Results Framework: Enhancing Government Efficiency through Results-oriented Approach

This online workshop on June 21, 2023, led by Steven Kadish, focuses on transcending politics and prioritizing effective implementation to achieve significant results in the public sector. The workshop emphasizes the importance of execution and implementation in government operations, advocating for a results-driven approach over political considerations. By highlighting the critical role of building capable teams and leveraging data-driven decision-making, the event aims to equip attendees with the knowledge and strategies needed to drive successful change and deliver tangible outcomes in public service.

• Government efficiency
• Public sector
• Results framework
• Implementation strategies
• Data-driven decision-making

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1. Apolitical Online Workshop Online Workshop June 21, 2023 How to Get Beyond Politics to Get Important Work Done: Applying the Results Framework Contact: Steven Kadish Stevenkadish@outlook.com Steven Kadish. Results Framework. June 2023 1

2. Results A Leader s Guide to Executing Change and Delivering Results For Public Sector Leaders By Public Sector Leaders To Improve Public Sector Services A message about How and Hope Steven Kadish. Results Framework. June 2023 2

3. Photo: Pat Greenhouse, Boston Globe. Jan 2015 Steven Kadish. Results Framework. June 2023 3

4. Let us not seek the Republican answer or the Democratic answer, but the right answer. Let us not seek to fix the blame for the past. Let us accept our own responsibility for the future. --US PresidentJohn F. Kennedy Steven Kadish. Results Framework. June 2023 4

5. The Case for Policy AND Implementation We believe that as essential as budgeting and lawmaking are, they are only a piece of what makes government work. Our approach focuses on their necessary but sometimes overlooked companions: successful execution and implementation. We emphasize results, not political battles. Results p.10 Steven Kadish. Results Framework. June 2023 5

6. Results Framework: 4 Parts People are Policy Follow the Facts Focus on How Push for Results Steven Kadish. Results Framework. June 2023 6

7. People Are Policy: People Are Policy: Start Here to assure the capacity to act Start Here to assure the capacity to act Select Leaders and Build Teams It s about Knowledge AND Know-How Constructive Tension: New People & Current Staff Create a Dedicated Project Team Steven Kadish. Results Framework. June 2023 7

8. Tip: Dedicated Team: Why, What, How Why: Serves as a catalyst for change a value-added resource. Simply asking already busy staff and organizations to do more and to do so differently will fail when significant change is needed to address significant problems. What: People 100+ percent time devoted to the effort. A lead, staff, and sometimes consultants, consisting of new and current staffers 2-3 people minimum. Could be much larger depending upon the effort. Deliberately limited to address a specific problem in a specific amount of time. Must have knowledge, experience, and expertise to move beyond the status quo. How: Dedicating people fully to a single effort is actually hard to do. It involves taking some of your best people off their current work and bringing in some new people, not just for a weekend or a week but for the weeks and months it takes to design, develop, and implement the changes needed. Steven Kadish. Results Framework. June 2023 8

9. Pothole: Unsuccessful Consultant Engagements Unsuccessful Consultant Engagements When you think you need the help of a consultant: Take the time to really understand what the need is (i.e., operations fixes, strategic direction, and/or expertise and resources) and who most appropriately matches it. Be super clear.Develop the scope and timeframe. Be clear on the problem to solve, work to perform, method for doing it, and the outcomes/deliverables. Insist on the A team. Insist on their top talent, the A team. Get a commitment. Assign top-level experienced individuals from your team. You have asked for the A team. Give them your A team. Managing a consultant contract is not the same as managing staff. Your agency has its goals, lines of authority, and procedures. The consultant entity is a separate organization with its own ways of doing business. It takes concerted, continual management to avoid working at cross-purposes and to ensure alignment. Steven Kadish. Results Framework. June 2023 9

10. Follow the Facts: Follow the Facts: Defines the problem Defines the problem- -to to- -solve and points to interventions solve and points to interventions Gather Data Evidence critical information Snap-shots and trends: Budget, Staffing, # Served Reports and Program Descriptions Performance metrics: Individual transactions, Program-level Uncover Points of Pain real-world impact Personal anecdotes from customers Examples of what s broken from staff/providers Media reports Steven Kadish. Results Framework. June 2023 10

