Results Oriented Strategic Planning :

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• Results Oriented Strategic Planning
• A Framework for Developing
• Effective Performance Measurement

Presentation by Rita Conrad to The Botswana
Delegation Salem, Oregon September 29, 2005
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What is the Oregon Progress Board?

• An independent state planning and oversight
  agency.
• Created by the Legislature in 1989
• Responsible for monitoring the state's 20-year
  strategic vision, Oregon Shines.
• 12-member panel, chaired by the governor

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Progress Board work revolves around a common
vision.

• Oregon Shines II Vision
• A vital, prosperous Oregon that excels in all
  spheres of life...
• Economy
• Community
• Environment

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Progress Board mission is

• Officialto make Oregon Shines a reality and
  the Benchmarks useful tools for Oregonians
  working to improve their communities.
• Meaningto assess Oregons quality of life and
  help others to align resources and manage
  performance to make it better.

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How does the board make Oregon Shines a reality?

• BY HELPING OREGONIANS
• Focus on what matters most
• Measure results
• Apply what they learn
• WHO?
• Business community
• Not-for-profit community
• State and local governments

Focus alignment keys to success
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• The Unfocused Organization

Strategic Planning
Information Data Analysis
Customer focus and satisfaction
Organizational Leadership
Systematic Learning
Human Resource Policies Practices
Work Process Management
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• The Focused Organization

Human Resources
Customer focus and satisfaction
Organizational leadership
Work process management
Strategic planning
Systematic learning
Information and data analysis
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• The Unfocused Government

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• The More Focused Government
• Achieving Internal Alignment

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• The Well Focused Government
• Finding Common Elements

Shared Strategies
Unified Vision
Meaningful Measures
Outcome-based Evaluations
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• Oregon Shines provides a unified vision
• for state government and Oregon as a whole.

Shared Strategies
Unified Vision
Meaningful Measures
Outcome-based Evaluations
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• Strategic Planning in Oregon

• Oregon's Strategic Plan -Oregon Shines -Drafted
  in 1989 -Updated every eight years
• -Encompasses the entire state
• Oregon Progress Board -Monitors implementation
  of plan -Chaired by the Governor -Created
  -1990/reauthorized -1997

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• The Elements of Oregon Shines II

? Economy Quality jobs for all
Oregonians ? People Safe, caring
and engaged communities ? Environment
Healthy, sustainable surroundings
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Oregons Strategic Planning Model
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• Where Are We?
• Is Oregon making progress?

• BENCHMARK DATA SHOW IMPORTANT TRENDS
• Economy Oregon's economy is doing well overall,
  but some areas are still suffering...
• People Health insurance coverage is near tops
  in the nation, but falling. Juvenile crime is
  ...
• Surroundings Housing affordability and
  congestion are growing problems and natural
  resources are starting to reach their limits.

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• Where Do We Want to Be?
• Oregon's goals have changed.

1989
1997
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How Do We Get There? The circle of prosperity
is our guide.

• A clean, appealing environment,
• a talented workforce, and
• responsive public services...

Attract and provide a base for
Which result in
Create opportunities for Oregonians, reducing
poverty and crime...
Diverse, value adding industries that provide
well paying jobs...
Which
Generate revenues for excellent schools and
quality public services and facilities...
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• How Did We Do?
• Oregon Benchmarks measure RESULTS.

Results Not Effort
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• Oregon Benchmarks are key to Oregon's performance
  measurement system.

Shared Strategies
Unified Vision
Meaningful Measures
Outcome-based Evaluations
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What is an Oregon Benchmark?

• A measure of how Oregon as a whole is doing.
• Example Percent of Oregonians with incomes
  below poverty.

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Oregons 90 benchmarks are its looking glass.
Is this what we want to be?

• Economy (1-17)
• Education (18-29)
• Civic Engagement (29-38)
• Social Support (39-60)
• Public Safety (60-67)
• Community Development (68-74)
• Environment (75-90)

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• Anatomy of a Benchmark

Data
Targets
Indicator
Source
Oregon Population Survey
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• How Benchmarks Are Developed

• Benchmarks are reviewed biennially by the
  Progress Board.
• Anyone can suggest a change.
• Since 1989, Over 8,000 Oregonians have been
  involved in the process.
• Benchmarks must meet certain criteria....

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• An Oregon Benchmark should

• Link to an Oregon Shines' goal
• Emphasize results, not effort
• Be measurable
• Be policy relevant
• Be understandable
• Be comparable to a standard
• Be economical to gather

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County data are available for 30 benchmarks
OREGON BENCHMARKS County Data Book
November 2003
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County rankings generate interest in benchmarks.
Kids Index Prenatal Care, Infant Mortality,
Smoking While Pregnant, Child Abuse, Teen
Pregnancy

• Sample Regional Rankings
• 3 Benton
• 15 Lane
• 23 Linn

• Highest Tier Counties
• 1 Wallowa
• 2 Washington
• 3 Benton
• 4 Polk
• 5 Clackamas
• 6 Union

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How does state government link to benchmarks?

• Some government programs do not link to
  benchmarks. (regulating beauticians)
• Some benchmarks have little to do with state
  government. (volunteerism)

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• An organization has only partial influence over
  Benchmarks.

Oregons Progress
Benchmarks
Organizations Progress
Performance Measures
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• So we link benchmarks to
• agency performance measures

Is society benefiting?
High Level Outcomes (Benchmarks)
Intermediate Outcomes
Are strategies working?
Is work happening?
Outputs
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State Benchmarks vs. State Government
Performance Measures

• Benchmarks measure how well Oregon is doing.
• Performance measures gauge how well state
  government is doing.

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EXAMPLE

• Pre-K Expansion

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• Creating a Measurement System
• A Linked Set of Pre-K Measures

of eligible children who completed the program
Intermediate Outcome
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• Its important to understand the role of the
  different measurement types.

