Framework for Continuous Improvement

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Framework for Continuous Improvement

• Art Dunn
• Senior Policy Advisor to the Commissioner
• Minnesota Pollution Control Agency
• Frank Kohlasch
• Performance Management Analyst
• Minnesota Pollution Control Agency
• February 23, 2006

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Framework for Continuous Improvement

• Environmental Results Management System (ERMS)
• Focus on achieving environmental results
• Connects strategic-level to division-level and
  individual-level
• Links results management with priority-setting
  and budget planning

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Framework for Continuous Improvement

• ERMS provides the framework and tools to
• Plan work (based on results)
• Set priorities (environmental and mgmt.)
• Allocate resources
• Evaluate and report on progress
• Adapt
• at multiple levels of the organization.

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Framework for Continuous Improvement

• Plan Do Check Adapt cycle

Plan

• Agencys Strategic Plan
• Priority Listing
• Biennial Budget Proposal
• Performance Partnership Agreement
• Division/Program Workplans
• Lifecycle Evaluations
• Individual Workplans

Do
Adapt
Check
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Framework for Continuous Improvement

• MPCA Strategic Plan System
• Mission
• Guiding Principles
• Vision Statements
• Goals Objectives

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Framework for Continuous Improvement

• MPCA Mission
• Working with Minnesotans to protect, conserve and
  improve our environment and enhance our quality
  of life

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Framework for Continuous Improvement

• MPCA Guiding Principles
• Focus on priorities and manage for results
• Actively partner to leverage knowledge, ideas and
  resources
• Rely on data for decision-making
• Integrate economic, social and environmental
  sciences when developing environmental policy
• Strive for excellence and innovation in service
  delivery

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Framework for Continuous Improvement

• MPCA Vision Statements
• Minnesotans Take Responsibility to Protect Our
  Environment
• Clean and Clear Air
• Land Supports Desired Uses
• Clean and Sustainable Surface and Ground Water
  Systems
• Excellence in Operations

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Framework for Continuous Improvement

• Strategic Plan Goal Tree

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Framework for Continuous Improvement

• MPCA Work Plan System
• Strategic Plan Goals Objectives
• Program Descriptions
• Functional Descriptions
• Resource Allocations
• Divisional Responsibilities
• Annual Activity Commitments

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Framework for Continuous Improvement

• Strategic Plan linked to Division Workplan

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Framework for Continuous Improvement

• Lifecycle Evaluation

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Framework for Continuous Improvement

• Plan Do Check Adapt cycle

Plan
Do
Adapt
Check
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Framework for Continuous Improvement

• Plan Do Check Adapt cycle

Plan

• Quarterly Performance Report
• Quarterly Management Review
• Joint Assessment with EPA
• Monthly Division Reports
• Time Tracking Reporting
• Individual Performance Reviews

Do
Adapt
Check
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Framework for Continuous Improvement
Developing Check Tools

• Who is the audience?
• What is the audience looking for?
• Why does the audience want the report?
• How will the report be used?
• When and how often is reporting desired?
• Where will the report be available?

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Framework for Continuous Improvement
Quarterly Performance Report example
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Framework for Continuous Improvement

• Quarterly Management Review example

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Framework for Continuous Improvement

• Dashboards for Quarterly Management Review

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Framework for Continuous Improvement

• Time Tracking report example

Supervisor
Employee 1
Employee 2
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Framework for Continuous Improvement

• Plan Do Check Adapt cycle

Plan

• Quarterly Management Review meeting
• Process Improvement Tools
• Yearly Meeting with EPA
• Monthly Division Measures Discussion
• Lifecycle Evaluations
• Yearly Individual Reviews

Do
Adapt
Check
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Framework for Continuous Improvement

• Adapting requires attention to process
• Evaluate for progress towards Goals and
  Objectives
• Focus on areas where progress is lagging
• Use Process Improvement Tools when necessary
• Communicate changes to Strategic Plan and Work
  Plan

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Framework for Continuous Improvement

• Lessons Learned
• Not rocket science, but takes hard work and
  persistence
• Performance reports are only tools
• Focus on the audience and how we expect them to
  use the planning and reporting tools
• Building the strategic to task linkage allows for
  improved transparency and justification of work
• Dont expect clear cause and effect between
  individual activities and strategic plan results
  hope for a relationship
• Continuously improve the tools and processes

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Framework for Continuous Improvement

• For more information
• Paul Schmiechen
• Supervisor, Performance Management and Quality
  Unit
• [phone]
• Paul.Schmiechen_at_pca.state.mn.us
• Frank Kohlasch
• Analyst, Performance Management and Quality Unit
• [phone]
• Frank.Kohlasch_at_pca.state.mn.us
• www.pca.state.mn.us