What Gets Measured Gets Done

1. What Gets Measured Gets Done Jean Martin Jan Radatz Continuing Care Administration

2. Results Accountability Journey • 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” Steven Covey

3. Why We Did It • 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

4. Why We Did It • Results Accountability approach is • customer-focused • straightforward • understandable

5. Results Based Accountability Trying Hard Is Not Good Enough By Mark Friedman

6. Population Customer result = Ends Performance Service delivery = Means Ends to Means / Talk to Action RESULT or OUTCOME ENDS INDICATOR or BENCHMARK PERFORMANCEMEASURE MEANS

7. Population DEFINITIONS 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.

8. Performance DEFINITIONS PERFORMANCE MEASURE A measure of how well a program, agency or service is working. • Three types: • How much did we do? • How well did we do it? • Is anyone better off? Customer Results Number of people assisted by Community Living Specialists

9. ? Fixed Leaking Roof (Results thinking in everyday life) Experience Inches of WaterBASELINE Not OK Measure Measure Turning the Curve Story behind the baseline (causes) Partners What Works Action Plan

10. 7 Performance Accountability Questions • 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?

11. 7 Performance Accountability Questions • 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?

12. 3) How Can We Measure If We Are Delivering Services Well? Quantity Quality How welldid we do it? How much did we do? EffectEffort Is anyone better off? # %

13. 2) How Can We Measure If Our Customers Are Better Off? Quantity Quality How welldid we do it? How much did we do? EffectEffort Is anyone better off? # %

14. Consumers Assisted by Community Living Specialists How well did we do it? How much did we do? Percent of consumers satisfied with our service Number ofconsumersserved Is anyone better off? Number of consumers who remained in community & avoided spend-down Percent of consumers who remained in community & avoided spend-down

15. How We Got Started • Encouraged a work environment of learning and risk-taking • Assessed how we are doing • Developed a plan including paradigms

16. How We Got Started • Implemented the plan • Performance Measurement Implementation Team (PMIT) • Instituted a community of practice environment

18. Performance Management Cycle • Vision / Mission • What do we want to accomplish?

19. Performance Management Cycle • Goals and Strategies • How will we get there? • Strategic Plan Development • Legislative Initiatives • Resource Planning

20. Performance Management Cycle • Intended Outcomes and Results • How will we know where we are? • Whether we got there? • Develop measures and dashboards

21. Performance Management Cycle • Data Development and Analysis • How are we doing? • Is anyone better off? • Populate dashboards with valid and reliable data

22. Performance Management Cycle • Implementation • What do we need to do differently? • Discover areas for program improvement • Develop remediation strategies • Improve program outcomes

24. 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

25. 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

26. Performance Measurement Cycle • Implementation • How do we measure it? • Develop data acquisition plan • Collect data • Create reports • Track results

27. 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

28. Communicating Performance Results to Others • 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 • DHS External Dashboard http://dashboard.dhs.state.mn.us/

29. 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 http://www.dhs.state.mn.us/main/idcplg?IdcService=GET_DYNAMIC_CONVERSION&RevisionSelectionMethod=LatestReleased&dDocName=dhs16_174926#

30. Strategic Plan Goals • To manage an equitable and sustainable LTC system that maximizes value • Percent of DD waiver recipient with wages http://www.dhs.state.mn.us/main/idcplg?IdcService=GET_DYNAMIC_CONVERSION&RevisionSelectionMethod=LatestReleased&dDocName=dhs16_166802#

31. Strategic Plan Goals • To manage an equitable and sustainable LTC system that maximizes value • Percent of waiver recipients with earned income http://publicreports.dhs.state.mn.us/Reports.aspx?ReportID=9

32. Strategic Plan Goals • To continuously improve how we administer services • Percent of Waiver Review cases corrected http://www.dhs.state.mn.us/main/idcplg?IdcService=GET_DYNAMIC_CONVERSION&RevisionSelectionMethod=LatestReleased&dDocName=dhs16_166794#

33. 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

34. Lessons Learned • Doesn’t have to be complex or difficult • Satisfying and engaging-exceeding expectations • Important to secure “investors” and support champions • Developed performance management efficiencies

35. What’s Next? • Work with partners to improve results • Access to C-Reports for counties

36. And We Did It Anyway!

37. Contact Information Email Questions to: Dhs.ccareports@state.mn.us

38. Thank you!

39. CCA Performance ReportPercent of People with DD and High Needs that Receive Services at Home

42. 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: http://www.dhs.state.mn.us/main/idcplg?IdcService=GET_DYNAMIC_CONVERSION&RevisionSelectionMethod=LatestReleased&dDocName=dhs16_166609

43. 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

47. Strategic Plan Goals • To manage an equitable and sustainable LTC system that maximizes value • Percent of DD waiver recipient with wages

50. Strategic Plan Goals • To manage an equitable and sustainable LTC system that maximizes value • Percent of waiver recipients with earned income