
Your own ideas will evolve.
Chunk the work.
Guiding Coalition
True change/performance improvement happens at the operations/staff level.
Influence over a result builds capacity and reduces fear.
Turns vague concepts into reality.
Measures will not help improve performance if those using them don’t believe in their power.
Wedding Cake
Policy Maker & CEO Department Director LOB or Division Manager Program Manager Staff
The Language We Use
How can we make results “even better.” Results versus outcomes.
Straight talk about tangible things.
Job is not done until the data is collected!
Don’t let the data go naked.