Agency GMAPs
When do we start?
Where do we start?
How often should we meet?
Who should be at the agency’s regular GMAP meetings?
What should be on the agenda for an Agency GMAP forum?
What should we measure?
How do we manage with performance measures in GMAP?
How are action plans and follow-up used?
Where can I get more help?
When do we start?
Start now. Don’t reinvent the wheel. We have compiled learning resources, reporting templates, question lists, and other tools in the Accountability Resources section.
Where do we start?
Start with measures you currently use and report. Most agencies have developed performance measures for strategic plans and as part of the budget process. The Office of Financial Management (OFM) Performance Information Portal is a great place to identify existing measures.
If your agency has an effective scorecard, dashboard, or federal reporting requirement in place that you manage to, use it. Align and clearly link GMAP measures with measures your agency reports to the Governor, OFM, and the stakeholders.
How often should we meet?
It depends. Larger agencies may rotate through division reports to review each division’s measures monthly or quarterly. This can mean anywhere from one to four hours on a weekly or bi-weekly basis. Less frequent meetings achieve the same impact for smaller agencies.
Who should be at the agency’s regular GMAP meetings?
It is essential that the Agency Leadership Team is in the room. Their attendance sends a clear signal that performance management is important. It also ensures that managers with the authority to reallocate personnel or other resources, or change policy are at the table to make decisions. Depending on the size of your agency, the Agency Leadership Team participants should include:
- The agency director and the deputy director
- Risk Manager
- Budget and Finance director
- Personnel director
- Information Services director
- Program or Division directors
- Communications director
Effective GMAP Forums require solid staffing. Core staffing needs include:
- Program staff that implement the programs and deliver the services under review. They provide essential context and can verify whether proposed actions and decisions are reasonable. It is important to acknowledge and celebrate success.
- The analytic staff that developed measures and analysis may be needed to address technical data or measurement questions.
- A Recorder – a person responsible for recording the decisions, questions, and/or actions that require follow up.
- Technical or Audio-Visual assistance.
For maximum benefit, we recommend that employees be encouraged to observe – and as appropriate in smaller agencies – participate or attend in GMAP sessions. In larger agencies, where it may not be practical to have widespread participation, consider broadcasting sessions over the web, or making recording sessions for later distribution.
What should be on the agenda for an Agency GMAP forum?
Here is a possible outline of topics for an agency GMAP forum. Modify it depending on what is most relevant for your agency.
Agency GMAP Topics
- Tracking existing performance measures. Compare projected to actual, and review performance over time. This is the central section of the report. Analyze the data and recommend actions based on the analysis.
- Follow up. The key to GMAP is "persistent follow-up." Take the time to review outstanding issues or follow-up to questions asked at previous GMAP sessions.
- Customer satisfaction and stakeholder engagement. Report out on efforts to learn more about customer requirements, needs, and service ratings.
- Monitor enterprise systems and indicators.
- Budget report: budgeted, actual, variances, balances; by fund and by activity. Some agencies will need to review caseload forecasts or other key cost drivers.
- Personnel report: allotted FTEs, vacancies, hiring rates, use of overtime and leave, completion of performance evaluations.
- Contract performance monitoring (especially for pass-through activities).
- Risk management issues and measures (often integrated in other sections).
- Critical audit findings and progress of corrective action.
- Progress on statewide initiatives such as Smart Buy and Plain Talk.
What should we measure?
Set measurement priorities and review additional background and context data to assess whether existing measures could be refocused or new measures established.
Like all effective communication, a performance report is a message that must be designed with the audience in mind. Bottom line: the definition of the "right" measures depends on the audience for the report. The two most important questions to begin with are "Who will use the measure information and what will they use it for?"
Next ask, "Can you manage to the measure?"
- Is it timely — reported at least quarterly?
- Is it relevant — something your agency can influence and which is meaningful to staff?
If you do develop alternate or new measures through GMAP, assess whether and where new measures will meet broader management goals including satisfying existing reporting requirements.
Evaluate your measures against the four questions in assessing your performance measures. For a comprehensive list of questions to evaluate and develop performance measures, see Agency Resources, or contact Brian Willett or Jeffrey Showman.
How do we manage with performance measures in GMAP?
An important benefit of GMAP is that it requires that agency directors and managers clearly articulate how the agency activities will lead to results for staff and the public. GMAP provides a powerful tool to help agencies "tell the story" of what they do, why they do it, and what results they are getting.
A sound logic model, value chain, or similar descriptive tool that maps agency activities (output measures) to high-level outcomes is the foundation for accountability. While an agency may not have complete control over high-level outcomes, the logic model summarizes the theory (ideally evidence-based) behind how the agency can influence the outcomes.
A good logic model shows how the day-to-day outputs and immediate outcomes that can be measured frequently, and therefore managed to, contribute to ultimate outcomes.
Here is an example of a logic model from the Department of Corrections.
The ultimate outcome in the Department of Corrections Logic Model, reduced recidivism - the rate at which offenders return to prison after release, is not useful for day-to-day management. The recidivism rate is measured annually and is strongly influenced by factors outside the Department's control. If we accept the premise that inmates with marketable skills are more likely to get jobs and that inmates with jobs are less likely to re-offend, then it makes sense for Corrections to focus measurement on education and certification rates which can be measured frequently and which the Department can influence.
GMAP focuses attention on how the agency executes the activities and strategies that it can influence. If agencies are executing well, but intermediate and ultimate outcomes aren’t changing, we have to evaluate the assumptions in the logic model. This is the purpose of tools such as program research, program evaluation, and performance audits, and such information plays a key role in budgeting with Priorities of Government ("POG").
GMAP also provides a structured forum for asking and answering important questions:
- What does this measure tell us about the results we are getting?
- How do these outcomes relate to other goals?
- How do we know if a program is working?
- What resources do you need?
- Why is this program important to citizens?
How are action plans and follow-up used?
GMAP is more than just analysis. GMAP results are driven by concrete, specific, and accountable action plans. Action plans must clearly spell out what will be done next, when it will be done, and who will be accountable for getting it done.
New decisions, directions, and questions emerge in forums. It is important to record action items, prepare a follow-up memo, and update action plans.
Long-term results depend on what happens between forums. The chances of real action and progress on action items are much higher if there is consistent and persistent follow-up at the next forum.
Where can I get more help?
Email the GMAP Office or visit the GMAP resources web page.
A GMAP Analyst may also get in touch with you to arrange an agency GMAP visit. We visit to:
- To provide support to your internal efforts, offering technical assistance as required.
- To learn how agencies are managing using their data to drive results.
- To ensure all state programs are reviewed to achieve maximum effectiveness, not only those that the Governor reviews.
- To discover how agencies are using tools of the Management Framework and GMAP to align agency goals and priorities.
- To gather and share stories of how agencies are using data to achieve results that citizens care about.
We will contact agencies at least two weeks in advance to make arrangements and will follow the Agency Visit Suggested Practices.