Upload
ros
View
36
Download
0
Tags:
Embed Size (px)
DESCRIPTION
Getting Better Results from Government Washington State’s GMAP. Pacific Northwest Digital Government Summit Performance Measurement in Washington June 20, 2006 Presented by Robin Campbell, Governor’s GMAP Analyst, Office of the Governor - PowerPoint PPT Presentation
Citation preview
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
55
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
Apr 05 May 05 Jun 05 Jul 05 Aug 05 Sep 05 Oct 05 Nov 05 Dec 05 Jan 06 Feb 06 Mar 06
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
Apr 05 May 05 Jun 05 Jul 05 Aug 05 Sep 05 Oct 05 Nov 05 Dec 05 Jan 06 Feb 06 Mar 06
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
Apr 05 May 05 Jun 05 Jul 05 Aug 05 Sep 05 Oct 05 Nov 05 Dec 05 Jan 06 Feb 06 Mar 06
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
Apr 05 May 05 Jun 05 Jul 05 Aug 05 Sep 05 Oct 05 Nov 05 Dec 05 Jan 06 Feb 06 Mar 06
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
Apr 05 May 05 Jun 05 Jul 05 Aug 05 Sep 05 Oct 05 Nov 05 Dec 05 Jan 06 Feb 06 Mar 06
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)
Employment Security Department: Pierce County WDA
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?
Employment Security Department: Pierce County WDA
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
Employment Security Department: Pierce County WDA
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
4444
Performance ObjectivesPerformance Objectives
Specific, Measurable, Attainable, Realistic, Timebound
Examples:Customer service
Financial variances
Performance evaluations
4545
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
4646
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”)
4747
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
4949
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
5050
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
5151
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
5252
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
5353
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.