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    Performance Reporting

    These are the methods that we use to monitor the performance of county departments and also a look at how your community dollars have been spent.

    Quarterly Performance Reports
    The Miami-Dade County Quarterly Performance Reporting system is an essential part of creating a results-oriented government because it provides an easy way to assess how well we are addressing our priorities. Our system is designed so departments can utilize one tool to track and report the status of key tasks and goals identified in several county plans and initiatives including strategic plan, department business plans, budget priorities, customer service initiatives, workforce development plans, audit responses, and other sources.

    Progress Report to the Community
    Every year, Miami-Dade County issues the Progress Report to the Community to show how we are doing on the things that matter most to the community. The most recent Progress Report  as well as versions from previous years can be found here.

    Performance Management System
    The MPPA division has implemented a software system to help departments align their activities to the strategic plan, and make performance information timelier and more readily available. This tool assists in managing and reviewing both leading and lagging metrics to drive strategically aligned performance. This system is the primary tool for county staff to develop their business plans and set targets for their priority measures, objectives and initiatives. The system displays and organizes information through interactive screens which permits users to “drill-down” from long-term strategic issues to tactical measures.

    Departments are required to conduct monthly business review meetings with ActiveStrategy Enterprise (ASE) to discuss their performance measures and to identify solutions to under-performing measures.  The County Manager and his Assistant County Managers (ACMs) also meet monthly with departments to make sure we remain on track.

    Business review meetings for our strategic areas are calendared for 2009 as follows: 

    January 27 Enabling Strategies
    January 20 Transportation
    January 28 Recreation & Culture
       
    February 6 Economic Development
    February 20 Public Safety
    February 18 Health & Human Services
    February 24 Neighborhood Services
       
    March 11 Enabling Strategies
    March 13 Transportation
    March 31 Economic Development
       
    April 2 Recreation & Culture
    April 8 Public Safety
    April 8 Health & Human Services
    April 29 Recreation & Culture
       
    May 6 Enabling Strategies
    May 6 Transportation
    May 27 Economic Development
    May 27 Recreation & Culture
       
    June 17 Public Safety
    June 17 Health & Human Services
    June 24 Neighborhood Services
       
    July 1 Enabling Strategies
    July 1 Transportation
    July 22 Economic Development
    July 22 Recreation & Culture
    July 29 Public Safety
    July 29 Health and Human Services
       
    August 5 Neighborhood Services
       
    September 16 Enabling Strategies
    September 16 Transportation
    September 30 Economic Development
    September 30 Recreation & Culture
       
    October 1 Public Safety
    October 1 Health and Human Services
    October 21 Neighborhood Services
       
    November 4 Enabling Strategies
    November 4 Transportation
    November 18 Economic Development
    November 19 Recreation & Culture
     
    December 2 Public Safety
    December 2 Health and Human Services
    December 4 Neighborhood Services

    Licensed users (County Network Only) can access the Performance Management System.

    Management Appraisal Process
    The development of the Management Performance Appraisal Process  was a multi-year effort reviewing performance appraisal models nationwide. The best common elements from the models studied were selected and adapted as were the best suited for Miami-Dade County’s Structure. Additional refinements were then made. The form was reviewed by Assistant County Managers, the Employee Relations Department, and senior management staff countywide who acted as subject matter experts to “validate” the instrument.

     

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