GOVERNMENT ACCOUNTING STANDARDS BOARD (GASB)

PHOENIX, AZ

This case describes the development of a performance management system by the Parks, Recreation and Library Department of Phoenix, AZ. Programs and agencies that may find this case study relevant include municipal and county departments responsible for parks, recreation, and libraries, and agencies that serve external customers on a regular basis. Data is distributed to department staff, advisory boards, and city management. The Budget and Research department uses the indicators to assess future operating budget allocations. Department managers use the data to determine service improvement areas. The data reports frequently stimulate discussion between the advisory boards and staff concerning the mission, goals, and possible new services that the department could provide.

Focus groups were created for both entities.  The Parks and Recreation groups included staff and other City departments who purchase services.  Members of the Phoenix Parks and Recreation Board were also included in a focus session to ensure adequate community input into the process.  The library focus group included staff; members of the Phoenix Public Library Advisory Board; and representatives from the Friends of the Library, a support group and fund-raising entity.  Based on the input of the focus groups, the department’s management, in conjunction with the City Auditor, the City Manager, and other administrative staff, selected the key SEA indicators which reflect the department’s overall operation.  The specific indicators are still used and are included in the latest report, which covers the period from the 1988/99 fiscal year to 1994/95 fiscal year.  High ratings in customer service survey reports have shown that the department is doing a good job of providing services, and customer suggestions are reviewed and implemented when possible.  The surveys and measurements of customer satisfaction, prompted by the City Manager’s push for customer service delivery, caused the department to develop a survey tool that is available at all facilities that encourages customers to provide reactions to the services and the programs provided.  Parks and Recreation achieved a 97% level of customers indicating that overall service was good.  The Library received a 92% customer service satisfaction rating in a similar survey.  The surveys have provided positive feedback with few suggestions for change or adjustments.  When the surveys are received and reviewed centrally, suggestions, changes, or negative feedback is immediately reviewed with the appropriate field staff and corrections, where possible changes are made.  From the beginning, the survey satisfaction level was impressive.

Other cities have used Phoenix's performance management methodology for the development of indicators and the collection of data in developing their own systems. Management staff and representatives from the City Auditor's office developed performance indicators based upon quality and customer satisfaction goals of the City Manager and the City Council. The team researched sample indicators from Parks and Recreation departments in other cities, as well as national library and park organizations. Phoenix revised "Service Efforts and Accomplishments" categories of indicators to fit their customer service goals. Phoenix established categories of customer satisfaction, cost, speed, and mission.

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 Local Governments:

Austin, TX; Multnomah County, OR; Portland, OR; Prince William County, VA; Tucson, AZ; Phoenix, AZ; Winston-Salem, NC; Catawba County, NC; Dayton, OH; Coral Springs, FL; Long Beach, CA; Ramsey County, MN 

 State Governments:  

Arizona, Illinois, Iowa, Louisiana, Oregon, Texas

 Background Information:

• GASB Performance Measurement Home
• Background on GASB and Performance Measurement
• Service Efforts and Accomplishments Reports