The City of Albuquerque's Performance Plan Is an Integral Part
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Martin J. Chávez MAYOR Ed Adams, P.E. CHIEF ADMINISTRATIVE OFFICER Anna Lamberson, Ph.D. Pete Dinelli Irene Garcia ACTING CHIEF CHIEF PUBLIC SAFETY OFFICER CHIEF OPERATIONS OFFICER FINANCIAL OFFICER CITY OF ALBUQUERQUE CITY COUNCILORS Councilor’s listed from left to right top to bottom: Isaac Benton – District 3, Michael J. Cadigan – District 5, Rey Garduño – District 6 Sally Mayer – District 7, Trudy Jones – District 8, Ken Sanchez – District 1 Don Harris – District 9, Brad Winter – District 4 – President, Debbie O’Malley – District 2 City of Albuquerque Proposed Budget FY/09 Approved Performance Plan A Guide to City Services, Performance, Results, and Accountability Introduction Performance Plan Purpose 5 Plan Highlights 6 Performance Plan Elements 7 Community Sustainability Framework 8 The Budget as a Strategic Management Plan 10 Vision, Goal Areas, Goal Statements, and Desired Community Conditions (DCC) 11 City Investment by Goal Area 13 Understanding the Performance Plan Template 16 Goal 1 Index Human and Family Development p 19 DCC 1: Residents are literate and educated. DCC 2: Youth achieve desired educational outcomes. DCC 4: Residents are active and healthy. DCC 5: Residents have access to physical and mental health care. DCC 6: Families are secure and stable. DCC 7: Safe, decent, affordable housing is available. DCC 8: Senior citizens live and function in optimal environments. DCC 9: Residents are safe from public health risks. Goal 2 Index Public Safety p 109 DCCs 11 and 12: Residents are safe; residents feel safe. DCC 14: Residents, businesses, and public safety agencies work together for a safe environment. DCC 15: Domestic animals are responsibly cared for and provided safe and healthy home environments. DCC 16: The Community is prepared to respond to natural and manmade disasters… Goal 3 Index Public Infrastructure p 189 DCC 19: Storm water system protects the lives and property of residents. DCC 21: residents have safe and affordable integrated transportation options… DCC 22: The street system is well designed and maintained. Goal 4 Index Sustainable Community Development p 235 DCC 25: Parks … are available and accessible …. DCC 26: Albuquerque’s built environments are safe, habitable, …. DCC 29: Safe and accessible mixed use areas … exist throughout Albuquerque. Goal 5 Index Environmental Protection and Enhancement p 273 DCC 30: Air, land, and water systems are protected…. DCC 32: Solid wastes are produced no faster than (they can be processed). DCC 33: Open space … are preserved and protected. DCC 34: Residents participate in caring for the environment and conserving…. DCC 35: Residents are well informed about and appreciate ecological diversity. Goal 6 Index Economic Vitality p 317 DCC 37: The economy is diverse and broad-based. DCC 38: The economy is vital … and consistent with local resources. Goal 7 Index Community and Cultural Engagement p 333 DCC 41: Residents actively participate in civic and public affairs. DCC 42: Residents participate in community organizations, activities, and events. DCC 44: Residents appreciate, foster, and respect Albuquerque’s arts and cultures. Goal 8 Index Governmental Excellence and Effectiveness p 355 DCC 46: Leaders work together for the good of the community. DCC 49: Government protects the civil and constitutional rights of citizens. DCC 50: Customers conveniently access City services and officials. DCC 52: Financial assets are maximized, protected and analyzed…. DCC 53: City assets are protected …. DCC 54: Products, services, and materials are obtained efficiently, fairly …. DCC 55: City services, operations, and finances are measured and audited …. DCC 56: Competent, well trained, motivated employees contribute to achievement of goals….. DCC 57: The work environment for employees is healthy, safe, productive…. DCC 58: City staff is empowered with information and …. DCC 60: City real property is effectively obtained and managed in the public's interest…. DCC 61: City fixed assets … meet city goals and objectives. Program Strategies by DEPARTMENT Index p 441 City of Albuquerque FY/09 Approved Performance Plan A Guide to Services, Performance, Results, and Accountability “Management exists for the sake of the institution’s results. It has to start with the intended results and organize the resources of the institution to attain these results.” Peter Drucker Management Challenges of the 21st Century PERFORMANCE PLAN PURPOSES The City of Albuquerque’s Performance The City’s budgeting process involves Plan is part of the City’s budget and citizens, elected leaders, managers, and performance management system. employees in a collaborative effort to: Budgeting that is linked to governmental 1. Identify