CC PACKET 10231990 - Laserfiche WebLink

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®An effective The service delivery process focuses on the • Being visible in the community actual delivery of services to citizens. The pri- • Representing the community community is mary players are local government employees • Professional development one in which the and contractors. Most systems do not distin- • Setting the tone for the organization guish between the two but focus rather on the • Creating a "local team spirit" governance, action. Service process employees have the management, following functions: The diagram below illustrates this concept. and service To help gain perspective on what portion of To provide services to citizens that reflect your time is spent in each of the following delivery the city's values roles, fill in the blanks indicated by the per- processes • To provide feedback to managers about the centage signs: are community linked.m • To monitor performance in service delivery The actions taken by individuals providing Doer Supervisor Manager Leader services are the most visible. These service delivery actions are compared by citizens with their actual desires. In the 1980s a shift appear to be occurring Immediate o f Long-Term in the relationship between the three key pro- cesses. Individuals and communities are rec- Hands On — Abstract ognizing the partnership between policy lead- ers, managers, and employees/contractors; Power Over Power Over they are becoming increasingly aware of the Task Others interdependence among the processes of rngov- 0% percentage of Time 100% eance, management, and service delivery. Each local government strikes its own bal- ance in the relationships of these processes. A clear understanding of the manager's Diverse Roles of the Manager role in the local government organization is vitally important. This should include deci- DOER: Doing the Task Yourself sion-making parameters and boundaries, as well as clearly outlined expectations and Stan- • Responding to complaints dards to guide daily performance within the • Handling problems organization. The key to successfully evaluat- • Providing information and analysis ing performance is defining (prior to the eval- • Developing budget uation) what criteria you will use to evaluate • Preparing agenda the individual. SUPERVISOR: Getting the Task Done Learning Point#2: Define the Evaluation Through Others Elements of Task Performance • Hiring, firing, and promoting staff The development of the local government • Monitoring performance and making ad- manager evaluation process requires prepara- justments tory. work by the mayor and the council in • Providing direction conjunction with the manager. The past • Interpreting council goals and directives year's performance can be evaluated from • Counseling staff on problems two perspectives: MANAGER: Developing Processes and Performance Objectives: the Organization What is to be accomplished • Anticipating issues Performance Standards: • Developing processes for handling issues How it is to be accomplished • Developing management policies, proce- dures, and systems Defining specific expectations for each of • Building the management team these two elements of performance should be • Building the capacity of employees through done ideally at the time the manager is hired, training or at the beginning of the evaluation period; however, this is often not the case. At a mini- LEADER: Setting Direction and Creating mum, performance objectives and perfor- "Local Team Spirit" mance standards should be clearly defined before any evaluative statements or com- e Empowering others to act ments are made. 6 PM February 1988