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| May 2004 | |
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Managing for Results: Strategic
Planning and Performance Budgeting |
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Managing for Results: Strategic Planning and Performance Budgeting Governors' Priorities Revealed in State-of-the-States Report
A recent report, commissioned by the
NGA Center for Best Practices, analyzed 45 governors' state-of-the-state
addresses in 2004, identifying common issues about jobs, health care and
education. These issues dominated the concerns of the nation's governors
as they work within an era of constrained economic times and budget
shortfalls. The report also details examples of innovative strategies and
programs that governors have proposed and launched to move their
priorities forward. To view this report go to: Commission Compiles Performance Indicators for California
The Little Hoover Commission has
compiled an initial set of indicators for the State of California and
encourages policy-makers to use these indicators and performance measures
to set priorities, build political consensus for reform and guide these
reforms. The Commission does not propose to establish indicators for the
State, but wishes to provide the State a framework for how it could
proceed. The Commission hopes to persuade policy-makers that indicators
are powerful tools that can be used to focus policy-making and program
administration. To view these measures go to: 2004 Government Performance Summit West - Comprehensive Coverage of the Latest Mandates and Challenges (June 7-9, Anaheim, CA)
Federal and state government
organizations have begun to require that their managers and employees
implement a performance management system in their agencies. At the
federal level, the President’s Management Agenda is responsible for
requiring this change, while many state governments are developing and
implementing similar performance management reforms in their agencies. As
this requirement for performance management continues to grow, many
agencies still lack best practices and strategies for implementing these
reforms. In order to access the latest development and implementation
strategies on government management reform, you are invited to attend the
2004 Government Performance Summit West, being held June 7-9 in Anaheim,
California. The event will feature key management reform leaders from
state and federal agencies, as well as legislative perspectives and agency
executive updates from those leading the change toward creating a
performance-based government. For more information go to: Management Transformation and Reform in Texas State Government (June 25, Austin, TX)
Like most other state governments in
this time of fiscal uncertainty, Texas faces unprecedented challenges and
opportunities in the coming years. Effective, "citizen-centered"
government depends on the ability of our leaders to enhance performance
and accountability throughout the state. The State of Texas has launched a
number of initiatives in recent years meant to improve accountability,
transparency, competition and performance in government services. The
Performance Institute, along with New York based think tank the Manhattan
Institute, will sponsor a free half-day event devoted to discussing
management reform initiatives taken in the State of Texas. Mike Morrissey,
Executive Director for Budget, Planning & Policy
in the State of Texas will deliver a presentation on the state’s
reform efforts thus far. Carl DeMaio of The Performance Institute will
speak about the California Citizens’ Budget, which was published
last summer and has played a substantial role in guiding management reform
in state government. Henry Olsen of the Manhattan Institute will lead a
panel that includes DeMaio and Stephen Goldsmith, the former mayor of
Indianapolis, in a discussion of how Texas government can intensify its
focus on performance and thus improve the results it generates for
taxpayers. . For more information go to: Finance: State Finances and Budgeting States Start Borrowing In Light of Increased Demand for Services
Many state leaders are increasingly
interested in borrowing to deal with the long-delayed demands for
services, more so now that voters have proven unwilling to support new
taxes. Consequently, states this year are looking at big-dollar borrowing
plans, on top of two years of record-breaking new debt. With elections
just ahead for 11 governors and most legislatures, support for taxes is
slim. Advocates argue that low interest rates and the economic spark from
a burst of government spending makes borrowing a sensible choice. Critics
say bonds just delay and inflate costs for government programs, while
damaging states' financial health - especially if they're being used to
pay for routine business. To view this article go to: Performance-Based Budgeting and Management in Missouri State Government (June 10, Jefferson City, MO)
This event will bring together key
leaders in Missouri government to discuss SB 0299, the newly enacted law
requiring that state agencies utilize performance-based budgeting.
