Getting Better Results from Government Washington State’s GMAP

Getting Better Results from Getting Better Results from GovernmentGovernment

Washington State’sWashington State’s

GMAPGMAP

Pacific Northwest Digital Government SummitPacific Northwest Digital Government SummitPerformance Measurement in WashingtonPerformance Measurement in Washington

June 20, 2006June 20, 2006

Presented byPresented by

Robin Campbell, Governor’s GMAP Analyst, Office of the GovernorRobin Campbell, Governor’s GMAP Analyst, Office of the GovernorMatthew Krieger, Organizational Performance Manager, Dept of Information ServicesMatthew Krieger, Organizational Performance Manager, Dept of Information Services

Vince Schueler, Technology Manager, GMAP, Office of the GovernorVince Schueler, Technology Manager, GMAP, Office of the Governor

22

Today we’ll talk aboutToday we’ll talk about

Washington’s Management FrameworkWashington’s Management Framework

What GMAP Is and How It WorksWhat GMAP Is and How It Works

Examples and VideoExamples and Video

Technology and GMAPTechnology and GMAP

Management FrameworkManagement Framework

66

Why are we doing this?Why are we doing this?The performance imperativeThe performance imperative

Improve service delivery Improve service delivery We must be able to confirm that change is happeningWe must be able to confirm that change is happening

Business as usual is not enough Business as usual is not enough We must learn to adapt to a changing environmentWe must learn to adapt to a changing environment

Improve budget and operational decisions Improve budget and operational decisions Measure lest you be measuredMeasure lest you be measured

Tell our story Tell our story Clear communication – not ‘spin’ – promotes accountabilityClear communication – not ‘spin’ – promotes accountability

What is GMAP?What is GMAP?

GGovernmentovernmentMManagementanagementAAccountability andccountability andPPerformanceerformance

88

GMAP is . . .GMAP is . . .

A management tool that promotes the sharing A management tool that promotes the sharing of current information to achieve better resultsof current information to achieve better results

Managers report in personManagers report in person Reports are data-drivenReports are data-driven Dialogue is honest, and questions are direct and Dialogue is honest, and questions are direct and

challengingchallenging Leaders and managers hold each other Leaders and managers hold each other

accountable by following upaccountable by following up

99

GMAP PrinciplesGMAP Principles**

1.1. Personal presence of high level leadershipPersonal presence of high level leadership

2.2. Accurate, timely dataAccurate, timely data

3.3. Effective strategies and tacticsEffective strategies and tactics

4.4. Real-time problem solvingReal-time problem solving

5.5. Relentless follow-upRelentless follow-upDid we do what we said we would do? Did we do what we said we would do?

Did it Did it workwork? ?

* Adapted from the COMPSTAT principles developed by Jack Maple

1010

Two Levels of GMAPTwo Levels of GMAP

1.1. Agency directors and senior executives Agency directors and senior executives review performance within their agenciesreview performance within their agencies

2.2. The governor pays particular attention to The governor pays particular attention to results that are aligned with her key results that are aligned with her key priorities, and to initiatives that involve priorities, and to initiatives that involve multiple agenciesmultiple agencies

GMAP Deputy Chief of

Staff

Director A

Pro

ject

ion

Scr

een

#1 P

roj ect ion S

creen # 2

Personnel

LegislativeRelations

Information Svcs

Risk Mgmt

General Seating

Governors GMAP Room Layout

Governor

Lead Analyst & Recorder

Communications

Chief of Staff

Finance

Director B Director C

Policy

Agency Staff

Agency Management Team Seating (to support presenting directors)

1212

Role of the Leadership TeamRole of the Leadership Team

• To clarify expectationsTo clarify expectations

• To learn: Why are we getting these results?To learn: Why are we getting these results?

• To identify and remove barriers to achieving To identify and remove barriers to achieving resultsresults

• To make decisions, take action, and To make decisions, take action, and relentlessly follow up to see if it’s workingrelentlessly follow up to see if it’s working

• Recognize accomplishmentsRecognize accomplishments

1313

Five key questions Five key questions managers need to askmanagers need to ask

• Are we where we thought we would be?Are we where we thought we would be?• Why or why not?Why or why not?• Do we need to change our strategies, Do we need to change our strategies,

improve our processes, or recalibrate our improve our processes, or recalibrate our targets?targets?

