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FPSI/RLG 1
BPHCBPHCPerformance Performance Improvement Improvement
National Health Care for the HomelessConference and Policy Symposium
Philip L. LeeThe Results Leadership Group
and University of Maryland School of Public Policywww.resultsleadership.org
2
Objectives Gain insight into BPHC’s
implementation of performance improvement measures and principles
Explore application of principles to HCH Programs and Partners
Explore opportunities to support BPHC’s vision of performance improvement
3
Some Themes The uses (and misuses) of
performance measures
Using data to tie day-to-day decisions at all staff levels to achieving desired ends
Aligning program management, strategic planning, and budgeting
4
Some Themes
Innovation, including how to surface and challenge outdated thinking
Managing decision-making processes that build trust, move quickly from talk to action, and get results
FPSI/RLG 5
Reframing:Reframing:
(1) Performance(1) Performance AccountabilityAccountability
andand
(2) Performance (2) Performance ImprovementImprovement
FPSI/RLG 6
““[I]n business it does not much [I]n business it does not much matter if you get it wrong 10 matter if you get it wrong 10
percent of the time as long as you percent of the time as long as you turn a profit at the end of the turn a profit at the end of the
year. In government, it does not year. In government, it does not much matter if you get it right 90 much matter if you get it right 90 percent of the time because the percent of the time because the
focus focus will be on the 10 percent of will be on the 10 percent of the time you got it wrong.”the time you got it wrong.”
Donald J. Savoie, “What is Wrong with the New Donald J. Savoie, “What is Wrong with the New Public Public Management?” Management?” Canadian Public Administration Canadian Public Administration (1995)(1995)
FPSI/RLG 7
““AccountabilityAccountability is seen as the is seen as the product of product of limits on bureaucratic limits on bureaucratic
discretiondiscretion
– – limits that flow from clear rules limits that flow from clear rules (commands), and the formal (commands), and the formal procedures, monitoring, and procedures, monitoring, and
enforcement enforcement
that make them stick (controls).”that make them stick (controls).”Paul C. Light, Paul C. Light, Monitoring Government: Inspectors General Monitoring Government: Inspectors General
and the Search for Accountability (Brookingand the Search for Accountability (Brookings, 1993)s, 1993)
8
““Accountability” vs. Accountability” vs. Discretion: Discretion: A Tradeoff?A Tradeoff?
DiscretionDiscretionEntrepreneurs who Entrepreneurs who
actively exercise actively exercise and protect their and protect their discretion discretion and in and in
the process create the process create high-performance high-performance organizations that organizations that produce results. produce results.
AccountabilityAccountabilityManagers who Managers who
assiduously assiduously obeyobey all of the all of the rulesrules and and regulationsregulations
even if this even if this ensures that ensures that
they accomplish they accomplish little.little.
Rethinking Democratic Accountability, Robert D. Behn (Brookings, 1997)
versus
9
Performance Accountability Performance Accountability Changing the Changing the FocusFocus? ?
Accountability for Accountability for Results Results (ends)(ends) requires requires
discretiondiscretion requires requires
trusttrust
Rethinking Democratic Accountability, Robert D. Behn (Brookings, 1997)
FPSI/RLG 10
Reframing the focus inperformance improvement:
Improvement used to be: “How do we get people to do
better today what they did yesterday?”
Now, improvement is: “What do we need to be doing
today?”From Doug Krug, Author, Leadership Made Simple and Enlightened Leadership
11
Start With EndsStart With Ends Start With EndsStart With Ends
12
To what end?To what end?
Ends vs. means?Ends vs. means?
FPSI/RLG 13
THE LANGUAGE TRAP
Benchmark
Target
Indicator Goal
Result
Objective
Outcome
Measure
Modifiers Measurable Core Urgent Qualitative Priority Programmatic Targeted Performance Incremental Strategic Systemic
Lewis Carroll Center for Language Disorders
Too many terms. Too few definitions. Too little discipline.
FPSI/RLG 14
Starting at the “End”Starting at the “End”
The well-being ofCLIENT POPULATIONS
The well-being ofWHOLE
POPULATIONS Communities – Cities – Counties – States - Nations
Programs – Agencies – and Service Systems
FPSI/RLG 15
DISTINCTIONSRESULT
INDICATOR
PERFORMANCE MEASURE
Children succeeding in school, Safe communities, Clean environment, Free from death and suffering due to cancer
Rate of high school graduation, Crime rate, Air quality index, Cancer mortality rate
1. How much did we do? 2. How well did we do it? 3. Is anyone better off?
A condition of well-being for children, adults, families or communities.
A measure which helps quantify the achievement of a result.
A measure of how well a program, agency or service system is working.
