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Overview. Oregon's framework for aligning public sector resourcesOregon's performance measure systemState agency logic model examples. Oregon's Framework for Aligning Public Resources. The Unfocused Government
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1. Logic Model Approach to Developing Performance Measures at the Program Level
2. Overview Oregon’s framework for aligning public sector resources
Oregon’s performance measure system
State agency logic model examples
3. Oregon’s Framework for Aligning Public Resources
4. The Unfocused Government
“Decentralized” Approach In government, there are many organizations that are not aligned internally.In government, there are many organizations that are not aligned internally.
5. The More Focused Government:
Internal Alignment Historically, we have worked to align organizations internally…but the organizations as a whole still may not be strategically aligned with state government priorities.Historically, we have worked to align organizations internally…but the organizations as a whole still may not be strategically aligned with state government priorities.
6. The Well Focused Government:
Alignment with a Higher Vision We are attempting to align Oregon state agencies around four common elements of our statewide strategic visioning process called Oregon Shines. They are:
1. Unified vision
2. Meaningful measures
3. Shared strategies
4. Outcome-based evaluations
Remarks today are organized around these four elements.We are attempting to align Oregon state agencies around four common elements of our statewide strategic visioning process called Oregon Shines. They are:
1. Unified vision
2. Meaningful measures
3. Shared strategies
4. Outcome-based evaluations
Remarks today are organized around these four elements.
7. Oregon Shines provides a unified vision
for state government. First element: UNIFIED VISION
Oregon Shines is not just for state government - it’s for all of Oregon.First element: UNIFIED VISION
Oregon Shines is not just for state government - it’s for all of Oregon.
8. Strategic Planning in Oregon Board is made up of civic and governmental leaders. It has no rule making power.
Rather, uses leadership to guide implementation of the vision.
Chaired by Governor Vice-chair a business leader
2 local elected officials
2 legislators
President of a large university
4 community people active in civic life
DAS director ex-officioBoard is made up of civic and governmental leaders. It has no rule making power.
Rather, uses leadership to guide implementation of the vision.
Chaired by Governor Vice-chair a business leader
2 local elected officials
2 legislators
President of a large university
4 community people active in civic life
DAS director ex-officio
9. Oregon Shines has broad goals focusing on all of Oregon Oregon Shines goals are not required of anyone, but often are included in an agency or organization’s planning process.Oregon Shines goals are not required of anyone, but often are included in an agency or organization’s planning process.
11. Oregon Benchmarks are key to Oregon's performance measurement system. First element: UNIFIED VISION
Oregon Shines is not just for state government - it’s for all of Oregon.First element: UNIFIED VISION
Oregon Shines is not just for state government - it’s for all of Oregon.
12. Oregon Benchmarks are key to knowing how we’re doing. Step 4. How did we do…as Oregonians? (see Highlights)
Benchmarks measure highest level of progress - of societal well-being.Step 4. How did we do…as Oregonians? (see Highlights)
Benchmarks measure highest level of progress - of societal well-being.
13. Litmus test: Do Oregonians care?
Literacy, not school expenditures
Crime rates, not prison beds.
Air/water quality, not government enforcement
Example: China prints air quality information in the newspapers. This is something that Chinese people care about.Litmus test: Do Oregonians care?
Literacy, not school expenditures
Crime rates, not prison beds.
Air/water quality, not government enforcement
Example: China prints air quality information in the newspapers. This is something that Chinese people care about.
14. Oregon has ninety benchmarks in three broad categories. Economy
Education
Civic Engagement
Social Support
Public Safety
Community Development
Environment
15.
Oregon Benchmarks
measure how well Oregon is doing.
Performance measures
gauge how well state government is doing. Point: Benchmarks are for all Oregonians, not just state government. This means business, not-for-profits and private citizens all can use benchmarks to help decide what is important for Oregon’s future.Point: Benchmarks are for all Oregonians, not just state government. This means business, not-for-profits and private citizens all can use benchmarks to help decide what is important for Oregon’s future.
16. No organization can claim total control over high-level outcomes. Our biggest challenge is helping state government meaningfully measure what they are doing (agency workload) to achieve pertinent benchmark targets. The problem is sphere of influence - many benchmarks are so impacted by external influences that they are beyond the control of any one agency, or even coalition of agencies.
Example: per capita income (Benchmark #11) and the Oregon Economic and Community Development Department. If the economy takes a nose dive, so may per capita income, despite the good efforts of this agency.
Our biggest challenge is helping state government meaningfully measure what they are doing (agency workload) to achieve pertinent benchmark targets. The problem is sphere of influence - many benchmarks are so impacted by external influences that they are beyond the control of any one agency, or even coalition of agencies.
Example: per capita income (Benchmark #11) and the Oregon Economic and Community Development Department. If the economy takes a nose dive, so may per capita income, despite the good efforts of this agency.
17. The underlying premise of all performance measures systems is... … we understand the cause and effect relationships that exist between the different types of measures used.
When attempting to affect outcomes, this premise is usually untrue. Often we do not even know the strength of the correlations that exist between inputs, outputs and outcomes.
18. Evidence-based practices help solve that problem. Because evidence-based practices are proven to work in certain situations, we can lean on this knowledge when developing performance measures.
19. Logic Models Connect the Dots a framework for planning, managing, measuring and evaluating government programs. (www.performanceweb.org)
the basic framework of program evaluation, linking day-to-day activities to results (www.gse.harvard.edu/hfrp/pubs/onlinepubs/rrb/learning.html)
something that communicates the logic behind a program, its rationale. (www.insites.org/documents/logmod.htm )
20. Oregon’s Performance Measure System
21. Setting the Stage - The Basic Planning Model
23. Oregon’s Performance Measure Criteria-based Process Criteria-based review shared with agencies, which can opt to comply
Review and measures travel with agency’s budget through Ways and Means
Ways and Means approves the measures and/or requests changes
24. OUTCOME = Result
High-level (societal) = Recidivism (OBM # 65)
Intermediate = % of treated youth with reduced risk factors.
OUTPUT = Product or service (“widget”)
# of youth completing treatment.
EFFICIENCY = Input per output/outcome
Average number of staff hours per completed training.
*Governmental Accounting Standards Board (GASB) Criterion #1. Standard language*
25. OutputsIs the work getting done? Practical translation
27. Criterion #3: Few key measures - agencies decide how “high up” to go.
28. Criterion #4. Performance measures must have targets. TARGET = Desired level at a given point in time
Ambitious but realistic
Set targets using:
trend data
comparisons
expert opinion
29. 29 Criterion #5. Performance measure data must be accurate and reliable. Trustworthy data is essential.Example: verifiable records trump estimates
Per measure - at least one data point, preferably several
Data should match the measure.
30. Logic Model ExamplesOregon State Agencies
31. Oregon’s Logic Modelfor Performance Measures
32. Department of Human Services – Mental Health and Addiction Services
33. Department of Human Services – Self-Sufficiency
34. Department of Human Services – Child Welfare
35. Department of Human Services – Seniors and People with Disabilities
36. Department of Transportation – Division of Motor Vehicles
37. Health Licensing Office
38. www.oregon.gov/DAS/OPB Oregon Shines II
Performance Measures for 90 State Agencies
10 Ideas for Improving Oregon State Government
Oregon Business Plan: How is Oregon Doing?
Performance Measure Guidelines for State Agencies
2003 Benchmark Performance Report
2004 County Benchmark Data Book
Achieving Better Health Outcomes: The Oregon Benchmark Experience