• What actions need to be taken?What actions need to be taken?• What is the story to be told?What is the story to be told?

Where do we get our Where do we get our measures?measures?

Use of the Logic ModelUse of the Logic Model

Logic Model ExampleLogic Model ExampleDepartment of CorrectionsDepartment of CorrectionsGoal: Preventing RecidivismGoal: Preventing Recidivism

Logic Model ExampleLogic Model ExampleDepartment of CorrectionsDepartment of CorrectionsGoal: Preventing RecidivismGoal: Preventing Recidivism

Activity: We train inmates in work

skills

# of classes taught

Activity: We train inmates in work

skills

# of classes taught

Inmates will have a marketable skill when they leave

prison…

# of inmates certified in the skill

Inmates will have a marketable skill when they leave

prison…

# of inmates certified in the skill

Inmates choose gainful employment

over crime…

% of inmates finding a job after

release

Inmates choose gainful employment

over crime…

% of inmates finding a job after

release

Communities are safer.

% of inmates who commit crimes

after release

Communities are safer.

% of inmates who commit crimes

after release

…so that…

Degree of Influ

ence/C

ontrol

Output

Immediate Outcome

Intermediate Outcome

Ultimate Outcome

…so that…

…so that…

Ultimate Policy

Intent

1616

Why it makes sense Why it makes sense to focus on performanceto focus on performance

1.1. Sets a tone of accountabilitySets a tone of accountability

2.2. Highlights excellence by staffHighlights excellence by staff

3.3. Creates knowledgeable leadersCreates knowledgeable leaders

4.4. Builds team through collaborationBuilds team through collaboration

5.5. Solves problems immediatelySolves problems immediately

6.6. Facilitates honest dialogueFacilitates honest dialogue

7.7. Creates positive risk takersCreates positive risk takers

8.8. Exposes barriers to progressExposes barriers to progress

9.9. Drives performance excellenceDrives performance excellence

Excerpted from a 12/1/03 presentation by former Washington State Patrol Chief Ronal Serpas, PhD

1717

The GMAP process ensures The GMAP process ensures persistent follow-uppersistent follow-up

• Every governor’s forum includes:Every governor’s forum includes:o Responses to unanswered questions from Responses to unanswered questions from

previous sessions previous sessions o Action plans for improvement when problems are Action plans for improvement when problems are

identifiedidentifiedo Current information on personnel and budget Current information on personnel and budget

performance, updated quarterlyperformance, updated quarterly• After every forum:After every forum:

o GMAP analysts send follow-up memos to identify GMAP analysts send follow-up memos to identify unresolved issues and begin to plan the next unresolved issues and begin to plan the next sessionsession

GMAP ExamplesGMAP Examples

A look at what works, and whyA look at what works, and why

1919Data Notes

How is the Children’s Administration managing its How is the Children’s Administration managing its budget to achieve outcomes and accountability?budget to achieve outcomes and accountability?

AnalysisAnalysis Children’s Administration management will control Children’s Administration management will control

budget units budget units

Budget units with a variance contain contractual or Budget units with a variance contain contractual or fixed costs fixed costs

• Adoption support per capita costs assumed in the Adoption support per capita costs assumed in the appropriation are $52/month per child lower than the actual appropriation are $52/month per child lower than the actual cost per child in FY 2005cost per child in FY 2005

• The assumed per capita cost for foster care is $28/month The assumed per capita cost for foster care is $28/month lower than the FY 2005 costlower than the FY 2005 cost

• Lease costs exceed appropriated amount by $2.1 millionLease costs exceed appropriated amount by $2.1 million

Action StepsAction Steps

Implement comprehensive financial management Implement comprehensive financial management systemsystem

Rebalance regional staffing levels and adjust budgetsRebalance regional staffing levels and adjust budgets

Increase direct services staffIncrease direct services staff

Strengthen the service array through contracts reviewStrengthen the service array through contracts review

Refine foster care and adoption support forecast Refine foster care and adoption support forecast modelmodel

Engage Boeing’s “Lean Team”Engage Boeing’s “Lean Team”

Acquire state and federal resourcesAcquire state and federal resources

Expenditure Analysis Appropriation Projected Variance(In Thousands) Fiscal Year 2006 Fiscal Year 2006

