measuring what matters: approaches to modernizing grant performance measurement that promote...
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Measuring what matters:Approaches to modernizing
grant performance measurement that promote innovation,
transformation and deliver impact
Alex Sirota, Team Lead, eService DeliveryMinistry of Economic Development and Trade
@Results Based Management For Government Conference
Ottawa, Ontario, Canada December 2009
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4 objectives + 1 case study
Is your program a candidate for modernization?
How people, process and technology work to transform
How to achieve credible program outcomes
How to measure the results of your program
A real-world example
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A candidate for modernization?
Are there specific pains to address?
Is there support from senior management for a change?
Are there technologies that can be readily reused or applied?
Does your organization need a repeatable, agile and measurable process to run a grant program and measure its performance?
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People, Process & Technology
People– Understand what your staff can and cannot do– Understand what management is willing to risk, spend &
achieve
Process– What are the really painful parts of the process?– Continuous improvement
Technology– Technology is readily available as are skill sets – Choose tried and true solutions– Choose what fits your organization and iterate
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Credible Program Outcomes
Can you communicate objectives and results?– Press-release worthy?– Celebrate wins– Survey perception from internal and external
stakeholders
New challenges or opportunities as a result of transformation?– Grant programs can be perceived as sustainable and
scalable– Project team engages to achieve a shared goal– Raises expectations for program (scrutiny, volume,
marketing)
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Measure – Iterate - Innovate
Identify what you want to improve, and then do it– Step by step and allow for team to integrate into workflow
Things to consider – Process
– Review & grant approval processing time– # of grants processed pear year (if budget allows)– Privacy concerns, Accountability & transparency– Ability to measure detailed information pre and post approval– Determining when a proponent is “successful” or “not successful”
– People– Satisfaction of program officers, satisfaction of grant recipients– Impact of improvements to daily job
– Technology– Flexible and easily adapted application process– Collecting too much, not enough information?
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There is no such thing as “best practice.”
Best-practice is yesterday’s news and contextual.
Emerging practices are tomorrow’s news and you can claim as your own.
Every year more grant programs are modernizing as technology matures.
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What does transformation look like?
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What is Summer Company?
An entrepreneurship experience for 15-29 year old students in Ontario - www.ontario.ca/summercompany
$3000 award for the duration of the summer to start and operate a business
Delivered by a network of program providers across Ontario– Alternate service delivery– Small Business Enterprise Centres + Non profit
organizations
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A good candidate for modernization
In 2001, paper-based application and approval process– 190 approved awards
Inconsistent application and delivery process across Ontario
Time & resource intensive pre- and post-approval process
Difficult to determine “successful completion” of awards
Many young entrepreneurs wait until the last minute to apply, leading to a “python” effect of recommended applications
Modernization started 2003
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Before modernization
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Summer Company, today
5 years to fully implement process and system, by choice
Version 9 is in operation, delivered by 60+ delivery partners
Processed over 15,000 application inquiries and over 2,000 approved grants as of 2009
Major issues or opportunities– Avoid resistance to change by involving end users– Privacy Impact Assessment completed, recommendations underway– Improve reporting and business intelligence functionality
Next Steps– Business process and technology can be made generic for similar grant
programs– Collecting broader public sector interest to adopt business process
and/or technology
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Results
2009 had over 600 approved awards, 200% increase over 2001
Manage more awards with same or less amount of staff
Significant workflow improvement
Transparency & accountability (Cashflow, Journals, Checklists)
Improved standard of service delivery, internally and throughout Ontario, reduced paper burden
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Our “best-practices”
No grand vision for what the program would be in 5 years– build in quality through listening and iteration
Get feedback from end users, constantly and implement priority changes
Checks and Balances done throughout process leads to improved application rate and reduced default rate on awards
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After modernization
Happy, productive program teams.
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Thank you for your time!
For more information, contact– Alex Sirota, Team Lead, eService– MEDT – Entrepreneurship Branch– 416 212 0549 – [email protected]
Offer– Do you want to see the system in operation to learn
more?– Self running “Flash” demo– UAT system is always available via web conference-call
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DEMO SCREENS
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