Delegate Agency

1

• Delegate Agency
• Balanced Score Card
• Performance Plan

2005 Revised August 2005
2
Purpose
I Discuss DCIs concept of performance
measurement II Review The Balanced Scorecard
Process III Understand the Balanced Scorecard
Performance Plan for Delegate Agencies IV Discus
s Monthly Reporting Requirements
3
Notice
The number and type of performance measures is
not mandated. Agencies are encouraged to submit
approximately six measures that are reflective of
the efficiency, outputs and outcomes of the
proposed program.
4
Performance Measure Hierarchy
Bal Score Card Strategy
BSC Strategic Objective
Measure Type
Measure Category
Performance Measure
5
Performance Measure Hierarchy
Bal Score Card Strategy
DCI Strategic Objective
Measure Type
Measure Category
Performance Measure
6
The Balanced Scorecard
A city-wide management and reporting system that
translates vision and strategy into action

• Identifies
• Strategies
• to deliver efficient and effective services
• Strategic Objectives
• to determine accomplishment of Strategies
• Performance Measures
• to determine program effectiveness

7
DCI Balanced Score Card
Strategies

• Enhance Workforce Development System
• Improve Customer Service
• Provide for the Safety and Welfare of SA
• Leverage Other Funding Sources
• Improve the Development Process

8
Strategic Objectives

• Enhance Workforce Development System
• Transition families to a livable income by
  raising their education and skill level
• Ensure families are economically secure
• 3) Promote access to high quality early
  childhood education/school readiness initiatives
• 4) Promote youth development through early
  intervention, character traits/life skills
  development, education and job training

9
Strategic Objectives

• Improve Customer Service
• Provide comprehensive community based family
  strengthening services
• Invest in existing community organizations for
  the provision of human development services

• Provide for the Safety and Welfare of
  San Antonio
• Enable the elderly and disabled to retain an
  independent and healthy quality of life through
  provision of nutrition, personal care,
  transportation and community engagement
• Provide a safety net of services to meet the
  temporary emergency needs of all members of the
  San Antonio community

10
Strategic Objectives

• Leverage Other Funding Sources
• Coordinate and foster strategic partnerships with
  outside agencies and organizations to leverage
  resources essential to strengthening families,
  developing human capital and sustaining a
  community safety net.

• Improve the Development Process
• 1) Ensure progress toward identified performance
  and budget goals

11
Performance Measure Hierarchy
Bal Score Card Strategy
BSC Strategic Objective
Measure Type
Measure Category
Performance Measure
12
Types of Measures
OUTPUTS
OUTCOMES
EFFICIENCY
Observable Change in
Quantifiable Results of Activities or Events
Resources used per Output or Outcome

• Knowledge - Behavior - Skill
  - Condition - Attitude

13
Outcomes
Improvement in well-being caused by observable
participant changes in - Knowledge -
Behavior - Skill - Condition - Attitude

• Using a specified assessment process or
  instrument
• (for example)
• of students advancing 1 or more grade levels
• participants who remained clean for 6 months
• displaying Alpha skills

14
Outputs

• Quantifiable Results of an Activity or Event
• Indicates Scale or Level of Activity

Actual counts such as - of individuals
completing 10 hour class - of classes
conducted - of attendees
15
Efficiency
Resources Used or Leveraged

• Examples Include
• Cost - Cost per graduate
• - Cost per service unit delivered
• Leverage - value of volunteer hours generated
• Participation - of participants completing
  course
• Capacity - Average class size
• - occupancy of building

16
Performance Measure Hierarchy
Bal Score Card Strategy
BSC Strategic Objective
Measure Type
Measure Category
Performance Measure
17
Movement Toward Standardized Measures

• Identify common categories of measures
• Report similar measures for similar programs
• Report a standard mix of measures

18
Categories
19
Categories
20
Required CategoriesWorkforce Programs
21
Categories
22
Performance Measure Hierarchy
Bal Score Card Strategy
BSC Strategic Objective
Measure Type
Measure Category
Performance Measure
23
THE TERMINOLOGY TRAP
Benchmark
Result
Outcome
Modifiers Measurable Core
Urgent Qualitative Priority
Programmatic Targeted
Performance Incremental Strategic
Systemic
Indicator
Goal
Objective
Measure
Target
Lewis Carroll Center for Language Disorders
24
Performance Measure
A measure of how well a program, agency or
service system is working
Outcome

• How did we change the person?
• How much did we do?
• How well did we do it?

Output
Efficiency
25
Balanced Scorecard Performance Plan (BSPP)
Provides a Summary of the Program

• Includes
• Program Objectives
• Targeted Participants
• Performance Measures

26
(No Transcript)
27
(No Transcript)
28
(No Transcript)
29
Performance Measure Hierarchy
Bal Score Card Strategy
BSC Strategic Objective
Measure Type
Measure Category
Performance Measure
30
Performance Measure Example

• Strategy Improve Customer Service
• Strategic Objective Provide comprehensive
  community based family strengthening services
• Type Output
• Category Units Provided
• Measure of counseling hours provided

31
Performance Reviews
- All Based on BSPP -

• Contract Monitoring Report (monthly)
• Program Performance Review (spring)
• End-of-Contract Review

32
Contract Monitoring Report (CMR)

• Includes all measures from the BSPP
• Requires monthly PLAN for each measure
• Includes fiscal expenditures
• Submitted electronically
• Calculates YTD performance achievement
• Allowed variance is 10 Quarterly

33
CMR Components

• Budget
• Performance Measures (normally 6)
• Unduplicated clients by Council District
• Program (contracted) value for each measure
• Achievements Year-To-Date (YTD)
• of contracted amount achieved YTD

34
4
5
6
1
2
3
The CMR form/format may not be modified
35
UC must be detailed By Council District
10 /Qtr
Remarks Area (use addl space as needed)
36
Special Provisions Report

• Based on contractual requirements
• Administrative in nature
• Reported monthly with CMR
• Reflects actual activity
• Does not require monthly Plan
• May use Remarks section as needed

37
(No Transcript)
38
Questions?