IMPLEMENTING THE PERFORMANCE
A successful performance measurement system can lead to continuous improvement of
program performance, improved customer service, strengthened accountability, and
empowered employees. In implementing the Performance Measurement Model, our goal is
to create an enterprise-wide system of performance measurement that is useful to
managers, meaningful to elected officials and integrated into the city’s core processes.
In April 1999, the Mayor and City Council adopted a Performance Measurement Model for the
City of Minneapolis. Components of the model include the following:
1. Development of outcome, efficiency and effectiveness measures
2. Alignment of City Goals with department services using enterprise
3. Definition of the roles of elected officials and department heads
4. Development of a citizen engagement framework (postponed – adopted
OUTCOMES OF PERFORMANCE MEASUREMENT
• Enhancing Governance: Ability of public officials to use performance measurement in
setting priorities, speaking with constituents, and holding the system accountable.
• Enhancing Enterprise Management: Greater alignment between City Goals and
department service activities -- department service activities work together to achieve
goals and objectives; Context for decision-making with options (choices) for best
investment with limited resources; Departments’ enhanced ability to redesign their service
activities – greater creativity.
• Enhancing Relationships with Citizens: Effective communication of performance to the
public; Constituents understand their role not only as customers, but also as stakeholders
and co-creators of the system.
PERFORMANCE MEASUREMENT PROGRESS IN 2001:
This year, implementation of the performance measurement model has taken on new
momentum. During the 2001 Budget process, the Mayor and City Council allocated
resources for a citizens survey and annual report; they also supported the reallocation of
funds in the City Coordinator’s area to create a new position, Performance Evaluation and
Business Planning Coordinator.
Beginning in July, managers and key staff are being trained on the City’s performance
measurement model, thus starting to bring the concepts to a greater part of the
organization. In addition, in preparation for the 2002 budget process, every department will
receive coaching to refine their service activities and performance measures. Two
departments will receive detailed assistance so that they can serve as models for the budget
By including performance data in the budget process, the City stands to significantly improve
its budget discussions. Performance measures can provide the information needed to
demonstrate the benefits of additional resources for a particular service area. They can also
help make the case for targeted reductions rather than the across the board budget cuts that
have been a part of the City’s budget process the last several years. In addition,
performance measures can assist in keeping budget discussions focused on expected
outcomes, allowing for greater creativity on the part of the departments. Finally,
performance measures can give both the policy makers and department management the
language they need to have a discussion about what resources are needed and why.
Implementation of the citizen engagement component of the performance measurement
system has also been a major priority since its adoption in August 2000. Last fall, the City
successfully hosted a series of community dialogue meetings to review and discuss the
objectives and outcomes. About 150 residents from around the city participated. Additional
community dialogues are planned for this fall, this time focussing on key stakeholder groups.
In mid-November, the City will conduct a random telephone survey of Minneapolis residents
to measure citizen opinions, perceptions, and expectations regarding City government
services and priorities and the City’s progress toward achieving our City Goals. The results of
the Citizens Survey will be used to inform the City’s strategic planning process in January
2002 and to establish baseline information for departments to track key outcomes. Key
results of the survey will be included in the City’s annual report to citizens to be published in
early spring 2002. The City intends repeat this survey on an annual or biannual basis so that
the City can track changes in citizen perceptions, opinions and expectations.
IMPLEMENTATION ACCOMPLISHMENTS AND NEXT STEPS
Enterprise Accomplishments Date Done?
1. Mayor and City Council adopt performance measurement April 1999
2. Priorities 2000 Process: April – August 1999
• Departments submit efficiency and effectiveness measures
as part of their annual service activities updates
• Priorities work teams learn about performance
• Draft objectives and outcome measures developed
3. 2000 Budget Process: October 1999
• Departments submit key performance measures for 2000
4. Business planning team convened and develops initial January 2000
business planning concept. Business planning concept
presented to Management Team, Mayor and City Council
5. Performance measurement staff implementation team January–March 2000
convened, trained, and divided into three subcommittees
(Objectives and Outcomes; Citizen Engagement, and
Efficiency and Effectiveness Measures)
6. City departments participate in ICMA Performance January–May 2000
7. Priorities 2001 Process: April – August 2000
• Departments submit mission statements, primary
businesses, and key challenges as part of the Priorities
• Objectives and Outcomes are reviewed and refined by
Management Team and then Mayor and City Council
• Management Team develops objectives and outcomes for
three new City Goals and finalize all objectives and
• Mayor and City Council adopt objectives and outcome
measures for public comment
8. Implementation team designs and proposes to Mayor and August 2000
City Council a citizen engagement process for performance
measurement, including public meetings, a citizen survey
and an annual report
9. 2001 Budget Process: October 2000
• Departments review key performance measures submitted
for 2000 budget and refine for submittal to 2001 budget
• Implementation team reviews department performance
measurement submissions for 2001 Budget book and
consults with departments regarding those submissions
10. Initial implementation of Citizen Engagement Process November 2000
through a series of public meetings to review and discuss
Goals, Objectives and Outcomes
11. City departments participate in ICMA Performance January–May 2001
12. Priorities 2002 Process: April – June 2001
• Departments further their business plans by refining
mission statement and primary businesses, describe how
businesses are linked to City Goals, and submit service
activities, performance measures for those activities, and a
progress update on their 2001 key challenges and major
• Peer review of department business plans
• Departments review business plans with Mayor and City
Upcoming Steps for 2001 and early 2002 Date
1. Development of training program for management and staff on Summer 2001
performance measurement and linkage to City’s core processes
2. Provide every department with coaching to refine service activities and Late Summer 2001
performance measures in preparation for upcoming budget process.
3. Focus on 2 key departments and provide detailed assistance regarding Late Summer 2001
service activities and performance measures so that they can serve as
models for the budget process.
4. Design and conduct briefing sessions with the Mayor and City Council Fall 2001
prior to their budget hearings regarding the new information they will be
receiving during the budget process and how to use that information in
5. Design and conduct 2nd phase of citizen dialogues – focus on key Fall 2001
6. Design and conduct citizen survey Conduct survey
7. Develop first annual City performance report – determine what Distribute report
performance measures to highlight and data needed spring 2002
ALIGNING CITY GOALS AND ENTERPRISE OBJECTIVES WITH DEPARTMENTS, BUSINESSES, AND
Element How Accomplished Time Frame Population Specificity Content
• Multiple sectors,
• Broad • What result?
City-wide population—people • For whom?
• Partnerships, between • General
Goals 5 years or more who work or live in
orgs/systems • Healthy • By when?
• City-wide efforts that involve community • How will we know?
• What desired shorter—term change in
condition or status?
• Strategic • For which sub-group?
Enterprise Enterprise—city government • By when?
Multiple departments 5 years • Priority
Objectives role and constituents • How will we know? (Will likely directly
time frame relate to one of the indicators of the
goals mentioned above.)
• What contribution to the strategy?
• What change in condition for which
Multiple services or programs— Sub-component more specific sub-group?
Functional customers and/or
Department may need local level or 2-3 years of achieving the
local collaborative partners • By when?
community partners strategy
• How will we know?
• Specific • What impacts on which specific set of
people in the sub-group?
Divisions or • Aggregated
Focused set of resources—human Program customers/service
Service 1 year from • How will we measure effectiveness and
and financial recipients by category
Activity individual efficiency in delivery systems?
• What relationship or service for each
• Specific individual that when aggregated
• Immediate approaches the desired impact on the
sub-group in the program?
Direct interaction with • Individuals
Unit Individual employees Immediate
individuals in the program in the • How will we measure effectiveness and
program efficiency for individual employees?
category Individual customers?