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Getting%20Better%20Results%20from%20Government%20Washington%20State

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Title: Getting%20Better%20Results%20from%20Government%20Washington%20State


1
Getting Better Results from Government Washingto
n States GMAP
  • Pacific Northwest Digital Government Summit
  • Performance Measurement in Washington
  • June 20, 2006
  • Presented by
  • Robin Campbell, Governors GMAP Analyst, Office
    of the Governor
  • Matthew Krieger, Organizational Performance
    Manager, Dept of Information Services
  • Vince Schueler, Technology Manager, GMAP, Office
    of the Governor

2
Today well talk about
  • Washingtons Management Framework
  • What GMAP Is and How It Works
  • Examples and Video
  • Technology and GMAP

3
Management Framework
4
(No Transcript)
5
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6
Why are we doing this? The performance imperative
  • Improve service delivery
  • We must be able to confirm that change is
    happening
  • Business as usual is not enough
  • We must learn to adapt to a changing environment
  • Improve budget and operational decisions
  • Measure lest you be measured
  • Tell our story
  • Clear communication not spin promotes
    accountability

7
What is GMAP? Government Management Accountabili
ty and Performance
8
GMAP is . . .
  • A management tool that promotes the sharing of
    current information to achieve better results
  • Managers report in person
  • Reports are data-driven
  • Dialogue is honest, and questions are direct and
    challenging
  • Leaders and managers hold each other accountable
    by following up

9
GMAP Principles
  • Personal presence of high level leadership
  • Accurate, timely data
  • Effective strategies and tactics
  • Real-time problem solving
  • Relentless follow-up
  • Did we do what we said we would do?
  • Did it work?

Adapted from the COMPSTAT principles developed
by Jack Maple
10
Two Levels of GMAP
  1. Agency directors and senior executives review
    performance within their agencies
  2. The governor pays particular attention to results
    that are aligned with her key priorities, and to
    initiatives that involve multiple agencies

11
Governors GMAP Room Layout
?
General Seating
Agency Management Team Seating (to support
presenting directors)
Communications
Director C
Director A
Director B
?
Risk Mgmt
Personnel
Agency Staff
Projection Screen 1
Projection Screen 2
Information Svcs
Lead Analyst Recorder
Policy
Legislative Relations
GMAP
Deputy Chief of Staff
Finance
Chief of Staff
Governor
12
Role of the Leadership Team
  • To clarify expectations
  • To learn Why are we getting these results?
  • To identify and remove barriers to achieving
    results
  • To make decisions, take action, and relentlessly
    follow up to see if its working
  • Recognize accomplishments

13
Five key questions managers need to ask
  • Are we where we thought we would be?
  • Why or why not?
  • Do we need to change our strategies, improve our
    processes, or recalibrate our targets?
  • What actions need to be taken?
  • What is the story to be told?

14
Where do we get our measures?
  • Use of the Logic Model

15
Logic Model Example Department of
Corrections Goal Preventing Recidivism
Ultimate Outcome
Communities are safer. of inmates who commit
crimes after release
so that
Inmates choose gainful employment over crime
of inmates finding a job after release
Ultimate Policy Intent
so that
Inmates will have a marketable skill when they
leave prison of inmates certified in the skill
Intermediate Outcome
so that
Activity We train inmates in work skills of
classes taught
Degree of Influence/Control
Immediate Outcome
Output
16
Why it makes sense to focus on performance
  1. Sets a tone of accountability
  2. Highlights excellence by staff
  3. Creates knowledgeable leaders
  4. Builds team through collaboration
  5. Solves problems immediately
  6. Facilitates honest dialogue
  7. Creates positive risk takers
  8. Exposes barriers to progress
  9. Drives performance excellence

Excerpted from a 12/1/03 presentation by former
Washington State Patrol Chief Ronal Serpas, PhD
17
The GMAP process ensures persistent follow-up
  • Every governors forum includes
  • Responses to unanswered questions from previous
    sessions
  • Action plans for improvement when problems are
    identified
  • Current information on personnel and budget
    performance, updated quarterly
  • After every forum
  • GMAP analysts send follow-up memos to identify
    unresolved issues and begin to plan the next
    session

