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Presentation to Connecticut Legislative Program Review and Investigations Committee

Council on Virginia’s Future Jane Kusiak, Executive Director. Presentation to Connecticut Legislative Program Review and Investigations Committee. November 8, 2007. Presentation Outline. Long-term Governance

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Presentation to Connecticut Legislative Program Review and Investigations Committee

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  1. Council on Virginia’s Future Jane Kusiak, Executive Director Presentation to Connecticut Legislative Program Review and Investigations Committee November 8, 2007

  2. Presentation Outline • Long-term Governance • Performance Leadership and Accountability: A Journey toward Assessment, Transparency and Improvement • Virginia Performs: A Model of Transparency • A New Comprehensive View: What is the Data Telling Us about Virginia? • And the Journey Continues . . .

  3. Long-term Governance

  4. The Council on Virginia’s Future • Origin • An advisory board to the Governor and the General Assembly, officially codified into Virginia statute. • A forum where legislative, executive branch and community leaders come together for work that transcends election cycles, partisanship, limited organizational boundaries and short-term thinking. • Purpose • Provide long-term focus on high priority issues. • Create an environment for improved policy and budget decision-making. • Increase government accountability, operations and performance. • Inform citizens about performance and engage them in dialogue about Virginia’s future. • Membership • The Council has 18 members: • The Governor who serves as chair • Eight senior legislative leaders • Seven business and community leaders • Two members of the Governor’s Cabinet

  5. Performance Leadership and Accountability A Journey Toward Assessment, Transparency and Improvement

  6. Roadmap for Virginia’s Future Virginia Performs Review and update the Roadmap as necessary. Assess progress against long-term objectives, current service levels, and productivity improvement. • Establish a vision for the Commonwealth. • Vision • High-Level Goals • Societal Metrics Measure, evaluate and improve performance (Continuous Improvement). Adjust funding based upon goals and results (Performance-Based Budgeting). Establish strategic plans that link to long-term objectives and the budget (Strategic Planning).  Council - Roadmap Development and Evaluation  Government - Roadmap Implementation and Improvement

  7. The Virginia Performs System VISION AND LONG-TERM GOALS } How is Virginia doing? Economy, Education, Health & Family, Transportation, Public Safety, Natural Resources Government and Citizens Transforming Virginia Improving Outcomes Transforming Government Improving Efficiency } KEY OBJECTIVES & METRICS Are we getting results on our highest priorities? } BUDGET SERVICE AREA OBJECTIVES AND METRICS What are the expectations for our service areas?

  8. Performance Leadership Accountability Model DESIRED SOCIETAL RESULT Inspire Healthy Living SOCIETAL INDICATORS Infant Mortality Rates Childhood Obesity Rates Smoking Rates VISION and LONG-TERM GOALS Transforming Virginia Improving Outcomes Transforming Government Improving Productivity AGENCY AGENDAS ENTERPRISE LEADERSHIP AGENDA • AGENCY PERFORMANCE MEASURES • Pregnant women successfully completing state neonatal care programs • Children experiencing weight loss through Medicaid obesity program • State workers who quit smoking through an anti-smoking program Charting a Course for Excellence Healthcare Examples

  9. - Current State - A foundation for outcome-driven decision-making has been established. A new strategic planning and budgeting process has been established and is still in the early stages of maturation. Outcome-oriented innovation and collaboration exist but are not embedded throughout the culture or supported by the organizational infrastructure. A consistent focus on strategic, enterprise-wide operational effectiveness is beginning to emerge. - Future State - Outcome-driven collaboration and innovation drive ever-improving results. Virginia Performs serves as a foundation to illuminate issues, and critical policy decisions are grounded in assessment of data and are outcome oriented. An integrated financial management and budgeting system supports planning, accountability, transparency, and performance-based budgeting. An organizational infrastructure (training, standard tools and methods, resources, incentives, administrative flexibility, etc.) is in place to support continuous improvement and innovation throughout the enterprise. The drive for operational and programmatic excellence is sustained across administrations. Assessment (Virginia Performs) Productivity Improvement Planning & Budgeting VISION and LONG-TERM GOALS Societal Indicators Productivity Investment Fund Transforming Virginia Improving Outcomes Transforming Government Improving Productivity AGENCY AGENDAS ENTERPRISE LEADERSHIP AGENDA Key Measures Service Improve-ment Agency Measures Enterprise Seed Capital Performance Leadership and Accountability: From Here to There

