1 commonwealth of virginia executive branch strategic planning, service area planning, and...
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Commonwealth of VirginiaExecutive Branch Strategic Planning, Service AreaPlanning, and Performance-Based Budgeting
Productivity Measurement
June 2008
Office of the Secretary of FinanceDepartment of Planning and Budget
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Workshop Subject Matter Resources
Don Darr, DPB
Thomas Gates, SOTech
Christopher Hewett, DPB
John Ringer, DPB
Gerry Ward, CoVF
Facilitators
John Wheatley & Jacqueline Anderson
International Consulting Services, LLC (ICS)
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Productivity Measurement Overview
Important Dates
Productivity Ratio
Developing Productivity Measures
Entering Productivity Data into Virginia Performs
Productivity Measurement Challenges(Review, Questions, Feedback)
Agenda
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Productivity measures represent the third component, along with agency key objectives and measures and the Management Scorecard, of Virginia’s
outcome-driven performance management system.
Productivity Measurement
Agency Management
Practices
Effective & Efficient Agency
Operations
Virginia’s Performance Management
System
Performance & Productivity
Measures
Management Scorecard
Agency Planning and Budgeting
Outcome-Based Key Measures Linked to Long-Term
Objectives
Version “2.0” Approval Pending
Key Measures Completed in 2006
Productivity Measures Due in 2008
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Productivity is a measure of the efficiency and effectiveness of an
organization in serving its customers.
It provides a basis for assessing how specified resources (inputs) are
managed to produce acceptable outputs.
Definition of Productivity
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Why Measure Productivity?
The objective of productivity measurement is for organizations tofocus attention on their use of resources by:
measuring how productive they are,
finding ways to optimize resource use, and
finding ways to further increase efficiency in their operations,
while maintaining or improving results.
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Develop one productivity measure… An agency can develop more than one measure, butthe emphasis should be on doing one measure well.
…that is tied to a key process,A key process produces the agency’s most important service(s) or product(s) for
customers and has a significant impact on customers, budget, or performance outcomesIt is not an internal agency process.
…and is cost-related.Example: cost per unit.
Other types of productivity measures will be considered.Discuss other types with DPB budget analysts.
What are agencies expected to do?
Use the measure to identify ways to improve productivity and track the progress of your
improvement initiatives.
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Date Event
July 30, 2008 Cabinet training
August 1, 2008 Agencies update all fourth quarter and FY 2008 performance measures.
August 1, 2008 Deadline for agency productivity measure entry into Virginia Performs (not available to the public)
August 2008 Cabinet and DPB review and feedback on proposed productivity measures
September 2008 Governor’s Office reviews and approves proposed productivity measures
October 1, 2008 Productivity measures “live” (i.e., available to the public) on Virginia Performs
October 1, 2008 Agency data collection begins on approved productivity measures
January 31, 2009 First data reporting on productivity measures due
Important Dates
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A measure is:
A management tool to assist in the decision making process
An indicator used to determine the effect that strategies, initiatives and activities are having in accomplishing
desired results
Refresher: Definition of a Measure
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What are Productivity Measures?
Productivity measures are typically a ratio of the volume of input to the volume of output.
Single Factor Productivity Measure
Relates a measure of output to a single measure of input such as labor costs
Multifactor Productivity Measure
Relates a measure of output to a bundle of inputs such as labor and capital
Common Inputs
• Labor (e.g., hours, FTEs, costs)• Materials (e.g., costs, units)• Capital (e.g., equipment)
Common Output
• Total number of items produced• Examples: # of licenses issued, # of
applications approved
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Basic Formulas for Calculating Productivity
Input ÷ Output
Fictional Example: Cost per unit
Cost is the resource (input)
• Cost ÷ # of Units
• Total cost to issue drivers’ licenses ÷ # of drivers’ licenses issued during the same time period
• $250,000 ÷ 88,625 drivers’ licenses = $2.82 per license
Output ÷ Input
Fictional Example: Output per employee
# of employees is the resource (input)
• # of Units processed ÷ # of FTEs needed to produce the output
• # of drivers’ licenses issued ÷ # of FTEs needed to produce the licenses
• 88,625 ÷ 26.5 FTEs = 3,344 licenses produced per FTE
Cost-based productivity measures are preferred.
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Examples of Agency Productivity Measures
Virginia DMVCost to renew vehicle registration
(by registration method)
Numerator: Vehicle Registration Costs
Denominator: Number of Registrations Processed
Virginia DMASCost of processing/adjudicating a provider claim
Numerator: (Payment to Fiscal Agent + DMAS Admin Costs)
Denominator: Number of Claims Processed
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Suggested Steps for Developing & Implementing Productivity Measures
6 – Develop and refine required information about the measure(s).
