Transcript www.mnaging.org

What Gets Measured
Gets Done
Jean Martin
Jan Radatz
Continuing Care Administration
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Results Accountability
Journey
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Why we did it
How we got started
Where are we now?
Lessons learned
What’s next?
AND WE DID IT ANYWAY!
“Begin with the end in mind”2
Steven Covey
Why We Did It
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Working harder, but achieving less
Communicate what we are doing better
Measure results is customary business
practice
We could do better
Commitment to first-rate public service
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Why We Did It
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Results Accountability
approach is
 customer-focused
 straightforward
 understandable
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Results Based Accountability
Trying Hard Is
Not Good Enough
By
Mark Friedman
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Performance
Population
Ends to Means / Talk to Action
RESULT or OUTCOME
INDICATOR
or BENCHMARK
PERFORMANCE
MEASURE
Customer result = Ends
Service delivery = Means
ENDS
MEANS
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DEFINITIONS
Population
RESULT or OUTCOME
A condition of well-being for
children, adults, families or communities.
• Seniors and people with disabilities
have choices in how they receive
services and how they live their lives.
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DEFINITIONS
PERFORMANCE MEASURE
Performance
A measure of how well a program,
agency or service is working.
Three types:
1. How much did we do?
2. How well did we do it?
3. Is anyone better off?
Customer Results
Number of people assisted by
Community Living Specialists
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Leaking Roof
Experience
(Results thinking in everyday life)
Inches of Water
BASELINE
Measure
Not OK
? Fixed
Turning the Curve
Story behind the baseline (causes)
Partners
What Works
Action Plan
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7 Performance Accountability
Questions
1)
2)
3)
4)
Who are our customers?
How can we measure if our
customers are better off?
How can we measure if we are
delivering services well?
How are we doing on the most
important of these measures?
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7 Performance Accountability
Questions
5)
6)
7)
Who are the partners that have a
role to play in doing better?
What works to do better,
including no-cost and low-cost
ideas?
What do we propose to do?
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3) How Can We Measure If We Are Delivering Services Well?
Effort
Quantity
How much
did we do?
Quality
How well
did we do it?
Effect
Is anyone better off?
#
%
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2) How Can We Measure If Our Customers Are Better Off?
Effort
Quantity
How much
did we do?
Quality
How well
did we do it?
Effect
Is anyone better off?
#
%
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Consumers Assisted by Community Living Specialists
How much did we do?
How well did we do it?
Percent of
consumers satisfied
with our service
Number of
consumers
served
Is anyone better off?
Number of consumers
who remained in
community & avoided
spend-down
Percent of consumers
who remained in
community & avoided
spend-down
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How We Got Started
Encouraged a work environment
of learning and risk-taking
 Assessed how we are doing
 Developed a plan including
paradigms
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How We Got Started
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Implemented the plan
 Performance
Measurement
Implementation Team (PMIT)
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Instituted a community of
practice environment
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Performance Management Cycle
Vision and
mission
What do we want to
accomplish?
Intended outcomes
and results
How will we get there?
How will we know where we are,
whether we got there?
Strategic Plan development
· Legislative initiatives
· Resource planning
Im
pr
ov
e
me
nt
·
Goals and
strategies
Continuing Care Administration
Performance Management
·
Develop measures
and dashboards
Data development
and analysis
How are we doing?
Is anyone better off?
·
Populate dashboards with valid
and reliable data
Implementation
What do we need to do differently?
·
Discover areas for program
improvement
· Develop remediation strategies
· Improve program outcomes
2012
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Performance Management Cycle
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Vision / Mission
 What
do we want to accomplish?
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Performance Management Cycle
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Goals and Strategies
 How
will we get there?
 Strategic
Plan Development
Legislative Initiatives
Resource Planning
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Performance Management Cycle
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Intended Outcomes and Results
 How
will we know where we are?
 Whether we got there?
 Develop
measures and dashboards
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Performance Management Cycle

Data Development and Analysis
 How
are we doing?
 Is anyone better off?
 Populate
dashboards with valid and
reliable data
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Performance Management Cycle

Implementation
 What
do we need to do differently?
 Discover
areas for program
improvement
 Develop remediation strategies
 Improve program outcomes
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Performance Measurement
Overview
Refinement
Setting the Foundation
What do we want to accomplish?
■ Understand Continuing Care’s
major initiatives
■ Review CC vision, values, strategic plan,
and goals
■ Conduct interviews with CC managers
and survey CC program staff
■ Train in Results Accountability
■ Re-establish an Administration-wide
common language and
understanding
Refinement
Measure Development
Implementation
What is most important to measure, and why?
■ Develop selection criteria
to choose measures
■ Review existing program performance measures
■ Create indicators to reflect and operationalize
major strategies and goals, driven by
CCA’s vision and mission
■ Test performance measures with existing data
How do we measure it?
■ Develop data acquisition/development
and assessment plans for
ongoing evaluation
■ Collect data
■ Create reports, graphics, and dashboards
■ Monitor dashboards and other tools
to track results
Improving and
Refining Measures
Are our measures telling us
what we need to know?
■ Through discussion with stakeholders and
further analysis of how measures work in
practice, iteratively refine measures to more
accurately reflect desired results
Source: Continuing Care Administration
Performance Management
2010
Page 1
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Performance Measurement Cycle

