Results Oriented Strategic Planning : A Framework for Aligning Public Sector Resources

1. Results Oriented Strategic Planning : A Framework for Aligning Public Sector Resources http://www.econ.state.or.us/opb (503)986-0039 Presentation by Jeffrey Tryens to Balance Scorecard at the Municipal Level: A national conference of experiences Oslo, Norway January 31, 2002

2. Strategic Planning The Unfocused Organization Information & Data Analysis Customer focus and satisfaction Organizational Leadership Systematic Learning Human Resource Policies & Practices Work Process Management

3. The Focused Organization Human Resources Customer focus and satisfaction Organizational leadership Strategic planning Work process management Systematic learning Information and data analysis

4. The Unfocused Government

5. The More Focused Government: Achieving Internal Alignment

6. The Well Focused Government: Finding Common Elements Shared Strategies Unified Vision Meaningful Measures Outcome-based Evaluations

7. Oregon Shines provides a unified vision for state government. Shared Strategies Unified Vision Meaningful Measures Outcome-based Evaluations

8. Strategic Planning in Oregon • Oregon's Strategic Plan -Oregon Shines -Drafted in 1989 -Updated every eight years -Encompasses the entire state • Oregon Progress Board -Monitors implementation of plan -Chaired by the Governor -Created -1990/reauthorized -1997

9. The Elements of Oregon Shines II  Economy: Quality jobs for all Oregonians  People: Safe, caring and engaged communities  Environment: Healthy, sustainable surroundings

10. Where are we? Oregon Shines II • Where do we want to be? • How did we do? • How do we get there? Oregon’s Strategic Planning Model

11. Economy: Oregon's economy is doing well overall, but some areas are still suffering. • People: Health insurance coverage is near tops in the nation. Juvenile crime is increasing, as is student alcohol and drug use. Poverty rates have stayed flat despite economic growth. • Surroundings: Housing affordability and congestion are growing problems and natural resources are starting to reach their limits. Where Are We? Trend analysis shows mixed bag.

12. Grow & Attract Quality Jobs for All Oregonians Grow & Attract Good Jobs Diversify the Economy w/ International Focus Support Safe, Caring & Engaged Communities Maintain Healthy, Sustainable Surroundings Maintain Quality of Life 1989 1997 Where Do We Want to Be? Oregon's goals have changed.

13. How Do We Get There? The “circle of prosperity” is our guide. A clean, appealing environment, a talented workforce, and responsive public services... Attract and provide a base for Which result in Create opportunities for Oregonians, reducing poverty and crime... Diverse, value adding industries that provide well paying jobs... Which Generate revenues for excellent schools and quality public services and facilities...

14. How Did We Do? The focus is on the Oregon Benchmarks. Results Not Effort

15. Oregon Benchmarks are key to Oregon's performance measurement system. Shared Strategies Unified Vision Meaningful Measures Outcome-based Evaluations

16. Results Not Effort What Benchmarks Don't Measure • School Expenditures • Prison Beds • Environmental Enforcement What Benchmarks Do Measure • Literacy • Crime Rates • Air and Water Quality

17. The Elements of a Benchmark Data Targets Indicator Source Oregon Population Survey

18. Economy - Key Benchmarks • Student Skills • Baccalaureate Degrees • Adult Literacy • Industry R&D • Employment Outside Portland/Willamette Valley • Professional Services Exported (Imported) • New Companies • Per Capita Income

19. Communities - Key Benchmarks • Ready-to-Learn • High School Dropouts • Eighth Grade Use of Alcohol, Illicit Drugs and Cigarettes • Poverty • Teen Pregnancy • Affordable Housing • Overall Reported Crime • Juvenile Arrests • Child Abuse • Health Insurance • Volunteerism

20. Surroundings- Key Benchmarks • Congestion • Agricultural Land Preservation • Forest Land Preservation • Wetlands Preservation • Air Quality • Wild Salmon Restoration

21. How Benchmarks Are Developed • Benchmarks are reviewed biennially by the Progress Board. • Anyone can suggest a change. • Since 1989, Over 8,000 Oregonians have been involved in the process. • Benchmarks are currently under review. • Benchmarks must meet certain criteria....

22. Link to an Oregon Shines' goal • Emphasize results, not effort • Be measurable • Be policy relevant • Be understandable • Be comparable to a standard • Be economical to gather An Oregon Benchmark should:

23. Fewer Benchmarks (259 --- 90) • Fewer Benchmark Categories (17 --- 7) • Fewer Key Benchmarks (39 --- 22) • More Comparator Information • New Target Setting Method Benchmark Changes

24. Local governments also “benchmark.” = Active "Progress Board" = Cooperator

25. County level data are readily available for many benchmarks. 6th grade Alc. - 20th Tob. - 15th Drug - 23rd 8th grade Alc. - 31st Tob. - 4th Drug - 16th 11th grade Alc. - 32nd Tob. - 24th Drug - 32nd Office of Alcohol and Drug Abuse Programs - 1998 data

26. Sample Regional Rankings # 3 Benton # 15 Lane # 23 Linn Highest Tier Counties # 1 Wallowa # 2 Washington # 3 Benton # 4 Polk # 5 Clackamas # 6 Union County level rankings generate interest in benchmarks. Kids Index: Prenatal Care, Infant Mortality, Smoking While Pregnant, Child Abuse, Teen Pregnancy

27. How does state government link to benchmarks? Not All State Priorities are Benchmarks & Not all Benchmarks are State Priorities

28. Creating a Measurement System: A Linked Set of Indicators Societal Concern Benchmark External Influences Agency Workload Output

