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Morgan Hill, California
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Zucker Systems
Figure 4
Relationship Between Demand and Resources
In establishing performance standards, it is important to specify the degree to which
the City is expected to attain the desired level of performance. Frequently we see
jurisdiction initially establish a goal of achieving their performance standard on
average (50% of the time). You will note in the table above that we are
recommending performance measure targets be established based on the ability to
achieve these results 90% of the time.
29.
Recommendation:
The Performance standards to be developed should be
established to measure compliance based on achieving the result at least
90% of the time.
For all of the benefits we see in establishing performance standards, an inherent
shortcoming is the potential for performance standards to be entirely focused on
achieving quantitative goals. To be effective, a performance standard must include
both quantitative and qualitative components. A common scenario we observe is that
increases in service demands are initially met with the abandonment of qualitative
measures. These steps typically take the following form:
Elimination of both in-house and external staff training;
Elimination of staff meetings;
Elimination of quality control auditing programs;
Assignment of supervisors and managers to perform staff work;
Elimination or reduction in records management efforts;
Information on public handouts and website becomes outdated; and
Most phone calls go to voice mail and are not retrieved in a timely manner.
This is not an all-encompassing list, but rather examples of how the qualitative
component of a performance standard can be eroded unless specific steps are taken to
ensure that such components don’t become sacrificed in the process of achieving “the
numbers”.
Fluctuating
Demand for
Services
Performance
Standard
(Constant)
Fluctuating
Availability of
Resources