Getting Better Results from Government Washington States GMAP

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Getting Better Results from GovernmentWashingto
n StatesGMAP

• Evergreen State College How We Govern Ourselves
  Seminar Course
• May 2, 2006
• Presented by Larisa Benson
• Director of Government Management Accountability
  and Performance (GMAP)
• Office of Washington Governor Chris Gregoire

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Outline of presentation

• Myths and realities of performance measurement
• What is GMAP?
• Getting the right measures
• GMAP examples
• What weve learned so far
• Whats next on the horizon?

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Myths and Realities of Performance Measurement
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MythIf you build it, they will come.
Fact Its not enough to simply create a new
performance measurement system.
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MythOutcomes are more important than
outputs.
Fact Managers must understand broad
organizational goals, but they need detailed
information to make day-to-day decisions.
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MythWhat gets measured gets done.
Fact Leaders must be committed to take action
immediately and follow up relentlessly to ensure
results.
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What is GMAP?GovernmentManagementAccountabili
ty andPerformance
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GMAP is . . .

• A management tool that promotes the sharing of
  current information to achieve better results
• Managers report in person
• Reports are data-driven
• Dialogue is honest, and questions are direct and
  challenging
• Leaders and managers hold each other accountable
  by following up
• A key component of Governor Gregoires
  accountability-driven management framework

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(No Transcript)
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Two Levels of GMAP

• Agency directors and senior executives review
  performance within their agencies
• The governor pays particular attention to results
  that are aligned with her key priorities, and to
  initiatives that involve multiple agencies

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Governors GMAP Room Layout
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General Seating
Agency Management Team Seating (to support
presenting directors)
Communications
Director C
Director A
Director B
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Risk Mgmt
Personnel
Agency Staff
Projection Screen 1
Projection Screen 2
Information Svcs
Lead Analyst Recorder
Policy
Legislative Relations
GMAP
Deputy Chief of Staff
Finance
Chief of Staff
Governor
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Role of the governors leadership team

• To clarify expectations
• To learn Why are we getting these results?
• To identify and remove barriers to achieving
  results
• To make decisions, take action, and relentlessly
  follow up to see if its working

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GMAP Examples

• A look at what works, and why

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Fiscal and Staffing ConcernsChild Protective
Services caseloads by region
Number of CPS Cases Per CPS Staff by Region
45
40
40
35

• 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

32.4
30
26.7
25
26.6
26.5
25.1
24.8
24.2
23.9
23.5
23.1
22.3
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21.3
20.6
15
10
5
0
Region 1
Region 2
Region 3
Region 4
Region 5
Region 6
State
Apr-05
Jul-05
Funded Ratio 124
SOURCE Financial Reporting System CAMIS
Workload Report. Excludes DLR-CPS
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Children will be safe from abuse and neglectHow
many children receiving services in their home
are visited every 30 days?
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.
Data Notes
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Children will be safe from abuse and neglectHow
many children receiving services in their home
are visited every 30 days?

• Analysis
• 30-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 cases
• The 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
  2005
• CPS 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 CAMIS
• 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 code

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Department of Revenue AuditsNet recovery per hour
(Based on FY 2005)
Percentage of NAICS Audited


2.5 Goal
Public Administration
Wholesale
Management
Mining
Manufacturing
Information

By 2 Digit NAICS
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The role of Washington citizens in performance
improvement

• A citizen advisory board has been established to
  advise the governor on all aspects of performance
  improvement in Washington state government. The
  board will
• Review the performance of state agencies and
  identify best practices from the public and
  private sectors,
• Ensure that efforts to improve performance are
  coordinated across state government and
  prioritized to achieve the highest value for
  taxpayer dollars, and
• Increase the accountability and user-friendliness
  of state government through reporting to citizens
  in meaningful and useful ways.

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State training programs support GMAP and managing
for results

• Linking resources to results
• Logic model
• But we cant measure what we do!
• Developing and refining performance measures
• Communicating with charts and graphs
• Collecting and understanding data
• Making presentations
• Making a business case
• Understanding costs

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For more information

• www.governor.wa.gov/gmap
• Please check the website for material from all
  GMAP sessions and a schedule of coming events.
  Visitors are welcome at all governors GMAP
  forums.