Presentation to

Connecticut Legislative Program Review and Investigations Committee

Council on Virginia’s Future

Jane Kusiak, Executive Director

November 8, 2007

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Presentation Outline

Long-term Governance Performance Leadership and Accountability:

A Journey toward Assessment, Transparency and Improvement

Virginia Performs: A Model of Transparency

A New Comprehensive View: What is the Data Telling Us about Virginia?

And the Journey Continues . . .

Long-term Governance

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The Council on Virginia’s Future

Origino An advisory board to the Governor and the General Assembly, officially codified into

Virginia statute.o A forum where legislative, executive branch and community leaders come together for

work that transcends election cycles, partisanship, limited organizational boundaries and short-term thinking.

Purposeo Provide long-term focus on high priority issues.o Create an environment for improved policy and budget decision-making.o Increase government accountability, operations and performance.o Inform citizens about performance and engage them in dialogue about Virginia’s

future.

Membershipo The Council has 18 members:

• The Governor who serves as chair• Eight senior legislative leaders• Seven business and community leaders • Two members of the Governor’s Cabinet

Performance Leadership and Accountability

A Journey Toward Assessment, Transparency

and Improvement

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Measure, evaluate and improve performance (Continuous

Improvement).

Adjust funding based upon goals and results

(Performance-Based Budgeting).

Establish a vision for the Commonwealth.

• Vision• High-Level Goals• Societal Metrics

Establish strategic plans that link to long-term

objectives and the budget (Strategic

Planning).

Assess progress against long-term objectives, current service levels,

and productivity improvement.

Review and update the Roadmap as necessary.

Council - Roadmap Development and Evaluation

VirginiaPerforms

Government - Roadmap Implementation and Improvement

Roadmap for Virginia’s Future

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The Virginia Performs System

Transforming Government

Improving Efficiency

TransformingVirginia

Improving Outcomes

VISION AND LONG-TERM GOALS

Economy, Education, Health & Family,

Transportation, Public Safety, Natural

Resources

KEY OBJECTIVES & METRICS

BUDGET SERVICE AREA OBJECTIVES AND METRICS

Government

and

Citizens }How is Virginia doing?

}Are we getting results on our highest priorities?

What are the expectations for our service areas?}

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Performance Leadership Accountability Model

Transforming Government

Improving Productivity

TransformingVirginia

Improving Outcomes

VISION and LONG-TERM GOALS

VISION and LONG-TERM GOALS

AGENCY AGENDASAGENCY AGENDAS

ENTERPRISE LEADERSHIP AGENDA

AGENCY PERFORMANCE MEASURES

• Pregnant women successfully completing state neonatal care programs

• Children experiencing weight loss through Medicaid obesity program

• State workers who quit smoking through an anti-smoking program

AGENCY PERFORMANCE MEASURES

• Pregnant women successfully completing state neonatal care programs

• Children experiencing weight loss through Medicaid obesity program

• State workers who quit smoking through an anti-smoking program

DESIRED SOCIETAL RESULTInspire Healthy Living

SOCIETAL INDICATORSInfant Mortality Rates

Childhood Obesity RatesSmoking Rates

DESIRED SOCIETAL RESULTInspire Healthy Living

SOCIETAL INDICATORSInfant Mortality Rates

Childhood Obesity RatesSmoking Rates

Charting a Course for Excellence Healthcare Examples

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- Current State -

A foundation for outcome-driven decision-making has been established.

A new strategic planning and budgeting process has been established and is still in the early stages of maturation.

Outcome-oriented innovation and collaboration exist but

are not embedded throughout the culture or

supported by the organizational infrastructure.

A consistent focus on strategic, enterprise-wide

operational effectiveness is beginning to emerge.

- Future State -

Outcome-driven collaboration and innovation drive

ever-improving results.

Virginia Performs serves as a foundation to illuminate issues, and critical policy decisions are grounded in assessment of data

and are outcome oriented.

An integrated financial management and budgeting system supports planning,

accountability, transparency, and performance-based

budgeting.

An organizational infrastructure (training, standard tools and

methods, resources, incentives, administrative flexibility, etc.) is in place to support continuous improvement and innovation throughout the enterprise.

The drive for operational and programmatic excellence is

sustained across administrations.