= Customer Results
PO
PU
LA
TIO
N
“EN
DS
”P
ER
FO
RM
AN
CE
“E
ND
S”
Three types:
FPSI/RLG 16
1. Free from death and suffering due to diabetes
2. Per capita cases of diabetes
3. Avg. A1C hemoglobin rate for clients of clinic
4. Healthy People
5. % people with blood pressure under 140/90
6. Babies born healthy
7. % of low birth weight babies in region
8. % clients entering prenatal care in 1st trimester
IS IT A RESULT, INDICATOR OR PERFORMANCE MEASURE?
RESULT
INDICATOR
PERF. MEASURE
RESULT
INDICATOR
RESULT
INDICATOR
PERF. MEASURE
FPSI/RLG 17
Why Distinguish Population Ends from Performance Ends?
ENDS
MEANS
RESULT&
INDICATORS A STRATEGY
& PERFORMANCE MEASURES
Customer result
Service delivery
A question
of
versus
Ends
Means
FPSI/RLG 18
Result and Indicator (baseline)
Community-Wide Strategy/Partners
Program Performance
Measures (baselines)
EN
DM
EA
NS
Customer Result END
? X
1.Right Strategy?1.Right Strategy?
2. RightImplementation?
2. RightImplementation?
Population Accountability
Performance Accountability
FPSI/RLG 19
Right Strategy: Tools?
FPSI/RLG 20
Right Strategy: Roles & Partnerships?
FPSI/RLG 21
Right Implementation?
22
I sure am glad we don’t have that
problem!!
23
However beautiful However beautiful the strategy, the strategy, you should you should
occasionally occasionally look at the look at the resultsresults..
Winston ChurchillWinston Churchill
24
Selecting Selecting Performance Performance
MeasuresMeasures
25
The alternative to using data to gauge whether you are achieving
your desired ends
26
If you were selecting If you were selecting performance measures only performance measures only for yourself as a manager for yourself as a manager (and would not be sharing (and would not be sharing
them with anyone): them with anyone):
1.1.What information What information would you want to would you want to have? have?
2.2.How would you use How would you use the performance the performance measures?measures?
27
Selecting Performance Selecting Performance MeasuresMeasures
1. Who are our customers and what services do we provide to them?
2. How well do we provide those services?
3. What is the desired impact of
those services for/on our customers
(a.k.a. “customer results”)?
FPSI/RLG 28
Use performan
ce measures to ask the
right question.
Start with EndsStart with Ends
29
Results Results IndicatorsIndicatorsPerformance MeasuresPerformance Measures
How much did we do?How much did we do?How well did we do it? How well did we do it? Is anyone better off?Is anyone better off?
Contributionrelationship
Alignmentof measures
Appropriateresponsibility
30
WORK BACKWARDS WORK BACKWARDS
TO MEANSTO MEANS
(Data-driven and transparent
decision making)
WORK BACKWARDS WORK BACKWARDS
TO MEANSTO MEANS
(Data-driven and transparent
decision making)
FPSI/RLG 31
Mental Models:
Deeply ingrained assumptions,
generalizations, or even pictures or images that
influence how we understand the world
and how we take action.
Peter Senge, The Fifth Discipline
FPSI/RLG 32
"All the significant breakthroughs
were 'break-withs'
old ways of thinking.”
Thomas Kuhn
FPSI/RLG 33
"The significant problems we face
cannot be solved at the same level of thinking
we were at when we created them.“
Albert Einstein
FPSI/RLG 34
Noteworthy Mental Noteworthy Mental ModelsModels
FPSI/RLG 35
Other Noteworthy Mental Other Noteworthy Mental ModelsModels
"I think there is a world market for "I think there is a world market for maybe five computers."maybe five computers."
Thomas Watson, chairman of IBM, 1943
"Who the hell wants to hear actors "Who the hell wants to hear actors talk?"talk?"
H.M. Warner, Warner Brothers, 1927. "This 'telephone' has too many "This 'telephone' has too many
shortcomings to be seriously considered shortcomings to be seriously considered as a means of communication. The as a means of communication. The device is inherently of no value to us." device is inherently of no value to us."
Western Union internal memo, 1876.Western Union internal memo, 1876.
"We don't like their sound, and guitar "We don't like their sound, and guitar music is on the way out."music is on the way out."
Decca Recording Co. rejecting the Beatles, 1962.
FPSI/RLG 36
"Everything that can be invented has "Everything that can be invented has been invented." been invented."
Charles H. Duell, Commissioner, U.S. Office of Patents, 1899.
"Louis Pasteur's theory of germs is "Louis Pasteur's theory of germs is ridiculous fiction."ridiculous fiction."