7 – Gather the data for the measure(s) and do the calculation.
8 – Get agency and other internal approvals (e.g., secretary) and enter
the data to Virginia Performs.
9 – Get secretary and Governor’s office approvals via DPB.
10 – Report and review the productivity measure(s) at regular
intervals.
1 – Review source documents (e.g., strategic plan).
2 – Identify key/critical processes.
3 – Determine where efficiency is most critical in your agency.
4 – Research other states or organizations.
5 – Decide what productivity measure(s) to use.
Use the measure(s) to stimulate improvement.
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Steps 1 & 2 – Review source documents andIdentify key/critical processes.
SOURCE DOCUMENTS
Strategic Plan• Executive Progress Report
section on productivity• List of services and products• Key objectives and key
measures
COOP Document• Critical processes
Armics Document• Key internal processes
PROCESSES
Key/critical processes are those that produce the agency's most important services or products for customers.
They have a significant impact on the agency’s customers, budget or performance outcomes.
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Steps 3 & 4 – Determine where efficiency is most critical in your agency. Research how others are
measuring productivity.
STEP 3 – EFFICIENCY NEEDS
• Where do you most need to use resources wisely?
• What process has a significant budget impact?
• Measure what you can control or influence.
STEP 4 - RESEARCH
• Professional associations
• Other governments (state, local, Federal, other countries)
• Academic studies
• Survey your staff for ideas.
Be cautious about comparisons to other states
and organizations.
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Steps 5 & 6 – Decide what productivity measure to use. Develop/refine required information about the measure.
STEP 5 – DECIDE WHAT PRODUCTIVITY MEASURE(S) TO USE
• It should be a measure(s) that substantially affects your operation.
• Set up the mathematical formula.
• Define the output. What does it include/exclude?
• Define the input. What does it include/exclude?
STEP 6 – DEVELOP AND REFINE REQUIRED INFORMATION ABOUT THE MEASURE(S).
The required information is the same as what is needed for all non-key measures in your strategic and service area plans.
• Measure Name• Measure Class – Select Productivity
Measure• Measure Type – Grayed Out• Frequency – Quarterly, if possible• Data Source & Calculation Method• Baseline – If it’s a new measure.• Target – Desired level of
performance, if determined.
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Exercise A: Case Study
Information about two agencies will be provided by the facilitators.
Please review the information and brainstorm ideas about how these agencies could measure productivity.
Set up a possible mathematical formula that could be used for the productivity measure.
Virginia Information Technologies Agency
Virginia Department of Taxation
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Exercise B: Productivity in Your Agency
Work in small groups, with people from one or more agencies in addition to your own.
Develop ideas about how your agency could measure productivity.
Set up a possible mathematical formula that could be used for the productivity measure.
Use this as an opportunity to share best practices and receive/provide different perspectives on
productivity measurement.
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Steps 7-10
7 - Gather the data and do the calculation.• Does it make sense?• Is it useful?• Will the information help you track progress in productivity improvements
or identify opportunities for improvement?
8 - Get agency and other internal approvals (e.g., secretary) and enter the data to Virginia Performs.
9 - Get approvals.• Within your agency• At a Secretary level• From the Governor’s Office via DPB
10 – Use the measure(s)!• Gather/report data as scheduled.• Examine the data to identify areas for improvement.• Launch improvement initiatives.• Celebrate improvements!
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Entering Productivity Data into Virginia Performs
Access VA Performs via the Agency Login screen
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To reach the section where you enter productivity measures click on: Browse and Edit your active performance measures.
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To enter a new productivity measure click on: New Measure
If you wish to edit an existing productivity measure click on the actual measure(productivity measures are tagged with a bullet containing a ).
Productivity measures can be setup at either the Agency Level or Service Area Level.
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Productivity measures are established within VA Performs by setting the Class to Productivity(measure type will become inactive once measure class is set to productivity).
All fields on both this slide and the next are required.Remember to save the measure after you have made any changes to it.
Important Deadlines•August 1, 2008 -- Agencies enter productivity measures into VA Performs (not available to the public)•January 31, 2009 -- Agencies report for the first time the results of their productivity measures; data covers second quarter of FY 2009
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What questions, issues or concerns do you have in reference to the
development of productivity measures?
Challenges
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Where To Find Information on Productivity Measures
Agency Productivity Measure Guidebook
Agency Strategic Planning Handbook (coming soon)
DPB Analyst
Thank YouLet’s
Adjourn!