What is the Alliance for Municipal Performance (AMP)?
A Wo r k i n g G r o u p t o H e l p M u n i c i p a l i t i e s Achieve Breakthrough Performance
Beyond measurement to breakthrough results
Rationale: Cities are Facing a Broad Range of Challenges Economic Stress
Environmental / Infrastructure Pressure
• Credit rating downgrades
• Reliable water sourcing
• Shrinking general fund reserves
• Waste removal challenges
• Growing deficits
• Decaying bridges and tunnels
• Unfunded obligations for retired public workers
Organizational Issues
Social Challenges
• Disconnected departments
• Worsening crime rates
• Fractured relationships with regional partners
• Strained resources for public education
• Big data opportunities.
• Open government
• Jobs outsourcing
• Citizen expectations
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The Balanced Scorecard Has Generated Breakthrough Results at Great Cities 3-Year Performance Improvements
Learning
Process
Customer
Financial
Municipal Governments
+ 50%
Mission Success Measures (3 Years)
Mission Measure
-33% Customer Dissatisfaction
33% Key Process Execution
+20% Employee Satisfaction
-50%
Dubai • Urban Growth Rate…………
+45%
Busan • Local Export Increase………
+50%
Corpus Christi • Quality of Neighborhoods.…..
+21%
San Fernando • % Families Below Poverty....
-71%
Employee Turnover
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Many Municipal Governments Have Used the Balanced Scorecard Approach with Dramatic Results
• Charlotte • Bucheon (US)* (S. Korea)*
*Municipal Governments Have Received the Balanced Scorecard Hall of Fame Award
• Barcelona (Spain)
• Christchurch (New Zealand)*
• Corpus Christi (US)*
• Jeollabuk do • Abu Dhabi • Brisbane (S. Korea)* (UAE)* (Australia)*
• Tamarac (US)*
• Busan (S. Korea)*
• Basel (CH)
• Song-pa Gu • Porto (S. Korea)* Alegre (Brazil)
• Zurich (CH)
• Jeddah (Saudi Arabia)*
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• Dubai (UAE)*
• San Fernando (Philippines)*
• Iloilo (Philippines)*
• Gov’t. of • Tamarac New (Florida)* Brunswick © 2015 AMP
MUNICIPALITIES FACE MANY OF THE SAME CHALLENGES CONFRONTING OTHER ORGANIZATIONS:
§ 90% of organizations fail to execute their strategies § The Balanced Scorecard users have achieved results that are 3X greater than a Fortune 500 company § Balanced Scorecard Hall of Fame organizations achieve 150% growth* in shareholder value (private sector) or 100% growth* in mission measure (public sector) Q: HOW DID THEY DO IT? A: THEY BECAME STRATEGY-FOCUSED ORGANIZATIONS
* 3 year average © 2015 David Norton ! 5
Welcome to The Alliance for Municipal Performance (AMP)
Who Are We? • A new non-profit organization (founded in 2014) to leverage a 25 year base of knowledge and experience (the Kaplan/ Norton strategy execution system) • Founded and managed by world renowned specialists • Committed to improving the quality of performance in management in municipal governments • Ensuring breakthrough results for the citizens
Our Approach 1. Peer-to-peer knowledge sharing, innovation and
learning, supported by experts 2. Global database of best practices and results 3. Group consulting to facilitate the design and
execution of the performance management system 4. Face-to-face and virtual events to bring
professionals together 5. Training to develop and certify the competencies
needed within individual municipal governments 6. Tools and services to enhance the development
of internal measurement and management capabilities 6
© 2015 AMP
Welcome to The Alliance for Municipal Performance (AMP)
Our Approach 1. Peer-to-peer knowledge sharing, innovation and learning. AMP will launch as a one year
program for the North American region, but in following years plans to add new geographically based networks to form a global community. Each of these will add to the AMP Platform. 2. Global database of best practices and results. AMP research will capture best practices and
create a best practice database for all members to access and leverage. 3. Group Consulting to facilitate the design and execution of the performance management
system. Individual custom consulting will be available to member cities. 4. Face-to-face and virtual events to bring professionals together. We will leverage social media
and will host in-person workshops to bring AMP members together. 5. Training to develop and certify the competencies needed within individual municipal
governments. Custom training will be developed for the community of municipalities. 6. Tools and Services to enhance the development of internal measurement and management
capabilities. Software will be leveraged to help municipalities manage and execute strategy. 7
© 2015 AMP
The Global Working Group Model Thought leaders who are writing the
books on strategy management
A Team of Catalysts
– –
Gurus
David Norton Robert Kaplan
Consultants who have designed
Program Underwriters
successful Strategy Management Systems in Public Services – – –
Laura Downing Randy Russell Thought leaders from your region
Underwriting Partners actively
Outstanding City Managers
engaged in adding value for Municipalities
A Critical Mass of Knowledge and Change
