Title
a. Consider approval of the Managing for Results (MFR) Fiscal Year (FY) 2014-2015 Annual Report; and
b. Provide direction to staff as appropriate.
Report
RECOMMENDATION:
It is recommended that the Board of Supervisors:
a. Approve the Managing for Results (MFR) Fiscal Year (FY) 2014-2015 Annual Report; and
b. Provide direction to staff as appropriate.
SUMMARY:
Managing for Results (MFR), the Countywide performance measurement program, is designed to provide leadership on the County's efforts to measure and improve performance and service delivery. The program has made continuous improvement during the last four years. The program publishes two reports: Mid-Year and Annual. Attachment A is the Annual Report that shares measures from 23 participating departments.
DISCUSSION:
The MFR FY 2014-2015 Annual Report shares a vast number of performance measures from 23 participating departments. Output/Workload Measures tell completed work effort or activity. Output/Workload Measures are important because they share what we have done. It also helps departments understand and study past workload and to analyze work in progress. Efficiency Measures explain the ratio of input over output. Typically, Efficiency Measures relate to resources or dollars. Effectiveness Measures tell how well a program or service is accomplishing its objectives. It speaks to quality, impact and outcome.
The MFR Program use the performance measurement cycle of Plan, Do, Check, Act. A diagram of the cycle can be seen in Attachment B.
The International City/County Management Association (ICMA) identifies five key management tools which are considered the norm in local governments: strategic planning, performance measurement, performance budgeting, benchmarking and program evaluation. ICMA defines performance measurement as: "monitors the performance of service delivery and helps program managers understand why specific services are provided and how they s...
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