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Virginias Performance and Benchmarking Initiatives Presentation to: Promoting Integrity and Accountability Conference Office of State Budget and Management.

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Presentation on theme: "Virginias Performance and Benchmarking Initiatives Presentation to: Promoting Integrity and Accountability Conference Office of State Budget and Management."— Presentation transcript:

1 Virginias Performance and Benchmarking Initiatives Presentation to: Promoting Integrity and Accountability Conference Office of State Budget and Management North Carolina October 17 th, 2007 Bill Leighty, Former Chief of Staff to Governors Warner and Kaine

2 Presentation Outline 1 Previous Issues With Virginias Performance System Current Performance Management In Virginia Steps For Ensuring Continued Success Strategic Planning and Performance-Based Budgeting

3 The Problem My Dear Sir: I can either capture the whole of the Iberian Peninsula or comply with your requests for dispatches and reports. However, I can not do both. Sincerely, The Duke of Wellington 2

4 Prior to 2006 Virginias Performance Management System Was Segmented 3 State Agency Strategic Plans Council On Virginias Future (Long-term/Statewide) Management Agreements Management Scorecard Virginia Results Agency Goals & Performance Metrics Administrative Metrics Agency Performance Metrics Agency Performance Metrics Long Range Plans & Agency Performance Metrics Agency Performance Management

5 The System Had Issues On Several Fronts Issues with system included: Confusion around role of the Council on Virginias Future What is the relationship to executive branch agencies? No coordination of the multiple elements – Silo Effect Redundancy Confusion Agency frustration Minimal encouragement to collaborate Systematic problems with agency and management metrics Too many -- Governor Kaine If you have hundreds of measures you have none. Focused on process – not the impact (i.e. outcomes) of the processes Potentially unrelated to agencys main mission, metrics were simply too mechanical 4

6 Governor Kaines Direction To Staff …Simplify The System, Focus It On Performance Outcomes And Create Linkages. 5

7 Presentation Outline 6 Previous Issues With Virginias Performance System Current Performance Management In Virginia (Happening Now!) Steps For Ensuring Continued Success Strategic Planning and Performance-Based Budgeting

8 The Key Elements Of Virginias Performance Management System System ComponentPurpose Agency Strategic PlanProvides description of where agency is going and how it plans to get there – major mission, goals, strategies, performance metrics, baselines, and targets Key Outcome-Based Performance Measures Performance indicators that provide a basis for measuring the impact of services provided Service Area MetricsPerformance indicators tied to each service area in the budget Performance BaselineProvides starting point for measuring performance against key metrics Performance TargetSets expectations for performance against key measures Management ScorecardAdministrative outcomes defining effective management of agencies – i.e. Management 901 7

9 Governor Kaine Focused On Three Issues To Modify Virginias Performance Management System 1. Clarify role of the Council On Virginias Future and its relationship to state agencies 2. Establish linkages in Virginias performance management system between the Council and executive branch agencies 3. Require a set of key outcome measures for agency and management performance to drive the system 8

10 What Is The Council on Virginias Future, What Do They Do? ROLE Legal entity in the Commonwealth. Advise the Governor and the General Assembly on implementation of the Roadmap for Virginias Future. PURPOSE Provide long-term focus on high priority issues. Create an environment for improved policy and budget decision-making. Increase government accountability. Improve government operations and performance. Inform citizens about performance and engage them in dialogue about Virginias future. 9

11 Who Is On the Council? 10 Chairman The Honorable Timothy M. Kaine, Governor Cabinet Members n The Honorable Jody M. Wagner, Secretary of Finance n The Honorable Aneesh P. Chopra, Secretary of Technology Citizen Appointees n Mr. John O. (Dubby) Wynne, Vice-Chairman n Ms. Marjorie M. Connelly n The Honorable William D. Euille n Mr. Michael J. Schewel n Mr. James F. McGuirk, II Senate n The Honorable John H. Chichester – President Pro Tempore n The Honorable William C. Wampler, Jr. – Finance Committee n The Honorable Walter A. Stosch – Majority Leader n The Honorable Richard L. Saslaw – Minority Leader n Dr. Edward G. Murphy – Citizen Appointee House n The Honorable William J. Howell – Speaker n The Honorable Vincent F. Callahan, Jr. – Appropriations Chair n The Honorable H. Morgan Griffith – Majority Leader n The Honorable Franklin P. Hall – Minority Leader n Mr. W. Heywood Fralin – Citizen Appointee

