Managing Results, LLC

MFR

Managing for Results (MFR)

Over the past 18 years, MR has implemented MFR (Managing for Results) for many large and small government jurisdictions with “best-managed” accolades and awards. Now, MFR is simply the way these organizations “do business” and every year, more than $37 billion dollars are budgeted for results—impacts that matter to their communities. In today’s environment, MR recognizes that it is very difficult to undertake a large, enterprise-wide change initiative, even one with such obvious benefits in creating better community results and more efficiencies for fewer dollars.

In that context, consider this review of the MFR system as a framework—food for thought, so to speak. You may find one or more aspects of the system below, such as Planning for Results or Strategic Planning, that you’d like to customize to resolve a critical issue or issues that just can’t wait.

In a nutshell, MFR is all about:

  • Accountability: The government is willing and able to tell taxpayers what they are getting for their money in terms of results, and why.
  • Transparency: Taxpayers are able to easily access and understand information showing what the government is and is not accomplishing in terms of results.
  • Credibility: The government does what it says it will do and, over time and repeated performance, builds the public trust.

To give you a little more detail, MFR is an Integrated Management System that is uniquely designed for each jurisdiction as per elected and/or executive team decision-making. The process as a whole, each component chosen by the executive team, and any one of the available tools and processes are customizable and scalable to large and small organizations, departments, offices, and teams.

  • Planning for Results– Develops strategic business plans focused on long-term and operational results for customers, while providing the framework for the accounting system redesign, performance-based budgeting, data management and reporting, performance-based contracting, and aligning employee performance.
  • Employee/Contractor Performance Management– Links the organization’s goals and performance measures to employee performance plans so that efforts are aligned to the right results; Promotes procurement contracts that are awarded, managed and renewed on the basis of service delivery and the achievement of results that align with the goals and measures of the organization.
  • Budgeting for Results– Links the allocation of resources to organizational strategic goals and operational performance information in order to tell taxpayers what they are getting, and not getting, for their money.
  • Performance Data Collection– Provides the means by which decision-makers and implementers can accurately capture, review and make decisions based upon performance information.
  • Reporting Results– Provides the community, policy-makers, corporate decision-makers, and staff clear and concise performance reports so they know which results are being achieved and why.
  • Evaluating Results– Helps maintain overall system integrity and facilitates the identification of programs and services that would benefit from process improvement.
  • Decision-Making for Results– Uses performance information as the foundation for making policy, operating and financial decisions.