state of alaska performance management 101. 2 why performance management? 1. 1.it works - systematic...
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STATE OF ALASKAPerformance Management 101
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Why Performance Management?
1. It works - Systematic way to get results
2. Communication Common language Standard format Tells your story
3. Helps get you the money
4. It is the law
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Performance Management CyclePlan
Budget
Operate
Analyz
eTo achieve a result:1. Develop a plan2. Budget for that plan3. Implement/operate4. Analyze and assess5. Go to step 1
• Statewide Priorities• Performance Framework• Ten-Year Fiscal Plan• Annual Budget Narrative
• Statewide Priorities• Performance Framework• Ten-Year Fiscal Plan• Annual Budget Narrative
• Results-Based Budget• Strategic Investment • Plan-Based Budget
• Results-Based Budget• Strategic Investment • Plan-Based Budget
• Process Management• Performance
Monitoring• Process Reengineering
• Process Management• Performance
Monitoring• Process Reengineering
• End Results• Measurement• Assessments
• End Results• Measurement• Assessments
Reportsand
Measures
Alaska Performance Management System
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Performance Framework
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Alaska Performance Framework
State Priorities
Department Priorities– Associated funding & positions– Key Performance Indicators
Department Performance Detail– Includes all Department Results and
associated Targets, Strategies, Status, Data, and Analyses
FrameworkAlignment
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State Priority:Public Safety
Successful Offender Re-entries
Target: Reduce the number of released offenders who
commit a crime to X
Prepare offenders for a job at release
Target: Increase the number of offenders with
GEDs to X
So
So
Corrections Priority: Reformed Offenders
Level
of C
ontrol
Ultim
ate
Policy
Inte
nt
Teach reading to offenders
Target: X number of offenders receive reading
instruction
So
So
End Results
Actions
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FrameworkAlignment Priorities
Prepare well-trained law enforcement
officersTarget: Increase the Public Safety Training Academy
overall GPA 9
So
So
So
End Results
So
So
So
Strategies
Actions
State Priority:Public Safety
Successful Offender Re-entries
Target: Reduce the number of released offenders who
commit a crime to X
Prepare offenders for a job at release
Target: Increase the number of offenders with
GEDs to X
Dept. Corrections: Reformed Offenders
Teach reading to offenders
Target: X number of offenders receive reading
instruction
Dept. Public Safety: Protection
Protect LivesTarget: Reduce the number
of deaths due to criminal acts
Create deterrence by solving homicides
Target: 100% homicide solve rate
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Department PrioritiesPerformance Summary
Cabinet and OMB Head’s Up Meetings
Orders main responsibilities
Reflects resource distribution
Displays key performance
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Key Performance Indicators
Factors to take into account when choosing key performance indicators:
• Ultimate policy intent
• Most direct measure of result
• Critical success factor
• Big ticket item
• Hot button item
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End Result: The Ultimate Goal!• Desired eventual condition• Public focused - What public paying for• Make it bold – End stuff or make
everything good or…
“My administration is taking a comprehensive approach to stop the epidemic [of sexual assault & domestic violence]”
- Gov. Sean Parnell
Performance Detail Elements
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End Result: (continued)• Ultimate goal, not year-end goal• Doesn’t have to be reachable today• Targets are for reachable goals• Realistic Target(s) for each End Result
Performance Detail Elements
“…get a workstation running our software onto every desk and eventually in every home.”
- Bill Gates, 1985
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Strategy: How do we get there?• Planned approach• Designed to achieve the End Result• Consider long-term• Return on investment• Realistic Target(s) for each Strategy
Performance Detail Elements
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Target: How are we doing?• Expected level of success • Realistic - based on time & resources• Min. one per End Result & Strategy• Use the number that best tells story
Performance Detail Elements
Analysis
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Analysis
Analysis includes examining:
1. Performance & operational data
2. Internal/External Assessment
3. Evaluation of strategic alternatives
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• So you know producing right results
• Whether, not why
• To improve, not blame
• Informs all organizational levels
• Used in planning, budgeting, operations
Performance Measurement
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Types of Measures
Input – resources used# of staff, caseload size, …
Output – activities completed# trained, # audits, …
Efficiency – how well resources usedCost per, cycle time,…
Quality – effectivenessAccuracy, rating, survey,…
Result – outcome achievedIncidence, prevalence,…
Low Value
High Value
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Measure ValueExampleDestination: grocery store
1. Inputs – gas pumped into the tank
2. Outputs – miles traveled, gas consumed
3. Efficiency – gas mileage
4. Quality – reliable, comfortable
5. Result – proximity to grocery store
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•Relevant To the End Result or Strategy
•Quantifiable Need to be able to count it up
•Unidirectional Good is either up or down, not both
•Actionable Someone can act to improve it
Elements of Good Measures
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Performance MeasuresDevelopment
• Investment
• Iterative process
• Cost/Benefit
• Unintended consequences
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• Internal strengths/weaknesses
• External opportunities and obstacles
• User group opinions
• Identify only the most impactful
Internal/External Assessment
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• Identify a rich range of alternatives
• Weigh cost/benefit of each• Cost includes training, time, capital,…• Benefit is the difference between the result with
and without the intervention• Other considerations include required
legislation, mix of strategies, long-term costs
• Justification for current and future
Strategic Alternatives
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Wrap-Up
Next steps: Align State Priorities, Dept. Priorities, and
Dept. Performance Detail
Performance Management Advisory Board
Performance Management Manual
Performance Framework Improvement– Available for more specific follow-upAvailable for more specific follow-up
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For questions and individualized assistance with Alaska’s Performance Framework:
Craig Kahklen, Management Analyst
Office of Management & [email protected]