Category 1000 (Services)Budget Unit C14 (Family Support) $36,910 $36,910 $0Budget Unit C15 (Transitional Svc) $9,533 $9,533 $0Budget Unit C16 (Adoption) $70,932 $79,751 ($8,819)Budget Unit C18 (Victim Assistance) $7,253 $7,253 $0Budget Unit C19 (Foster Care) $150,501 $157,100 ($6,599)

Category 2000 (Field, Licensing and Lease Costs) $158,873 $160,973 ($2,100)

Category 8000 and 9000(HQ and Special Projects) $31,445 $31,445 $0

Total $465,447 $482,965 ($17,518)

SOURCE: DSHS Budget Office; Children’s Administration Fiscal Office

Expenditure Analysis Allotment Expenditure Variance(In Thousands) J uly-August 2005 J uly-August 2005

Category 1000 (Services)Budget Unit C14 (Family Support) $6,152 $4,659 $1,493Budget Unit C15 (Transitional Svc) $1,589 $1,497 $92Budget Unit C16 (Adoption) $11,477 $12,347 ($870)Budget Unit C18 (Victim Assistance) $1,169 $1,626 ($457)Budget Unit C19 (Foster Care) $25,013 $25,036 ($23)

Category 2000 (Field, Licensing and Lease Costs) $25,741 $25,473 $268

Category 8000 and 9000(HQ and Special Projects) $5,211 $5,844 ($633)

Total $76,352 $76,482 ($130)

FY06 Budget Appropriation ,Year-to-Date Expenditures

2020

Fiscal and Staffing ConcernsFiscal and Staffing ConcernsChild Protective Services caseloads by regionChild Protective Services caseloads by region

Analysis:

• Rebalancing of caseloads between Regions 3 and 4 is showing some change

• Reaching comparable caseloads in Region 3 will take several months due to the hiring process

Action Steps:

• Rebalance staffing levels between and within regions

• Re-design CPS/CWS model to strengthen focus on child safety

Number of CPS Cases Per CPS Staff by Region

25.1

23.9

40

21.3 2

4.2 2

6.6

26.5

22.3

23.1

32.4

23.5

20.6

26.7

24.8

0

5

10

15

20

25

30

35

40

45

Region 1 Region 2 Region 3 Region 4 Region 5 Region 6 State

Apr-05 Jul-05 Funded Ratio 1:24

SOURCE: Financial Reporting System & CAMIS Workload Report. Excludes DLR-CPS

2121

What is the average CPS caseload?Analysis:

The recent Region 4 caseload increase reflects vacancies created by staff turnover and transfers, and difficulties recruiting qualified Social Workers in the Region. During the first 3 quarters of FY06:

The rate of Social Worker loss from transfers (8.5%) was about twice as high as the state average (4.3%) The rate of Social Worker loss from turnover (9.6) was 40% higher than the state average (6.8%)

25.1

25.2

24.1

22.3

23.2

22.7

22.7

21.7

21.8

21.8

23.0

24.8

0

40

Apr 05 May 05 Jun 05 Jul 05 Aug 05 Sep 05 Oct 05 Nov 05 Dec 05 Jan 06 Feb 06 Mar 06

23.9

26.0

24.5

23.1

23.4

21.2

20.7

19.2

18.8

18.5

20.9

23.3

0

40


40.0

39.6

38.1

32.4

30.2

24.8

22.5

20.2

19.5

21.2

21.3 23.9

0

40


21.3 24.0

23.9

23.5

23.8

21.4

22.6

23.8

22.3 26.7

27.8

28.7

0

40


REGION 1 REGION 2

REGION 3 REGION 4

Number of CPS Cases per CPS Staff Regions 1 through 4

Region CountFunded Ratios = 1:24COA Ratios = 1:18K

EYDATA

NOTESSOURCE: Financial Reporting System and CAMIS Workload Report. Excludes DLR-CPS and cases with no activity for 180 days. Transfers mean employee movement between sub-agencies within DSHS. Turnover means leaving DSHS for any reason.

Fiscal and Staffing Concerns

2222

Analysis: Low Region 5 caseload ratio shows impact of earlier case transfer from CPS to CWS

24.2

23.8

23.4

20.6

21.1

15.0 18.2

19.1

18.7

16.5

15.6

16.9

0

40


26.6 29.4

28.5

26.7

26.4

25.0

25.8

21.5

21.5

20.2

20.8

22.9

0

40


REGION 5 REGION 6

Number of CPS Cases per CPS Staff Regions 5 and 6

Region CountFunded Ratios = 1:24COA Ratios = 1:18K

EYDATA

NOTESSOURCE: Financial Reporting System and CAMIS Workload Report. Excludes DLR-CPS and cases with no activity for 180 days.

