d1 managing in an outcome based framework

1. Understand2. Set

Targets

3. Measure 4. Improve

Managing in an Outcome Based EOES Framework

Bell Browne Molnar & Delicate Consulting © 2010

BBMD Consulting

2

Sarah Delicate, Director

Has worked with over 100 EO Service Providers in the last 12 months

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1. Understand:

Why Outcome-Based?

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1. Stresses accountability for results/outcomes/impacts, NOT just processes, activities and costs

2. Rewards innovation and excellence in both the results achieved and HOW the results were achieved

3. Enables local, regional, provincial, national and international comparisons of program results in controlled circumstances

4. Measuring results allows the funder and the service provider to make informed decisions

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1. Understand: How does this change how I manage?

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Your accountability is to:

1. Understand what is expected and what is ‘on the line’

2. Ensure that year-end results “measure up” to the expectations set by the funder (stability in funding)

3. Demonstrate value beyond expectations (competitiveness and growth)

4. Tell your performance story (transparency, competitiveness and growth)

4© 2011 BBMD Consulting

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Dimension Measure Min. Weight Equals

Customer Service (40%)

1. Customer Satisfaction (client / employer)

85% 15% 1.28

2. Service Coordination 30% 25% .75

Effectiveness (50%)

3. Employed 69% 25% 1.73

4. Training / Education 10% 10% .10

5. Suitability 25% 15% .38

Efficiency (10%)

6. Intake (assisted) 90% 5% .45

7. Workshops / Info Sessions (RI)

90% 5% .45

100% 5.14

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1. Understand: EOES PMS


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1. Understand: your program lifecycle

Job RetentionSelf Service (RI) Job Search, Job Development, etc

Case Management (CSPC) – Service Unit: Signed Service Plan in Place

3 months ideal3 months

JOB(exit)

Closed

Eligibility Suitability


2. Set Targets

a) Understand

requirements

b) Strategically plan

c) Manage Capacity

d) Maximize

response

times

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Annual, Monthly, Weekly

1. AGENCY LEVEL TARGETS

2. STAFF LEVEL TARGETS

RI

Job Search

Placement

Retention

3. ALL Core Measures PLUS…


1. Figure out your ‘projected’ monthly traffic patterns

2. Figure out all of the measures you need to target

3. Plot it into an excel spread sheet.

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Annual Target

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

EFFICIENCYRI Workshop Participants 1224 102 102 102 102 102 102 102 102 102 102 102 102

Assisted BOOKED

756 63 63 63 63 63 63 63 63 63 63 63 63

Assisted NO SHOW 30% 19 19 19 19 19 19 19 19 19 19 19 19

Assisted Service (opened in CaMS)

612 51 51 51 51 51 51 51 51 51 51 51 51

Exceptions 10% 5 5 5 5 5 5 5 5 5 5 5 5

Exits 100% 51 51 51 51 51 51 51 51 51

Suitability 25% 178 178 178 178 178 178 178 178 178 178 178 178

Employed 69% 35 35 35 35 35 35 35 35 35

Retention clients


1. Do this WITH your staff!

2. Consider your ‘seasonal’ economies, slow months (holidays), etc.

3. Consider your STAFF holiday schedules

4. Consider historical trend data, if available

© 2011 BBMD Consulting 9

TRAFFIC MANAGEMENT PLANNING IN EFFECT

STEP : TRAFFIC PATTERNS

Step : Traffic Patterns – Overview tabQ1 Q2 Q3 Q4

A M J J A S O N D J F M

8.33% 8.33% 8.33% 8.33% 8.33% 8.33% 8.33% 8.33% 8.33% 8.33% 8.33% 8.33%ALL

MONTHSEQUAL

59 59 59 59 58 58 58 58 58 58 58 58 700 clients


Q1 Q2 Q3 Q4


9% 7% 8% 8% 7% 10% 10% 8% 10% 5% 9% 9%MODERATE

TRAFFIC ADJUST.

63 49 56 56 49 70 70 56 70 35 63 63 700 clients

Q1 Q2 Q3 Q4


10% 12% 15% 10% 5% 5% 10% 10% 5% 5% 5% 8%EXTREMETRAFFIC ADJUST.

70 84 105 70 35 35 70 70 35 35 35 56 700 clients

Step : Establish Performance Measures(Overview Tab)

Efficiency Effectiveness Customer Service

1. Assisted Service (opened in CaMS)

4. RI Workshop Participants

3. Assisted BOOKED

2. Assisted NO SHOW

5.Exceptions

6. Exits

7. # of 3 month follow up

8. # of Lost Contacts

9. Suitability

10. # of High Risk Retention

11. # of Access Risks (Job Development)

12. # of Placements

13. % of Stipend

14. # of Employers

15. Employed/Career Path

16. Training/Education

17. Negative Allowance

18. # of Retention Service Users

19. 3 month FU Employed/Career Path

20. 3 month FU Training/Education

21. # of Retention RETAINED

22. Service Coordination

23. Participant response rate

24. Participant Satisfaction

25. Employer response rate

26. Employer Satisfaction


May we Recommend...

