results oriented strategic planning : a framework for aligning public sector resources
DESCRIPTION
Results Oriented Strategic Planning : A Framework for Aligning Public Sector Resources. http://www.econ.state.or.us/opb (503)986-0039. Presentation by Jeffrey Tryens to Balance Scorecard at the Municipal Level: A national conference of experiences Oslo, Norway January 31, 2002. - PowerPoint PPT PresentationTRANSCRIPT
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Results Oriented Strategic Planning : A Framework for Aligning Public Sector Resources
Presentation by Jeffrey Tryensto
Balance Scorecard at the Municipal Level:A national conference of experiences
Oslo, NorwayJanuary 31, 2002
http://www.econ.state.or.us/opb(503)986-0039
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The Unfocused Organization
Strategic
Planning
Organizational Leadership
W
ork
Proc
ess
Man
agem
ent
Systematic
Learning
Info
rmat
ion
&
Dat
a A
naly
sis
Human Resource
Policies & Practices
Custom
er focus
and satisfaction
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The Focused Organization
Human Resources Customer focus
and satisfaction
Organizational leadership Work process
managementStrategic planning
Information and data analysis
Systematic learning
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The Unfocused Government
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The More Focused Government:Achieving Internal Alignment
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The Well Focused Government:Finding Common Elements
Shared Strategies Unified Vision
Meaningful Measures
Outcome-based Evaluations
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Oregon Shines provides a unified vision for state government.
Shared Strategies Unified Vision
Meaningful Measures
Outcome-based Evaluations
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Strategic Planning in Oregon
Oregon's Strategic Plan-Oregon Shines-Drafted in 1989-Updated every eight years
-Encompasses the entire state Oregon Progress Board
-Monitors implementation of plan-Chaired by the Governor-Created -1990/reauthorized -1997
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The Elements of Oregon Shines II
Economy: Quality jobs for all Oregonians
People: Safe, caring andengaged communities
Environment: Healthy, sustainable surroundings
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Oregon’s Strategic Planning Model
1. Where are we?
2. Where do we want to be?
3. How do we get there?
4. How did we do?
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Where Are We?Trend analysis shows mixed bag.
Economy: Oregon's economy is doing well overall, but some areas are still suffering.
People: Health insurance coverage is near tops in the nation. Juvenile crime is increasing, as is student alcohol and drug use. Poverty rates have stayed flat despite economic growth.
Surroundings: Housing affordability and congestion are growing problems and natural resources are starting to reach their limits.
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Where Do We Want to Be?Oregon's goals have changed.
Diversify the Economy
w/ International Focus
Grow & Attract Good Jobs
Maintain Quality of Life
Maintain Healthy,
Sustainable Surroundings
Support Safe, Caring & Engaged
Communities
Grow & Attract Quality Jobs
for All Oregonians
1989 1997
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A clean, appealing environment,
a talented workforce, and responsive public
services...Attractand providea base for
Diverse, value adding industries that provide
well paying jobs...
Create opportunities for Oregonians, reducing poverty and crime...
Generate revenues for excellent schools and
quality public services and facilities...
Whichresult in
Which
How Do We Get There? The “circle of prosperity” is our guide.
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How Did We Do?The focus is on the Oregon Benchmarks.
Results Not Effort
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Oregon Benchmarks are key to Oregon's performance measurement system.
Shared Strategies Unified Vision
Meaningful Measures
Outcome-based Evaluations
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Results Not Effort
What BenchmarksDon't Measure
School Expenditures
Prison Beds
Environmental Enforcement
What BenchmarksDo Measure
Literacy
Crime Rates
Air and Water Quality
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The Elements of a Benchmark
0
4
8
12
16
80 90 92 94 96 98 00 10
% of Oregonians
with incomes below poverty
Oregon Population Survey
TargetsData
Indicator
Source
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Economy -Key Benchmarks
Student Skills
Baccalaureate Degrees
Adult Literacy
Industry R&D
Employment Outside Portland/Willamette Valley
Professional Services Exported (Imported)
New Companies
Per Capita Income
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Communities - Key Benchmarks
Ready-to-Learn
High School Dropouts
Eighth Grade Use of Alcohol, Illicit Drugs and Cigarettes
Poverty
Teen Pregnancy
Affordable Housing
Overall Reported Crime
Juvenile Arrests
Child Abuse
Health Insurance
Volunteerism
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Surroundings- Key Benchmarks
Congestion
Agricultural Land Preservation
Forest Land Preservation
Wetlands Preservation
Air Quality
Wild Salmon Restoration
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How Benchmarks Are Developed
Benchmarks are reviewed biennially by the Progress Board.
Anyone can suggest a change. Since 1989, Over 8,000 Oregonians have
been involved in the process. Benchmarks are currently under review.
