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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V I R T U A L L Y
Common Measures NOT
Not Management Tools
Master Your MIS
Share the Accountability
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
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)
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!
Measures related to outreach and recruitment
Measures related to percentage of accepted referrals from other partners
% 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.”
# of exits with positive outcomes by ‘x’ time period
Percentage of referrals to registered apprenticeships
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
Measures of self-sufficiency, etc.
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
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