18
GMAP Examples
  • A look at what works, and why

19
How is the Childrens Administration managing its
budget to achieve outcomes and accountability?
  • Analysis
  • Childrens Administration management will control
    budget units
  • Budget units with a variance contain contractual
    or fixed costs
  • Adoption support per capita costs assumed in the
    appropriation are 52/month per child lower than
    the actual cost per child in FY 2005
  • The assumed per capita cost for foster care is
    28/month lower than the FY 2005 cost
  • Lease costs exceed appropriated amount by 2.1
    million
  • Action Steps
  • Implement comprehensive financial management
    system
  • Rebalance regional staffing levels and adjust
    budgets
  • Increase direct services staff
  • Strengthen the service array through contracts
    review
  • Refine foster care and adoption support forecast
    model
  • Engage Boeings Lean Team
  • Acquire state and federal resources

FY06 Budget Appropriation ,Year-to-Date
Expenditures

SOURCE DSHS Budget Office Childrens
Administration Fiscal Office
20
Fiscal and Staffing Concerns Child Protective
Services caseloads by region
Number of CPS Cases Per CPS Staff by Region
45
40
40
35
  • Analysis
  • Rebalancing of caseloads between Regions 3 and 4
    is showing some change
  • Reaching comparable caseloads in Region 3 will
    take several months due to the hiring process
  • Action Steps
  • Rebalance staffing levels between and within
    regions
  • Re-design CPS/CWS model to strengthen focus on
    child safety

32.4
30
26.7
25
26.6
26.5
25.1
24.8
24.2
23.9
23.5
23.1
22.3
20
21.3
20.6
15
10
5
0
Region 1
Region 2
Region 3
Region 4
Region 5
Region 6
State
Apr-05
Jul-05
Funded Ratio 124
SOURCE Financial Reporting System CAMIS
Workload Report. Excludes DLR-CPS
21
Fiscal and Staffing Concerns
What is the average CPS caseload?
  • Analysis
  • The recent Region 4 caseload increase reflects
    vacancies created by staff turnover and
    transfers, and difficulties recruiting qualified
    Social Workers in the Region. During the first 3
    quarters of FY06
  • The rate of Social Worker loss from transfers
    (8.5) was about twice as high as the state
    average (4.3)
  • The rate of Social Worker loss from turnover
    (9.6) was 40 higher than the state average (6.8)

Number of CPS Cases per CPS Staff ? Regions 1
through 4
DATA NOTES
SOURCE Financial Reporting System and CAMIS
Workload Report. Excludes DLR-CPS and cases with
no activity for 180 days. Transfers mean employee
movement between sub-agencies within DSHS.
Turnover means leaving DSHS for any reason.
22
Fiscal and Staffing Concerns
What is the average CPS caseload?
  • Analysis
  • Low Region 5 caseload ratio shows impact of
    earlier case transfer from CPS to CWS

Number of CPS Cases per CPS Staff ? Regions 5 and
6
DATA NOTES
SOURCE Financial Reporting System and CAMIS
Workload Report. Excludes DLR-CPS and cases with
no activity for 180 days.
23
Fiscal and Staffing Concerns Childrens
Administration Recruitment
  • Planning to hire about 250 Social Workers during
    FY07
  • Teaming with DSHS Human Resources and DOP on
    recruitment
  • New staff will be hired at a Social Worker 2 or 3
    level - must be ready to carry cases immediately
    following Academy training
  • Anticipating 40 from the Child Welfare Training
    and Advancement Program (CWTAP)
  • Other potential sources of Social Worker
    recruitment include
  • other administrations
  • community based child welfare organizations
  • other disciplines (e.g. teachers)
  • other states
  • retirees

