D1 how to manage in an outcome based framework v1 full day

Overview: 1. What is Outcome-Based Performance Management? 2. How does this change how I manage/operate? a) Performance Measurement and Management b) Continuous Improvement with evidence-based decision making c) Reporting/transparency of results 3Bell Browne Molnar & Delicate Consulting © 2010

What is Outcome-Based? 1. Stresses accountability for results/outcomes/impacts, NOT just processes, activities and costs 2. Rewards innovation and excellence in both the results achieved and HOW the results were achieved 3. Enables local, regional, provincial, national and international comparisons of program results in controlled circumstances 4. Measuring results: a) Allows the funder to make informed decision on how well the service/service provider is meeting the goals for which it was established (EVALUATION) b) Enables the service provider to make evidence-based decisions for ongoing improvement (CONTINOUS IMPROVEMENT)***** Need more? Consider BBMD’s full training in building Performance Measurement Frameworks 4Bell Browne Molnar & Delicate Consulting © 2010

CASE STUDY: Job Connect How did MTCU get to be ‘outcome based’ • Longitudinal study over a decade ago showed that going to an employment agency did not increase your likelihood of employment • Program objectives were to serve the ‘hard-to- serve’ – they were NOT being served • Something had to change – Introduction of the Continuous Improvement Performance Measurement System (CIPMS)Bell Browne Molnar & Delicate Consulting © 2010 6

Understanding Job Connect, 1999: (now part of Employment Ontario Employment Services) Congratulations! I just gave you 1.2 million... 1. 1000 new intakes/people – BUT WAIT!!! 2. 64% of everyone must get jobs…. and keep it for >3 months 3. Must be hard to serve/at risk: each person must have an average of 2.3 of these factors… Ontario Works > 44 years ≤ Grade 12 Never Worked in Canada ODSP < 20 years Aboriginal Never Worked > 6 months out of SWT 4. 85% Clients and Employers 7Bell Browne Molnar & Delicate Consulting © 2010

MTCU Employment Ontario Decision Model (truncated) Compliance Outcome Evidence of Reached with MTCU Standards Organizational improvement MTCU RESPONSE agreement Achieved Capacity Targets 1     Success! Funding approval, incentive / award potential 2     Official Review: funding approval with immediate compliance directive Directed Improvement: funding approval 3     with compliance and in-year improvements to outcomes Termination: notice of contract 4     termination, procedures to support client service transfer 8Bell Browne Molnar & Delicate Consulting © 2010

Today’s competitive environment • Record Federal and Provincial Deficits • Shrinking government dollars – – Minister Kenney: “government cannot fund organizations that werent meeting targets in areas such as client base, accountability and program quality” – “So far, 14 Toronto settlement agencies have been told they will lose funding from Ottawa this year, part of $43 million in cuts in Ontario alone. Surviving organizations will lose some 15 to 40 per cent of their funding.” The Star, January 17th, 2011 • ‘Saturated’ non-profit market in some areas – too many delivery agencies • Customer service movements – one stop • Accountability – value for dollar • ELECTION YEAR 9Bell Browne Molnar & Delicate Consulting © 2010

How does Outcome-Based change how I manage? Your accountability is to: 1. Understand what is expected and what is ‘on the line’ 2. Ensure that year-end results “measure up” to the expectations set by the funder / board / community (stability in funding) 3. Demonstrate value beyond expectations (competitiveness and growth) 4. Tell your performance story (transparency, competitiveness and growth) HOW? 10Bell Browne Molnar & Delicate Consulting © 2010

Key Components to Managing Outcome-Based 1. Performance Measurement and Management Policies, tools, procedures 2. Continuous Improvement with Evidence-Based Decision Making Policies, tools, procedures 3. Reporting / Telling your Performance Story Policies, tools, procedures 11Bell Browne Molnar & Delicate Consulting © 2010

