"I've got a job to do; I don't have time to think."
Well, how much time and resources does your locality spend
- Tracking dollars?
- Developing and preparing budgets?
- Monitoring month-to-month financials?
- Preparing annual financial reports?
- Performing audits?
…compared to tracking how well those dollars are spent?
Although we all know that we must focus on our budgets, do you find your community all-too-often doing this almost to the exclusion of serious examination of outcomes & results?
Performance measurement is most often viewed in the context of budgeting or in the terms of accountability/transparency—and those are two important roles in and of themselves.
This web workshop will focus on yet another role for performance measurement and, arguably, an even more important role—the potential for performance measurement to foster positive change in organizational culture and, by so doing, organizational outcomes.
Evidence-based discussion among elected officials, management and employees helps focus attention on results that really matter to residents and local businesses.
Performance measurement is a key component to organizational leadership and management. This interactive web workshop will draw upon the work of
- the ICMA Center for Performance Measurement,
- Jim Collins (Good to Great),
- Pfeffer & Sutton (Harvard Business Review, “Evidence-Based Management”),
- The Commonwealth Center for High Performance Organizations at the University of Virginia,
- and more!
This web workshop includes exercise linking annual council goals and/or the objectives of a locality’s strategic plan to key outcome measures.
Who Should Attend?
- City/county managers and assistants
- Department directors
- Leaders of work groups/teams
- Anyone with supervisory responsibilities
What You Will Learn
1. The fundamental difference between the “gotcha” school of performance measurement and the “continuous learning” one—and its wide-ranging implications for management and leadership;
2. The key set of questions to ask your management team (and yourself) to add “piercing clarity” to what elected officials have indicated your community needs to accomplish as well as determine if real progress is being made.
3. Also identified will be key questions that can drive positive actions.
All of this will be pulled together during the web workshop when you—working with a small group of department heads or other employees—employ these techniques to add clarity to difficult-to-define provisions of your strategic plan or annual council goals.
Join us for this 3-hour, high-intensity training and find out how to improve the effectiveness of your organization, using performance measurement to enhance your organization's ability to deliver on its mission. As a local government leader, you have the challenge of fostering an ethical workplace that can effectively deal with and recognize ethical dilemmas as they arise.
Addresses Practice Groups: 1: Staff Effectiveness; 5: Quality Assurance; 6: Initiative, Risk Taking, Vision, Creativity, and Innovation; 13: Strategic Planning
Register Now!
Meet Your Web Workshop Leader
Michael Lawson is director of ICMA's Center for Performance Measurement, a program that helps local governments use performance measurement to improve the effectiveness and efficiency of public services—and accomplishes this through the prism of organizational management, leadership and outcome-based governance.
With more than 28 years of professional experience, Mike has been with ICMA since 1997. Previously, he has served as director of government finance for the Connecticut Conference of Municipalities (1988-97) and as a research fellow/public finance analyst for the U.S. Advisory Commission on Intergovernmental Relations (1981-88). He holds an MPA from Indiana University and is a Phi Beta Kappa graduate of Purdue University.
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