Productivity Investment

Fund

Enterprise Seed Capital

Planning & Budgeting Productivity Improvement

Key Measures

Agency Measures

Societal Indicators

Assessment(Virginia

Performs)

Service Improve-

ment

Transforming Government

Improving Productivity

TransformingVirginia

Improving Outcomes

VISION and LONG-TERM GOALS

AGENCY AGENDAS

ENTERPRISE LEADERSHIP

AGENDA

Performance Leadership and Accountability: From Here to There

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Key Milestones

2008

• Launched Virginia Performs with societal indicators and agency measures to provide transparency

• Launched Virginia Performs with societal indicators and agency measures to provide transparency2007

2006

2006to

2003

• Align agency key measures with societal indicators• Sharpen focus on high-priority outcomes to facilitate policy

decisions• Refine and update societal indicators and agency measures• Further develop productivity initiatives

• Align agency key measures with societal indicators• Sharpen focus on high-priority outcomes to facilitate policy

decisions• Refine and update societal indicators and agency measures• Further develop productivity initiatives

• Identified key agency objectives and measures• Added a productivity initiative to provide focus and financial

support for enhancing both programmatic & operational targets

• Identified key agency objectives and measures• Added a productivity initiative to provide focus and financial

support for enhancing both programmatic & operational targets

• Implemented a new strategic planning and budgeting approach that included objectives, measures and targets

• Established a vision and long-term goals for the Commonwealth

• Implemented a new strategic planning and budgeting approach that included objectives, measures and targets

• Established a vision and long-term goals for the Commonwealth

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Gov. Kaine’s Steps to Ensure Success Created an internal performance management team in the

Governor’s office with strong involvement by the Chief of Staff.

Solicited an external review of the existing system by known experts in the field.

Emphasizes to agency heads that performance management is his number one priority:

• Meets with every agency head to discuss importance of the outcome-based system.

• Personally reviews and comments upon every key agency metric. • Has annual meetings with Cabinet to review performance.• Is tying budget decisions to performance in current development

process for his two-year budget.• Recognizes that measures and targets are one part of the

performance picture, not an end in themselves.

Virginia Performs:A Model of Transparency

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Virginia Performs website

Displays Virginia’s Performance Leadership and Accountability Model.

Tracks performance toward Virginia’s goals and objectives. Presents data on

o Approximately 50 societal (quality of life) outcomes that include statewide, regional and local data.

o State agency performance (program-based) outcomes, via 200 key agency measures

Compares Virginia’s results to other states and the national average. Creates an environment for discussion about performance

improvement with decision makers. Informs, communicates with, and engages citizens about Virginia’s

current state and its future.

The site, www.VaPerforms.virginia.gov, was launched in January 2007:

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www.VaPerforms.virginia.gov

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Scorecard at a Glance

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Sample Indicator: Personal Income

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Sample Measure: Health Immunization

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Agency Management Scorecard

A New Comprehensive View

What Is the Data Telling Us About Virginia?

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Are We Making Progress?

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How Are Our Regions Doing?

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How Does Virginia Compare to Other States?

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Are Agency Measures Aligned with High-priority Goals?

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ProcessMeasures

33%67%

Outcome Measures

Total Key Measures

Statewide = 214

Agriculture

73%

Educ.

47%

Finance

HHR

Natural Resources

83% 83%

53%

Commerce

100%

58%50%

Public

Safety

Transportation

76%

Note: There are five key measures in Technology and all are outcome based.

Administration

How Many Agency Measures are Outcome Oriented?

And the Journey Continues . . .

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The Performance System in Action

Agencies are using the data to manage programs and address issues (e.g., infant mortality, juvenile recidivism).

Governor Kaine is using performance data to make budget decisions.

Regions are replicating the model for their areas. Legislators and thought leaders are becoming focused

on outcome-based assessment. Citizens are accessing and using the data on the

website.

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Guiding Philosophy

Making a performance-based system work is a journey, not a sprint.

Buy-in -- at all levels of the enterprise -- is essential.

Bipartisanship -- in philosophy, approach and participants -- is critical.

The business community is a valuable ally.

Efforts must be citizen-oriented, with a simple, clear message.

Efforts need to transcend bureaucracy and focus on real services and real outcomes.

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Sites of Interest

Virginia Performs:www.VaPerforms.virginia.gov

Council on Virginia’s Future:www.future.virginia.gov

Enterprise Solutions Group:www.innovations.vi.virginia.gov

For more information:

Jane Kusiakjanekusiak@virginia.edu

1001 E. Broad St., Suite 430Richmond, VA 23219