DSHS

REGIONS

Region 1

Region 2

Region 3

4

5

Region 6

What is the average CPS caseload?

Fiscal and Staffing Concerns

2323

Fiscal and Staffing ConcernsFiscal and Staffing Concerns

Children’s Administration Recruitment • Planning to hire about 250 Social Workers

during FY07

• Teaming with DSHS Human Resources and DOP on recruitment

• New staff will be hired at a Social Worker 2 or 3 level - must be ready to carry cases immediately following Academy training

• Anticipating 40 from the Child Welfare Training and Advancement Program (CWTAP*)

• Other potential sources of Social Worker recruitment include:

• other administrations

• community based child welfare organizations

• other disciplines (e.g. teachers)

• other states

• retirees

Actions Who Due Date

• Actively seek candidates to fill vacant positions

• Coordinate with DOP to address register issues and take over certification responsibilities from DOP

• Coordinate with Lands and Buildings Division to find additional office space for new hires

• Coordinate with Information Services Division to purchase equipment and get network access for new hires

• Provide Social Worker Academy training to new hires

• Working closely with CA Business Network to enhance the effective use of allotted service dollars for FY 07

Finance and Operations Support Director

Ongoing – from present through FY07

*The Child Welfare Training and Advancement Program (CWTAP) offers Masters of Social Work (MSW) students interested in a career in child welfare an opportunity to enhance or develop practice skills while earning an advanced degree. The CWTAP is implemented through public universities in Washington State to enhance professional practice in child welfare and provide assistance to current and/or potential social workers who are committed to a career in public child welfare. In return for receiving financial assistance, program participants commit to actively pursue employment with Children’s Administration on a state-wide basis.

2424

Children will be safe from abuse and neglectChildren will be safe from abuse and neglectHow many children receiving services in their home are visited every 30 days?How many children receiving services in their home are visited every 30 days?

Dependent Children Returned Home and Receiving Services:Percent With a Social Worker Visit Within the Last 30 Days

54.7

%

50.0

%

35.8

%

37.1

%

65.8

%

58.7

%

49.4

%

50.2

%

55.0

%

37.9

%

34.1

%

57.4

%

64.8

%

48.1

%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Region 1 Region 2 Region 3 Region 4 Region 5 Region 6 State

October November Performance Target = 90%

Data Notes SOURCE: CAMIS SER download 12/22/05. Data reflects children in an in-home dependency who were seen by their Social Worker in the last 30days. Point in time measure as of the first of the month.. Methodology to count in-home service cases (not in-home dependencies) is still in development. Policy effective October 1, 2005.

2525

Children will be safe from abuse and neglectChildren will be safe from abuse and neglectHow many children receiving services in their home are visited every 30 days?How many children receiving services in their home are visited every 30 days?

Analysis:Analysis: 30-day visits have been implemented for in-home dependency and in-home service cases30-day visits have been implemented for in-home dependency and in-home service cases

• Data is currently available to monitor the approximately 1,500 in-home dependency casesData is currently available to monitor the approximately 1,500 in-home dependency cases• The policy applied to approximately 6,800 in-home CPS service cases which cannot currently be monitoredThe policy applied to approximately 6,800 in-home CPS service cases which cannot currently be monitored

30-day visits cannot be implemented and sustained within current resources, as assumed in January 200530-day visits cannot be implemented and sustained within current resources, as assumed in January 2005 CPS staff are cumulatively impacted by new 24/72-hour response and 30-day policies and CWS staff are impacted by 30-day visitsCPS staff are cumulatively impacted by new 24/72-hour response and 30-day policies and CWS staff are impacted by 30-day visits In-home visits are very difficult to accurately count in CAMISIn-home visits are very difficult to accurately count in CAMIS

Number of in-home dependencies may be exaggerated due to complexity of CAMIS documentation Number of in-home dependencies may be exaggerated due to complexity of CAMIS documentation In-home visits do not yet have a unique CAMIS Service Episode Record codeIn-home visits do not yet have a unique CAMIS Service Episode Record code

Actions Who Due Date

With agreement of the Governor and DSHS Secretary, adopt a plan to stage implementation of the 30-day visitation requirement, increasing targets and the target population as new staff come on board.

