Oregons Experience: A Framework for Results

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• Oregons ExperienceA Framework for Results

Presentation by Oregon Progress Board Executive
Director Rita Conrad to Botswana
Delegation Salem, Oregon September 26th, 2006
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Oregons 20-year strategic vision declares where
Oregon wants to go

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

Oregon Shines
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90 Oregon Benchmarks measure Oregons progress.
Results, Not Effort
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The Oregon Progress Board monitors and reports
progress.

• An independent 12-member panel, chaired by the
  governor
• Created by the Legislature in 1989
• Steward of Oregon Shines

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MISSION

• to makeOregon Shines a reality the
  benchmarks useful tools for Oregonians working to
  improve their communities.

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How does the board make Oregon Shines a reality?

• By helping partners

Focus Focus Focus
on what matters most to Oregonians
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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
• internal alignment

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• Elements of the well focused government

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Same elements in planning.
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• Strategic Vision Oregon ShinesWhere do we want
  to be headed?

Performance Measures
Strategic Vision
Societal Measures
Shared Strategies
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• Oregon Shines

• Strategic vision for Oregon
• First drafted in 1989
• 20-year horizon (2010)
• Updated every eight years
• Lots of citizen input
• Lots of trend analysis
• Whole state focus

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Oregon Shines Goals

• ECONOMYQuality jobs for all Oregonians

• COMMUNITYEngaged, caring and safe communities

• ENVIRONMENTHealthy, sustainable surroundings

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Societal measures Oregon Benchmarks
Performance Measures
Strategic Vision
Societal Measures
Shared Strategies
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Seven benchmark categories

• Economy
• Education
• Civic Engagement 
• Social Support 
• Public Safety
• Community Development
• Environment

• ECONOMYQuality jobs for all Oregonians

• COMMUNITYEngaged, caring safe communities

• ENVIRONMENTHealthy, sustainable surroundings

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90 benchmarks track Oregons progress.

• ECONOMY Rural employment, trade, new business,
  job growth, professional services, economic
  diversification, research development, venture
  capital, cost of doing business, regulatory
  burden, income, wages, income disparity, working
  poor, unemployment, exports, foreign language
• EDUCATION ready to learn, 3rd 8th grade
  reading and math, CIM, dropouts, HS and college
  completion, adult literacy, computer/Internet
  usage, labor force skills training
• CIVIC ENGAGEMENT volunteering, voting, feeling
  of community, understanding taxes, taxes per
  income, public management quality, SP bond
  rating, arts, libraries
• SOCIAL SUPPORT teen pregnancy, prenatal care,
  infant mortality, immunizations, HIV, smoking,
  premature death, perceived health status, child
  care slots and affordability, teen substance
  abuse, child abuse, elder abuse, alcohol and drug
  use while pregnant, poverty, health insurance,
  homelessness, child support, hunger, seniors
  living independently, working disabled, disabled
  living in poverty
• PUBLIC SAFETY overall crime, juvenile arrests,
  students carrying weapons, adult and juvenile
  recidivism, emergency preparedness
• COMMUNITY DEVELOPMENT traffic congestion,
  drinking water, commuting, vehicle miles
  traveled, road and bridge condition, home
  ownership, affordable housing
• ENVIRONMENT air quality, CO2 emissions, wetlands
  gain/loss, stream water quality, in-stream flow
  rights, agricultural lands, forest lands, timber
  harvest, municipal waste disposal, hazard
  substance cleanup, freshwater/marine/terrestrial
  species health, natural habitat, invasive
  species, state park acreage

ECONOMY
COMMUNITY
ENVIRONMENT
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• The Progress Board updates and reports on the
  benchmarks every two years

• Anyone can suggest a benchmark change.
• Over 8,000 Oregonians have spoken.
• Statewide Reports
• County Reports

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Statewide benchmark performance reports are
biennial.

• 1999
• 2001
• 2003
• 2005

• 1991
• 1993
• 1995
• 1997

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High school dropout rate (grades 9-12 for the
listed school year)
Sample
Oregon Benchmark 22
Source Oregon Department of Education, Early
Leaver Fall Report
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County data are available for about 30 benchmarks
OREGON BENCHMARKS County Data Book
November 2005
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(No Transcript)
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County benchmark data can generate pride.
Childrens Index

• Six best counties
• 1 Wallowa
• 2 Washington
• 3 Benton
• 4 Polk
• 5 Clackamas
• 6 Union

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Or, concern!

• 36 Somas County (fictional)

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• Shared concerns can lead to shared strategies.

Performance Measures
Strategic Vision
Societal Measures
Shared Strategies
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Example Partners for Children Families

• Comprehensive planning for children and families
  at local county level
• Involves five state agencies, 36 counties and
  many local providers
• Oregon Benchmarks magnet for collaboration

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• Performance measures reveal how partners are
  doing.

Performance Measures
Strategic Vision
Societal Measures
Shared Strategies
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• Partners have only partial control over Oregon
  Benchmarks.

Oregons Progress
Benchmarks
Partners Progress
Performance Measures
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• In state government, agencies link pertinent
  Oregon Benchmarks to
• their performance.

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• Example
• Pre-kindergarten

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Partners in achieving Oregon Benchmark targets

• Many state agencies
• County and city governments
• Community partners
• Business
• Not-for-profits

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Key Performance Measures (KPMs) in Oregons
budget process

• Budget instructions
• Require KPMs
• Specify criteria for an acceptable KPM
• Require alignment of KPMs to pertinent benchmarks
• Budget analysts
• Review KPMs against criteria for governor and
  legislature
• Legislature
• Approves KPMs and considers KPM data during the
  budget process

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Challenges remaining in Oregons journey

• Moving to a new budgeting paradigm
• With X , I can run Y units.
• With X , I can get Y results.
• Moving to a new accounting paradigm
• With X , I ran Y units.
• With X I got Y results.
• Moving to a new survival paradigm
• My unit needs X to survive.
• Our program needs X to get Y results.

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We have learned that these things help.

• Leadership
• Example legislative leadership resulted in more
  willing agency compliance
• Persistence
• Path of least resistance often is to follow
  politics, not data.
• Data may be used inappropriately, especially by
  beginners.
• However seeds get planted, ideas catch on,
  everyone learns
• Balance
• Urgency with empathy
• Burning platforms with inspiration

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Walking the talk helps, too.
I know where I am.
Analysis
I know where I am going.
I do what I say Ill do.
Vision, mission, goals
Measures
Strategies
I know what I am doing and why.
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www.oregon.gov/DAS/OPB
Thank you!