Using Performance Management Tools to Answer: So What

Transcription

1 Using Performance Management Tools to Answer: So What Jessica Rochester Office of Economic Opportunity October 2 nd, 2015! 2 1

2 Agenda Introductions Performance Management is for everyone Historical Context What is ROMA? Core Activities Organizational Standards Asking So What? 3 Key Take Aways: 1. ROMA is a performance measurement and management system designed to help CAAs improve their abilities to achieve and demonstrate results. 2. Encourage a culture of continuous improvement and data driven decision making. 3. Make tracking your data worth your time. 4. So what: What outcomes were achieved AND What are you doing with all that data? 4 2

3 Performance Management Is For Everyone All Non Profits Federal Statute and Guidance, Uniformity Among the Network Community Action Agencies 5 History 6 3

4 The Six National Goals 1. Low income people become more self sufficient. 2. The conditions in which low income people live are improved. 3. Low income people own a stake in their community. 4. Partnerships among supporters and providers of services to low income people are achieved. 5. Agencies increase their capacity to achieve results. 6. Low income people, especially vulnerable populations, achieve their potential by strengthening family and other supportive systems. 7 Organizational Standards Information Memorandum Standards Increase accountability and achieve results. Organizational capacity: In general non profit and human services administration and fiscal management & Areas unique to Community Action. Maximum Feasible Participation Consumer Input and Involvement Community Engagement Community Assessment Vision and Direction Organizational Leadership Board Governance Strategic Planning Operations and Accountability Human Resource Management Financial Operations and Oversight Data and Analysis 8 4

5 So what? In addition to reporting what the agency has DONE, The agency is expected to be able to identify WHAT HAS HAPPENED as a result of what they have done. 9 Performance Management Successful implementation of any form of performance management and measurement needs a conceptual framework not simply collecting data to comply with requirements. Conscious and systematic application of management principles. 10 5

6 What is ROMA? Results Oriented Management and Accountability ROMA is an infrastructure or approach that allows for a continuous process for ensuring quality services to customers

7 ROMA Overview: Why ROMA? ROMA can help us meet our responsibilities ROMA can help us do more effective work ROMA will allow us to understand what difference did we make NOT what we did or how many we served! Example: What we did and how many we served: Provided GED classes to 28 students. What difference did we make: 15 people received their GED! 15 people improved their education and increased their potential for employment / increased wages. 13 ROMA Overview: Features of ROMA Focuses on problems, not programs All activities are directly related to the agency s strategic plan Measures changes in a problem / The difference we make Reports results, not processes Ends, not means Purposefully integrated into Organizational Standards. 14 7

8 ROMA Overview: ROMA Acknowledges: Programs have multiple services. Services have multiple outcomes. Outcomes can fit into multiple CSBG categories. 15 ROMA Overview: What are results? Results, or outcomes, are benefits to individuals, families, organizations, and community derived from participation in a program or service. Outcomes are always measureable. CAAs produce products, results, or outcomes that benefit individuals, families, and the communities in which the live. CAAs are held accountable for producing outcomes and must demonstrate the capacity to manage and deliver services in an efficient and effective manner. 16 8

9 ROMA Overview: What outcomes? Family outcomes describe increasing family strengths and supporting self-sufficiency. Agency outcomes describe the capacity of the CAA to use sound management practices in the delivery of programs and services. Community outcomes describe the responsiveness of the CAA and the community to the needs and interests of low-income people AND the extend to which low-income people participate in community activities. 17 What is an outcome? An outcome is a (changed) condition we desire to see as a result of something we do. Different from an output, which is a measure (often a count) of the something, not the result. Change Affects specific group(s) Results from an activity Intentional Measurable Short, medium, longterm 18 9

10 ROMA Overview: Indicators? Indicators are: Numerical measures that assess the extent to which the outcome was achieved. The are observable, measurable changes tracking success. Allow us to know when we have attained an outcome. Gives us the ability to prove results to others. 19 ROMA Overview: Strategies How the outcome will be achieved. Activities of the agency. Steps taken towards goals

