Performance Management Getting Started
  • Introduction
  • Establish the Fundamentals
    • Performance Management 101
    • Identify Priorities
    • Set Goals
    • Measure Progress
    • Build Strong Measures
    • Measure the Measurers
  • Gather a Team and Data
    • Align Data to Goals
  • Conduct Relevant Analysis
    • Performance Analytics 101
  • Convene with Purpose
    • Is Stat Right for You?
    • 30 Reasons to Implement a Stat Program in Your City
    • Gotcha vs. No Surprises
    • Prepare for the First Stat Meeting
    • Determine Meeting Structure
    • Preparing for Launch
    • Host a Stat Meeting
    • Stat Seating Chart (Example)
  • Take Action
  • Causes of Inaction
  • People
  • Leadership & Management
  • Resources
  • Laws & Policy
  • Process
  • Insights
  • Conclusion
  • Glossary
  • Appendix A: Communicating Progress
  • Appendix B: Sample Stat Memo
  • Appendix C: Sample Follow-Up Memo
  • Appendix D: Sample Stat Analyst Job Description
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  1. Establish the Fundamentals

Identify Priorities

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Last updated 2 years ago

Identify Citywide Priorities

While the city uncovers its data assets, the principal should begin to think about the city’s priorities, which are desired outcomes for the entire city. These priorities may be informed by a formal citywide comprehensive plan or strategic framework, business plan, sustainability plan, campaign priorities, items mentioned in a state of the city address, or by stated strategic goals. The city should consider all potential forums in which strategic priorities may have been stated, and all potential subject matter areas. These areas are generally consistent across governments, and may fall into the following categories.

  • Public safety

  • Public health

  • Education

  • Sustainability and the environment

  • Jobs and the economy

  • Government operations and management

Evidence of Citywide Priorities

Bridgeport, CT: The City of Bridgeport created a (“Master Plan”) to determine its course for revitalization. The Master Plan acknowledged that “the time is right for a renaissance in Bridgeport,” and the city is poised to become a regional destination. Bridgeport is also part of a , which provides context for local and regional decision making. Bridgeport has created a Neighborhood Revitalization Zone Strategic Plan of Action as well as a . Although Bridgeport has not created a comprehensive strategic plan, it is safe to say that revitalization and planning are priorities for the City.

Seattle, WA: In 2012, Seattle’s energy utility, Seattle City Light, completed a to develop a roadmap to meet customers needs and enhance community engagement and environmental leadership. Since 1994, Seattle has used its comprehensive plan to guide city growth, and a to guide the work of Seattle’s Department of Transportation. These documents are a great starting point for developing goals related to growth and sustainability.

Syracuse, NY: An update to its Comprehensive Plan 2025, the City of Syracuse’s is made up of several components: Land Use and Development Plan, Sustainability Plan, Historic Preservation Plan, Syracuse Bicycle Plan, Public Art Plan, Pedestrian Infrastructure Plan, and Parks and Open Space. The plan also takes into account the city’s TNT (Tomorrow’s Neighborhood Today) Plans, Capital Improvement Program, Neighborhood and Business Development, and Transportation. With its Comprehensive Plan, Syracuse has clearly established its priorities and provided guidance for implementation by City departments.

Master Plan of Conservation & Development
Regional Comprehensive Plan
Parks Master Plan
strategic planning process
Transportation Strategic Plan
Comprehensive Plan 2040