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Presentation to
Connecticut Legislative Program Review and Investigations Committee
Council on Virginia’s Future
Jane Kusiak, Executive Director
November 8, 2007
2
Presentation Outline
Long-term Governance Performance Leadership and Accountability:
A Journey toward Assessment, Transparency and Improvement
Virginia Performs: A Model of Transparency
A New Comprehensive View: What is the Data Telling Us about Virginia?
And the Journey Continues . . .
Long-term Governance
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The Council on Virginia’s Future
Origino An advisory board to the Governor and the General Assembly, officially codified into
Virginia statute.o A forum where legislative, executive branch and community leaders come together for
work that transcends election cycles, partisanship, limited organizational boundaries and short-term thinking.
Purposeo Provide long-term focus on high priority issues.o Create an environment for improved policy and budget decision-making.o Increase government accountability, operations and performance.o Inform citizens about performance and engage them in dialogue about Virginia’s
future.
Membershipo The Council has 18 members:
• The Governor who serves as chair• Eight senior legislative leaders• Seven business and community leaders • Two members of the Governor’s Cabinet
Performance Leadership and Accountability
A Journey Toward Assessment, Transparency
and Improvement
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Measure, evaluate and improve performance (Continuous
Improvement).
Adjust funding based upon goals and results
(Performance-Based Budgeting).
Establish a vision for the Commonwealth.
• Vision• High-Level Goals• Societal Metrics
Establish strategic plans that link to long-term
objectives and the budget (Strategic
Planning).
Assess progress against long-term objectives, current service levels,
and productivity improvement.
Review and update the Roadmap as necessary.
Council - Roadmap Development and Evaluation
VirginiaPerforms
Government - Roadmap Implementation and Improvement
Roadmap for Virginia’s Future
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The Virginia Performs System
Transforming Government
Improving Efficiency
TransformingVirginia
Improving Outcomes
VISION AND LONG-TERM GOALS
Economy, Education, Health & Family,
Transportation, Public Safety, Natural
Resources
KEY OBJECTIVES & METRICS
BUDGET SERVICE AREA OBJECTIVES AND METRICS
Government
and
Citizens }How is Virginia doing?
}Are we getting results on our highest priorities?
What are the expectations for our service areas?}
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Performance Leadership Accountability Model
Transforming Government
Improving Productivity
TransformingVirginia
Improving Outcomes
VISION and LONG-TERM GOALS
VISION and LONG-TERM GOALS
AGENCY AGENDASAGENCY AGENDAS
ENTERPRISE LEADERSHIP AGENDA
AGENCY PERFORMANCE MEASURES
• Pregnant women successfully completing state neonatal care programs
• Children experiencing weight loss through Medicaid obesity program
• State workers who quit smoking through an anti-smoking program
AGENCY PERFORMANCE MEASURES
• Pregnant women successfully completing state neonatal care programs
• Children experiencing weight loss through Medicaid obesity program
• State workers who quit smoking through an anti-smoking program
DESIRED SOCIETAL RESULTInspire Healthy Living
SOCIETAL INDICATORSInfant Mortality Rates
Childhood Obesity RatesSmoking Rates
DESIRED SOCIETAL RESULTInspire Healthy Living
SOCIETAL INDICATORSInfant Mortality Rates
Childhood Obesity RatesSmoking Rates
Charting a Course for Excellence Healthcare Examples
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- Current State -
A foundation for outcome-driven decision-making has been established.
A new strategic planning and budgeting process has been established and is still in the early stages of maturation.
Outcome-oriented innovation and collaboration exist but
are not embedded throughout the culture or
supported by the organizational infrastructure.
A consistent focus on strategic, enterprise-wide
operational effectiveness is beginning to emerge.
- Future State -
Outcome-driven collaboration and innovation drive
ever-improving results.
Virginia Performs serves as a foundation to illuminate issues, and critical policy decisions are grounded in assessment of data
and are outcome oriented.
An integrated financial management and budgeting system supports planning,
accountability, transparency, and performance-based
budgeting.
An organizational infrastructure (training, standard tools and
methods, resources, incentives, administrative flexibility, etc.) is in place to support continuous improvement and innovation throughout the enterprise.
The drive for operational and programmatic excellence is
sustained across administrations.
