The performance management program is an organization-wide initiative to measure, analyze and report on the performance of the services provided by the City of Scottsdale.
This report covers the first quarter (July 1 through Sept. 30) of fiscal year 2014/15 and provides a progress update toward achieving the objectives and performance measures included in the annual budget book. The development of a quarterly performance report helps achieve a key objective in the organization strategic plan to “evaluate performance and make adjustments as needed throughout the fiscal year.” This is a work-in-progress and we would appreciate your feedback.
For more information, contact Brent Stockwell at 480-312-7288.
Report to Our Citizens. The City Manager's Office prepares an annual Report to Our Citizens consistent with the AGA's citizen-centric reporting initiative. The short report is intended to give citizens a better understanding of their government and provide a more meaningful debate about fiscal priorities, performance results and future challenges. We have also given a presentation about our annual report and how it is prepared.
2014 Report | 2013 Report | 2012 Report | 2011 Report | 2010 Report
Scottsdale Overview and Demographics. An overview presentation based on the annual budget and annual report is available along with documents on that are included in the annual budget and updated each year.
Demographics | Leadership | Community Profile | Simply Better Service
Budget and Financial Reports. Performance information is included in the annual budget at the division and department level. In addition, ten years worth of data on selected indicators is included in the comprehensive annual financial report. Both documents, as well as an archive of prior year information is available at www.ScottsdaleAZ.gov/finance.
Organization Strategic Planning. The citywide strategic planning effort is part of the performance management initiative. In February 2013, staff presented on the FY_2013-14_Objectives. The City Council held a strategic planning workshop in May 2013. In July 2013 there was a mission_and_goals study session, with further discussion in September 2013. The organization strategic plan was approved at a council meeting in December 2013. Updates on the progress of the organization strategic plan will be on the Mayor and City Council's web site.
Organization Mission Statement. In addition, in December 2013, the City Council adopted a new mission statement for the organization: “Simply better service for a world-class community” The new mission statement is being implemented through citywide internal initiatives which are underway for substantial completion in 2014. These are: “Simply” - Streamlining the services we provide through process improvement, “Better” - Formalizing our benchmarking efforts to ensure our services are “better,” and “Service” - Reinstating training programs and standards for providing high-quality customer service. In addition, to clarify what is meant by a world-class community, we partnered with graduate students at Thunderbird School of Global Management to formalize the definition and attributes of a world-class community and create citywide customer-focused outcomes and key performance indicators. The final project is available online.
Performance Management Overview. This was a 2-hour course prepared for staff to provide training on key concepts in the Strategy and Performance Management initiative.
Presentation | Godzilla Video | Handouts | Planning Framework | General Plan
Performance Management Department Workshop. This was a hands-on course prepared to assist department management in identifying efficiency and effectiveness measures that are tied to customer-focused outcomes.
Presentation | Materials | Worksheet | Overview
Managing Organizational Performance. This is a 4-hour course prepared for staff to provide training on strategic planning, performance measures, evaluation and reporting.
Handouts | PowerPoint Presentation | Full Slide PDF
Citizen Survey Results Presentations. These presentations on citizen surveys were prepared for an ICMA workshop ICMA workshop in October 2012 on how Scottsdale utilized survey results, and also for general presentations in 2011 on 2010 survey results. The 2013 Citizen Survey has been completed with more information available on the survey website.
Oregon Public Performance Management Association (OPPMA) Presentation. Scottsdale participated in two presentations at their July 2013 conference to overview Scottsdale's performance management efforts and the citizen-centric reporting initiative.
City/County Communicators Association (3CMA) Presentation. This presentation
at their Sept. 2013 conference in Scottsdale overviewed some lessons learned in attempting to communicate data more effectively.
Arizona State University (ASU) Presentation. In October 2013, this presentation was a guest lecture to graduate students at ASU about managing and measuring performance.
Other external resources helpful in developing an performance management program.
- A Performance Management Framework for State and Local Government, National Performance Management Advisory Commission, 2010.
- Lessons from Performance Measurement Leaders, Shayne Kavanaugh, GFOA, 2013.
- Transforming Performance Measurement for the 21st Century, Harry Hatry, Urban Institute, 2014.
- Surfacing the Submerged State with Operational Transparency in Government Services, Ryan W. Buell, Michael I. Norton, Harvard Business School, 2013.
- Good to Great and the Social Sectors, Jim Collins, 2005.
- Municipal Benchmarks, David N. Ammons, 2012.
- Reinventing Government, Ted Gaebler and David Osborne, 1992.
- The Three Signs of a Miserable Job, Patrick Lencioni, 2007.
What is performance management? Performance management is an ongoing, systematic approach intended to improve results by integrating objective evidence with decision-making processes.
The guiding principles of the Scottsdale performance management effort are:
- Aligned with City Council and General Plan mission, goals, priorities
- Results focused. Strategies, processes, and decisions are designed to achieve desired results
- Relevant. Matters to both the city government and the community
- Transparent. Easy for stakeholders to access and understand
- Timely, Accurate and Pertinent. Data drives decisions and processes
- Transformative. Continuously improves the organization, management decisions, and policy-making processes
- Sustainable over time and across organizational changes
Certificate of Excellence in Citizen-Centric Reporting, 2010, 2011, 2012, 2013, Association of Government Accountants
Certificate of Excellence in Performance Measurement, 2013, 2014; Certificate of Distinction, 2012; Certificate of Achievement, 2011, ICMA Center for Performance Analytics
Voice of the People Awards for Excellence, 2014, 2011 and for Transformation, 2011, ICMA and National Research Center, Inc. (National Citizen Survey)
Special Performance Measures Recognition, FY 2011/12 Adopted Budget Book, Government Finance Officers Association, Distinguished Budget Presentation Award
"Giving citizens numbers they can understand" Mark Funkhauser, Governing.com, Feb. 25, 2013
"Citizens first and always" Ernst & Young, Citizen Today, Jan. 2013 (p. 25).