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Transitioning to Outcome-Focused Management

Transitioning to Outcome-Focused Management. Findings from a Cross-Agency Study. prepared for: National Environmental Partnership Summit 2006 Measurement and Targeting Session, Wednesday May 10, 2006. prepared by: Tracy Dyke Redmond Senior Associate Industrial Economics (IEc)

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Transitioning to Outcome-Focused Management

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  1. Transitioning to Outcome-Focused Management Findings from a Cross-Agency Study prepared for: National Environmental Partnership Summit 2006 Measurement and Targeting Session, Wednesday May 10, 2006 prepared by: Tracy Dyke Redmond Senior Associate Industrial Economics (IEc) tdr@indecon.com 617-354-0074 x 193

  2. Topics to Address • Study objectives and methodology • Background • Definitions • Case study programs • Findings • Reflections on themes from panel

  3. Study Objectives and Methodology • EPA: Benchmarking study to find best Fed. Agency practices for measuring results of: • stewardship programs • innovation programs • Data Source for Identifying Cases: OMB Program Assessment Rating Tool (PART) reviews • Phase 1: paper review of PART assessments • Phase 2: follow-up on three strong programs and comparison of EPA and other agency PART reviews

  4. Background: What is the PART? • Framework OMB uses to assess Fed agency programs • PART Questions look at: • Program purpose and design, • Strategic planning, • Program management, and • Program results. • PART supports Government Performance and Results Act (GPRA), which requires every federal agency to: • Develop strategic and annual plans, • Measure progress annual, and • Report annually.

  5. Definitions: What are “stewardship” and “innovation”? For the purpose of this review… • Stewardship programs: • cultivate a sense of responsibility for the natural environment, or • lead to actions that protect specific natural resources such air, water, and land. • Innovative programssearch for, test, develop, and/or promote adoption of practices that are more effective or cost effective in achieving agency objectives.

  6. Three Case Studies Model Outcome-Focused Programs • Coast Guard Marine Environmental Protection prevents and responds to marine environmental risks. • Department of State Global Educational and Cultural Exchanges strengthens international relations through cross cultural exchange. • Department of Transportation National Highway Traffic Safety Administration (NHTSA) saves lives, prevents injuries, and reduces traffic-related health care and other costs.

  7. Overarching Findings on Stewardship and Innovation Programs • Well-rated programs set stewardship goals and measure progress in terms of: • Outcomes (Coast Guard and NHTSA) • Attitudes (NHTSA and State) • No well-rated programs found that set or measure innovation goals, but … • Innovation readily occurs in programs that set outcome-focused goals and use outcome-focused measurements (all three cases)

  8. Finding 1: Performance Measurement Regularly Used for Program Improvement Performance measurement not just a reporting requirement, but integrated into program management. • Local managers use routinely collected data to prioritize risks and target problems. • NHTSA gathers pre-crash, crash, and post-crash data • HQ managers use data to confirm assumptions and test program impacts. • NHTSA re-evaluates rule effectiveness after 7 yrs.

  9. Finding 2: Program Goals Should be Clear, Outcome-Focused, Realistic, and Ambitious • Successful programs clearly define their goals and have at least one outcome measure tied to each goal. • Coast Guard – oil and chemical spills, nuisance species • NHTSA – traffic fatalities, seat belt use • State – survey of practices, such as following US news • Programs must balance having realistic and ambitious goals. • NHTSA struggled with overly ambitious goals • Shift from process to outcomes is hard, but worth it.

  10. Finding 3: Outcome Goals Foster Innovation • Establishing clear outcome goals with measures shifts staff perspectives about the best ways to do their jobs. • State – focus on participants’ entire experience • State – creation of alumni group • When staff were allowed flexibility to make program changes reflecting their new perspectives, it produced positive performance results. • Coast Guard – shift focus from compliance to oil spills

  11. Finding 4: Federal Programs Build Partnerships by Aiding and Informing States/Locals • Federal programs often must rely on state/local authorities to gather data and implement programs. • Feds can add value by: • Analyzing cross-state data and sharing it with states and local authorities (e.g., NHTSA’s motorcycle helmet analysis) • Testing programs to find which programs are most effective, and packaging results to promote those that work best (e.g., NHTSA’s Click-it or Ticket campaign)

  12. Finding 5: Program Evaluation Builds Stronger Programs • In-house evaluation builds stronger programs. • State’s evaluation office is in high demand • Successful programs set aside funds for evaluation. • State program offices voluntarily contribute to evaluation office’s budget • Evaluation is new and increasingly valued • Program evaluation can build on routine/daily performance measures. • NHTSA uses routine measures for look-back evaluations

  13. Finding 6: Innovative Programs Continuously Scan for Effective/ Cost-effective Approaches • Innovative programs look for evidence of effective practices from states, field offices, other countries, the literature, and their own experiments. • NHTSA gathers data about programs believed to reduce crashes and injuries • In looking for best practices, innovative programs focus on outcomes, and measure progress on this basis. • Coast Guard charts identify biggest contributors to risk, tactics change based on the data

  14. Finding 7: Stewardship Programs Measure Attitude Changes through Surveys • Longitudinal studies track broad attitude changes over time among key target audiences • State conducts regular surveys of program participants • Comparison groups are important to be able to demonstrate causality. • State compares attitude changes of participants to those who did not participate • Broad scale surveys for domestic programs may face ICR restrictions, but problems not found in cases.

  15. Reflections on Themes from Panel • How to use existing data to measure program performance • EPA can add value by compiling and analyzing data, highlighting trends, and identifying effective approaches • Approaches for gathering new data to measure program performance • Surveys can be helpful, especially when conducted regularly to establish baseline and trend data • Attribution - can programs "take credit" for observed changes in performance? • Control groups and before/after comparisons are useful in teasing out a program’s impacts

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