1	"Proposed FY 05/06" Proposed FY 05/06 City Manager’s Performance Plan and its Integration with Strategic Planning October 19, 2005
2	Objectives of this Briefing Describe the Current Use of the Performance Appraisal System. Recommend a Performance Plan for the City Manager for FY 05/06. Outline Current & Upcoming Efforts Related to Strategic Planning, Staff Accountability, and Customer Service. Explain the Interrelationships Between These Planning Efforts.
3	Part I Current Use of the Performance Appraisal System
4	The City’s Performance Appraisal System The new performance appraisal system was implemented in FY04/05 from the ACM level down. From November 2004 to February 2005, the performance appraisal and employee management training was provided by Dick Grote to 1,000 managers and supervisors. Among the civilian staff 6,083 employees were evaluated. The Police and Fire continue to maintained their existing performance appraisal system. The goal to achieve the “Bell Curve Result” was accomplished. It reveals that the City does not have the “Everyone is Above Average Syndrome”.
5	Performance Appraisal Results - 2005
6	Employee Feedback on the process In September 2005, the Human Resources Department surveyed employees, with 1,324 responses. A clear majority of the survey participants responded favorably to the Employee Performance Appraisal Process, including the appraisal form and each phase of the process. The rating response ranged from 56% to 85% favorable regarding the Performance Planning and Performance Review Phases of the process. Survey results suggest that more training and coaching are needed to increase the number of supervisors conducting performance discussions throughout the year and providing feedback or demonstrating ways to improve employee performance.
7	The Performance Appraisal Form It is actually a family of similar forms that have slight variations between the forms of the 4 employee classes to better reflect job requirements: Managers & Supervisors, including Executives Professionals Administrative Staff Operations / Field personnel
8	Parts of the Appraisal Form
9	Refinements in the FY 05/06 Appraisal Form & Process Integrate the Performance Appraisal Process with the City’s Strategic Plan, Customer Service, Performance Measurement program and other such processes and initiatives. Demonstrate Leadership By Example by expanding use of the appraisal form to the City Manager. Adjust the employee competencies on the form to reflect the City’s established values. Cascade initiatives and goals from City Manager’s plan down the ranks to all civilian employees.
10	Part II City Manager’s Proposed FY 05/06 Performance Plan
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21	Part III Current and Upcoming Efforts Related to Strategic Planning, Staff Accountability, and Customer Service
22	Current Efforts Related to Strategic Leadership The Price of Government (POG) budgeting for outcomes and strategic planning process will begin this fall. One of its work products will be the development of the City’s Strategic Plan. The FY 04/05 Action Plan served as the Staff strategic plan, but the FY 05/06 Action Plan will be a bridge to the POG strategic plan. Thus its focus will be on departmental tactical activities in FY 05/06. It aligns major improvements to our regular operations and special projects with KFA’s. Linked to Individual Performance Plans. The Comprehensive Land Use Plan currently being prepared serves as the City’s strategy for addressing the natural and built environment of the City. Management and planning for future developments, the City’s thoroughfares and streets, and environment are included in this planning effort. Linked with individual Performance Plans.
23	Current Efforts Related to Strategic Leadership (continued) 4. The Performance Measurements efforts align every City service to a Key Focus Area to develop quantifiable and measurable information. Measures include: Inputs Outputs Efficiencies Effectiveness Community indicators These measures capture the satisfaction levels of customer service, unit cost of services provided, productivity levels, quality, cycle time, etc. Linked to Individual Performance Plans. 5. The Customer Service Plan is under development for Council consideration this winter. It outlines a cultural change process to focus on quality customer service. Linked to individual Performance Plans.
24	The 05/06 Action Plan Serves as the City’s interim Strategic Plan until the POG Strategic Plan is developed for 06/07. Covers a 3-5 year planning timeframe, but its focus is on FY 05/06 activities. The FY in the title of the Action Plan refers only to the year in which the plan was prepared, not the time period covered. Example: Time Period Covered FY 04/05 Action Plan 04/05 – 06/07 FY 05/06 Action Plan 05/06 – 07/08
25	The Action Plan includes the following: Initiatives: similar to the objectives in a traditional strategic plan. It’s a group of planned activities that will support the planned Key Focus Areas and their associated Priorities and Components Activities: specific actions or processes that will have a specific purpose and will support the planned initiative to which they are linked Long-term Target: The outcome of the activity or what the activity is expected to accomplish toward the initiative it supports and the date by which that target should be reached (it should be 3 to 5 years from the current fiscal year) Planned FY 05/06 Annual Measures: the milestones or the quantifiable or measurable projected progress toward the Long-term Target during the fiscal year.
26	Contents of the Action Plan The Action Plan contains only a subset of activities being performed as part of City services. The Action Plan does not cover routine work performed under each service. Includes initiatives and activities, such as On-going Activities and Projects from previous Action Plans New programs New special projects Legislative proposals New policy implementation New public-private partnerships Projects from executives’ annual performance plans
27	Strategic Plan – Action Plan Terminology Equivalence Traditional Strategic Plan Action Plan Goals Key Focus Areas and Components Objectives (Measurable) Initiatives and Long-Term Targets (3 – 5 years in duration) Strategies Activities Tactics Steps Actions Cost Listed only if not already budgeted Performance Measures Annual Measures Time frame Time 3-5 years
28	Appendix A Contains a Sample from the Draft 05/06 Action Plan for Public Safety Key Focus Area
29	Part IV The Interrelationships of Strategic Planning, Performance Appraisals, and other Planning Efforts
30	Recent History of Strategic Planning at the City 2000 – Staff develops the 2000 Strategic Plan, presents it to Council but no formal action is taken. January ’04 – Council develops the 5 Key Focus Areas and associated components. The City Manager prepares his 03/04 performance plan. January ’05 – Council reconfirms the 5 KFA and makes minor adjustments to the components. October ’05 – City Manager proposes her 05/06 performance plan mirroring the plans used by all employees based on the 05/06 Action Plan.
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32	Relationship Between Strategic Planning and…..
33	Relationship Between Strategic Planning and…..
34	Relationship Between Strategic Planning and…..
35	Transition to the POG/ Budgeting For Outcomes Process
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37	Next Steps Oct: Award the contract for Public Strategies Group to assist with POG Nov: Adjust as necessary and set the Manager’s 05/06 Performance Plan Nov: Bring completed 04/05 Action Plan and the proposed 05/06 Action Plan to Council Jan: The POG process develops the new plan for 06/07 and beyond
38	Appendix A Sample of the Draft 05/06 Action Plan