12 Step 1: Clarify And Strengthen Role Of Council On Virginias Future Governor addressed problems by: Embracing leadership role on Council and working closely with Council Staff Distinguishing Councils long-term planning role from agency strategic planning and work on key measures 11

13 Step 2: Establish Linkages In Virginias Performance Leadership System Between Council And Agencies 12 AGENCY PERFORMANCE MEASURES (Including Key Metrics) Are agency programs that serve our customers producing desired results? DESIRED SOCIETAL RESULTS Councils vision and long-term goals Healthcare Examples Inspire Healthy Living Infant Mortality Rates Childhood Obesity Rates Smoking Rates Pregnant women who successfully complete State neonatal care programs Children experiencing weight loss through Medicaid obesity program State workers who enroll in anti-smoking program and quit smoking SOCIETAL-BASED INDICATORS How is Virginia doing?

14 Step 3: Require A Set Of Key Agency and Management Outcome Measures Governor directed agencies to develop a set of key outcome measures that: Reflect primary mission – no more than two or three per agency Are based on outputs and focused on results rather than process Are measurable and clearly have budget implications Accordingly, all agencies were asked to develop: Baselines for these measures (where they stand now) Targets to help evaluate and improve agency performance Governor has completed a review of all agencies key agency and management outcome measures 13

15 70% of All Key Agency Measures are Now Outcome-Based 14 Administration Agriculture 73% Educ 47% Finance HHR Natural Resources 83% 53% Magnitude of Outcome Based Measures By Secretariat Commerce 100% 58% Process Measures 50% Public Safety Trans 76% 33% 67% Outcome Measures Total Key Measures Statewide = 214 Tech 100% Note: 100% of measures in Management Scorecard are Outcome-based.

16 Presentation Outline 15 Previous Issues With Virginias Performance System Current Vision For Performance Management In Virginia Steps For Ensuring Success Strategic Planning and Performance-Based Budgeting

17 Governor Has Taken Several Steps To Ensure The Past Does Not Accurately Predict The Future The Governor has taken the following steps to ensure that performance management is successfully implemented in Virginia: 1.Created a senior level internal performance management team in the Governors Office 2.Public sector external review (April 2006) and private sector external review (March 2007) by known experts in performance and customer service. In March of 2008, Virginia will undertake an international sector review, with representatives from across the world. 3.Emphasized to agency heads that performance management is his number one priority Met with every agency head to discuss importance Personally reviewed and commented on every key outcome measure 16

18 Virginias Performance Management System Under Governor Kaine 17 Coordinated Performance Management System Governors Key Agency Metrics Individual System Components Council On Virginias Future Long-Range Plans Management Plans With Administrative Metrics Statutorily Mandated Agency Strategic Plans With Performance Metrics

19 Presentation Outline 18 Previous Issues With Virginias Performance System Current Performance Management In Virginia Steps For Ensuring Continued Success Strategic Planning and Performance-Based Budgeting

20 Accomplishments Strategic Planning and Performance- Based Budgeting System A common service area structure has been developed and implemented for agency strategic plans and budget requests. (2004 – 2006) State agencies have developed strategic plans in a uniform format, to include new service area structures. (2004 – 2005) Separate agency plans (Information Technology, Capital Outlay, Workforce) are consolidated within the strategic plan and are on the same reporting schedule Strategic plans are linked to state budget through service areas 19

21 Accomplishments (contd) Strategic Planning and Performance- Based Budgeting System The 2006-2008 biennial budget (budget bill and budget document) was presented in a new format: Budget bill identified resources by state agency and service area Budget document explained budget recommendations by state agency and service area and identified performance measures for service areas State agencies have now established key objectives and outcome measures to focus and improve performance (2006) 20

22 Accomplishments (contd) Strategic Planning and Performance- Based Budgeting System New Virginia Performs system (announced publicly December 2006). Societal-Based Indicators Key Outcome Measures Agency Performance Management Performance A Coordinated Performance Management System! 21

23 22 Obtain a detailed demographic profile. Get community- by- community reports on each indicator. Instantly see how Virginia is measuring up in crucial areas. View state agencies objectives and measures for programs and services. Create local and regional maps showing data on dozens of measures.

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28 Questions? Contact Information Bill Leighty Principal Performance Leadership Group 804-393-9401 Bill@BillLeighty.org 27


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