Performance Measurement and Management Must be... 1. embedded into your culture - how we do things 2. supported by organizational policies 3. integrated into all management systems and practices 4. built on a platform of continuous improvement – non-punitive, unless ongoing performance issues threatens stability 12Bell Browne Molnar & Delicate Consulting © 2010

Performance Measurement and Management 1. If we don’t measure results, we cannot tell success from failure 2. If we cannot measure success, we can’t recognize and celebrate it 3. If we can measure success we can learn from it 4. If we can measure failure, we can correct it 5. If we can demonstrate results, we can win ongoing (and growing) support 13Bell Browne Molnar & Delicate Consulting © 2010

Performance Measurement and Management – WORKSHEET #1 What are the results that your program must demonstrate? Efficiency: Effectiveness: Customer Service: •# •% •% •% • 1200 newcomers into • 69% employed • 85% overall client employment program  employed satisfaction  self-employed • 25% suitability criteria  employed and a registered • DO YOU HAVE A (based on 12 indicators) apprentice CUSTOMER SERVICE • 100% stipend spent on  Employed consistent with CHARTER? education/training qualifications budget and schedule  10% in training ($120 k)  95% needs assessment • 3 months average in completed service  Language level, % in 2 or MUST BE MEASUREABLE!!! • 5% max lost contact rates more social parameters,% demonstrating skill application, etc.  95% ‘living’ settlement plans 15Bell Browne Molnar & Delicate Consulting © 2010

Performance Measurement and Management – WORKSHEET #1 Program Performance Parameters: # of ACTUAL # of Responsible Staff: Working Weeks: Typical Monthly Traffic Pressures / # of Months of Patterns: Contracted Service: (100% / 12 = 8.33%) M A M J J A S O N D J F 16Bell Browne Molnar & Delicate Consulting © 2010

Managing your program’s overall performance – WORKSHEET #2 Program Level Performance Measurement and Management Program Program-wide tracking: Name: Program • Supports creation of org. design, org. Manager: Program Primary capacity planning, even holiday Funder: scheduling Annual Q1 Apr May Jun EFFICIENCY Target Target • Enables ‘early warning’ system for Program Intake: Intake Actual: 1200 1200 100 0 100 0 100 0 300 0 Executive / Board Program Suitability 25% of 12 indicators: Suitability Actual: 3600 3600 300 0 300 0 300 0 900 0 • Ensures SIMPLE overview of 3 Length of time in service/exit: Exit Actual: months 0 0 0 0 monthly/quarterly results within 0 0 0 0 Lost contacts Maximum: Lost contact Actual: 5% outcome-based system, especially if OTHER combined with red/yellow/green EFFECTIVENESS Needs Assessment 95% 95 95 95 285 reporting system Needs Actual 95% Action Plan 95% 95 95 95 285 17Bell Browne Molnar & Delicate Consulting © 2010

However... The WHOLE is • Program Manager the sum of your parts measurement and management tool Worksheet #3 • MUST be integrated into staff STAFF Level MONTHLY Performance professional development and performance Measurement and Management management processes – informs individual Program Name: Employment for Newcomers performance conversations Program Manager: Terri on Top-of-it-All • Ensures EVERYONE clearly Responsible Staff Member: Rita Results understands what is expected of them – NOT NEGOTIABLE - Annual Q1 transparency and Apr May Jun accountability Target Target EFFICIENCY Program Intake: 240 20 20 20 60 • Empowers the Program Intake Actual: 1200 0 0 0 0 Manager to ‘dig-deeper’ – Program Suitability 25% of 12 understanding program results indicators: 720 60 60 60 180 and cause Suitability Actual: 3600 0 0 0 0 3 • Enables ‘early warning’ system Length of time in service/exit: months 0 0 0 0 Exit Actual: 0 0 0 0 • Allows for broader trend Lost contacts Maximum: 5% tracking, performance base- Lost contact Actual: lining, benchmarking OTHERBell Browne Molnar & Delicate Consulting © 2010 18

