1 / 38

Logic Model Approach to Developing Performance Measures at the Program Level

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

arleen
Download Presentation

Logic Model Approach to Developing Performance Measures at the Program Level

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    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. Outputs Is 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 Examples Oregon State Agencies

    31. Oregon’s Logic Model for 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

More Related