Assistant Secretary 12/21/05: Plan initiated 3/31/06: New targets set from benchmarks

Analyze reasons for low 30-day visitation rate. Field Operations Director 2/28/06

Develop a separate CAMIS code to document 30-day visits. CATS Director 1/31/06

Develop a desk guide for the documentation of 30-day visits. CATS Director 1/31/06

Identify method to measure compliance with CPS in-home cases. Finance and Operations Support Director

3/31/06

2626

Accountability and performanceAccountability and performanceGMAP data communicatesGMAP data communicates

2727

Department of Revenue AuditsDepartment of Revenue AuditsNet recovery per hourNet recovery per hour

1.3%

3.2%

7.2%

0.8%

3.4%2.6%

0%

2%

4%

6%

8% Percentage of NAICS Audited

($1,197) ($460)

$952

$10,770

($3,782)

$1,885

(8,000)

(4,000)

0

4,000

8,000

12,000

Min

ing

Ma

nu

fac

turi

ng

Info

rma

tio

n

Wh

ole

sa

le

Pu

bli

c

Ad

min

istr

ati

on

Ma

na

ge

me

nt

By 2 Digit NAICS

2.5% Goal

(Based on FY 2005)

2828

Historic Property Tax Incentive Programs Geographic Distribution

State Special Tax Valuation for Rehab

Federal Tax Credit Incentives For Rehab

Department of Archaeology & Historic Preservation

2929

050

100150200250300350400450500

1/1

/20

01

5/1

/20

01

9/1

/20

01

1/1

/20

02

5/1

/20

02

9/1

/20

02

1/1

/20

03

5/1

/20

03

9/1

/20

03

1/1

/20

04

5/1

/20

04

9/1

/20

04

1/1

/20

05

5/1

/20

05

9/1

/20

05

1/1

/20

06

5/1

/20

06

9/1

/20

06

1/1

/20

07

5/1

/20

07

9/1

/20

07

1/1

/20

08

5/1

/20

08

9/1

/20

08C

ases R

eceiv

ed

/ C

om

ple

ted

0

200

400

600

800

1000

1200

1400

New cases received

Cases completed

Total Pending cases

Crime Laboratory DNA Backlog

Problem Analysis: • Cases received outnumber cases completed by ~30 cases/month.• Gap grows by about 5% annually.• Staff currently in training will barely meet incoming demand, not reduce backlog.• Inability to hire experienced staff; new staff require 12 months training.• Even adding 12 DNA staff, backlog would rise to 1350 cases - average nine-month delay.Conclusion: Even with addition of new resources, backlogs would rise to unacceptable levels before

improving due to lag-time in training and increased demand.

Monthly cases completed - 129

Monthly cases received - 163

Backlo

g

Projected backlog

3030

Crime Laboratory DNA Backlog

Action Plan:• Supervisors will turn down low-value cases that are currently being

submitted (cellular DNA gun possession cases, etc). • Better management of “window dressing” testing (e.g. testing multiple other

exhibits beyond initial identification). • Evaluate salary structure of Forensic Scientist series which prevents hiring

experienced staff.• Request additional DNA staffing for Spokane and Vancouver Labs. • Evaluate contracting-out of training, or use of dedicated training facility.• Hire every qualified experienced DNA scientist that comes our way, even

at the expense of other functional areas. • Validate robotics and further automation. • Pursue Federal funds for contracting-out sexual assault rape kits.

Assessment:Addresses crisis in backlog growth and works toward the goal of 60-day turnaround time.Enhances resources to meet demand from criminal justice agencies.Still untapped potential of DNA technology in property crimes cases to prevent crime.

3131

Can we improve job placements by focusing on certain services?

Employment Security Department: Pierce County WDA

The percentage of job openings filled in Pierce County has not exceeded 33% in over 3 years. Last year’s 12 month average was 16.9%. The goal for 2005-07 is 30%.

