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Objectives and Criteria:

Objectives and Criteria:. What are they and how do we use them? Where do they come from? What are the “must-have” criteria? How are market and government failures related to criteria?. What are they and how do we use them?.

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Objectives and Criteria:

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  1. Objectives and Criteria: • What are they and how do we use them? • Where do they come from? • What are the “must-have” criteria? • How are market and government failures related to criteria?

  2. What are they and how do we use them? • Criteria identify the important impacts, resource requirements, and side-effects of all alternatives • They provide a consistent comparisonof alternatives • Make explicit the basis of our evaluation • They are the basis of prediction—NOT outcome measurement • Focus attention on important policy trade-offs

  3. Where do criteria come from? • Your organization’s mission or performance measures • Client and other Stakeholders • Public or other collaborative processes • Your problem definition • Other organizations that generated best practices • Economic and political models

  4. Where do we start? • What is the key outcome you are trying to change? • What do people say the status quo is, or isn't, doing? • What are the costs and inputs of the status quo policy? • What resources would you need to implement new policies? • What other effects might new policies have? • Can you assessfeasibility, sustainability, uncertainty, and robustness?

  5. What are the “must-have” criteria? • All important outcomes identified in problem definition • Client mandated outcomes • Resource requirements (costs, personnel, etc.) • Something to show key distributional impacts (if exist) • Anything that shows key differences in outcomes for alternatives

  6. How are market and government failures related to goals and criteria? • Efficiency is an overarching goal that adds up people’s interests and tries for “social welfare” • Market Failure provides framework for problem definition—efficiency isn’t maximized • Model leads to specific criteria and policy options • Use model, but leave behind jargon by defining criteria in terms of your outcomes—what will change in the view of stakeholders?

  7. Generic Criteria: • Efficiency: • Equity: • Costs: • Feasibility: • Sustainability:  Your job is to adapt, specify, and define in terms of YOUR problem

  8. Some rules: • Label criteria so they will be understandable to the audience and related to issue (not jargon) • Put most important criteria first • Group criteria based on objectives or logical categories • Don’t make them binary—isn’t more (or less) better? • Don’t include multiple criteria that are measuring the same outcome • Don’t include criteria that have same values for all options • Don’t “add up” criteria with different scales (e.g., operating and capital expenses or outcomes for very different groups)

  9. Objectives andcriteria will determine how you compare potential actions. They must: • Adequately reflect the values of your client and organization • Cover key aspects of the problem and implementation of actions • be as concrete as is appropriate given that they will be predictions • Have associated data or evidence that allow you to predict outcomes for each policy alternative

  10. Division of Developmental Disabilities • VISION • Safe, healthy individuals, families, and communities • MISSION • The Department of Social and Health Services will improve the safety and health of individuals, families and communities by providing leadership and establishing and participating in partnerships. • VALUES • Excellence in Service • Respect • Collaboration and Partnership • Diversity • Accountability • http://www.dshs.wa.gov/pdf/EA/DSHSframework.pdf

  11. Efficiency? • What are key outcomes that DDD is responsible for? • How should we capture those in the goals and criteria?

  12. Costs?: • What costs and revenues should the analysis consider? How? • Operating costs? • Capital costs? • Potential one-time revenue from sales of assets? • Costs of community based care or other services? • Costs paid by other programs? • Union wages vs. non-union wages? • Economic activity in communities?

  13. Equity? • How should we account for the diversity of client needs in our criteria? • What about differing family engagement and needs? Annie E Casey Foundation “Race Matters: Racial Equity Impact Analysis”

  14. In-flow adds to stock Stock is the level at the current time Out-flow subtracts from stock What tools could help us predict how many clients are likely to be in RHCs over time? Stocks and Flows handout

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