Documents/RRSD/1: Accountability for Results

Commitment 1: Accountability for Results

City government should hold all employees accountable for clear performance goals and continual improvement – and taxpayers should receive an annual “Performance Report Card” on city government.

Other Information:

The Roadmap for Recovery starts with a bold and proven program for improving the management and performance of city departments. To achieve this commitment, our office proposes a “City Management Agenda” – a comprehensive and integrated set of management reform modeled after successful reforms implemented in other government entities – and best management practices from leading companies and organizations. In the last 15 years, performance measurement has become a central tenant of “government for results.” Calls for more transparency and accountability in corporate accounting have been echoed in the government sector as well. Performance measurement, strategic planning, succession planning, process re-engineering, and performance based budgeting are valuable tools in government reform. Governments that embrace these tools are transforming themselves into more effective, efficient, performance driven organizations. To jumpstart innovation and change at City Hall, the City Management Agenda asks basic questions for each city department: What are our goals and how do we measure success? (Performance Planning and Management) What resources will we need to achieve the goals and what is the cost-per-unit of service? (Financial Management and Cost Accounting) How much staffing is absolutely required to provide a city service and how can we recruit, retain, train and reward a high-performance workforce to provide that service? (Human Capital and Succession Planning) How can the service be provided faster, better, and cheaper using new technologies, management techniques or work processes? (Process Redesign and Innovation) What services can be enhanced or provided more efficiently and effectively through vendors, other government agencies, or community organizations? (Contracting and Partnerships) The City Management Agenda fundamentally challenges the current service delivery models utilized within each city department. A willingness to embrace new ways of providing services and conducting business must be injected into the city bureaucracy. To achieve that, we must change the organizational culture inside city departments. The City Management Agenda targets the current institutional tendency to revert to “the ways things have always been done.” More importantly, our city government must be measured on its results.