The Child Welfare Training and Advancement
Program (CWTAP) offers Masters of Social Work
(MSW) students interested in a career in child
welfare an opportunity to enhance or develop
practice skills while earning an advanced degree.
The CWTAP is implemented through public
universities in Washington State to enhance
professional practice in child welfare and
provide assistance to current and/or potential
social workers who are committed to a career in
public child welfare. In return for receiving
financial assistance, program participants commit
to actively pursue employment with Childrens
Administration on a state-wide basis.
24
Children will be safe from abuse and neglect How
many children receiving services in their home
are visited every 30 days?
SOURCE CAMIS SER download 12/22/05. Data
reflects children in an in-home dependency who
were seen by their Social Worker in the last
30 days. Point in time measure as of the first of
the month.. Methodology to count in-home service
cases (not in-home dependencies) is still in
development. Policy effective October 1, 2005.
Data Notes
25
Children will be safe from abuse and neglect How
many children receiving services in their home
are visited every 30 days?
  • Analysis
  • 30-day visits have been implemented for in-home
    dependency and in-home service cases
  • Data is currently available to monitor the
    approximately 1,500 in-home dependency cases
  • The policy applied to approximately 6,800 in-home
    CPS service cases which cannot currently be
    monitored
  • 30-day visits cannot be implemented and sustained
    within current resources, as assumed in January
    2005
  • CPS staff are cumulatively impacted by new
    24/72-hour response and 30-day policies and CWS
    staff are impacted by 30-day visits
  • In-home visits are very difficult to accurately
    count in CAMIS
  • Number of in-home dependencies may be exaggerated
    due to complexity of CAMIS documentation
  • In-home visits do not yet have a unique CAMIS
    Service Episode Record code

26
Accountability and performance GMAP data
communicates
27
Department of Revenue Audits Net recovery per hour
(Based on FY 2005)
Percentage of NAICS Audited


2.5 Goal
Public Administration
Wholesale
Management
Mining
Manufacturing
Information

By 2 Digit NAICS
28
Historic Property Tax Incentive Programs
Geographic Distribution
State Special Tax Valuation for Rehab
Federal Tax Credit Incentives For Rehab
Department of Archaeology Historic Preservation
29
Crime Laboratory DNA Backlog
Monthly cases completed - 129
Monthly cases received - 163
Backlog
Projected backlog
  • Problem Analysis
  • Cases received outnumber cases completed by 30
    cases/month.
  • Gap grows by about 5 annually.
  • Staff currently in training will barely meet
    incoming demand, not reduce backlog.
  • Inability to hire experienced staff new staff
    require 12 months training.
  • Even adding 12 DNA staff, backlog would rise to
    1350 cases - average nine-month delay.
  • Conclusion
  • Even with addition of new resources, backlogs
    would rise to unacceptable levels before
    improving due to lag-time in training and
    increased demand.

30
Crime Laboratory DNA Backlog
  • Action Plan
  • Supervisors will turn down low-value cases that
    are currently being submitted (cellular DNA gun
    possession cases, etc).
  • Better management of window dressing testing
    (e.g. testing multiple other exhibits beyond
    initial identification).
  • Evaluate salary structure of Forensic Scientist
    series which prevents hiring experienced staff.
  • Request additional DNA staffing for Spokane and
    Vancouver Labs.
  • Evaluate contracting-out of training, or use of
    dedicated training facility.
  • Hire every qualified experienced DNA scientist
    that comes our way, even at the expense of other
    functional areas.
  • Validate robotics and further automation.
  • Pursue Federal funds for contracting-out sexual
    assault rape kits.

Assessment Addresses crisis in backlog growth
and works toward the goal of 60-day turnaround
time. Enhances resources to meet demand from
criminal justice agencies. Still untapped
potential of DNA technology in property crimes
cases to prevent crime.

31
Employment Security Department
Pierce County WDA
Can we improve job placements by focusing on
certain services?
Pierce County WDA FY06 - as of January 2006
2,500
60
50
2,000
33.9
33.1
40
1,500
26.3
25.5
25.4
24.0
30
22.8
1,000
20
500
10
193
164
169
163
158
112
149
104
102
80
71
64
61
68
0
0
Jul-05
Nov-05
Jan-06
Apr-06
Jun-06
Sep-05
Oct-05
Dec-05
Feb-06
Mar-06
Aug-05
May-06
Staff assisted job matching
Initial assessment
Percent of Job Openings Filled
The percentage of job openings filled in Pierce
County has not exceeded 33 in over 3 years.
Last years 12 month average was 16.9. The goal
for 2005-07 is 30. WDA Workforce Development
Area
32
Employment Security Department
Pierce County WDA
What services are most effective?
  • Started with a Logic Model
  • Backwards planning from the employer perspective
    at local level
  • Quality referrals increase chances of job seeker
    employment
  • Job seeker to employment opportunity alignment is
    key (Staff Assisted Job Match)
  • To achieve a good job match, ESD staff must
    identify transferable skills, education, and
    customers desired employment objectives
    (Initial Assessment)