WDA: Workforce Development Area

Pierce County WDA: FY06 - as of January 2006

104 164 193 112 169 163 158 1496171681028064

25.5%

33.1%26.3%

22.8%24.0%25.4%

33.9%

0

500

1,000

1,500

2,000

2,500

Jul-0

5

Au

g-0

5

Se

p-0

5

Oct

-05

No

v-0

5

De

c-0

5

Jan

-06

Fe

b-0

6

Ma

r-0

6

Ap

r-0

6

Ma

y-0

6

Jun

-06

0%

10%

20%

30%

40%

50%

60%

Staff assisted job matching Initial assessment Percent of Job Openings Filled

3232

Initial Assessment: the intake process where staff interview job seekers and document their job histories, skills, interests, and abilities in the shared electronic database. If the system is not populated with complete information, the likelihood of making a good job match is lowered.

What services are most effective?

Started with a Logic Model

• Backwards planning from the employer perspective at local level

• Quality referrals increase chances of job seeker employment

• Job seeker to employment opportunity alignment is key (Staff Assisted Job Match)

• To achieve a good job match, ESD staff must identify transferable skills, education, and customer’s desired employment objectives (Initial Assessment)


Increase Initial Assessments

Increase QualityJob Matching

Increase BetterJob Referrals

In order to…

In order to…

In order to…

Increase Job Placements

3333

Job Match: providing the job seeker with a list of open job opportunities which are a match with his or her desired employment, or employment needs. These opportunities must be a functional match for the job seeker.

Action Steps:• Analyzed all 12 areas statewide• Assessed performance and services provided• Selected feeder measures which were linked to high

performers:1. Complete initial assessments2. Resume assistance3. Job matching4. Job referrals

• Developed staff reporting and monitoring tools • Established individual staff accountability for providing

quality services• Provided training• Managers use tools to drill down to staff level to conduct

quality assurance reviews of performance

What steps did we take to test the theory and implement?


Job seeker assessment

andjob match

Quality job referral

Follow up

3434

Pierce County leads the entire State in Initial Assessments and also has the largest productivity increase in all around service delivery. We are exceeding our YTD jobs openings filled target by 11%.

Pierce County WDA: FY06 - as of April 2006

104 164 193 112 169 16337

158

1,009

1,7391,216

1421496171681028064

1,58533.9%

25.4% 24.0% 22.8%26.3%

33.1%25.5%

33.4%38.1%

48.2%

0

500

1,000

1,500

2,000

2,500

Jul-0

5

Au

g-0

5

Se

p-0

5

Oct

-05

No

v-0

5

De

c-0

5

Jan

-06

Fe

b-0

6

Ma

r-0

6

Ap

r-0

6

Ma

y-0

6

Jun

-06

0%

10%

20%

30%

40%

50%

60%

Staff assisted job matching Initial assessment Percent of Job Openings Filled

Implemented change in February 2006

Result: More job openings filled


3535

GMAP Reporting of State IT ProjectsGMAP Reporting of State IT Projects

Level 3: Projects rated high

for both severity and risk.

Legend:

Color Variance

Green None

Yellow Little to moderate

Red Significant

(Gray = Not yet started)

* Project outlook based on revised plans. For other projects, original plan has not been revised.

Information current as of May 11, 2006 Information Services Board Meeting

Scope Sched Budget Scope Sched Budget

Red Red Red Green Green Green Green

3 3 3 1 1 1 1

Green Red Red Green Red Green Yellow

1 3 3 1 3 1 2

Red Red Red Green Green Green Green

3 3 3 1 1 1 1

Gray Gray Gray Gray Gray Gray Gray

Yellow Red Red Green Yellow Green Yellow

2 3 3 1 2 1 2

Yellow Red Red Yellow Red Red Yellow

2 3 3 2 3 3 2

Green Red Green Green Green Green Green

3

Gray Gray Gray Gray Gray Gray Gray

Green Green Green Green Green Green Green

1 1 1 1 1 1 1

Green Green Green Green Green Green Green

Green Yellow Green Green Yellow Green Green

2 2

Benefits Administration/ Insurance Accounting

HRMS*

Office of the Insurance

Commissioner

DSHS

Lottery

Department of Licensing

University of Washington

Community and Technical Colleges

Agency

Department of Personnel

DSHS

Health Care Authority

Department of Corrections

Center for Information Services Re-hosting

Project*

On-line Record of Clinical Activity*

Hewlett Packard 3000 Replacement*

Hewlett Packard 3000 Replatforming

ProviderOne*

OMNI*

Project Status Compared to Original Plan

Project Outlook Success Factors

Level 3 Project

Gaming System Procurement

Statewide Automated Child Welfare

Information System

Washington State Patrol

IWN-East

Let’s Take a LookLet’s Take a Look

Video clip examples from Video clip examples from Governor’s GMAP sessionsGovernor’s GMAP sessions

What did you see and hear?What did you see and hear?

