Steven J Hagen

This is the Performance Management 'Toolkit' developed by Dr Julie Sheppard and the Performance & Projects Unit, with the help of Cynthia Starkey (IDeA Consultant).

It is intended as an aid to help staff to manage performance and projects in a consistent and coherent way, within the corporate framework of the City and County of Swansea. It contains templates, the Appedices, which staff may find helpful

The City of Lynnwood has implemented Performance Management as adapted from National Advisory Council on State and Local Budgeting recommended guidlelines for best practices in local government management. This diagram illustrate the performance management program in Lynnwood.

With the Mayor's Office, the Office of Budget and Management (OBM) leads the City's performance management efforts - a formalized accountability process whereby departments report regularly on the quantity, efficiency and quality of City services. OBM helps City departments analyze what is working and what may require improvement, and determines how to best develop and implement those improvements.

the City began its implementation of the Balanced Scorecard, a performance management model that challenges organizations to evaluate success and achievement across four perspectives: financial, customer, internal processes and learning and growth.

The Performance Management Group coordinates the citywide reporting and analysis of information that City agencies use to evaluate success or failure in filling their missions. It has overall responsibility for ensuring that City government is accountable for its performance in delivering services.

The use of performance measures in leading organizations, both public and private is hardly new. Organizations have been measuring costs, quality, quantity, cycle time, efficiency, productivity, etc. of products, services, and processes as long as ways to monitor these measures have existed. A key piece of this effort is having those who do the work play a greater role in determining some of what should be measured and directly relate the measures to their service area objectives and department and program goals.

It's been said that "What gets measured, gets done". With that in mind, Urbandale has been measuring its performance since 2000. The City’s leaders believe that an effective system of performance management is an essential decision making tool. The benefits of a strong performance management program are:

Performance management is a system by which organizations can achieve their strategic goals. A performance management system utilizes an organization's data to provide information that is useful in focusing on the operational processes that effect performance. In addition, this system combines employees (as individuals/customers of city services and members of a department/agency) along with external customer input, to improve the quality, transparency, accountability and organizational effectiveness in the accomplishing set goals.

The Performance Management Division is responsible for identifying and implementing ways in which the City of Evanston can conduct business more effectively and efficiently. With an eye on the improving the citizen experience and ensuring that City resources are used in the most effective manner possible, PM staff conduct business process improvement initiatives for City departments and deploy new technology where and when necessary.

During Fiscal Year 2008, the Department of Education created a new performance management system for central administrative managers. An initial group of 100 senior managers participated in a pilot, which enabled each manager to set individual goals, update progress on their goals throughout the year, and document their year-end results