A High Performance Government.

• Author: Kraft, Bonnie
• Position: Gresham, Oregon

High performance governments. Benchmarking. Performance measures[ldots] Everyone has heard the terms. We've heard them so many times that they have nearly lost their meaning, becoming mere buzzwords instead of actual indicators of performance. But they are not just buzzwords. Managed properly, they can be very real measurements of how well governments provide services, how well they connect with their citizens, and how well they manage ever-scarcer resources. They can help governments with strategic planning efforts, and they can tell them how they match up with other governments.

The Gresham Four-part Model

The City of Gresham, Oregon, uses a four-part model to ensure effective and efficient service delivery to its citizens. The model includes the following:

* establishment of city council goals;

* development of a five-year business plan;

* development of benchmarks and performance measures; and

* linking individual employee performance to the business plan and benchmarks.

Council Goals

The city council goals answer the strategic question, "Where are we going?" Each year, Gresham's seven-member council reviews and revises their goals, refining them to reflect changes in the direction of a new council or adherence to the current priorities. The goals provide a very general overview of city operations. They are the policymakers' view of what is important to the community and its citizens. Gresham's nine goals touch nearly every aspect of city business, from public safety to financial stability.

A Five-year Business Plan

Gresham's five-year business plan, or management plan, answers the next question.-- "How can we get there?" Staff take the council's goals and translate them into an action plan that spans five years. On an annual basis, another year is added so that the horizon is always five years out. The business plan covers every aspect of. what the city does, including services provided to the citizens and the community, as well as the internal services provided to other city departments. Commitments are made to specific projects, and targets and objectives are established for both work quantity and work quality.

The annual budget is tied directly to the business plan. If budget packages are not approved that correspond with an activity or project in the business plan, those activities or projects are moved into the out years of the plan or eliminated altogether. This allows the council to see the immediate impact of budget decisions...