Early Detection, Culture of Measurement – Worksheet #4 STAFF Level WEEKLY Performance Measurement and • Program Manager/Team Lead /Staff Management measurement and management tool Program Name: Employment for Newcomers • Must enable measurement to a level Responsible Staff Rita Results of frequency that enables early Member: problem detection and course Program Manager: Terri on Top-of-it-all correction • Allows for the measurement of An- Apr strategy implementation (marketing, nual Apr- Apr- Apr- Apr- Total Target 01 02 03 04 outreach, new curriculum, etc.) EFFICIENCY Program Intake: 240 5 5 5 5 20 • Provides STAFF with tools for real Intake Actual: 240 0 Program Suitability 25% of time data tracking to empower their 12 indicators: 720 15 15 15 15 60 excellence Suitability Actual: 720 0 Length of time in 3 – Because I don’t know what I don’t service/exit: mths 0 know... Exit Actual: 0 – Insanity is doing the same thing over Lost contacts Maximum: 5% Lost contact Actual: and over again... 19Bell Browne Molnar & Delicate Consulting © 2010

Program Continuous Improvement – Worksheet #5 • Weekly staff meetings • WHY WHY WHY did we get these – Come prepared to discuss results results? • What are we AND strategies • Must be within going to do our control about it? – Your culture will determine if the • Measurable 2. 3. Develop Strategies conversation is at a staff level or a Understand Improvement team level (recommend staff) Cause Plans – Informs Staff Development opportunities 1. Understand 4. Review Results and Adjust • Monthly Program meetings with • Repeat 1-3, Executive • Areas of Greatest adjusting Strength strategies as • Areas in Need of needed • Quarterly Board/Executive meetings, Improvement * Based on MTCUs 1999 Self unless interventions required Assessment Tool, Job Connect 20Bell Browne Molnar & Delicate Consulting © 2010

3. Telling your Performance Story - External Reporting Who knows about your story? – EVERYONE TELLS THEIR FUNDER: who else are you telling? How might you – Value-added reporting – Turn your data into get your story knowledge into wisdom – Who in your community out?? would lobby on your behalf? – Who signs your RFP letters of support? 21Bell Browne Molnar & Delicate Consulting © 2010

3. External Reporting – why do it? Potential Risks Potential Benefits • What if our results are bad? • COMPLIANCE... But this is NOT the • How will ‘they’ interpret the only reason to report information? • Builds trust in your capacity to • Will competitors look to emulate our manage to results success? • Creates community allies • Increased burden on our capacity – • Attention of additional funders time, resources, etc. • Provides transparency • Builds expectation of performance • Helps stakeholders understand and AND continued reporting support your services • Reduces scope for ‘creative accounting’ • Generates pressure to perform well! 22Bell Browne Molnar & Delicate Consulting © 2010

3. External Reporting – Guiding Principles 1. Understand information needs of preparers and users – give them what they want to know. Engage users at the start. 2. Honest – upsides and challenges 3. Simple – can I understand your performance at a glance, then dig deeper? 4. Trends over time, but ensure forward-focus 5. Include anecdotes, stories, or pictures to relate performance to the audience 6. Attributes:  Understandable  User friendly  Relevant  Balanced  Defensible  Comparable over time http://www.performancereporting.ca/documents/PPR-Good_Practices.pdf 23Bell Browne Molnar & Delicate Consulting © 2010

Let us bring our training & BBMD consulting services to you Corporate Office BBMD Directors Bell, (613) 290-7711 Bryan Bryan.bell@bbmd.ca (613) 562-3468 Browne, (613) 265-9027 Jonathan Jonathan.browne@bbmd.ca Molnar, (613) 292-4408 Learning@bbmd.ca Jim Jim.molnar@bbmd.ca Delicate, (613) 922-9726 Sarah Sarah.delicate@bbmd.ca www.bbmd.caBell Browne Molnar & Delicate Consulting © 2010 25

D1 how to manage in an outcome based framework v1 full day

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