Benchmarks must meet certain criteria....
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An Oregon Benchmark should: Link to an Oregon Shines' goal
Emphasize results, not effort
Be measurable
Be policy relevant
Be understandable
Be comparable to a standard
Be economical to gather
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Benchmark Changes
Fewer Benchmarks (259 --- 90)
Fewer Benchmark Categories (17 --- 7)
Fewer Key Benchmarks (39 --- 22)
More Comparator Information
New Target Setting Method
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Local governments also “benchmark.”
= Cooperator
= Active "Progress Board"
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10%
25%
50%
7%
16%
36%
7%
17%
28%
0%
20%
40%
60%
80%
100%
6th Graders 8th Graders 11th Graders
% u
sing
A,T
or D
.
Alcohol Tobacco Drugs
County level data are readily available for many benchmarks.
Office of Alcohol and Drug Abuse Programs - 1998 data
8th gradeAlc. - 31stTob. - 4thDrug - 16th
11th gradeAlc. - 32ndTob. - 24thDrug - 32nd
6th gradeAlc. - 20thTob. - 15thDrug - 23rd
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Kids Index: Prenatal Care, Infant Mortality, Smoking WhilePregnant, Child Abuse, Teen Pregnancy
County level rankings generate interest in benchmarks.
Sample Regional Rankings# 3 Benton# 15 Lane# 23 Linn
Highest Tier Counties# 1 Wallowa# 2 Washington# 3 Benton# 4 Polk# 5 Clackamas# 6 Union
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Not All State Priorities are Benchmarks
&
Not all Benchmarks are State Priorities
How does state government link to benchmarks?
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Creating a Measurement System:A Linked Set of Indicators
Benchmark
AgencyWorkload Output
Societal
Concern
ExternalInfluences
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Creating a Measurement System:A Linked Set of Indicators
High Level Outcome
(Benchmark)
AgencyWorkload Output
Societal
Concern
IntermediateOutcome
Joint Action
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Measure Definitions
Outcome
High Level
Output
An event, occurrent or condition of importance to customers or the general public that is, at least partially, the result of a service or product provided.
A desired end, usually a measure of societal health or well being.
The physical quantity of an agency’s completed product or service, either by staff or contractors.
Intermediate Measures progress toward a desired end, but is not an end in itself.
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How Agencies Relate
High Level Outcome
Intermediate Outcome
Output
Measures progress toward broad goals
Long-term perspective Affected by societal forces Beyond the scope of an individual
agency Indicates progress toward high level
outcome Short- or medium-term perspective Affected by societal forces Often beyond the scope of one
agency Indicates progress toward intermediate outcome
Short term perspective Measures agency performance Can be accomplished by a single
agency
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Pre-K Expansion
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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 complete the
program
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Degree of Control
Ultimate
Policy Intent
Activitie
s
Int. Out.
Outputs
Inputs
The Logic Model: A Frameworkfor Measuring Results.
High LevelOutcome
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Percent of children in Wallowa County entering kindergarten ready to learn will increase.
According to the Oregon Progress Board, only 44% of Wallowa County children entered school ready-to-learn in 1997. Language and cognition
were the primary deficits.
CCF Funds: $17,299.00 Leveraged Resources: $153,860.00Personnel, office space, equipment, supplies, travel and postage
Monthly on-site storytimes, distribution of newsletters and circulation of children’s collections. This is s proven cost effective best practice for increasing language
skills.
An average of 30-35 childcare providers and Early Childhood Professionals will access services thru the Training Wheels Program
25 on-site story times conducted monthly in day cares, in-home preschools, Kindergartens, Head Start, Health Department, Early Intervention/Early Childhood, Special Education, local libraries, Safe Harbors and playgroups
315 newsletters distributed monthly to families with children in day care, preschools, Head Start, Safe Harbors, Kindergartens, Health Department, Mental Health Clinic, physicians and parents participating in parenting classes
90% of Training Wheel participants will be rated “ready” in language usage and cognition upon entering kindergarten.
Logic Model Worksheet, June 1999Program: Training Wheels
IdentifiedProblem/NeedInputs
Activities
Outputs
IntermediateOutcome
Healthy, Thriving Children Healthy, Readiness for School: Educational Success
High LevelOutcome
Wellness Goal
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Implementation OptionsImplementation Options
Full Model Implementation in Next BienniumFull Model Implementation in Next Biennium• Unlikely given current budget realitiesUnlikely given current budget realities
Phased ImplementationPhased Implementation • Focus on reading in grades K-5 Focus on reading in grades K-5
Performance targetPerformance target - 90% of 3rd and 5th grade students will reach
reading benchmarks within 4 years
• Additional Professional Development to meet the Additional Professional Development to meet the reading target and begin high school restructuringreading target and begin high school restructuring
Some targets are high profile -Some targets are high profile -Quality Education CommissionQuality Education Commission
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Measures must reflect goals and high level outcomes.