Specific attention will be paid to compliance issues surrounding the new
requirements and how these new rules affect the budgeting process.
Moreover, this event will help agencies implement a performance-based
strategic plan in their daily operations to meet desired results. Using
the Logic Model, agencies can align agency activities and outputs to
overall goals and mission to facilitate development of a performance-based
budget. This framework helps integrate performance and agency budget
through cost accounting. For more information go to: Workforce: Strategic Management of Human Capital Workers Compensation Claims Costs Still Rising
According to a report released by The
Council of State Governments, fewer workers’ compensation claims are being
filed than in the past but the cost of those claims is much larger. The
report lays out the effects of rapidly increasing workers’ compensation
costs on state governments, businesses and the insurance industry and the
ways states are trying to cope. These increasing costs could not come at a
worse time when many states are desperately trying to deal with budgetary
shortfalls. The effect on state budgets is two fold: it costs more to
insure state employees and it makes it more costly for private businesses
to hire, insure and protect their employees. To view this report go to: Utah Launches New Online Recruiting System
Governor Olene Walker recently
launched
Utah Job Match,
the state's new online recruiting system designed to provide greater
access and ease of use to those applying for state jobs. With this new
system, employment seekers can maximize their job search efforts through
technology. This new innovation demonstrates the state's commitment to
working smarter, a key initiative in the Walker Work Plan. The Utah
Department of Human Resource Management (DHRM) developed the system in an
effort to more effectively serve the public's needs. To view this site go
to: Human Capital Management Certification Program
Government agencies at all
levels are increasingly under pressure to link their human capital
strategies to agency mission and goals and report the results to
policymakers and the general public. To help government agencies align
human capital strategies with mission, goals, and organizational
objectives to improve performance and citizen satisfaction the Performance
Institute provides comprehensive education programs through its Human
Capital Management (HCM) Certification Program. A solid foundation in HCM
is crucial to survive and thrive in today's government workplace. By
attending one or more of the courses offered in this series, you will hone
your skills in recruiting, retaining and evaluating your federal
workforce. You will also learn to assess workforce needs based on your
agency's strategic plan and project future workforce gaps. The publicly
offered courses are designed to provide interactive training, so space
will be limited. Agencies can send staff to attend the public-offered
courses in this catalogue, or bring a customized program in-house for
their managers. For more
information go to: HR Innovations 2004 - Recruiting, Retaining, Motivating, and Rewarding the Government Workforce (June 28-30, Washington, DC)
The federal government has a human
capital crisis on its hands, and it’s not merely an issue of recruitment
or retention. It’s a crisis of getting the right people, with the right
skills, in the right position, at the right time, to perform the right
function, with the right compensation and to be reviewed by the right
employee performance evaluation. That’s a LOT of rights to get right. No
matter how it’s spun, the reality is that over the next five years more
than half of all federal employees will be eligible to retire. With a poor
economy giving the federal government a temporary reprieve, agencies must
sharpen their human capital tools NOW to get ready for the anticipated
exodus of talent. To help your agency align human capital strategies with
mission and goals and prepare for the looming federal human capital crisis
- the Performance Institute and a coalition of good-government groups has
assembled "HR Innovations 2004" - the most comprehensive human capital
management event being offered to government managers this year. For more
information go to: Technology: E-Government and Information Technology States Consolidate Systems to Cut Costs
Many state and local governments are being forced to
consolidate systems to cut costs due to the economic downturn that has
been reducing IT budgets over the last four years. For example, the Iowa
Legislature has mandated that the state’s Information Technology
Enterprise conduct a study on combining three of its mainframe data
centers. Moreover, the state is beginning to roll out some new IT
initiatives by increasing its e-government programs, such as putting
applications for food stamps online. To view this article go to: Getting Education Grants More Efficient Online
In Missouri, the education department
decided to put in an electronic system to improve the way it handles
grants. The department had been using several unproductive extra steps in
filling out grant applications, mostly because it always did things that
