Oregons Experience with Performance Reporting

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Oregons Experience with Performance Reporting

• Panel presentation by Rita Conrad
• Oregon Progress Board
• November 14, 2005

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Oregon Shines is Oregons strategic plan. 90
Oregon Benchmarks assess Oregons progress.
30,000 ft view
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Oregon partners make it happen. Performance
measures assess partner progress.
15,000 ft view
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Alignment is critical for success
State
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Stumbling blockLack of clarity on how to best
use performance data in state government

• Agency reluctance to complete annual reports
  http//www.oregon.gov/DAS/OPB/APPR.shtml
• A tendency to misunderstand and misuse
  performance data (legislators analysts)
• Slow acceptance of the practical value of
  performance data by agencies, analysts and policy
  advisors

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Performance-based budgeting according to Rita
To inform budget decisions
To develop policy
Yes
Running Well?
No
To manage
To hold government accountable
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Use of performance data1. To inform budget
decisions

• Inform, not direct budget decisions (Political
  realities are ever-present.)
• Decision framework based on two questions
• Are agencies producing the right results?
  Policy development
• Are agencies running well? Management

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Use of performance data2. Policy development

• Are agencies producing the right results?
• Do program results add up to broad policy
  goals/functions/principles?
• Whats missing?
• Whats duplicative?
• Are dollar allocations appropriate?

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Use of performance data3. Management

• Are agencies running well?
• Are performance measures targets appropriate?
• Are programs meeting targets?
• Are costs in line?

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Use of performance data4. Holding government
accountable

• Legislators citizens want to know.
• What results should government produce with tax
  dollars?
• How do we know they are being produced?
• Are they being produced?

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Oregon performance measure criteria

• Use GASB terms and definitions
• Gauge progress towards agency goals benchmarks
  or other high-level outcomes
• Focus on a few key indicators that represent the
  scope of agency work
• Have targets
• Be based on accurate and reliable data
• Show comparisons
• Include efficiency customer satisfaction
  measures

Governmental Accounting Standards Board
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Logic model is the training tool.3 by 3
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How it has played out

• First round 2003-05 budget cycle
• Perfunctory exercise for many agencies
• Patchy attention in Ways Means
• Significant push back from agencies
• Second round 2005-07 budget cycle
• Significant attention in Ways Means
• Agencies asking for help to make it meaningful
• Inter-branch coordination on functions and roles

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Weve learned the following things are needed to
move forward.

• Leadership
• Active listening skills
• Executive/legislative branch coordination
• A way to bring citizen legislators on board
• User-friendly performance reports
• Honest, balanced reporting
• Leadership

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Thank you.

• Rita Conrad
• Acting Executive Director
• 503-378-3202 direct
• Rita.R.Conrad_at_state.or.us
• www.oregon.gov/DAS/OPB