and improve important performance represents an enhancement to community or customer conditions; traditional budgeting and its focus on 2. Provide effective public services resources. In the past, budgeting’s main that respond to changing conditions; emphasis has been on how much money was 3. Strengthen community spent, by whom, on what. The Albuquerque sustainability. budget manifests a shift to the measurement of results and outcomes as well as service A four-tiered measurement hierarchy effectiveness and efficiency. Improved supports this process. governmental effectiveness depends upon developing an understanding of the impacts 1. Goal progress indicators (GPI’s) of services have on customer and community desired community conditions illustrate if conditions. This is why performance we are making progress toward community measurement is critical. sustainability by achieving broad goals, mandated in the City Charter. These goals The purposes of the city of Albuquerque are defined through a public participation Performance Plan are to: process, led by citizens (Indicators Progress Commission), and adopted by the Mayor 1. Enhance the budget as a tool that aids and Council (see The Albuquerque Progress departments in focusing on and managing Report 2008, which is in publication and for intended results – the outcomes defined will soon be available at by the City’s Five Year Goals and Desired www.cabq.gov/progress). GPI’s have been Community Conditions (DCCs). augmented in the Performance Plan with other indicators of Desired Community 2. Describe the means (strategies) by which Conditions. these desired outcomes, identified through an extensive citizen involvement process, 2. The City’s performance management are achieved, impacted, or influenced. system connects City services, activities, and functions to those desired conditions 3. Augment financial data provided to and then measures the impact City strategies policy makers with performance information and services have on the desired conditions. on City services, including data on program purposes, key work performed, planned 3. Then performance measures at the initiatives and objectives, and performance programmatic and service levels are measures. developed to measure what the City does (how much and how well) to influence the 4. Help employees understand how they desired conditions, as measured above. contribute to organizational goals and important desired community conditions. 4. Finally, performance of individual managers is linked to organizational 5. Help other stakeholders, including performance through the City’s Employee citizens, understand how City services add Work Plan and Performance Evaluation value to our community. (PEG) process 5 PLAN HIGHLIGHTS reports on the community’s progress toward Major changes were made in FY/07 to the achieving its goals - ongoing performance City’s Performance Plan, including a new feedback essential to both city government format. The template is explained in the and the community. This active citizen section on pages 16 and 17, called involvement enhances the quality of civic Understanding the Albuquerque involvement. The City’s performance-based Performance Plan. budgeting system focuses on results, responsiveness, and accountability — TARGET SETTING elements essential to fostering service Another significant enhancement is the improvement and efficiency. setting of a major target of achievement, called the AIM Point (Accelerating ADDING VALUE IMprovement), for each Program Strategy. City managers have compelling accounts to The AIM Point focuses on a key element of present about the impacts they have on work performed or service delivered in each improved community conditions. This Program Strategy. AIM Points focus on process gives them that opportunity. It important outputs which have clear allows managers to work with other connections to the purposes and desired departments and divisions to optimize the results of the Strategy. desired impact on community conditions. It encourages managers to ask themselves the HOW THE PERFORMANCE PLAN IS right questions: ORGANIZED What do you do? The main organizational element of the Why do you do it? Performance Plan remains the Five Year What impacts do your services have Goals. The other volume of the City’s on community/customer conditions? budget organizes the resources and Is this mix of services the most expenditures by Fund and by Department effective mix to impact the desired (organizations that implement the Plan). condition? How much can we afford to invest to The outcome orientation of the Performance achieve these impacts? Plan is achieved by connecting program strategies (and related service activities) to We may not be able to answer these Desired Community Conditions (DCCs) questions to the extent we will