way. When the system became electronic, the department improved the
business process. As a result, instead of taking two months to process,
applications now take two days. The new system solves other problems as
well. Missouri’s system helps rank the school districts so it is easier to
figure out which schools need the funding and how much should be allocated
to each. In addition, the number of staff needed to do the application
paperwork shrank — from 16 to seven. Education is an area that deals with
billions in federal grant funding, but it is not the only one that can
benefit from a more efficient grants-management system. Public safety,
housing and social services agencies can also use advancements in
technology to make the most of their grant-application process. To view
this article go to: Two State IT Projects Awarded for Excellence
Two state and local IT projects
received Showcase of Excellence awards at FOSE 2004 in Washington, DC: he
Richmond, Va., Citizens’ Request System in Richmond, VA, which lets
residents order services online, and the Tax and Revenue Integrated Tax
System of the District of Columbia which modernizes and automates much of
the D.C. tax processing. The committee nominated 10 finalists and selected
two winners in each of the four categories: e-government, Defense,
homeland security, and state and local. To view this article go to: New Mexico Consolidates Information Technology
New Mexico Governor Bill Richardson
recently signed an
executive order
directing state executive agencies to reorganize and consolidate the
information technology, computer and network resources. The state is
taking unprecedented steps to ensure financial accountability and
performance in state government, including information technology. The
goal is to have the tools to serve the public in the most efficient manner
and at the lowest possible cost to taxpayers. The executive order calls
for internal consolidation of state executive agency IT resources, which
means all IT employees will report to a single organization, the office of
the agency secretary or director. To view this article go to: 2004 National E-Gov Usability Summit - Enhancing Accessibility and Citizen Interface through Design and Outreach (July 12-14, Washington, DC)
The President’s Management Agenda (PMA)
emphasizes creating an effective and efficient citizen-centered
e-Government. Essential to this initiative is the development and
deployment of usable and accessible e-Gov. Strategic planning of web-based
services and design must be performance measured and results-based.
Agencies are expected to dramatically increase IT results, yet will only
have a 1% IT budget increase this fiscal year. This timely event promises
to improve your agency’s IT infrastructure by detailing best practices for
focusing and targeting offered services and by ensuring enterprise-wide
collaboration and consistency. Enhancing e-Gov usability will
overwhelmingly improve your score and ensure end-user satisfaction with
your agency’s services and the information it provides. Also, develop
concrete plans to get a broad population of citizens involved with your
agency’s services and programs. For more information go to: Procurement: Competitive Sourcing and Contracting Association Claims that Outsourcing Will Help States' Economies
A recent
report
by the Information Technology Association of America (ITAA) found that
104,000 high-tech jobs went overseas in 2003. But the association argues
that outsourcing computer work through expanded global trade will create
317,000 new jobs of all sorts in the United States by 2008. The report is
meant to rebate the political debate over U.S. job losses. Over the next
four years, outsourcing of software and computer work actually will result
in an increase in jobs in the United States, with the greatest number of
jobs - 34,000 -- created in California, followed by Texas with 24,000,
according to projections from ITAA. Florida and New York are expected to
get nearly 40,000 new jobs combined; Wyoming and Vermont will generate
fewer than 700 jobs each. To view this report go to: Flexibility Needed in Public-Private Partnerships
State governments seek flexibility in
their industry partnerships because technology changes so rapidly that
sometimes vendors have to deviate from the specifications. An example of
the need for more flexible procurements is the case of traffic cameras
that track red-light violations. It’s interesting to see the proposals
submitted. Vendors offer all kinds of different digital cameras, film and
timing devices. With a flexible request for proposals, it lets vendors
come forth with innovations. To view this article go to: New Law Prohibits Off-Shoring of Federal IT Work
Federal
workers who face private competition from OMB Circular A-76 do not have to
worry about losing their jobs to foreign workers. A provision in the
fiscal 2004 omnibus budget bill that President Bush signed last month bars
companies that win federal jobs through A-76 competitions from shifting
the work to other countries. The Thomas-Voinovich Amendment is part of
legislation against the growing trend of businesses and governments
