1. OECD World Forum Statistics, Knowledge and Policy, Palermo, 10-13 November 20042 Using Indicators to Engage Citizens: The Oregon Progress Board Experience Jeffrey Tryens Civil Society Session OECD Statistics, Knowledge & Policy Conference

3. Strategic Planning in Oregon n Oregon's Strategic Plan -Oregon Shines -Drafted in 1989 -Updated every eight years -Encompasses the entire state n Oregon Progress Board -Monitors implementation of plan -Chaired by the Governor -Created -1990/reauthorized -1997

4. The focus is on the Oregon Benchmarks. Results Not Effort

5. How Benchmarks Are Developed n Benchmarks are reviewed biennially by the Progress Board. n Anyone can suggest a change. n Since 1989, Over 8,000 Oregonians have been involved in the process. n Benchmarks must meet certain criteria....

6. An Oregon Benchmark should: n Link to an Oregon Shines' goal n Emphasize results, not effort n Be measurable n Be policy relevant n Be understandable n Be comparable to a standard n Be economical to gather

7. 1.Identify What Matters 2.Articulate a Vision for the Future 3.Encourage Collaboration 4.Assess Progress 5.Improve Government Performance Oregon Uses of the Benchmarks

8. 1.Identify What Matters Oregon Uses of the Benchmarks

9. n Benchmarks have been in place for 14 years. n About 25% of Oregon adults have heard of the Oregon Benchmarks. n Virtually no criticism of the measures per se. n Benchmarks are identified in many policy arenas as guide posts. Use #1: Identify What Matters Oregon Experience – Works well.

10. 1.Identify What Matters 2. Articulate a Vision for the Future Oregon Uses of the Benchmarks

11. The Elements of Oregon Shines Economy: Quality jobs for all Oregonians People:Safe, caring and engaged communities Environment: Healthy, sustainable surroundings

12. n Many benchmarks flow out of Oregon Shines. n Vision informs benchmark targets. n To many, the benchmarks are the vision. n Most leaders know little of the details of Oregon Shines. Use #2: Articulate a Vision Oregon Experience – Worth doing.

13. 1.Identify What Matters 2.Articulate a Vision for the Future 3. Encourage Collaboration Oregon Uses of the Benchmarks

14. Partners for Children and Families K – 12 Education Reform Early Immunization Initiative Key Industries Initiative Central Oregon Health Council Oregon Option Juvenile Crime Reduction Strategy Benchmarks have been part of many collaborations in Oregon.

15. Collaboration was credited for a countys dramatic drop in teen pregnancy. Oregon Health Division

16. However recent data, post-collaboration, shows similar results. Oregon Health Division

17. Juvenile Crime Prevention Initiative Juvenile Crime Prevention Initiative EXAMPLE

18. Academic Achievement Family Environment Peer Association 3 Absenteeism 3 HS graduation 3 School mobility 3 Drop out 3 Truancy 3 Disciplinary problems 3 Test scores Behavior Alcohol & Drug Use 3 Runaways 3 Training school commitments 3 Arrests 3 Vandalism 3 Alcohol use 3 Drug use 3 Tobacco use 3 Child abuse 3 SCF cases 3 Foster care placement 3 Family management discipline conflict history support for conventional activity Friends who: 3 have been suspended 3 carry a gun 3 smoke 3 have stolen a vehicle 3 dropped out of school 3 use drugs 3 have been arrested 3 drink alcohol Juvenile Crime Prevention Juvenile Arrests 88 Agency Performance Measures

19. n Benchmarks are magnets for collaboration! n Getting disparate people to work toward a common result is powerful. n Setting up the collaboration is hard; holding each other accountable is…….. n Benchmarks are important for collaboration but necessary. Use #4: Encourage Collaboration Oregon Experience – Some success.

20. 1.Identify What Matters 2.Articulate a Vision for the Future 3.Encourage Collaboration 4. Assess Progress Oregon Uses of the Benchmarks

21. Benchmark Performance Reports are the Progress Boards bread and butter. Answers the question - Are we making progress? –Published biennially –Provides data, targets, and analysis on all benchmarks –Looks at both long- term trends and target attainment

22. n One of the Boards key roles is assessing progress based on benchmark trends. n Major papers usually give the report good coverage. n Finding an appropriate setting in the legislature for review has been difficult. n Assessments only occasionally figure prominently in budget or policy decisions. Use #4: Assess Progress Oregon Experience – Good, but underutilized.

23. 1.Identify What Matters 2.Articulate a Vision for the Future 3.Assess Progress 4.Encourage Collaboration 5. Improve Government Performance Oregon Uses of the Benchmarks

24. Any organization, public or private, has only partial influence over Benchmarks. Benchmarks Organizations Performance Performance Measures Oregons Progress External Influences

25. So we link benchmarks to agency output measures … High Level Outcomes (Benchmarks) Is work happening? Outputs Is society benefiting? Intermediate Outcomes Are strategies working?

26. Pre-K Expansion EXAMPLE

27. Creating a Measurement System: A Linked Set of Pre-K Measures Output % of family needs assessments completed % of children coming to school "ready to learn" High Level Outcome Intermediate Outcome % of eligible children who completed the program

28. n This is the states primary focus for using benchmarks, today. n All agencies have performance measures linked to benchmarks, more or less. n Without this function, the Progress Board would no longer receive state funding. n Benchmarks require agency staff to look beyond their day-to-day worlds. Use #5: Improve Government Performance Oregon Experience – Most promising!

29. Oregon Shines economic strategy is established. The level of discourse about the states future has been raised. Benchmarks are the top level quality of life measures for the state. State government is more aligned toward outcomes. Better outcomes - ???? What has the Oregon Shines process accomplished in Oregon?

30. What have we learned? n Involve leadership. n Strive for simple and clear. n Link goals and measures. n Start from where you are. n Be inclusive. n Be relentless. n Be realistic. n Just having the data is not enough.

31. www.econ.state.or.us/opb Oregon Shines II Oregon State of the Environment Report 10 Ideas for Improving Oregon State Government Oregon Business Plan: How is Oregon Doing? Performance Measure Guidelines for State Agencies 2003 Benchmark Performance Report 2002 County Benchmark Data Book Achieving Better Health Outcomes: The Oregon Benchmark Experience