Performance and Accountability USE IT OR LOSE IT

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Performance and AccountabilityUSE IT OR LOSE IT

• Presented for the
• DRIVING CHANGE AND GETTING RESULTS CONFERENCE
• Seattle, Washington
• September 13, 2005
• By Larisa Benson
• Special Assistant to Governor Christine O.
  Gregoire
• For Government Management Accountability and
  Performance (GMAP)

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Myths and Realities of Performance Measurement
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Performance Measures Myth 1If you build it,
they will come.
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Performance Measures Myth 2Legislature makes
policy.Executive implements policy.
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Performance Measures Myth 3What gets measured
gets done.
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What is GMAP?
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GMAP is . . .

• Government Management Accountability
  Performance
• Governor Gregoires Accountability-Driven
  Leadership Agenda
• Using performance measures to drive decisions,
  improve service delivery and get results
• Building on the foundation of Priorities of
  Government (POG)

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GMAP is . . .

• INFORMATION
• That is SHARED
• For the purpose of
• ACHIEVING RESULTS

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What does it look like?
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Baltimore Citistat
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Whos in the room?
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Sample GMAP Room Layout
Projection Screen 1
Projection Screen 2
Management Staff
Legal Counsel
Director B
Director A
Personnel
?
?
Director C
Info Svcs
Director D
Finance
Senior Analyst
Deputy
Recorder
Executive
Communications
General Seating
Projection Booth
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Governors GMAP Leadership Team

• Tom Fitzsimmons, Chief of Staff
• Fred Olson, Deputy Chief of Staff
• Victor Moore, Director of Financial Management
• Laurie Dolan, Policy Director
• Eva Santos, Director of Personnel
• Gary Robinson, Director of Information Services
• Kathy Mix, Asst. Dir. OFM Risk Management
• Marty Brown, Legislative Director

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Whos on the agenda?
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Governors GMAP Schedule
Meetings are held in the Columbia Room (1st floor
of Legislative Building) and the time is 830AM -
1030AM. These meetings are open but space is
limited. Please notify Lillian Austin if you
plan to attend. Lillian.Austin_at_gov.wa.gov or
360-902-0481.  
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Whats on the agenda?

• Performance Measures
• Budget report
• Personnel report
• Stakeholder engagement
• Contract performance monitoring
• Risk Management
• Audit Findings
• Statewide initiatives (Smart Buy, Plain Talk)
• Persistent Follow Up from last meeting

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Where do we get our measures?

• Use of the Logic Model

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Logic Model ExampleDepartment of
CorrectionsGoal Preventing Recidivism
Ultimate Outcome
Communities are safer. of inmates who commit
crimes after release
so that
Inmates choose gainful employment over crime
of inmates finding a job after release
Ultimate Policy Intent
so that
Inmates will have a marketable skill when they
leave prison of inmates certified in the skill
Intermediate Outcome
so that
Activity We train inmates in work skills of
classes taught
Degree of Influence/Control
Immediate Outcome
Output
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GMAP Example

• Child Protective Services

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GMAP Principles

• Personal presence of high level leadership
• Accurate, timely data on display
• Effective strategies and tactics
• Rapid deployment of resources
• Relentless follow-up
• Did we do what we said we would do?
• Did it work?

Adapted from the COMPSTAT principles developed
by Jack Maple
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Assume in all humans the impulse to achieve.

• - Abraham Maslov

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For more information

• Washington State
• http//www.governor.wa.gov/priorities/policy/gmap/
  
• New York City
• http//www.nyc.gov/html/ops/html/mmr/mmr.shtml
• Baltimore
• http//www.ci.baltimore.md.us/news/citistat/

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Cause and EffectREALITY CHECK
Other Economic, Social, Political and
Environmental Factors
OUTCOMES
OUTPUTS
INPUTS
ACTIVITIES
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Expanding our Horizons
Stake- holders
Legislature Citizens
Directors Executive
Managers Directors
Super- visor
Line Staff
Fiscal Budget
CONTROL
INFLUENCE
CONCERN
Source Adapted from Mary Campbell
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So That Chain
so that
Who ________________________
Measure _____________________
so that
Who ________________________
Measure _____________________
so that
Instructions Fill out the chain and jot down
name of lead person (or program or unit) and the
performance measure that goes with the item
identified in the box.
Who ________________________
Measure _____________________
Adaptation by Larisa Benson 2002. Based on the
So-That Chain by Gerry Brodsky of Public
Knowledge, Inc.
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Common Pitfalls of Performance Measures

• Non-existent or arbitrary target setting.
• Too many decisions made contrary to the evidence
  of what works.
• Too much rigidity in measures and/or methods.
• Not enough resources dedicated to analysis.
• No process for regular check-ins. Did we do what
  we said we would do? Did it work?

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Sources of Satisfaction at WorkAccording to
Frederick Herzberg, 1967

• Dissatisfaction
• Company policy
• Supervisor
• Salary
• Job Security
• Working Conditions
• Peers

• Satisfaction
• Achievement
• Recognition
• Work Itself
• Responsibility
• Advancement
• Growth