Many municipal public works departments have yet to adopt performance measurement programs. The main reasons are:

1. Perceived lack of value – managers and staff may not see the benefits.
2. Additional effort – starting and maintaining a program requires extra work.

Managers need to recognize from the outset that performance measurement is a continuous improvement process. It will not be perfect initially, but once established, it becomes an integral part of departmental operations.

Overcoming Resistance

The hardest part is often deciding to implement the program. There is a natural tendency to “do things the way we’ve always done them.” Internal resistance can be a significant barrier. Employees may express concerns such as:

• “We already tried that. It didn’t work then, and it won’t work now.”
• “Performance measures are unfair because we don’t control all outcomes.”
• “This program will only be used against us.”
• “It might be a good idea, but it won’t last. The next manager (mayor, administrator, council) won’t continue it.”
• “There’s no way to measure what I do.”

Managers must use effective communication to address these concerns. Employee engagement is critical—performance measurement programs succeed only when staff participate enthusiastically.

Benefits of Performance Measures

Managers can emphasize the following advantages to staff:

• They provide mission and focus for workers.
• They indicate how well the job is being done.
• They supply information for decision-making.
• They serve as a communication tool.
• They help identify areas for productivity improvement.
• They increase program accountability.

Key Elements for Developing a Performance Measurement Program

Once resistance is addressed, the department should incorporate essential elements recommended by the International City/County Management Association (ICMA):

1. Usefulness – Will the information help leaders make better decisions?
2. Clarity – Will those collecting and analyzing the data understand what it represents? Will report readers clearly understand the results?
3. Relevancy – Do the measures apply to the department’s most important activities?
4. Uniqueness – Do the measures provide information not available elsewhere?
5. Timeliness – Are results delivered quickly enough to inform budget, procurement, or operational decisions?
6. Controllability – Does the department have influence over the outcomes being measured?
7. Completeness – Does the measure provide a full picture of the service and its objectives?
8. Comparability – Can the measures be compared over time or against other departments?

By addressing employee concerns and following these principles, public works departments can implement a robust performance measurement program that improves accountability, efficiency, and service quality.