11 ROMA Overview: Example #1 Problem: High rate of unemployment. Strategy: Job readiness program, job training, job search assistance, etc. Outcome: People obtain employment. Indicator: # of people who obtain full-time employment above minimum wage with benefits. Programs: WIOA, Adult placement, Head Start, Displaced Homemakers, etc. 21 ROMA Overview: Example #2 Problem: Lack of housing for low-income families. Strategy: Housing development, subsidized housing, landlord recruitment, etc. Outcome: Families obtain safe affordable permanent housing. Indicator: # of families who obtain transitional housing (or Section 8 housing, public housing). Programs: Transitional Housing Program, Head Start, etc

12 THE TOOLS WE USE IN ROMA ROMA incorporates the use of outcomes/results into administration, management, operation and evaluation of human services. 23 The Tools 24 12

13 Assessment Community Assessment Community data on strengths and needs Community partner and provider data on resources Analyze community information Complete every 3 years with annual updates Sources: Clients, partners, board, staff, community members, local officials, general public, websites (data), etc. Customer Satisfaction survey or focus groups 25 Planning Agency Strategic Plan Using community assessment data/information Community Action Plan Completed for OEO every 2 years (odd year) Includes the MN Outcome Catalog which plans for outcomes throughout the agency Annual updates can be made if necessary 26 13

14 Implementation Implement the outcome-based work-plan through agency programs and services Program and services should fit within the strategic plan and align with the agency s mission Program updates to management and board 27 Achieve Results Tools to Observe and Report Progress Tracking participant progress: Scales Tracking participant data Visions, CAP 60, Efforts to Outcomes (ETO) Spreadsheets Client Files Timeframe: Periodic during program participation Follow-up after the service has been provided

15 Evaluate Results Evaluation Tools and Steps: Community Services Block Grant Information Survey (CSBG-IS) Agencies collect and report program results in comparison with expected results fiscal and demographic information. Staff, Management and Board should review reports / results to make decisions on programs (continuation, expansion, elimination) Comparison of outcomes with strategic plan. Process should include staff, the Board, and program participants. Agency wide and/or program specific

16 Why? Monitor and manage the quality and effectiveness of services. Use data to make adjustments for improvement (what s working, what s not working, and WHY). What can we do to improve or strengthen outcomes? And 31 Benefits of ROMA (and asking So What? ) For Managers Describe what is actually going on Demonstrate how well services are being provided Determine and describe what is meaningful data to managers, line staff, and the Board Focus work efforts and help staff measure accomplishments 32 16

17 Benefits of ROMA (and asking So What? ) For Boards of Directors ROMA can help meet basic responsibilities Determining the organizations mission and purpose Selecting the Executive Director Supporting the Executive Director and review performance Ensuring effective planning Ensuring adequate resources Determining and monitoring services and performance Both of the organization and the board Enhancing organization s public image 33 Perspective: What is success? The favorable outcome of something attempted. Collins English Dictionary How CAPs define success? How does your non-profit define success? How do we support our definition? What do we need to demonstrate it? 34 17

18 So what? 35 Comparisons Compare program data: To previous years To projected outcomes To similar programs To national trends Ask: How big are the differences? Why are there differences? Were we expecting these differences? 36 18

19 Ask Questions of Your Data What influenced the outcomes? Who is achieving outcomes? Who isn t? Did enrollment affect our outcomes? Do we need additional resources? What do outcomes tell us about our assumptions? Did we meet identified needs? 37 Using the Organizational Standards 4.4 & 6.4 The governing board receives update (s) on the success of specific strategies included in the Community Action plan and in the Strategic Plan. 8.7 The governing board receives financial reports at each regular meeting

20 Using the Organizational Standards Standard 9.3 Annual Board review of an analysis of the agency s outcomes, any operational or strategic program adjustments, and any improvements. 39 Evaluation Should Be Useful Decision Making Learning Story Telling Advocacy 40 20

21 Key Take Aways: 1. ROMA is a performance measurement and management system designed to help CAAs improve their abilities to achieve and demonstrate results. 2. Encourage a culture of continuous improvement and data driven decision making. 3. Make tracking your data worth your time. 4. So what: What outcomes were achieved AND What are you doing with all that data? 41 Questions? jessica.rochester@state.mn.us 21