Agencies should report only key measures. Agencies must use common language. Agencies must develop performance targets. Data must be accurate and reliable. Measures should link to organizational units. Different types of measures should be included. Comparisons with others should be included.
Performance measure guidelines create a consistent framework.
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Benchmarks provide the basis for agencies to develop shared strategies.
Shared Strategies Unified Vision
Meaningful Measures
Outcome-based Evaluations
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Juvenile Crime Prevention
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Academic Achievement
Family Environment
Peer Association
AbsenteeismHS graduationSchool mobilityDrop outTruancyDisciplinary problemsTest scores
Behavior Alcohol & Drug Use
RunawaysTraining school commitmentsArrestsVandalism
Alcohol useDrug useTobacco use
Child abuseSCF casesFoster care placementFamily management discipline conflict history support for conventional activity
Friends who:have beensuspendedcarry a gunsmokehave stolen a vehicledropped out of schooluse drugshave been arresteddrink alcohol
Juvenile Crime Prevention
Juvenile Arrests
88 Agency Performance Measures
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Governor: Budget Instructions
Progress Board: Benchmark Blue Book
Legislature: Perf. Measure Data BaseWays & Means Committee
Aligning Agencies with Benchmarks
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Benchmark Blue Book reveals opportunities for shared strategies.
In the 1999-01 budget, Oregon had:– 18 Benchmarks with 2 agencies involved– 19 Benchmarks with 3 agencies involved– 8 Benchmarks with 4 or more agencies involved:
adult high school equivalencywages>150% volunteerismpublic management qualityhealth insurance coverageadult skills trainingdisabled workersdisabled in poverty
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Benchmarks are a key ingredient in an outcome-based assessment.
Shared Strategies Unified Vision
Meaningful Measures
Outcome-based Evaluations
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Grading Success
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How grades are determined.
4048 49 49 49 51
020406080
100STUDENT
SKILLS: % of 8th graders
meeting math
standard
Target
A
F
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Benchmarks targets provide opportunities for evaluation.
Category Grade Economy C
Education C+Civic Engagement DSocial Support B-Public Safety B+Community
Development C-Environment C+OVERALL C+
Oregon's 2001 Performance Report
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In Oregon’s largest city, Portland, auditors have conducted system-wide assessments focused on benchmark outcomes.
Beginning with the benchmark "percent of children entering school ready to learn," they are examining how effective the system is at affecting important societal outcomes.
Performance audits are key to successful evaluations.
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They can also encourage course corrections by agencies.
20406080
100
90 91 92 93 94 95 95 00 10
% of babies whose moms received early prenatal care
Oregon Targets
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Why did Oregon perform so poorly regarding prenatal care?
Goal was too ambitious
Most resources focused on lower-income women
No single agency with overall respon- sibility for achieving the Benchmark
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What can we expect?U.S. appeared to be outpacing Oregon.
% of babies whose mothers received early prenatal care
70727476788082
1990 1991 1992 1993 1994 1995Oregon United States
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And some states were significantly higher than Oregon.
50
60
70
80
90
100
%of
bab
ies
whos
e m
othe
rs
rece
ived
early
pre
nata
l
RI Maine Mass. U.S. OregonTexas Nevada D.C.
1994 Data
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Oregon's new target was aggressive, but realistic.
2030405060708090
100
90 91 92 93 94 95 00 10
% o
f Bab
ies
Who
se M
othe
rs
Rece
ived
Early
Pre
nata
l Car
e
Oregon Targets
reduced to 90%
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How would the target be achieved?
More public outreach to all pregnant women
Ease access through systemic changes in managed care
Expansion of availability of care to lower income women
Oregon Health Division has lead staffing responsibility
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What's happened since? Increased attention, but slow progress.
2030405060708090
100
90 91 92 93 94 95 96 97 98 99 0 00 10
% o
f Bab
ies
Who
se M
othe
rs
Rec
eive
d Ea
rly
Pren
atal
Car
e
Oregon Targets Linear (Oregon )
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Next step – Oregon Children’s Plan.
Universally available home visitations as part of a comprehensive package of services to new and expectant mothers.
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What have we learned?
Involve the boss.
Strive for simple and clear. Link goals and measures. Start from where you are. Be inclusive. Be relentless. Be realistic. Be patient.
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What's different today?
Technology has improved
Partnering demands new forms of accountability
We can learn from others
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Unified Vision - A
Common Measures - B
Shared Strategies- C
Outcome-based Evaluation - D
How well is Oregon's system working?