Pierre Pachet, Professor of Physiology at Toulouse, 1872
"The abdomen, the chest, and the brain "The abdomen, the chest, and the brain will forever be shut from the intrusion of will forever be shut from the intrusion of the wise and humane surgeon."the wise and humane surgeon."
Sir John Eric Ericksen, Surgeon-Extraordinary to Queen Victoria, 1873.
"There is no reason anyone would want a "There is no reason anyone would want a computer in their home." computer in their home."
Ken Olson, president, chairman and founder of Digital Equipment Corp., 1977
FPSI/RLG 37
Mental Models that ConstrainMental Models that Constrain
How toHow to
(1) identify (1) identify and and
(2) “break with”?(2) “break with”?
FPSI/RLG 38
The discipline of working with mental models starts
with turning the mirror inward, learning to unearth our internal
pictures of the world, to bring them to the surface, and hold them to rigorous
scrutiny.
Peter Senge
FPSI/RLG 39
Reflection: Becoming aware of your own thinking and reasoning.
Advocacy: Making your own thinking and reasoning more visible to others.
Inquiry: Inquiring into the thinking and reasoning of others.
FPSI/RLG 40
Collaborative Decision Making: The Ladder of Inference
Advocacy
Advocacy
InquiryInquiry
Data
Select Data
Reasoning
Conclusion
Belief System
Action
FPSI/RLG 41
Those of us who focus
on issues of fairness too often
effect
agreement by giving in
instead of first using our
powers of persuasion to
affect
a fair outcome that will
fully satisfy all of our
legitimate interests.
FPSI/RLG 42
Those of us who focus
on issues of fairness too often
effect
agreement by giving in
instead of first using our
powers of persuasion to
affect
a fair outcome that will
fully satisfy all of our
legitimate interests.
FPSI/RLG 43
FPSI/RLG 44
FPSI/RLG 45
(a.k.a., building a “Learning (a.k.a., building a “Learning Organization”)Organization”)
Institutionalizing Institutionalizing the disciplines of:the disciplines of:
1. Starting with the ends, 1. Starting with the ends, andand
2. 2. Surfacing and challenging assumptions,
including “data”
FPSI/RLG 46
Some Criteria for Any Accountability Framework
SIMPLE
COMMON SENSE
PLAIN LANGUAGE
MINIMUM PAPER
USEFUL
Some Criteria for Any Accountability Framework
SIMPLE
COMMON SENSE
PLAIN LANGUAGE
MINIMUM PAPER
USEFUL
47
How are we doing?
Why?
Start at the End
Work Backwards
to MeansWhat do we propose to do?
What are our options?
Data
Data
Data
Ends-to-Means, Data-Driven, and Transparent
Advocacy & Inquiry
Who can help?
Answer these Questions
48
Agency/Division/Branch/Program
PerformanceMeasure
Story Behind the Baseline --------------------------- ---------------------------
Action Plan (including partners)
------------------------------------------------------
Performance Turn-the-Curve Report
Make this
Report
49
Story behind the baseline
Partners (with a role to play in turning the curve)
What Works
Action Plan (w/ Budget)
Agency/Division/Branch/Program
Performance MeasureBaseline
How are we doing?
Why?
Help?
Options?
Results-Based Decision Making: Talk to Action
Propose to do?
50
The Matter of Baselines
Baselines have two parts: history and forecast
H
M
L
History Forecast
Turning the Curve
OK?
Forecast
51
Story behind the baseline
Partners (with a role to play in turning the curve)
What Works
Action Plan (w/ Budget)
Agency/Division/Branch/Program
Performance MeasureBaseline
Why?
Results-Based Decision Making: Talk to Action
How are we doing?
52
The Story Behind the Baseline
The Story Behind the Baseline
Key Factors/Causes? Root Causes (Ask “Why?”
5 times) Prioritize – which are the
most important to address to “turn the curve” of the trend line?
Research agenda?
53
Force Field Analysis
Factors Contributing?
Factors Restricting?
FPSI/RLG 54
Alternative to Traditional Evaluation Methods:DEMONSTRATING a CONTRIBUTION
to complex change efforts… requires 3 elements:
A Curve to Turn
1 We tried a bunch of stuff that had a credible
chance of making a difference …
2 …and it had a timely relationship to….
3 …. a turn in the curve.
c FPSI
FPSI/RLG 55
Reduction in Crime in NYC Under Giuliani
A Curve to Turn
1 We tried a bunch of stuff that had a credible
chance of making a difference …
2 …and it had a timely relationship to….
3 …. a turn in the curve.
c FPSI
?
56
Story behind the baseline
Partners (with a role to play in turning the curve)
What Works
Action Plan (w/ Budget)
Agency/Division/Branch/Program
Performance MeasureBaseline
Why?