Increase Initial Assessments
In order to
Increase Quality Job Matching
In order to
Increase Better Job Referrals
In order to
Increase Job Placements
Initial Assessment the intake process where
staff interview job seekers and document their
job histories, skills, interests, and abilities
in the shared electronic database. If the system
is not populated with complete information, the
likelihood of making a good job match is lowered.
33
Employment Security Department
Pierce County WDA
What steps did we take to test the theory and
implement?
  • Action Steps
  • Analyzed all 12 areas statewide
  • Assessed performance and services provided
  • Selected feeder measures which were linked to
    high performers
  • Complete initial assessments
  • Resume assistance
  • Job matching
  • Job referrals
  • Developed staff reporting and monitoring tools
  • Established individual staff accountability for
    providing quality services
  • Provided training
  • Managers use tools to drill down to staff level
    to conduct quality assurance reviews of
    performance

Job Match providing the job seeker with a list
of open job opportunities which are a match with
his or her desired employment, or employment
needs. These opportunities must be a functional
match for the job seeker.
34
Employment Security Department
Pierce County WDA
Result More job openings filled
Pierce County WDA FY06 - as of April 2006
2,500
60
48.2
50
2,000
38.1
1,585
33.9
40
33.4
1,739
33.1
1,500
1,216
26.3
25.4
25.5
30
24.0
22.8
1,009
1,000
20
500
193
158
10
164
169
163
142
149
104
112
61
102
80
64
71
68
37
0
0
Jul-05
Nov-05
Jan-06
Apr-06
Jun-06
Sep-05
Oct-05
Dec-05
Feb-06
Mar-06
Aug-05
May-06
Implemented change in February 2006
Staff assisted job matching
Initial assessment
Percent of Job Openings Filled
Pierce County leads the entire State in Initial
Assessments and also has the largest productivity
increase in all around service delivery. We are
exceeding our YTD jobs openings filled target by
11.
35
GMAP Reporting of State IT Projects
Level 3 Projects rated high for both severity
and risk.
Project outlook based on revised plans. For
other projects, original plan has not been
revised.
Legend Color Variance Green
None Yellow Little to moderate Red
Significant (Gray Not yet started)
Information current as of May 11, 2006
Information Services Board Meeting
36
Lets Take a Look
  • Video clip examples from Governors GMAP sessions

37
What did you see and hear? What did you think?
38
What have we learned so far?
  1. Its very hard work
  2. It takes courage
  3. Persistent follow up makes it happen
  4. You cant measure everything
  5. GMAP reports and forums are only the beginning of
    the conversation

39
Whats coming in the future?
  1. Better performance measures
  2. Citizen Advisory Board to assist governor
  3. Budget priorities for 2007-09 (Priorities of
    Government)
  4. Personnel reports
  5. Statewide initiatives (Regulatory Improvement,
    Plain Talk)
  6. Risk management
  7. Audit findings
  8. Better outreach to stakeholders
  9. Monitoring the performance of contractors

40
The most important thing It works
  • Getting to kids at risk of serious abuse within
    24 hours
  • When Governor Gregoire took office, we were
    getting there 71 of the time
  • Just over a year later, were getting there 95
    of the time
  • Getting to neglected kids within 72 hours
  • January 2005 19 of the time
  • February 2006 90 of the time