What did you think?What did you think?

3838

What have we learned so far?What have we learned so far?

1.1. It’s very hard workIt’s very hard work

2.2. It takes courageIt takes courage

3.3. Persistent follow up makes it happenPersistent follow up makes it happen

4.4. You can’t measure everythingYou can’t measure everything

5.5. GMAP reports and forums are only the GMAP reports and forums are only the beginning of the conversationbeginning of the conversation

3939

What’s coming in the future?What’s coming in the future?

1.1. Better performance measuresBetter performance measures2.2. Citizen Advisory Board to assist governorCitizen Advisory Board to assist governor3.3. Budget priorities for 2007-09 (Priorities of Government)Budget priorities for 2007-09 (Priorities of Government)4.4. Personnel reportsPersonnel reports5.5. Statewide initiatives (Regulatory Improvement, Plain Statewide initiatives (Regulatory Improvement, Plain

Talk)Talk)6.6. Risk managementRisk management7.7. Audit findingsAudit findings8.8. Better outreach to stakeholdersBetter outreach to stakeholders9.9. Monitoring the performance of contractorsMonitoring the performance of contractors

4040

The most important thing: It worksThe most important thing: It works

Getting to kids at risk of serious abuse within 24 Getting to kids at risk of serious abuse within 24 hourshours When Governor Gregoire took office, we were getting When Governor Gregoire took office, we were getting

there 71% of the timethere 71% of the time Just over a year later, we’re getting there 95% of the Just over a year later, we’re getting there 95% of the

timetime

Getting to neglected kids within 72 hoursGetting to neglected kids within 72 hours January 2005 – 19% of the timeJanuary 2005 – 19% of the time February 2006 – 90% of the timeFebruary 2006 – 90% of the time

Technology in GMAPTechnology in GMAP

4242

Technology – CIO’s Role in Technology – CIO’s Role in GMAPGMAP

Baltimore model Personnel

Budget

Technology

4343

Performance ObjectivesPerformance Objectives

Effective use of tools and technologyRequires

Effective data

Effective data comes from

Good program management and objectives

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Performance ObjectivesPerformance Objectives

Specific, Measurable, Attainable, Realistic, Timebound

Examples:Customer service

Financial variances

Performance evaluations

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ManagementManagement

Managers must: Engage in the details of the data

Including definitions Assume accountability for data quality Use data for program management

Establish program targets Review progress regularly Take actions to achieve results

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IT Projects - Lessons Learned, IT Projects - Lessons Learned, Success FactorsSuccess Factors

What are the lessons learned from the past, and how are we incorporating them into current projects?

User Involvement*

Executive Management Support*

Experienced Project Manager

Clear Business Objectives

Minimized Scope

Agile Business Requirements

Standard Infrastructure

Formal Methodology

Reliable Estimates

Skilled Staff

Contract Negotiation and Management

Implementation

Lessons Learned (referred to as “Success Factors”)

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Technology toolsTechnology tools

DIS completed Washington technology assessment (state agencies)

48 agencies participated Assessed tools in use for data collection, analysis, presentation

Microsoft Office tools predominant Some agencies have more extensive tools

Retirement Systems OFM

Decision to start: Use the tools we had

Where are we now?Where are we now?Where are we going?Where are we going?

IT Support for Performance IT Support for Performance Measurement in WashingtonMeasurement in Washington

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Washington State’s performance measurement Washington State’s performance measurement system is outgrowing its IT infrastructuresystem is outgrowing its IT infrastructure

Concerns and constraintsConcerns and constraints We have measures but don’t always have the dataWe have measures but don’t always have the data Performance measurement reporting isn’t effectively integrated (agency Performance measurement reporting isn’t effectively integrated (agency

strategic plans, federal requirements, Priorities of Government, budget-strategic plans, federal requirements, Priorities of Government, budget-based performance measures (PMT), and GMAP)based performance measures (PMT), and GMAP)

We lack a clear bridge between enterprise, agency and program We lack a clear bridge between enterprise, agency and program performance measures and a means of mapping how it all fits togetherperformance measures and a means of mapping how it all fits together

