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Employment Service Performance Management System Presentation to Employment Ontario Service Delivery Advisory Group Aug

Employment Service Performance Management System Presentation to Employment Ontario Service Delivery Advisory Group August 28 2008. Purpose. Status Report on the Development of the Performance Management Framework/System for Employment Services. Principles.

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Employment Service Performance Management System Presentation to Employment Ontario Service Delivery Advisory Group Aug

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  1. Employment Service Performance Management SystemPresentation toEmployment Ontario Service Delivery Advisory GroupAugust 28 2008

  2. Purpose Status Report on the Development of the Performance Management Framework/System for Employment Services

  3. Principles The Performance Management Framework and System for Employment Services builds on Employment Ontario principles

  4. Best Practices - International The Performance Management Framework and System incorporate characteristics of effective program management systems practices • Results measured against three dimensions of service delivery success – Effectiveness, Efficiency and Customer service • Dimensions of service delivery defined by core measures and weighted according to their value to overall service quality • Measures that quantify input, through/output and impact or results • Service Quality Standards that establish the minimum level of acceptable performance

  5. Best Practices - OPS Directives on Performance Management The Performance Management Framework and System align with OPS Directives Key Elements: • Accountability • Transparency • Customer-centric • Integrated Service Delivery

  6. Stakeholder Engagement Delivery Stakeholder Reference Group participated in developing The Performance Management Framework and System • External Delivery Stakeholder Reference Group for Employment Services, a sub-committee of SDAG • The PMF/S has been developed in collaboration with other key elements of the implementation and delivery such as contract quality assurance, resource planning, information systems development, business supports, etc.

  7. Components of the Performance Management Framework/System Service Quality Dimensions, Measures, Values Service Funding Decision Matrix Funding Model Performance Incentive (at maturity) Performance Management Standards • Stage I Interim • Stage II Maturity Implementation • Contract Management • Awards and Recognition

  8. Service Quality Dimensions, Measures, Values

  9. Service Funding Decision Matrix 1 2 3 4

  10. Funding Model – Employment Services Operating funds • provides funding to: • Deliver contracted services • meet provincial service quality standards Employment & Training Supports • Provision of financial supports (up to $500) to remove barriers to job search (i.e. certification, transportation, work boots, temporary childcare) • Available for participants based on need and LICO level • Flow through funds Employment & Training Placement Incentives • Up to $8000 for on-the-job training placement • Flow through funds

  11. Funding Performance Incentive at Maturity (2013/14)

  12. Funding Performance Incentive at Maturity A Performance Management System tracks outcomes and holds organizations accountable to achieving a provincial service quality standard. The process and evaluation is transparent, accountable and responsive. It allows for a quantitative recognition of organizations who surpass quality standards and sets the stage for continuous improvement. To encourage, recognize and reward stellar performance, it is proposed that a performance incentive be integrated into the Employment Service Funding model. The proposed performance incentive will: • be available to organizations based on full-year results. The organization must achieve required results levels in each year to receive the performance incentive in subsequent years • be calculated against the organization’s program operating budget allocation, but will not be included in the organization’s base operating allocation • recognize and reward two levels of results in overall service quality that exceeds provincial standard • be recalculated every year based on changes from previous year’s results

  13. Performance Management Standards Stage I: (09/10 – 10/11) Interim Overall Service Quality Target 8.25 (linked to sustained funding) Interim targets are based on Job Connect 07-08 data with the exception of Customer Satisfaction (CS) which is consistent with OPS standards. Current JC data exceeds proposed CS standard, reflecting a mature system Starting in 09/10 service providers will collect and report data related to all of the core measures at the mature state, but at the interim stage, will be held accountable to performance on the above 3. * Cannot exceed 100% in contribution to Overall Service Quality

  14. Performance Management Standards Stage II: (11/12) Proposed Overall Service Quality and Core Measure Standards *Actual standards will be established based on full year data collected on EOIS in 10/11

  15. Implementation – Contract Management Stage I: (09/10) Set Interim Provincial Targets for initial 3 core measures using 07/08 full year Job Connect data as proxy Hold organizations accountable to proposed Interim Overall Service Quality Target, based on commitments in 3 core measures (as specified on their Schedule B) Identify 09/10 data reporting requirements and approach to, at a minimum, capture and report aggregate data to support the 3 core measures for 2009 -2011 Stage II: (10/11) Ensure EOIS has data fields to collect all necessary data starting in 2010. Integrate additional core measures/standards into OSQS and Schedule B as actual data is available and verified

