Performance Measures in PlanningNational Planning Conference – April 2011

Barbara Sporlein, City of Minneapolis

Key Concepts

• We have adopted a shared community vision – City Goals, Comprehensive Plan

• We value performance measurement, accountability and transparency, and have put several elements into place

• Systems and measures is an iterative process and needs refining - we need better planning outcomes measures, better linkage of various measures and to resources

Comprehensive Plan and City GoalsResults Minneapolis – Progress

Reports, community conversationsSustainability Plan – indicators, targets,

annual progressAnnual Business Plans; Annual BudgetsDepartment Quarterly ReportsBi-annual Resident SurveyEmployee SurveyPerformance Appraisals

City Goals:Safe place to call home

Economic vitalityMany people, one MinneapolisLivable communities - healthy

livesEco-focused

A City that works

ProgramImplementation

Business Planning(actions, measures, personnel,

budget, technology, etc.)

StrategicPlanning

(Comp Plan and City Goals)

PerformanceMeasurement& Reporting

Goal & Program Evaluation

Continuous Improvement(change strategies, reallocate

resources, improve processes)

What is Results Management?

= RESULTS

ResultsMpls.

Department Progress

Reports

Employee Reviews

Setting our Direction Monitoring our Progress

Business Plans

City Goals & Strategic Directions

Department Business Plans

Employee Work Plans/Standards

Comp Plan

aligning direction and performance measurement

What We Measure• Growth – pop, hh, units, tax

base

• Various housing, population and employment demographics – Mpls Trends Reports

• Map major private and public investments

• Employment rate, gap

• Job placements

• Wage rates of new hires

• Affordable housing production

• Foreclosure activity, response

Results Minneapolis is a management tool the city uses to track performance toward achieving specific goals

• Climate change• Renewable energy• Air Quality• Tree canopy• Biking• Downtown transportation

alternatives• Airport noise• Storm water• Healthy lakes• Green jobs• Local foods

• Healthy infants• Teen pregnancy• HIV and Gonorrhea• Healthy weight• Asthma• Lead poisoning• Brownfield sites• Part I violent crimes• Community engagement

homelness• Affordable housing• Employment and poverty• Graduation rates• Arts and the economy

Mapped all processes, streamlined; co-located staff; renovated public service center and counter area; new technology; staff training;

established performance standards, checklists, procedures; revised codes; e-permitting, enhanced web site; business advisory

committee;customer satisfaction surveys; public workshops and educational

materials; regular performance reporting; ongoing process improvements

Results = significant reduction in service times and improved customer satisfaction

 

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Small Area Plans 6 6 2 3 0 2 4 6 6 + 2 + Comp Plan approved

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Rezoning Studies 0 0 0 0 1 1 4 5 2 3 3

Zoning Code Text Amendments

11 12 31 6 9 11 12 13 10 24 9

Land Use Applications

717 761 799 1083 1197 895 894 819 617 547 560

Development Moratoria (year enacted)

1 1 1 1 1 1 2 2 3 3 0

Building Permit Review

7905 8100 7039 6725 5977 5690 5900 6406

Heritage Preservation Applications

180 175 183 198 128 191 247 223

Wrecking Permit Reviews

191 205 182 313 236 252

Film Permits Processed

212 190 187 212 199 215 212 268

Public Art Projects Installed

3 5 3 4 6 9 7 2

Environ Rev 45 27 13 23 40 8

3-1-1 Service Requests

1896 3370 3254 3351 3886

What’s Happening Now?

• Merging various performance management elements into a Comprehensive Performance Management System

• Better planning outcome measures• Resources for measurement & evaluation• Tying goals to work plans to budget• Framework for measuring regional

sustainable development – proposed indicators

What is a Performance Management System?

• A business process that links the City's goals and strategies to individual and team performance so as to increase organizational effectiveness.

• Links business planning with the outcomes reported in Results Minneapolis

Performance Management

AnnualBusiness

Plan

AnnualBusiness

Plan

What is Performance Management?

It helps align

individual

contributions

with City Goals

Creates a clear

line of sight

Department goals and performance measures

Individual employee work plans andperformance targets

Cascading Goals/Measures

City Goals

Department Goals and Objectives

Division Goals and Objectives

Individual Contributor Goals

Goals

Objectives

Tactics

Owner(s)

Measure

Timeline

• Define performance measures & standards that align with City goals and the Department Business plan

• Identify sources of performance data• Identify ways to increase employee

capacity and professional development

PlanPerformance

• Create infrastructure and climate where performance is monitored and openly discussed

• Engage in 2-way conversations• Provide tools, time, etc. needed and

remove obstacles to performance• Provide coaching for excellence• Adopt holistic approach – vertical

and horizontal integration – how performance impacts other employees, departments, citizens and product delivery

• Compare performance to standards• Identify performance successes,

gaps and opportunities/deficiencies• Analyze successes and gaps• Adjust standards accordingly, if

needed• Provide training

Monitor Individual and Unit Performance

• Collect feedback from sources• Evaluate and rate performance• Provide positive and/or constructive

feedback• Recognize performance materially

and/or psychologically

RecognizePerformance

Three Step Model

What is Performance Management?