seeking software and IT services from companies and workers in countries
such as India and China. The provision prohibits for one year any work
won by a vendor from being performed by the contractor at a location
outside the United States, unless the work is already being done overseas
by government employees. To view this article go to: State Government Spotlight: Virginia Modeled after the federal government, the Commonwealth of Virginia is composed of an: Executive, Legislative, and Judicial branch. Together, these three branches of government make, interpret, and execute the laws that govern the state. Therefore, a number of Executive Branch agencies are in charge of the key areas of management and performance. Managing for Results: Strategic Planning & Management Virginia's current managing for results system has been operational since 1995. It is comprised of four, linked processes: strategic planning, performance measurement, program evaluation, and performance budgeting. The figure below presents one way to show the linkages between these processes. Because the processes are designed to work together to manage the performance of state government, this system is referred to as the Virginia's "performance management" system. Taken as a whole, these components provide multiple tools and streams of information that policy and decision-makers, the general public, and state employees can use to manage strategy and improve and communicate the results of government services. Finance: State Finances and Budgeting The Department of Planning and Budget (DPB), under the Secretary of Finance, develops and administers the state budget, which allocates money for state agencies and institutions. The agency also conducts policy analyses and evaluations of state programs and services, and oversees the Commonwealth’s strategic planning and performance measurement efforts. In addition, the Department analyzes proposed state legislation, reviews regulations for need and clarity, and prepares economic impact statements on regulations. DPB is in charge of "Virginia Results" - the Commonwealth's main site for information on the performance of government agencies. Virginia Results ensures that results-oriented information of all types is directly available for audiences. Workforce: Strategic Management of Human Capital The Department of Human Resource Management is in charge of providing leadership in human resources management, which is responsive to the goals and needs of the Commonwealth and its workforce. The department addressed the diverse human resources needs of our customers through guidance, consultation, and training. Under a new Management Standards Scorecard, Executive branch agency directors are accountable for the performance of their agencies. Technology: E-Government & Information Technology The Virginia Information Technologies Agency (VITA) is the Commonwealth’s new consolidated, centralized information technology organization. Established by the 2003 General Assembly, VITA’s responsibilities fall into three primary categories: Operation of the IT infrastructure, including all related personnel, for the executive branch agencies declared by the legislature to be “in-scope” to VITA; Governance of IT investments, in support of the duties and responsibilities of the Information Technology Investment Board and the Chief Information Officer of the Commonwealth; and Procurement of technology for VITA and on behalf of other state agencies and institutions of higher education. Outsourcing: Competitive Sourcing & Contracting Finding better and less costly ways to provide government services for Virginia's citizens is a principal goal of state government. This is done through the Commonwealth Competition Council. The Council has developed a process to guide agencies and institutions in reaching appropriate competitive decisions. The Council utilizes the Commonwealth of Virginia Cost Comparison program "COMPETE." This program is a system designed to assist in developing and comparing the relative cost of operating functions by government or by contract. This comparative analysis is part of the overall Competition Process developed by the Council.
For more information on each of the
government’s departments go to:
President:
Carl DeMaio The State Management Innovations Newsletter is provided as a free informational newsletter to all state employees about the latest news from the state government and independent news media on performance management.
The Performance
Institute is a private think tank that serves as the nation’s leading
authority and repository on performance-based management practices for
government organizations. Its mission is to identify, study and disseminate
the leading management innovations pioneered by “best-in-class” government
programs at federal, state and local levels. Through its national
conferences on pressing issues, interactive executive training programs, and
best practice research projects, the Institute provides cutting-edge
expertise in the design, implementation and evaluation of strategies to
solve operational challenges and enhance government performance. |
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