Productivity Investment
Fund
Enterprise Seed Capital
Planning & Budgeting Productivity Improvement
Key Measures
Agency Measures
Societal Indicators
Assessment(Virginia
Performs)
Service Improve-
ment
Transforming Government
Improving Productivity
TransformingVirginia
Improving Outcomes
VISION and LONG-TERM GOALS
AGENCY AGENDAS
ENTERPRISE LEADERSHIP
AGENDA
Performance Leadership and Accountability: From Here to There
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Key Milestones
2008
• Launched Virginia Performs with societal indicators and agency measures to provide transparency
• Launched Virginia Performs with societal indicators and agency measures to provide transparency2007
2006
2006to
2003
• Align agency key measures with societal indicators• Sharpen focus on high-priority outcomes to facilitate policy
decisions• Refine and update societal indicators and agency measures• Further develop productivity initiatives
• Align agency key measures with societal indicators• Sharpen focus on high-priority outcomes to facilitate policy
decisions• Refine and update societal indicators and agency measures• Further develop productivity initiatives
• Identified key agency objectives and measures• Added a productivity initiative to provide focus and financial
support for enhancing both programmatic & operational targets
• Identified key agency objectives and measures• Added a productivity initiative to provide focus and financial
support for enhancing both programmatic & operational targets
• Implemented a new strategic planning and budgeting approach that included objectives, measures and targets
• Established a vision and long-term goals for the Commonwealth
• Implemented a new strategic planning and budgeting approach that included objectives, measures and targets
• Established a vision and long-term goals for the Commonwealth
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Gov. Kaine’s Steps to Ensure Success Created an internal performance management team in the
Governor’s office with strong involvement by the Chief of Staff.
Solicited an external review of the existing system by known experts in the field.
Emphasizes to agency heads that performance management is his number one priority:
• Meets with every agency head to discuss importance of the outcome-based system.
• Personally reviews and comments upon every key agency metric. • Has annual meetings with Cabinet to review performance.• Is tying budget decisions to performance in current development
process for his two-year budget.• Recognizes that measures and targets are one part of the
performance picture, not an end in themselves.
Virginia Performs:A Model of Transparency
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Virginia Performs website
Displays Virginia’s Performance Leadership and Accountability Model.
Tracks performance toward Virginia’s goals and objectives. Presents data on
o Approximately 50 societal (quality of life) outcomes that include statewide, regional and local data.
o State agency performance (program-based) outcomes, via 200 key agency measures
Compares Virginia’s results to other states and the national average. Creates an environment for discussion about performance
improvement with decision makers. Informs, communicates with, and engages citizens about Virginia’s
current state and its future.
The site, www.VaPerforms.virginia.gov, was launched in January 2007:
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www.VaPerforms.virginia.gov
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Scorecard at a Glance
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Sample Indicator: Personal Income
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Sample Measure: Health Immunization
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Agency Management Scorecard
A New Comprehensive View
What Is the Data Telling Us About Virginia?
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Are We Making Progress?
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How Are Our Regions Doing?
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How Does Virginia Compare to Other States?
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Are Agency Measures Aligned with High-priority Goals?
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ProcessMeasures
33%67%
Outcome Measures
Total Key Measures
Statewide = 214
Agriculture
73%
Educ.
47%
Finance
HHR
Natural Resources
83% 83%
53%
Commerce
100%
58%50%
Public
Safety
Transportation
76%
Note: There are five key measures in Technology and all are outcome based.
Administration
How Many Agency Measures are Outcome Oriented?
And the Journey Continues . . .
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The Performance System in Action
Agencies are using the data to manage programs and address issues (e.g., infant mortality, juvenile recidivism).
Governor Kaine is using performance data to make budget decisions.
Regions are replicating the model for their areas. Legislators and thought leaders are becoming focused
on outcome-based assessment. Citizens are accessing and using the data on the
website.
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Guiding Philosophy
Making a performance-based system work is a journey, not a sprint.
Buy-in -- at all levels of the enterprise -- is essential.
Bipartisanship -- in philosophy, approach and participants -- is critical.
The business community is a valuable ally.
Efforts must be citizen-oriented, with a simple, clear message.
Efforts need to transcend bureaucracy and focus on real services and real outcomes.
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Sites of Interest
Virginia Performs:www.VaPerforms.virginia.gov
Council on Virginia’s Future:www.future.virginia.gov
Enterprise Solutions Group:www.innovations.vi.virginia.gov
For more information:
Jane [email protected]
1001 E. Broad St., Suite 430Richmond, VA 23219