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The Next Generation Working Group Topics #1. Strategy & Measures. Strategy formulation, design, and measurement selection is where the journey of strategy execution begins. Municipalities must become expert at developing mission measures to guide their overall strategy #2 #1 Crossexecution efforts. Strategy & Organization Measures Themes #2. Cross-Organization Themes. Strategic themes provide organizing structures to align the organization and assign resources needed to achieve the #6 #3 Mgt. strategic mission. Themes are used to manage strategy across departments Emerging Performance InfrastrucCitizens Communities ture and other domains to ensure cooperation and strong teaming for resource deployment. #4 #5 Aligning Executing #3. Emerging Citizens. The scorecard systemis based, in part, on a OrganizaStrategies tions philosophy of transparency (some call it the democratization of information). In such a system the voice of the citizen is more prominent and with greater transparency comes greater participation from stakeholders. #4. Aligning Organizations. Alignment is used to achieve better use of resources within the organization to achieve the strategic objectives. Strategy cuts across the organization and theme teams are used to orchestrate strategic initiatives. Alignment can also extend outside the normal boundaries to draw in external suppliers as well as to engage with citizens and other stakeholders of interest. #5. Executing Strategies. After the strategy has been in place and performance measures are in use to capture performance feedback the municipality must establish competency to determine how well the strategy is succeeding and what changes should be implemented. Course corrections and the strategy refresh and performed during this stage of strategy execution. #6. Management Infrastructure. To ensure long term strategy success it is necessary to establish the right infrastructure to make strategy execution a sustainable competency. This includes: development of specific core competencies, the use of tools to design, implement, and manage the strategy, and the creation of an organizational competency to sustain the effort. This last component is often referred to as the Office of Strategy Management. The Municipal Performance Network (2015)
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The AMP Group Consulting Model Each City’s experience will be augmented by world-class experts, methodologies and Hall of Fame & High Performing practitioners. A Team of Catalysts
Peer Group Network
Core Methodology
Your City
Kaplan/Norton Strategy
Your Objectives
Management System
Gurus Regional Thought
Leaders Hall of Fame
21st Century Meetings Global
Your City’s Assessment Your City’s Action Plan
Technology Personal
EACH CITY’S BREAKTHROUGH RESULTS
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Shared Issues How to define mission measures
How to engage citizens
How to sustain results
© 2015 AMP
Benefits to Members of the AMP Community #1. New Management Know How. Members will gain new insights into how to most effectively design, implement, and manage strategy in their cities. Leaders in these cities will be able to integrate this knowledge into their development plans over the coming years. A key idea here is to be able to leverage new know how within the context of local needs. #2. Access to Global Best Practices. The AMP program team will identify, capture and codify the leading best practices in strategy management. Members will have continuing access to this database of best practices that they can use to benchmark against and to use as resources for training, education, and implementation guidance. #3. Customized Road Maps for Next 36 Months. During the course of the first 12 month cycle of the program each member city will be coached on how to develop the most effective road map for their own needs. A key idea here is to build the right management practice at the right stage of each city’s natural development cycle. #4. Development of Staff Competencies. Each city is invited to provide access to AMP resources to members of its core team. Attendance at in-person workshops and participation in AMP structured activities will provide high impact development opportunities and help each city grow its own competencies on an as-needed basis. #5. Leadership in Transformation of Regional and Global Capabilities to Better Serve Citizens. Members in AMP will provide a beacon of knowledge and community advancement that many other cities will benefit from in successive cycles. Those who participate early on will gain benefits that will improve city governance and citizens will benefit from these improvements. Those who join early on will lead through their own examples and will be the first to gain benefits of membership.
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Conclusion: The Opportunity to Accelerate Results for Cities Across the Globe
Cities around the world have achieved breakthrough results with the Balanced Scorecard!
Can we learn from their successes? Can we develop a strategy management system that is tailored to
the unique needs of municipal governments? Can we achieve 50% growth in our mission measures?
YES ! The Alliance for Municipal Performance (AMP) Working Group Will Lead the Way 12
© 2015 AMP
Many policy, data, and technology projects are underway. AMP’s Working Group is Different: The Volcker Alliance—Address the challenge of effective execution of public policies and rebuild public trust in government. Catalyze new thinking and action for federal, state, and local government. 100 Resilient Cities—Help cities around the world become more resilient to the physical, social, and economic challenges that are a growing part of the 21st century. ICMA—Create excellence in local governance by developing and fostering professional management to build better communities. Smarter Cities—Build and carry out ways for a city to realize its full potential while maintaining efficient day-to-day operations. Help city leaders think holistically. CityNext—Empower cities, businesses and citizens to reimagine their futures and cultivate healthier, greener, and more prosperous communities. Inspire city leaders and government customers to collaborate and learn. Massachusett’s CityStat—Communities in New England review current data to analyze performance, identify and solve problems, set targets, and learn about best practices. Moneyball for Government—A project of Results for America, encourages governments to increase their use of evidence and data when investing limited taxpayer dollars to improve outcomes. 13
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Thank You
For more information, contact: Randall Russell 781.799.8397
[email protected]
The Alliance for Municipal Performance