  10. Key Milestones • Align agency key measures with societal indicators • Sharpen focus on high-priority outcomes to facilitate policy decisions • Refine and update societal indicators and agency measures • Further develop productivity initiatives 2008 • Launched Virginia Performs with societal indicators and agency measures to provide transparency 2007 • Identified key agency objectives and measures • Added a productivity initiative to provide focus and financial support for enhancing both programmatic & operational targets 2006 2006 to 2003 • Implemented a new strategic planning and budgeting approach that included objectives, measures and targets • Established a vision and long-term goals for the Commonwealth

  11. Gov. Kaine’s Steps to Ensure Success • Created an internal performance management team in the Governor’s office with strong involvement by the Chief of Staff. • Solicited an external review of the existing system by known experts in the field. • Emphasizes to agency heads that performance management is his number one priority: • Meets with every agency head to discuss importance of the outcome-based system. • Personally reviews and comments upon every key agency metric. • Has annual meetings with Cabinet to review performance. • Is tying budget decisions to performance in current development process for his two-year budget. • Recognizes that measures and targets are one part of the performance picture, not an end in themselves.

  12. Virginia Performs:A Model of Transparency

  13. Virginia Performs website The site, www.VaPerforms.virginia.gov, was launched in January 2007: • Displays Virginia’s Performance Leadership and Accountability Model. • Tracks performance toward Virginia’s goals and objectives. • Presents data on • Approximately 50 societal (quality of life) outcomes that include statewide, regional and local data. • State agency performance (program-based) outcomes, via 200 key agency measures • Compares Virginia’s results to other states and the national average. • Creates an environment for discussion about performance improvement with decision makers. • Informs, communicates with, and engages citizens about Virginia’s current state and its future.

  14. www.VaPerforms.virginia.gov

  15. Scorecard at a Glance

  16. Sample Indicator: Personal Income

  17. Sample Measure: Health Immunization

  18. Agency Management Scorecard

  19. A New Comprehensive View What Is the Data Telling Us About Virginia?

  20. Are We Making Progress?

  21. How Are Our Regions Doing?

  22. How Does Virginia Compare to Other States?

  23. Are Agency Measures Aligned with High-priority Goals?

  24. Agriculture Natural Resources HHR 100% Commerce Transportation 83% 83% 76% 73% Public Safety Finance 53% Educ. 58% 50% 47% Note: There are five key measures in Technology and all are outcome based. How Many Agency Measures are Outcome Oriented? Total Key Measures Statewide = 214 Process Measures Administration 33% 67% Outcome Measures

  25. And the Journey Continues . . .

  26. The Performance System in Action • Agencies are using the data to manage programs and address issues (e.g., infant mortality, juvenile recidivism). • Governor Kaine is using performance data to make budget decisions. • Regions are replicating the model for their areas. • Legislators and thought leaders are becoming focused on outcome-based assessment. • Citizens are accessing and using the data on the website.

  27. Guiding Philosophy • Making a performance-based system work is a journey, not a sprint. • Buy-in -- at all levels of the enterprise -- is essential. • Bipartisanship -- in philosophy, approach and participants -- is critical. • The business community is a valuable ally. • Efforts must be citizen-oriented, with a simple, clear message. • Efforts need to transcend bureaucracy and focus on real services and real outcomes.

  28. Sites of Interest Virginia Performs: www.VaPerforms.virginia.gov Council on Virginia’s Future: www.future.virginia.gov Enterprise Solutions Group: www.innovations.vi.virginia.gov For more information: Jane Kusiakjanekusiak@virginia.edu1001 E. Broad St., Suite 430Richmond, VA 23219

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