Setting the Foundation
 What
do we want to accomplish?
 Understanding
Continuing Care’s
major initiatives
 Review CC vision, values, strategic
plan and goals
 Train in Results Accountability
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Performance Measurement Cycle

Measure Development
 What
is most important to measure
and why?
 Develop
selection criteria
 Review existing measures
 Create indicators
 Test measures with existing data
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Performance Measurement Cycle

Implementation
 How
do we measure it?
 Develop
data acquisition plan
 Collect data
 Create reports
 Track results
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Performance Measurement Cycle

Improving and refining measures
 Are
our measures telling us what
we need to know?
 Discussion
with stakeholders
 Ongoing review of measures to
accurately reflect desired results
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Communicating Performance
Results to Others
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CCA Performance Reports
http://www.dhs.state.mn.us/main/dhs16_166609#

CCA Interactive Public Reports
http://www.dhs.state.mn.us/main/dhs16_144803
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DHS External Dashboard
http://dashboard.dhs.state.mn.us/
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Strategic Plan Goals
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To support and enhance quality of
life for older people and people with
disabilities
Percent of AC/EW recipients with an
informal caregiver
http://www.dhs.state.mn.us/main/idcplg?IdcService=GET_DYNAMIC_CON
VERSION&RevisionSelectionMethod=LatestReleased&dDocName=dhs16_
174926#
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Strategic Plan Goals
To manage an equitable and
sustainable LTC system that
maximizes value
 Percent of DD waiver recipient
with wages
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http://www.dhs.state.mn.us/main/idcplg?IdcService=GET_DYNAMIC_CO
NVERSION&RevisionSelectionMethod=LatestReleased&dDocName=dhs1
6_166802#
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Strategic Plan Goals
To manage an equitable and
sustainable LTC system that
maximizes value
 Percent of waiver recipients with
earned income
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http://publicreports.dhs.state.mn.us/Reports.aspx?
ReportID=9
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Strategic Plan Goals
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To continuously improve how we
administer services
Percent of Waiver Review cases
corrected
http://www.dhs.state.mn.us/main/idcplg?IdcServi
ce=GET_DYNAMIC_CONVERSION&RevisionSele
ctionMethod=LatestReleased&dDocName=dhs16
_166794#
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Where Are We Now?
Display our Hall of Results
 Integrate results more deeply in
our work
 Communicate performance
results to others
 Share our story with ourselves
and others
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Lessons Learned
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Doesn’t have to be complex or
difficult
Satisfying and engaging-exceeding
expectations
Important to secure “investors” and
support champions
Developed performance management
efficiencies
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What’s Next?
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Work with partners
to improve results
Access to CReports for
counties
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And We Did It
Anyway!
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Contact Information
Email Questions to:
[email protected]
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Thank you!
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CCA Performance Report
Percent of People with DD and High
Needs that Receive Services at Home
Year
2007
2008
2009
2010
2011
Statewide
35.3%
34.8%
34.9%
35.5%
36.0%
Cohort
1
26.2%
25.7%
25.8%
26.3%
25.9%
Cohort
2
27.6%
28.4%
29.1%
28.9%
28.5%
Cohort
3
33.4%
32.9%
32.3%
32.1%
32.4%
Cohort
4
32.4%
31.8%
33.0%
34.0%
35.4%
Cohort
5
39.6%
38.9%
38.9%
40.0%
40.6%
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Continuing Care
PEOPLE SUPPORTED IN HOMES AND COMMUNITIES
Percentage of Waiver Recipients Who Receive HCBS at Home
MEASURE: The percentage of waiver recipients who receive HCBS at home
2012 GOAL:
- Elderly: Increase to 75.5%
- Disabled: Increase to 63.3%
- Developmentally Disabled: Increase to 36.2%
HOW WE ARE DOING: On Track
WHY THIS IS IMPORTANT: This measure shows that most people who receive Home and Community Based Services
prefer to receive services in their own home instead of moving to foster care or other residential settings. It is important
because HCBS are less expensive to provide when people are at home. When services are provided at home, people have
control over their environment, which promotes independence. For more detailed information, including geographic
breakdowns, please see:
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http://www.dhs.state.mn.us/main/idcplg?IdcService=GET_DYNAMIC_CONVERSION&RevisionSelectionMethod=LatestReleased&dDocName=dhs16_166609
Strategic Plan Goals

To support and enhance quality of
life for older people and people with
disabilities

Percent of AC/EW recipients with an
informal caregiver
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44
45
46
Strategic Plan Goals

To manage an equitable and
sustainable LTC system that
maximizes value
 Percent
of DD waiver recipient with
wages
47
48
49
Strategic Plan Goals

To manage an equitable and
sustainable LTC system that
maximizes value
 Percent
of waiver recipients with
earned income
50
51
52
Strategic Plan Goals

To continuously improve how we
administer services

Percent of Waiver Review cases
corrected
53
54
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