• High-Level Outcomes measure conditions in your
  world. Oregon Benchmarks are high-level outcomes.

• Intermediate Outcomes measure the results of
  your work.

• Outputs measure your work

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Principal Training Tool - Logic models define
the links.
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Oregons Performance Measure System - Phase I
Criteria

• State agency performance measures should
• Use standard terms and definitions
• Gauge progress towards agency goals and
  benchmarks
• Focus on a few key indicators
• Have targets
• Be based on accurate and reliable data

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Oregons Performance Measure System - Phase II
Criteria

• By 2005-07, performance measures should
• Include efficiency and customer satisfaction
  measures
• Incorporate outside comparators, wherever possible

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This process requires a good set of goals to
start with.
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These goals are linked to

• Fourteen benchmarks and other high level
  outcomes
• Seventeen objectives and
• Thirty externally reported performance measures.

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• Benchmarks provide the basis for
• agencies to develop shared strategies.

Shared Strategies
Unified Vision
Meaningful Measures
Outcome-based Evaluations
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• Juvenile Crime Prevention

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Family Environment
Peer Association

• Academic
• Achievement

Alcohol Drug Use
Behavior

• Absenteeism
• HS graduation
• School mobility
• Drop out
• Truancy
• Disciplinary
• problems
• Test scores

• Runaways
• Training school commitments
• Arrests
• Vandalism

• Friends who
• have been
• suspended
• carry a gun
• smoke
• have stolen a
• vehicle
• dropped out of
• school
• use drugs
• have been
• arrested
• drink alcohol

• Alcohol use
• Drug use
• Tobacco use

• Child abuse
• SCF cases
• Foster care
• placement
• Family
• management
• discipline conflict history
  support for
• conventional
• activity

88 Agency Performance Measures
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Advisory Committee on Government Performance
Accountability

• Business and NGO executives advising the state
  operations director.
• Interagency performance on contributing to
  benchmark target achievement.
• Assessed linkages between performance measures
  and benchmarks.

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Partners for Children and Families -
Benchmark-Driven Collaboration

• Local, coordinated planning for children and
  families (mandated)
• 5 state agencies and 36 counties look up to 19
  Oregon Benchmarks in this planning process
• A common planning language is critical! (outcome,
  output, etc.)

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• Benchmarks are a key ingredient in an
  outcome-based assessment.

Shared Strategies
Unified Vision
Meaningful Measures
Outcome-based Evaluations
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Outcomes Results

• Traditional evaluation looks at OPERATIONS.
• Are the dollars spent legally?
• Is the agency as efficient as possible?
• Outcome-based evaluation looks at RESULTS.
• Are the dollars spent on the right programs?
• Are the programs delivering the right results?
• Are taxpayers getting a good return on investment
  (ROI)?

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• Benchmarks provide context for agency evaluation.

Agency Annual Performance Reports

• FOR EACH PERFORMANCE MEASURE
• To what goal(s) is this performance measure
  linked?
• What do benchmark data say about Oregon relative
  to these goal(s)?
• How does the performance measure demonstrate
  agency progress toward the goal?
• What does the performance measure data reveal,
  comparing actual to target?
• What is an example of a department activity
  related to the measure?
• What needs to be done as a result of your
  analysis?

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We are working on user-friendly performance
reporting for state government.

• Different audiences require different reporting
  of the same data.
• Agency managers need to manage.
• Legislators need to set priorities.
• Citizens need accountability.
• All reports are online.
• www.oregon.gov/DAS/OPB/apr_Jan04.shtml

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Performance reporting for Oregon is the biennial
Benchmark Performance Report
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• Benchmark targets allow grading like in school.

Oregon's 2001 Benchmark Performance Report
Category Grade Economy C Edu
cation C Civic Engagement D Social
Support B- Public Safety B Community
Development C- Environment C O
VERALL C
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• Were still experimenting with the best way to
  report results.

Oregon's 2003 Benchmark Performance Report
Making Category
Progress? Economy Yes,
but Education Yes Civic Engagement No,
but Social Support Yes, but Public
Safety Yes, but Community Development No,
but Environment Yes, but OVERALL Yes,
but
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• Were still experimenting with the best way to
  report results.

Oregon's 2005 Benchmark Performance Report
Making Category
Progress? Economy Yes,
but Education Yes, but Civic
Engagement No, but Social Support Yes,
but Public Safety Yes, but Community
Development Yes, but Environment Yes, but
OVERALL Yes, but
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• What have we learned?

• Involve the boss.
• Strive for simple and clear.
• Link goals and measures.
• Start from where you are.
• Be inclusive.
• Be relentless.
• Be realistic.
• Be patient.

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• REALITY CHECK

• Unified Vision
• Oregon state government does not have a unified
  vision.
• Meaningful Measures
• Real operational linkages between performance
  measures and benchmarks are rare.
• Shared Strategies
• No systematic way to link up measures to reflect
  shared strategies.
• Outcome-based Evaluations
• Legislative and executive interest is growing.
  Annual performance reports are expected to
  provide some meaningful information.

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Unresolved Issues

• Keeping the strategic vision current.
• Using benchmarks and performance measures to
  manage state government.
• Devising meaningful roles for business and
  communities.
• Understanding benchmark inter-relationships.

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www.oregon.gov/DAS/OPB

• Oregon Shines II
• Oregon State of the Environment Report
• 10 Ideas for Improving Oregon State Government
• Oregon Business Plan 2005 Competitive Index
• Performance Measure Guidelines for State Agencies
• 2005 Benchmark Performance Report
• 2004 County Benchmark Data Book
• Achieving Better Health Outcomes The Oregon
  Benchmark Experience