• Happens all year round• Results based – outcomes v. activities• Focus on improvement rather than punishment• Links to employee development• Viewed as fair and positive• Joint process between managers and direct

reports

Why Performance Management?

• Scare resources means we need to work more effectively and focus on high-value work

• A comprehensive performance management system can increase productivity, enhance workplace relationships, improvement employee engagement and establish leadership pipeline

Why Performance Management?

• 2006 and 2009 employee survey indicated employees pleased with supervisors but wanted more feedback, development and recognition

• Conducted research to determine good practices

• Conducted focus groups to determine good fit

Automated Tool

• To lower the labor intensity– Web-based– Configurable– Cascading Goals– Integrated– Easy to use– Secure

Three Pilot Projects Underway

Mandatory Planning Services• Review building and demolition permits, business license

applications for zoning compliance• Process land use applications and staff CPC and BOA under

60 day law• Process heritage preservation applications and staff HPC• Maintain Comprehensive Plan – required updates; policy

reviews for land sales/acquisition, bond sales (including location and design review), (re)development plans, financial assistance

• Administer Zoning Code – issue determinations, mandatory code revisions, reasonable accommodation requests, staff Administrative Law Judge processes

• Administer land subdivision regulations• Complete environmental reviews• Respond to data practices, FOIA and lawsuit data requests• Administer Shoreland/Floodplain/FEMA/Critical Area

regulations• Implement Airport lawsuit consent decree

Enhanced (discretionary)Planning Services

Development Support

• Provide development support for historic assets (grants, technical assistance) – scale back to focus on catalytic or TOD projects

• Provide development consultation (assist developers and property owners with planning due diligence, site plan development, review processes, stakeholder engagement) – scale back to focus on catalytic or TOD projects

• Participate in the build out of the regional transportation system – alignment, station location, place making and public realm improvements, design, public art, station area planning, pre-development work - focus on key decision making processes, scale back on other work

• Staff capital improvement process – local charter may have to be amended) – scale back to focus on development-related infrastructure

• Issue zoning letters – pause or increase response times• Issue heritage preservation letters – pause or increase response times

Enhanced (discretionary)Planning Services

Policy Refinement• Develop new small area or topical plans; update

of existing plans; assisting others (neighborhood groups, other public entities) with plan development – complete existing policy plan work and then pause until the required update of the Comprehensive Plan expected to begin in 2013

• Complete historic/heritage context studies – pause

Enhanced (discretionary)Planning Services

Development Review, Regulatory Refinement

• Enforce the Zoning Code – focus on higher priority complaints, then approved site plan compliance and scale back or pause on special projects or sweeps

• Complete rezoning studies – complete existing studies underway and then scale back – rezoning work can be completed on individual parcel basis by the property owner or developer

• Update the Zoning Code (text amendments) – scale back to focus on those that streamline the development review process or are key to assist development

• Minneapolis Development Review – staff both the zoning and preservation/design counters (may need to scale back coverage); Preliminary Development Review, Business Advisory Committee, process improvement work

• Update design guidelines for historic district – complete Saint Anthony Falls district update and then pause

Enhanced (discretionary)Planning Services

Misc. Implementation Services

• Public Art Program Administration – pause, eliminate• 3-1-1 service requests – service response times may be increased;

the update of scripts and agent training will be scaled back or paused

• Participate in non-lawsuit various airport-related issues – scale back• Complete designation studies – scale back to focus on catalytic,

TOD or key resources at risk of demolition – all those authorized to make nominations (Council, property owner, HPC and Planning Director) will be notified of impact

• Conduct survey of historic resources – the 10-year comprehensive survey of the entire city will be completed in 2011 – staff will pause on the next phase of using that information for designations and other proactive preservation work and focus on preservation applications and demolition permit reviews

2011 Planning Focus

• Transit improvements, transit oriented development and other catalytic development projects

• Regulatory refinements – streamlining the development review process for staff and applicants

• Development consultation - focus on catalytic and TOD projects

• Analyze new census data – prepare new projections – new Regional Development Framework, Policy Plans and System Statements leading to the mandatory update of the City’s Comprehensive Plan

Benefits/Uses• Able to tell the story to multiple audiences• Better able to plan the work – here is what we do

– now how are we going to do it• Needed to advance to monitoring and

recognition of work performance• Identify redundancy, gaps, assess value-

addedness of each service• Cross training• Useful for “ramping up” and “ramping down”

commensurate with resources, priorities and conditions

Web Resources

http://www.ci.minneapolis.mn.us/council/goals/

http://www.ci.minneapolis.mn.us/CPED/comp_plan_2030.asp

http://www.ci.minneapolis.mn.us/sustainability/

http://www.ci.minneapolis.mn.us/results/

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Hope to see in you Minneapolis!!