We have no systematic method for follow up when indicators suggest We have no systematic method for follow up when indicators suggest the need for actionthe need for action

Reporting and compiling information is very labor intensiveReporting and compiling information is very labor intensive Reporting systems aren’t flexibleReporting systems aren’t flexible What we measure is often driven by the data we have, not the What we measure is often driven by the data we have, not the

measures we needmeasures we need We have too many measuresWe have too many measures Measurement data and goals are inaccessible and/or hard to interpret Measurement data and goals are inaccessible and/or hard to interpret

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Starting AssumptionsStarting Assumptions You must You must showshow value to your authorizing environment first value to your authorizing environment first

(Executive Leadership Team and Legislature). (Executive Leadership Team and Legislature). Effective performance measurement systems focus attention on Effective performance measurement systems focus attention on

what is most important (and need to be designed to discourage what is most important (and need to be designed to discourage measurement proliferation). measurement proliferation).

The most important measures are not always most easily accessible The most important measures are not always most easily accessible or most amenable to standardization. Useful measures come in or most amenable to standardization. Useful measures come in many forms and formats.many forms and formats.

All agencies should get some value out of a system, even though All agencies should get some value out of a system, even though Agencies have different platforms, computer system sophistication, Agencies have different platforms, computer system sophistication, and IS capacity. Those with more capacity and sophisticated needs and IS capacity. Those with more capacity and sophisticated needs should be able to do more.should be able to do more.

Direct real time access to source data sets (Nirvana) is very Direct real time access to source data sets (Nirvana) is very complex operationally and can be misleading. Most measurement complex operationally and can be misleading. Most measurement data and data sets must be adjusted before they are used. data and data sets must be adjusted before they are used.

Drive before you flyDrive before you fly

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The Next Phase: Drive Before You FlyThe Next Phase: Drive Before You FlyBut invest in the infrastructure for flightBut invest in the infrastructure for flight

Where are we now? On foot with specifications for a car

What’s the next step? Building a car

Where do we want to go? The age of flight

GMAP as pilot projectBuild the need for speed:Whetting the appetite for more

The right information, at right place, at the right time

Building basic enterprise feeder systems (Budget, Human Resources, and Performance Measurement)

Essential enterprise data available and accessible via a “front- end” Enterprise wide systems fully

integrated

Access is hard-copy – report based:GMAP (PowerPoint)Performance Measure (Precompiled reports)

Aggregate performance measurement data accessible, web or other links to additional data

Performance measurement data updated in “real- time”

Requires expert knowledge to accessHigh level indicators are accessible to the general public

Most indicators are available via a visual interface

Data capture are not flexible(PMT data only reportable quarterly)

Increase options for tracking and reporting performance measures Fully customizable reporting

Measures are not consistently reported One stop entry One stop entry

Hand tabulation and updatesEasier storage and updating - some standardization of reporting Fully customizable reporting

No data (GMAP) Access to aggregated data Real-time access to source data

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What’s up next?What’s up next?

Building the Car:Building the Car: Vital Signs: a flexible front-end for organizing, tracking and Vital Signs: a flexible front-end for organizing, tracking and

reporting high level performance measuresreporting high level performance measures Performance Measurement Tracking (PMT) system upgrades.Performance Measurement Tracking (PMT) system upgrades.

• http://www.ofm.wa.gov/budget/manage/default.asp http://www.ofm.wa.gov/budget/manage/default.asp Agency measurement data system pilots: integrating Agency measurement data system pilots: integrating

performance measurement reporting into operationsperformance measurement reporting into operations• Employment Security DepartmentEmployment Security Department• Others?Others?

Building the infrastructure for driving and eventually for Building the infrastructure for driving and eventually for flyingflying

Roadmap:Roadmap: http://www.ofm.wa.gov/roadmap/default.htm http://www.ofm.wa.gov/roadmap/default.htm

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For more informationFor more information

www.governor.wa.gov/gmapwww.governor.wa.gov/gmap

Please check the website for material from all Please check the website for material from all GMAP sessions and a schedule of coming GMAP sessions and a schedule of coming

events. Visitors are welcome at all governor’s events. Visitors are welcome at all governor’s GMAP forums.GMAP forums.

Getting Better Results from Government Washington State’s GMAP

Documents

Transcript of Getting Better Results from Government Washington State’s GMAP