By Betsy Fretwell, City Manager, Las Vegas, Nevada

The city of Las Vegas has a strong tradition of using performance data to help drive results. We implemented “Performance Plus” in 2007 and have seen many positive results. However, a self-assessment conducted during 2015 revealed opportunities for improvement. The number of performance and operational measures had ballooned to 600, many measures focused on outputs, and only 20% of city staff reported that all of the key performance measures in their Strategic Business Plans reflected top priorities. In addition, our performance management meetings had become focused on critical issues in individual departments with little emphasis on the performance measures.

Clearly, my executive team and I felt that Las Vegas’ performance management system could be more aligned to the city’s strategic priorities and more focused on outcomes. Las Vegas was fortunate to be selected by Bloomberg Philanthropies as a “What Works City” in December 2015. This engagement provided the city with the impetus and technical expertise necessary to revamp its performance management system. Over a five-month period, the city worked with five pilot departments to redefine their goals to focus more on outcomes. Each department was asked to develop only one Key Performance Indicator and several related supporting measures. This was a challenging process that pushed departments to think beyond outputs towards more policy-oriented outcomes.

Drawing on the lessons learned during this pilot phase, we have rebranded our performance management system as “Results Vegas” and are rolling it out to all city departments in three phases. To emphasize the importance of this initiative, we have designated Results Vegas as the citywide thematic goal for the period of May 2016 through December 2016. Key objectives include: (1) completing the citywide strategic plan; (2) redesigning department Strategic Business Plans so they are aligned to the city’s strategic plan and priorities; (3) developing a single key performance indicator and several supporting measures in each department that are aligned to the city’s strategic plan and priorities; (4) integrating the city’s strategic priorities and performance measures into the budgeting process; (5) refocusing performance management meetings on using data to influence decision-making and improve outcomes; and (6) promoting civic engagement by implementing a web portal that allows the public to view the city’s progress on its performance measures.

Results Vegas also aims to break down traditional silos that exist between departments. Under Performance Plus, each department met individually with the executive team to discuss performance. In contrast, Results Vegas meetings will bring various departments together to discuss progress towards four citywide priorities: growing economy, neighborhood livability, community risk reduction, and high performing government. Each month, the Results Vegas meeting will focus on a different priority and all the departments working towards that priority will attend.

Retooling Las Vegas’ performance management system will be a continual process of improvement. We are mindful that one size does not fit all departments and that external factors will cause priorities to shift over time. We aim to build a system that is responsive to change. Each year, departments will have the opportunity to review their measures to ensure they are aligned to the city’s priorities and to analyze whether strategies or policies need to be modified to achieve desired outcomes. By using data to improve outcomes, Results Vegas can help the city achieve its core purpose: Building community to make life better.