Performance Management in Colorado Erick R. Scheminske, Deputy Director September 2014.

Performance Management in Colorado

Erick R. Scheminske, Deputy Director September 2014

Governor's Office of State Planning and Budgeting

Guiding Principles of Colorado’s Performance Management System• Every employee in

Colorado State Government participates in at least one process that delivers a good or service to a customer

• Each discrete process is measurable in a meaningful way

• Every State agency should work continuously to improve their processes in order to better serve their customers

Effective, efficient, and

elegant service to the customer

Each of us participates in an

activity that serves a customer

We can, and should, measure

each of these activities

We should work continuously to

improve our daily work

2


Performance Management in ColoradoTarget State

3


Lean in Colorado

In October 2011, OSPB launched the Lean Program using $2.5 million in remaining ARRA Funding, with three guiding values• Examine and strengthen as many processes as

possible, as quickly as possible• Empowering Colorado State employees with

the right tools to cultivate continuous improvement

• Working together to enhance our vision of outstanding service, performance, and results

4


Early Application of Lean in Colorado

Our early success hinged upon helping employees understand two key precepts

• Lean is not a budget-cutting exercise• OSPB provides the tools, but State Employees

provide the answers

We did not use data to determine where to apply Lean. Instead, OSPB chose projects based on our assessments of:

Probability for successLargest number of customers affectedBiggest “Bang for the Buck”

5


Lean Process Improvement

Projects in Colorado

• Local Affairs – Housing Choice Voucher Program – Number of forms used by the

program reduced by 56 (or 50 percent)

• Education – Educator License Evaluation– Improved cycle time by 50

percent

• Regulatory Agencies – Call Center– Achieved a 60 percent

reduction in initial call connection time

– Improved first-call resolution of issues by 90 percent.

Between October 2011 and July 2014, Colorado’s Lean Program provided resources to support 94 Lean projects in 19 of our Executive Branch agencies. Departments have independently completed an additional 100 projects.

We have trained over 3,000 State employees in Lean methodologies

6


Where are we now?Accomplishments

• State employees believe in Lean and are hungry for more

• Executive managers (including cabinet members) are realizing the value of continuous process improvement, and are excited to keep momentum rolling

• The General Assembly provided an ongoing appropriation for Lean and Performance Planning within OSPB

Challenges/Opportunities• State employees believe in

Lean and are hungry for more• State employees need greater

understanding of process and system improvement methodologies beyond Lean

• “Obvious” projects are complete, and more complex remain – where do we spend the next Lean dollar?

• Institutional inertia hampers implementation of improvements

• Metrics remain an ongoing challenge

7


Performance Management System

Strategic Policy InitiativesExecutive leaders determine policy and budget direction through Strategic Policy Initiatives (SPIs) that set agency-wide goals.

Informational Performance MeasuresManagers set performance measure goals for process improvements that support strategic policy initiatives, and track their progress

Day-to-Day OperationsPrograms track their progress in achieving performance goals through a centralized, Statewide system

8

*Adapted from Simon Sinek’s “Golden Circle”


OSPB’s “Strategic Policy Initiative”

Training Lean Process Improvement

Customer-Focused

Performance Management

Catalog every critical, discrete process within Colorado’s Executive Branch by FY 2019-20

Each aspect of our efforts to train employees in process improvement strategies, engage in Lean projects, and ultimately connect operational data to strategic policy initiatives gets us closer to ensuring that government works better for our customers

9


National Governor’s Association Delivering Results Initiative

Change the Who of state government by recruiting and retaining the employees necessary to provide the best future government services, including harnessing employees from the private sector.

Change the How of delivering services to citizens by adopting Lean processes, using new technologies, empowering employees to focus on customer service, and reducing unnecessarily rigid regulation.

Change the What of policies and programs by using the growing volume of research to inform policymakers about what works.

As chair of the NGA, Governor John Hickenlooper chose to focus the efforts of his annual initiative on improving the efficiency and cost-effectiveness of state government operations. This initiative will:• Showcase the success of governors

leading changes in governance and provide opportunities for sharing best practices;

• Hold an experts meeting in Washington, D.C.;

• Hold a Delivering Results Summit in Denver, Colorado;

• Produce a governor’s guide, The Who, How and What of Delivering Results, as well as webinars, webcasts and issue briefs to broadly disseminate the results of the initiative.

10


For more information on Colorado’s Lean Program

Visit…www.colorado.gov/ospb/

…and click the “Lean” link in the upper right corner

11

http://www.colorado.gov/ospb/

Performance Management in Colorado Erick R. Scheminske, Deputy Director September 2014.

Documents