  16. Implementation - Awards and Recognition Stage 1: (09/10-12/13) Establish Minister’s Award for Service Innovation and Service Results based on interim targets and data collection and verification methodologies Stage 2: (13/14) Develop full Minister’s Award to include Award for Service Quality and align standards with fully evolved PMF. At this point, all awards based on Service Quality Standards and validated EOIS data. Set Performance Incentive Funding levels and identify recipients based on data collected in 12/13.

  17. Appendix 1 - Measures, Definitions and Data Indicators for Customer Service

  18. Customer Service (40%) Service Coordination (25%) Client Service Planning and Coordination indicators recognize, as part of a client’s service plan development, the support an agency provides to help them access and participate in education, training, and/or other types of community services either while they are engaged in employment services or at exit from employment services. A formalized referral (a planned, supported and co-ordinated arrangement) is made by the employment service provider on behalf of the client to the other organization (education/ training/community services). It also recognizes formalized referrals made to the employment service provider from another community organization on behalf of a client. Customer Satisfaction (15%) The Customer Satisfaction indicators recognize the value attributed to the service by its customers. Employment service participants – both individuals and employers – are sampled at exit from service, on a 1-5 scale, on how likely they are to recommend these employment services to someone looking for similar services. Service providers are assessed on the percentage of participants sampled who return a 4 or 5 (out of 5) rating.

  19. Measures, Definitions and Data Indicators for Effectiveness

  20. Effectiveness (cont)

  21. Effectiveness (50%) Effectiveness is captured by two key measures which are linked together. The first, Participant Suitability, is an activity indicator that gathers data on the clients accessing employment services from the service provider. It examines and quantifies identified barriers to employment facing the clients. These indicators of Participant Suitability work in conjunction with the outcome indicators of service impact to acknowledge the outcomes achieved by the service providers according to their client group. This weighted calculation ensures that the service providers are appropriately recognized for service delivery to the most disadvantaged clients. Participant Suitability (15%) The Participant Suitability indicators have been identified in employment literature as potential barriers to successful labour market attachment. Service providers collect this information at intake (entrance) to the full suite employment service. Service Impact (35%) The Service Impact performance indicators are collected at exit from the full suite employment service. Service Impact Outcome indicators will be tracked @ exit and 3, 6 and 12 months after exit from service.

  22. Measures, Definitions and Data Indicators for Efficiency

  23. Efficiency (10%) Funded activity captures activity measures relating to economies of scale and organization’s ability to meet contracted service levels. It recognizes the organization’s activity to provide full suite employment services and resource and information to self-directed individuals. Intake/Activity (5%) Intake/Activity compiles the number of individuals for which the organization develops a full suite employment service plan and calculates it as a percentage of their contracted service level. It is expected all organizations will meet or exceed this level. It does not include individuals for whom the organization refers on to another service without engaging in development of service plan. Organizations will not receive additional recognition for exceeding 100% of funded activity levels. Information Sessions/Workshop Activity (5%) Information Sessions and Workshop Activity is a measure that serves as a proxy for activity relating to individuals who do not require full suite services and wish to access resources and information. This measure collects the # of workshop participants. Orientation workshops/information sessions are defined as a structured learning session that must contain comprehensive and relevant information which can be conducted in group sessions (on or off site), e-learning sessions or one-to-one (when appropriate) – these sessions can be up to 2 days in duration.

  24. Appendix 2: Analysis to Support Performance Incentive In 2007-08, organizations under contract to delivery JC services (132 sites) were held accountable to a minimum Provincial Service Quality Standard of 6.0. All but one met and surpassed this level. Assessment was completed on the distribution of the remaining 131 contracts and found the average result was 6.937, with a standard deviation of .49371 (54%) agencies posted scores between minimum Provincial Service Quality Standard and the arithmetical average; 41 agencies were between average and 1st standard deviation 15 agencies (12%) scored between 1st and 2nd standard deviations and 4 agencies (3%) met Provincial Quality Standard of 8 or above.

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