Performance Cener Overview Performance Cener Overview 1
ODJFS Performance Cener ce Cener New Performance Cener Model Performance Cener Projec Meeings Performance Cener Execuive Meeings Performance Cener Sraegy Meeings In 2002 he Ohio Deparmen of Job and Family Services implemened he Performance Cener, a performance managemen sysem ha uses daa, measures and analysis o improve produciviy and service qualiy, while ensuring organizaional and individual accounabiliy. Over he years Performance Cener has evolved from reporing individual office measures, o concenraing on resulsbased measures ha give us a beer undersanding of how well we re implemening our agency-wide goals and objecives, meeing our cliens needs and expecaions, and providing value o he axpayers of Ohio hrough efficiency, effeciveness and accounabiliy of our Office services. Performance The daa Cener and informaion Meeings shared a Performance Cener meeings shape our policy decisions, lead o sraegy developmen and rack progress oward meeing our goals. A cornersone of his sysem is he Performance Cener meeings. These meeings bring ogeher he agency decisionmakers o: Monior progress oward goals, Share bes pracices, Idenify opporuniies for improvemen, Leverage knowledge and resources, and Develop soluions o agency challenges. Program/ Today, as a par of he evoluionary process, he Ohio Deparmen of Job and Family Services conducs hree differen Office Level* Meeings Performance Cener meeings Projec Meeings, Sraegy Meeings, and Execuive Meeings. Projec Meeings focus on major ODJFS projecs, and idenify risks, resolve projec issues and esablish prioriies for limied resources. The purpose is o achieve he bes decisions possible in a imely manner, hrough join paricipaion of decision makers and ODJFS business and operaions expers. Sraegy Meeings focus on reviewing, developing and enhancing sraegies for improving performance where curren performance is significanly below accepable levels or when ho buon issues have been idenified. Execuive Meeings focus on oucome measures ha indicae progress oward fulfilling he agency s sraegic plan and meeing i s objecives. These hree meeings work in conjuncion o ensure we are meeing and exceeding cusomer expecaions, idenifying and removing barriers o beer performance, making progress oward implemening our agency sraegic plan, and providing value o Ohio axpayers. The Ohio Deparmen of Job and Family Services also encourages offices implemen office-level Performance Cener accounabiliy o rack performance measures ha are criical o heir program/office and agency s overall performance. ODJFS Performance Cener Objecives To enhance communicaions. To esablish prioriies, faciliae sraegic planning and manage resources. To insiuionalize individual and organizaional accounabiliy. Guiding Principles Accurae and imely inelligence o ensure complee analysis. Rapid deploymen of resources o quickly address problems. Effecive acics and sraegies o ensure proacive soluions. Relenless follow-up and assessmen o ensure ha problems do no recur. 2 Performance Cener Overview
Sample Reporsppppp Each Performance Cener meeing has i s own se of repors ha provide informaion and help guide he discussion. This page shows an example of an Agencywide meeing repor, as well as a progress snapsho of he Direcor s performance agreemen. Performance Cener Overview 3
Sample Reporspppp The firs repor, below, is a example of an ODJFS repor card repor card. The repor a he boom of he page is an example of a repor used a a Performance Cener Projec meeing. 4 Performance Cener Overview
Performance Managemen Tips Key Componens of a Performance Managemen Sysem Why here is no one way o implemen Performance Managemen, here are key componens ha are needed for successful implemenaion, including: Creaing an agency sraegic plan. This includes developing an agency mission, vision and values, as well as a broad se of goals and objecives for he agency. Developing meaningful performance measures. This involves working wih he relevan deparmens (from direcor, o fronline saff, and in some cases o ciizens/cusomers/cliens) o come up wih meaningful measures aimed a judging progress (or lack hereof) in meeing goals and objecives. A full se of measures also will include daa on aciviies (he ype and amoun of work being done) and on coss (including direc coss of providing services or doing oher work, along wih indirec and overhead coss). Governmens generally develop inpu, oupu, efficiency, service qualiy, and oucome indicaors o rack he exen o which program and aciviy goals and objecives and desired oucomes are being achieved. Collecing and using daa o manage work processes. This involves developing sysems (for example, daabases, accouning) for collecing daa a he desired program or aciviy level and hen regularly monioring he daa for indicaions of he exen o which goals and objecives are being achieved and how efficienly and effecively programs are operaing. The resuls of hese coninuing assessmens are hen used a he operaional level o make adjusmens o programs and services. Evaluaing resuls. This is a formal assessmen of wha he daa are elling he agency abou he effeciveness and efficiency of he programs and services. Such assessmens ypically are in he form of formal periodic repors o he managemen eam. Ofen hese evaluaions, which are used in seing policies and budges for fuure operaing years, are made quarerly or less frequenly. Benefis of a Performance Managemen Sysem Implemening a performance managemen sysem has many benefis, including: Focusing he agency more clearly on ciizens (including ciizens as cusomers or cliens ) and he services hey need or wan, and less on organizaion and process. Esablishing goals and objecives and racking wheher hose goals and objecives are being achieved. Answering such quesions as: How efficien and effecive are he governmen s services? Wha are our service qualiy levels and how can hey be improved? Deermining he degree o which programs and services are aligned wih agency s sraegic plan. Modifying policies, programs, services, or budges in midsream based on performance daa and resuls. Comparing he agency s performance o iself over ime, or wih ha of oher governmens (or in cerain circumsances, he privae secor if such a comparison is appropriae). Communicaing o he public and legislaure wha your agency is accomplishing, he exen o which goals and objecives are being achieved, and how efficienly and effecively your agency is funcioning. Reporing resuls. This involves communicaing a comprehensive se of clear, decipherable performance measures. Reporing generally involves communicaing he exen o which he agency s goals and objecives are being achieved wih informaion o assis users in assessing he efficiency and effeciveness of is program(s). Performance Cener Overview 5
Performance Managemen Tips How you will know your Performance Managemen effors have salled Some reasons why performance managemen may sall in your organizaion include: Loss of energy Lack of champions Saying power of he prevailing culure Too many measures Failure o achieve shor-erm wins Premaure declaraion of vicory Fear of measuremen and new sysems Mission and sraegies no linked o individual acions Lack of meaningful employee involvemen Measures ha don align wih core business How o Ensure Successful Implemenaion There are hings you can do o help ensure successful deploymen of your own performance managemen sysem. Documen and coninually improve core processes Suppor your planning wih a high-qualiy measuremen sysem Don make work keep he appropriae exising sraegic goals and measures Keep i simple a few well-chosen objecives for each goal Align he deparmen/division level measures wih he organizaional sraegic objecives Creae undersanding mission achievemen Begin wih he end in mind Employ humble leaders (i s no abou hem) Clarify ha wha is a sake is he good and fuure of he organizaion Confron he brual facs wih daa Reward and proec open and hones communicaion 6 Performance Cener Overview