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Program and Compliance Management. V I R T U A L L Y. Workshop: Common Measures NOT. Outline. Not Management Tools Intermediate Metrics Master Your MIS Share the Accountability. Not Management Tools …that is, common measures aren’t. Accountability and comparison tools

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Program and compliance management

Program and Compliance Management

V I R T U A L L Y

Workshop:

Common Measures NOT


Outline
Outline

Not Management Tools

Intermediate Metrics

Master Your MIS

Share the Accountability


Not management tools that is common measures aren t
Not Management Tools…that is, common measures aren’t

Accountability and comparison tools

Performance assessed annually; States/Locals must assess operations on ongoing basis

Common measures focus on outcomes, not operations or strategies

Translation: Common measures focus on ‘bottom line’ results, not the drivers of performance


The timing of data availability precludes utility for day-to-day management

State and local staff should be able to respond to issues, as opposed to having to react

Local staff need to answer question: What changes in service design or delivery would enhance performance (including common measure outcomes)?

Not Management Tools (2)…that is, common measures aren’t


Managing performance in lieu of federal measures
Managing Performance day-to-day managementin Lieu of Federal Measures

Managers and staff need measures that:

Provide real-time information

Deploy agency’s strategic plan and focus/align agency activities and efforts

Test cause/effect relationships among program activities

Evaluate center and system performance (not just program performance)


Developing intermediate measures
Developing day-to-day managementIntermediate Measures

INPUT

PROCESS

OUTPUT

OUTCOME

IMPACT

National (federal) measures focus here

But many things happen before “the outcome” that can be measured. Some might even predict the ultimate outcome!


“Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.” Harrington, The Improvement Process

Measure the right things, the right way, at the right time

Many metrics just waiting to be crafted based on your State’s strategic plan!

Developing Meaningful Metrics

Keep It Mind!


Examples
Examples eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.”

Input Measures

Measures related to outreach and recruitment

Enrollment rates

Measures related to percentage of accepted referrals from other partners

Process Measures

% of individuals who don’t receive services for >30 days

Extent of partnering/referrals for co-enrollments

Timeliness of reports (internal or external)

Employer repeat usage


Output Measures eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.”

Completion rates

# of exits with positive outcomes by ‘x’ time period

Percentage of referrals to registered apprenticeships

Outcome Measures

Employment, Retention, Average Earnings, Earnings Change, Wage Replacement, Customer Satisfaction, Credential Attainment (Program-specific or system-wide)

Percentage of customers employed at exit, 30 days post-exit

Impact Measures

Measures of self-sufficiency, etc.

Examples (2)


You must master your mis no kidding
You Must Master Your MIS eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.” No Kidding!

  • Whether it’s AJL or VOS, etc.

    • Know what you have, what it can produce, how to get key information out of it, and understand any data issues (e.g., qualifications)

    • Remember that “every ONE counts” (Session #1)

    • Know your data-related policies (e.g., maximum timeframe for data entry)

    • MIS training/retraining both necessary


The best mis training
The ‘Best’ MIS Training eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.”

  • Hands on

  • Marries data entry and staff “interaction” with the MIS with case management and program management (keep it real!)

  • Demonstrates policies “in action”

  • Individual and Group Exercises (e.g., case studies, mock participants)

  • Reference materials for post-training


Share the accountability contribution vs attribution
Share the Accountability eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.” Contribution vs. Attribution

Various partners contributing their resources and services in order to meet the needs of employer and job seeking customers is the intent

We can share the outcomes so why not the accountability that goes along with it?

Push the accountability downward to the extent you can!

We discussed this in

Session #1


Sharing accountability how
Sharing Accountability… eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.” how?

  • With system partners – through MOUs, for instance

  • With One-Stop Operators – through RFP and contracting process, through local reviews

  • With service providers – through RFP and subsequent contract provisions

  • Within centers – through public sharing of data about other offices within same LWIA

  • …These are but a few examples


Example of eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.” Not Sharing AccountabilityRemember: Contract Management is part of Performance Management

  • Many contract vehicles lack appropriate protections, which obviously vary depending on the context (e.g., probationary provisions for declining performance?)

    • A state workforce agency could no longer continue financing a certain youth provider for WIA. When the state took over operations, the youth case files were not returned, leaving the state without key information by the time of a DV review.


In an ideal world
In An Ideal World . . . (?) eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.”

State/Local staff already collect the necessary data (consistently) to develop meaningful metrics (e.g., completion info/updates)

Data entry is timely and accurate and staff understand the impact of timely/accurate reporting

The data are part of the statewide MIS or another system that processes the data (not Hotel California)

Management reports are readily produced/available to all staff

Performance data are routinely discussed at staff meetings

Data management is a priority


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