In government, it is imperative to measure our performance.  We all agree on that.  However, if nothing else, it is a defensive and protection mechanism during the budget process.  Usually it is not much more.  I think performance measurement should be a real asset, not just a work task. So, why does it seem to be a worthless exercise in futility?  Let’s examine.

Performance measurement is usually a hodge-podge of measures derived from other “best practice” communities or some ideas from a national, professional organization.  Or, it is some overly simple program for a “dashboard” view of the organization.  But, do we really measure what is important from the customer’s perspective and what we need to?  Or do we just meet the next “flavor of the month” or what those benchmark cities or counties have done.  Do we even relate real customer perceptions into the measurement program?  My guess is….probably not.  Well, I say bunk.

My philosophy is that a true performance measurement “program” should have two very clear, comprehensive objectives:

1. Measure customer satisfaction with the development processing system: How do they feel about various aspects of service delivery for information, project processing, etc.?
2. Measure real timelines of all components of a customer’s project timeline and then more about workload and efficiencies.  Customers really care about time.

Without both these elements a part of a performance measurement program, how do you know you are meeting customer needs?  One part tells you the customer’s perception…the other part the actual, numerical data about how the process is working.  So, if the customer generally perceive that services are good and staff is meeting all their goals….life is good.  However, if staff is meeting all their goals and customers perceive that services are a problem…what then?  Perception vs. calculated times or efficiencies has to be the result we compare.  Otherwise, we measure the calculated time and we meet it and it is a false comfort level of existence.  If customers perceive problems, are we really successful?  I say no.  A comprehensive measurement program is an opportunity to gauge perception with reality.  Will we fail at this test or are we up for the challenge, the real test?

Horizon Centre has been successful at working to create development performance measurement programs for clients with surveys to gauge satisfaction and a compliment of measures to determine timeliness and efficiencies of processing all stages of projects.  Every community is different, but most communities face the same type of measurement challenges.  Above all…think through measurement as a means to determine whether your process works, not just an exercise for finance.  It can be useful, but you have to go back to basics…what does the customer feel are the success factors.  Measure that!  If you meet that challenge, then measurement will truly be worthwhile and not just an exercise.

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