41
Technology in GMAP
42
Technology CIOs Role in GMAP
  • Baltimore model
  • Personnel
  • Budget
  • Technology

43
Performance Objectives
Effective use of tools and technology Requires Eff
ective data
Effective data comes from Good program
management and objectives
44
Performance Objectives
Specific, Measurable, Attainable, Realistic,
Timebound Examples Customer service Financial
variances Performance evaluations
45
Management
  • Managers must
  • Engage in the details of the data
  • Including definitions
  • Assume accountability for data quality
  • Use data for program management
  • Establish program targets
  • Review progress regularly
  • Take actions to achieve results

46
IT Projects - Lessons Learned, Success Factors
What are the lessons learned from the past, and
how are we incorporating them into current
projects?
47
Technology tools
  • DIS completed Washington technology assessment
    (state agencies)
  • 48 agencies participated
  • Assessed tools in use for data collection,
    analysis, presentation
  • Microsoft Office tools predominant
  • Some agencies have more extensive tools
  • Retirement Systems
  • OFM
  • Decision to start Use the tools we had

48
Where are we now? Where are we going?
  • IT Support for Performance Measurement in
    Washington

49
Washington States performance measurement system
is outgrowing its IT infrastructure
  • Concerns and constraints
  • We have measures but dont always have the data
  • Performance measurement reporting isnt
    effectively integrated (agency strategic plans,
    federal requirements, Priorities of Government,
    budget-based performance measures (PMT), and
    GMAP)
  • We lack a clear bridge between enterprise, agency
    and program performance measures and a means of
    mapping how it all fits together
  • We have no systematic method for follow up when
    indicators suggest the need for action
  • Reporting and compiling information is very labor
    intensive
  • Reporting systems arent flexible
  • What we measure is often driven by the data we
    have, not the measures we need
  • We have too many measures
  • Measurement data and goals are inaccessible
    and/or hard to interpret

50
Starting Assumptions
  • You must show value to your authorizing
    environment first (Executive Leadership Team and
    Legislature).
  • Effective performance measurement systems focus
    attention on what is most important (and need to
    be designed to discourage measurement
    proliferation).
  • The most important measures are not always most
    easily accessible or most amenable to
    standardization. Useful measures come in many
    forms and formats.
  • All agencies should get some value out of a
    system, even though Agencies have different
    platforms, computer system sophistication, and IS
    capacity. Those with more capacity and
    sophisticated needs should be able to do more.
  • Direct real time access to source data sets
    (Nirvana) is very complex operationally and can
    be misleading. Most measurement data and data
    sets must be adjusted before they are used.
  • Drive before you fly

51
The Next Phase Drive Before You Fly But invest
in the infrastructure for flight
Where are we now? On foot with specifications for a car Whats the next step? Building a car Where do we want to go? The age of flight
GMAP as pilot project Build the need for speed Whetting the appetite for more The right information, at right place, at the right time
Building basic enterprise feeder systems (Budget, Human Resources, and Performance Measurement) Essential enterprise data available and accessible via a front- end Enterprise wide systems fully integrated
Access is hard-copy report based GMAP (PowerPoint) Performance Measure (Precompiled reports) Aggregate performance measurement data accessible, web or other links to additional data Performance measurement data updated in real- time
Requires expert knowledge to access High level indicators are accessible to the general public Most indicators are available via a visual interface
Data capture are not flexible (PMT data only reportable quarterly) Increase options for tracking and reporting performance measures Fully customizable reporting
Measures are not consistently reported One stop entry One stop entry
Hand tabulation and updates Easier storage and updating - some standardization of reporting Fully customizable reporting
No data (GMAP) Access to aggregated data Real-time access to source data
52
Whats up next?
  • Building the Car
  • Vital Signs a flexible front-end for
    organizing, tracking and reporting high level
    performance measures
  • Performance Measurement Tracking (PMT) system
    upgrades.
  • http//www.ofm.wa.gov/budget/manage/default.asp
  • Agency measurement data system pilots
    integrating performance measurement reporting
    into operations
  • Employment Security Department
  • Others?
  • Building the infrastructure for driving and
    eventually for flying
  • Roadmap
  • http//www.ofm.wa.gov/roadmap/default.htm

53
For more information
  • www.governor.wa.gov/gmap
  • Please check the website for material from all
    GMAP sessions and a schedule of coming events.
    Visitors are welcome at all governors GMAP
    forums.
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