Help?
Results-Based Decision Making: Talk to Action
How are we doing?
57
PartnersPartners
Who are partners who may have a role to play in turning the curve?
Does the story behind the curve suggest any new partners?
58
Story behind the baseline
Partners (with a role to play in turning the curve)
What Works
Action Plan (w/ Budget)
Agency/Division/Branch/Program
Performance MeasureBaseline
Why?
Help?
Options?
Results-Based Decision Making: Talk to Action
How are we doing?
59
What WorksWhat Works
Options for actions to “turn the curve”?
Research-based?
Low-cost/no-cost?
Off-the-wall ideas?
Research agenda?
60
Story behind the baseline
Partners (with a role to play in turning the curve)
What Works
Action Plan (w/ Budget)
Agency/Division/Branch/Program
Performance MeasureBaseline
Why?
Help?
Options?
Results-Based Decision Making: Talk to Action
Propose to do?
How are we doing?
61
Action PlanAction Plan
Leverage: will turn the curve of the baseline?
Feasible? Specific: who, what, when,
where, how? Consistent with values?
62
LeverageHigh Low
Lo
w
Hig
h
Feas
ibili
ty
X?
FPSI/RLG 63
“Program”: ___________________
Story behind the baseline --------------------------- --------------------------- Partners --------------------------- ---------------------------
Action Plan ---------------------------------------------------------------------------------
Performance Turn-the-Curve Report
PerformanceMeasure
FPSI/RLG 64
The Use (and Misuse) of Performance Measures
1. To manage/improve performance
• Collaboratively (transparent, best thinking, data)
2. Comparisons
• To own performance
• To the performance of others – “apples & oranges”
Getting from Thinking to Action
Always tell the story behind the curve
Always tell the story behind the curve
Always tell the story behind the curve
3. Standards
• What is known?
65
Advanced Baseline Display
Your Baseline
Comparison Baseline
Goal (line)Target or Standard
Instead:Count anything better than baseline as progress.
Avoid publicly declaringtargets by year if possible.
●
66
Management, Budgeting & Management, Budgeting & Strategic PlanningStrategic Planning
ManagemeManagementnt
Monthly or Monthly or quarterly quarterly
performance performance assessment and assessment and action planning action planning
using the using the framework./steps.framework./steps.
At all agency At all agency levels of levels of
implementation of implementation of the agency the agency
annual/strategic annual/strategic plan.plan.
BudgetingBudgeting
Use the Use the Performance Performance
Report format Report format for budget for budget
hearings and hearings and budget budget
submissions to submissions to present current present current
performance performance and what will be and what will be done next year done next year
to improve.to improve.
Budget Budget priorities priorities
informed by the informed by the strategic planstrategic plan
Strategic Strategic PlanningPlanning
Population LevelPopulation Level Results & Results & Indicators, Indicators,
comprehensive comprehensive strategy among strategy among
the agency and all the agency and all other stakeholdersother stakeholders
Agency LevelAgency Level
Agency’s role in Agency’s role in comprehensive comprehensive
strategy. strategy.
Agency’s multi-Agency’s multi-year priorities.year priorities.
67
Leadership MeetingSAMPLE AGENDA
1. New data
2. New story behind the curves
3. New partners
4. New information on what works.
5. New information on financing
6. Changes to action plan and budget
7. Adjourn
1. New data
2. New story behind the curves
3. New partners
4. New information on what works.
5. New information on financing
6. Changes to action plan and budget
7. Adjourn
68
The Cost of Bad Results
Invest in prevention to reduce or avoid out-year costs.
The costs of remediating problems after they occur
InvestmentTrackCost
Revenue
Convergenceof Cost & Revenue
69
Criteria for Choosing
Key Performance Measures
Communication Power
Proxy Power
Data Power
Does the performance measure communicate to a broad range of audiences?
Does the performance measure say something of central importance about the result?
Does the performance measure bring along the data HERD?
Quality data available on a timely basis.
12
70
Acknowledgement
Portions of these materials draw upon the work of:
1. Mark Friedman, Founder of the Fiscal Policy Studies Institute and author of: Trying Hard Is Not Good Enough (Trafford, 2005)
www.resultsaccountability.com; www.raguide.org
2. Peter Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (Doubleday 1990); Fifth Discipline Fieldbook (Doubleday)
3. Doug Krug and Ed Oakley, Leadership Made Simple (Enlightened Leadership Publications, ) and Enlightened Leadership: Getting to the
Heart of Change (Simon and Schuster Canada, 1994)
4. Roger Fisher and William Ury, Getting to Yes (Penguin, 1981, 1991; Random House Business Books, 2003)