29. Societal Concern High Level Outcome (Benchmark) Creating a Measurement System: A Linked Set of Indicators Intermediate Outcome Joint Action Agency Workload Output

30. An event, occurrent or condition of importance to customers or the general public that is, at least partially, the result of a service or product provided. Outcome Measure Definitions • A desired end, usually a measure of societal health or well being. High Level • Measures progress toward a desired end, but is not an end in itself. Intermediate • The physical quantity of an agency’s completed product or service, either by staff or contractors. Output

31. How Agencies Relate • Measures progress toward broad goals • Long-term perspective • Affected by societal forces • Beyond the scope of an individual agency High Level Outcome • Indicates progress toward high level outcome • Short- or medium-term perspective • Affected by societal forces • Often beyond the scope of one agency Intermediate Outcome • Indicates progress toward intermediate outcome • Short term perspective • Measures agency performance • Can be accomplished by a single agency Output

32. Pre-K Expansion

33. % of children coming to school "ready to learn" High Level Outcome % of family needs assessments completed Output Creating a Measurement System: A Linked Set of Pre-K Measures % of eligible children who complete the program Intermediate Outcome

34. High Level Outcome Activities Int. Out. Outputs Inputs The Logic Model: A Framework for Measuring Results. Degree of Control Ultimate Policy Intent

35. Logic Model Worksheet, June 1999 Program: Training Wheels According to the Oregon Progress Board, only 44% of Wallowa County children entered school ready-to-learn in 1997. Language and cognition were the primary deficits. Identified Problem/Need CCF Funds: $17,299.00 Leveraged Resources: $153,860.00 Personnel, office space, equipment, supplies, travel and postage Inputs Monthly on-site storytimes, distribution of newsletters and circulation of children’s collections. This is s proven cost effective best practice for increasing language skills. Activities Outputs An average of 30-35 childcare providers and Early Childhood Professionals will access services thru the Training Wheels Program 25 on-site story times conducted monthly in day cares, in-home preschools, Kindergartens, Head Start, Health Department, Early Intervention/Early Childhood, Special Education, local libraries, Safe Harbors and playgroups 315 newsletters distributed monthly to families with children in day care, preschools, Head Start, Safe Harbors, Kindergartens, Health Department, Mental Health Clinic, physicians and parents participating in parenting classes 90% of Training Wheel participants will be rated “ready” in language usage and cognition upon entering kindergarten. Intermediate Outcome High Level Outcome Percent of children in Wallowa County entering kindergarten ready to learn will increase. Healthy, Thriving Children Healthy, Readiness for School: Educational Success Wellness Goal

36. Some targets are high profile - Quality Education Commission Implementation Options Full Model Implementation in Next Biennium • Unlikely given current budget realities Phased Implementation • Focus on reading in grades K-5 Performance target - 90% of 3rd and 5th grade students will reach reading benchmarks within 4 years • Additional Professional Development to meet the reading target and begin high school restructuring

37. Performance measure guidelines create a consistent framework. • Measures must reflect goals and high level outcomes. • Agencies should report only key measures. • Agencies must use common language. • Agencies must develop performance targets. • Data must be accurate and reliable. • Measures should link to organizational units. • Different types of measures should be included. • Comparisons with others should be included.

38. Benchmarks provide the basis for agencies to develop shared strategies. Shared Strategies Unified Vision Meaningful Measures Outcome-based Evaluations

39. Juvenile Crime Prevention

40. Juvenile Crime Prevention Juvenile Arrests Academic Achievement Peer Association Family Environment Alcohol & Drug Use Behavior Friends who: • have been suspended • carry a gun • smoke • have stolen a vehicle • dropped out of school • use drugs • have been arrested • drink alcohol • Runaways • Training school commitments • Arrests • Vandalism • Absenteeism • HS graduation • School mobility • Drop out • Truancy • Disciplinary problems • Test scores • Alcohol use • Drug use • Tobacco use • Child abuse • SCF cases • Foster care placement • Family management discipline conflict history support for conventional activity 88 Agency Performance Measures

41. Aligning Agencies with Benchmarks • Governor: Budget Instructions • Progress Board: Benchmark Blue Book • Legislature: Perf. Measure Data Base Ways & Means Committee

42. In the 1999-01 budget, Oregon had: • 18 Benchmarks with 2 agencies involved • 19 Benchmarks with 3 agencies involved • 8 Benchmarks with 4 or more agencies involved: adult high school equivalency wages>150% volunteerism public management quality health insurance coverage adult skills training disabled workers disabled in poverty Benchmark Blue Book reveals opportunities for shared strategies.

43. Benchmarks are a key ingredient in an outcome-based assessment. Shared Strategies Unified Vision Meaningful Measures Outcome-based Evaluations

44. Grading Success

45. Target How grades are determined. A F

46. Oregon's 2001 Performance Report Benchmarks targets provide opportunities for evaluation. CategoryGrade Economy C Education C+ Civic Engagement D Social Support B- Public Safety B+ Community Development C- Environment C+ OVERALL C+

47. Performance audits are key to successful evaluations. • In Oregon’s largest city, Portland, auditors have conducted system-wide assessments focused on benchmark outcomes. • Beginning with the benchmark "percent of children entering school ready to learn," they are examining how effective the system is at affecting important societal outcomes.

48. They can also encourage course corrections by agencies.

49. Why did Oregon perform so poorly regarding prenatal care? • Goal was too ambitious • Most resources focused on lower-income women • No single agency with overall respon- sibility for achieving the Benchmark

50. What can we expect? U.S. appeared to be outpacing Oregon.