1. Because the sum of your parts make up your whole

2. How many staff? Divvy it up!

3. Consider holiday schedules, strengths, etc.

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SARAH’S TARGETS Annual Target

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

EFFICIENCYRI Workshop Participants 408 34 34 34 34 34 34 34 34 34 34 34 34

Assisted BOOKED

252 21 21 21 21 21 21 21 21 21 21 21 21

Assisted NO SHOW 76 6 6 6 6 6 6 6 6 6 6 6 6

Assisted Service (opened in CaMS)

204 17 17 17 17 17 17 17 17 17 17 17 17

Exceptions 10% 2 2 2 2 2 2 2 2 2 2 2 2

Exits 17 17 17 17 17 17 17 17 17

Suitability 25% 59 59 59 59 59 59 59 59 59 59 69 59

Employed 69% 12 12 12 12 12 12 12 12 12

Retention clients

MONTHLY&

WEEKLY


• Unmanaged/excessive caseloads /

workloads = ineffective service

• Predictable – ENABLE STAFF PLANNING

• Manageable caseloads/workloads:

Improved quality of service

(timeliness, continuity, relationships,

and quality of service),

Improved staff retention

Improved outcomes

Challenges:

• “More with less”

• Increasing program

complexity

• Highly competitive

environment

• Constant program „evolution‟

• Qualified staff

• “toolkits”

Even determining ideal

caseloads and existing

caseloads can be challenging!

What is the „recommended‟

average caseload?

13BBMD Consulting 2011

3. Measure

What get measured gets done!

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• Setting targets is only effective if you measure your progress against them

• WEEKLY! Going as planned?

• ADJUST TARGETS BASED ON ACTUALS

• Assess capacity going forward based on actual


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Annual Target

1 2 3 4 Apr 1 2 3 4 May

EFFICIENCYRI Workshop Participants 8 8 8 8 34 8 8 8 8 34Actual: 5 5 9 9 28 0Assisted Service (opened in CaMS) 4 4 4 5 17 4 4 4 5 17Actual: 5 5 5 3 18 0Exceptions 10% 0 0 0 0 1 0 0 0 0 0Actual: 0 0Exits 4 4 4 5 18 4 0 0 0 0Actual: 1 1 2 1 5 0

EFFECTIVENESSSuitability 14 14 14 17.5 59 15 15 15 15 59Actual: 30 30 30 30 12010 10 10 0# of High Risk Retention 0 0 0 0 0 0 0 0 0 0Actual: 0 0# of Access Risks (Job Development) 0 0 0 0 0 0 0 0 0 0Actual: 0 0# of Placements 0 0 0 0 0 0 0 0 0 0Actual: 0 0% of Stipend 0 0 0 0 0 0 0 0 0 0Actual: 0 0


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Thresholds RED YELLOW GREEN

EFFICIENCYPre-assisted RI Workshop Participants 84% 85% 100%

Assisted BOOKED 84% 85% 100%Assisted NO SHOW 116% 115% 100%

Assisted Assisted Service (opened in CaMS) 84% 85% 100%Exits 84% 85% 100%Exceptions 84% 85% 100%# of 3 month follow up 84% 85% 100%# of Lost Contacts 116% 115% 100%

EFFECTIVENESSService

Determination Suitability 84% 85% 100%# of High Risk Retention 84% 85% 100%# of Access Risks (Job Development) 84% 85% 100%

Job Development # of Placements 84% 85% 100%

% of Stipend 84% 85% 100%# of Employers 84% 85% 100%

At Exit Employed/Career Path 84% 85% 100%Training/Education 84% 85% 100%negative allowance 84% 85% 100%

Retention # of Retention Service Users 84% 85% 100%3 month FU Employed/Career Path 84% 85% 100%3 month FU Training/Education 84% 85% 100%# of Retention RETAINED 116% 115% 100%

CUSTOMER SERVICE

Referrals Service Coordination 84% 85% 100%

Satisfaction survey

Participant response rate 84% 85% 100%Participant satisfaction 84% 85% 100%Employer response rate 84% 85% 100%Employer satisfaction 84% 85% 100%


4. Improve

What gets measured get

improved

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• Repeat 1-3, adjusting strategies as needed

• Areas of Greatest Strength

• Areas in Need of Improvement

• What are we going to do about it?

• Measurable Strategies

• WHY WHY WHYdid we get these results?

• Must be within our control

2. Understand

Cause

3. Develop Improvement

Plans

4. Review and Adjust

1. Understand

Results


Standing Agenda Items

– Staff come to the table with their own data

1) Strengths? Weaknesses?

2) Why are we getting these results?

3) What are we

going to do

about it?

4) REPEAT

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1. Understand

2. Set Targets

3. Measure

4. Improve


Bell Browne Molnar & Delicate Consulting © 2010

BBMD Consulting

20

Sarah Delicate, Director

[email protected]

(905) 922-9726

1. Leave your business card to:

a) Receive electronic version of deck and excel sheetb) Get on my mailing list

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2. 6/23/11 - 10:00 AM

3. 7/11/11 - 10:00 AM

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