11. Tip: Round the table -- all participants speak, listen, and be heard What: One by one, each person regardless of position or title can ask a question or make a comment. Why: A great equalizer. It surfaces what people are truly thinking and new facts/issues building a common understanding, engagement, and trust. Steps for facilitators: Ask the leader for observations about the major concerns to address Seek volunteers to comment next. Then direct the conversation to go around the room in order of seating, so that everyone participates Encourage each participant to describe what they believe are key points of pain as well as ideas to tackle the concerns raised Steven Kadish. Results Framework. June 2023 11

12. Pothole: Beware averages Beware averages Why:When we hear On average, we have found . . . , our eyebrows furl. Because averages hide what s going on at the individual level. For example: Take a bunch of 90-degree days and an equal bunch of 40-degree days, the average is a very comfortable 65-degrees. Really? Another example: Looking at the average public transit on-time performance literally mashes together mid-day lightly used nonpeak commuting experience with morning and afternoon rush hours. What to do: For wait-times, caseloads, and any process: Chart out the actual experience of the individual customer. Evaluate the outliers. Focus on the actions that improve the customer experience. Steven Kadish. Results Framework. June 2023 12

13. Focus on How: Focus on How: Emphasize What to do AND How to do it What to do AND How to do it What to do: A Charter of Activities an implicit promise Examples: Action plan, Administrative order, Program description, Budget appropriation, Enabling statute How to do it: Methods to organize the work from design to delivery Work-Management Triangle: Time, Resources, Scope Releases/Project Management/Agile Scrum Leverage Business Process Analysis Establish clear Project Governance Talented people and being data-driven are not sufficient. Results require an understanding of how things work, a method, and the know-how to make it happen. Steven Kadish. Results Framework. June 2023 13

14. Tip Tip: : Flip work Flip work- -management triangle: Time drives results management triangle: Time drives results The Triangle: Scope, Time, Resources Don tdo what we did: Before, we started projects focused on Scope and a waterfall approach with lengthy timelines and little to show along the way. Start with time. Now, we set Time targets of a few weeks. Exploding with urgency Embracing an agile approach Maximizing Resources laser-focused key Scope items Employing short-timeframe releases for follow-on Steven Kadish. Results Framework. June 2023 14

15. Tip Tip: : Applying the Concept of Release Applying the Concept of Release A Release Leverages Time and Project Management Key Steps: Set overall release timeframe (i.e., 8-12 weeks) Determine the core workstreams, including critical problems, essential deliverables Assign a team leader and staff/consultant resources (Dedicated Team) Focus on what it takes to accomplish the deliverables in the release timeframes Further breakdown the workstream into 2-week sprints (Agile sprints) For each workstream, consider a Daily Scrum! A 15-minute stand-up meeting 1) What did you do yesterday? 2) What do you expect to get accomplished by tomorrow? 3) What are the impediments to prevent this from happening? Hold Leadership reviews (i.e., 2x/weekly) to coordinate, resolve issues Be rigorous. Be relentless. Be innovative. Steven Kadish. Results Framework. June 2023 15

16. Tip: Business Process Analysis Make core processes work better and faster with less expense. 1. Ditch the org chart. Convene people who understand and perform all aspects of the process, including technology systems. 2. Determine the as-is state how things are working today. Determine the beginning and end of the process and chart (a) Who and how exactly is this activity is being performed? (b) How do the activities move from one step of the process to the next (i.e., what s paper, digital, phone, etc.)? 3. Next, focus on the to-be state. How to make this better? Scrutinize the as-is process and develop options for improving, streamlining, or redesigning how work is done. Are there redundant process loops, unnecessary approvals, or broken transitions between steps? Look at what to drop, modify, and clean up. 4. Document the potential improvements. Describe the performance metrics. 5. Communicate with all involved parties. Let folks know the implementation plan, how the changes will be supported, including any new training needed. 6. Measure results. Always be ready to make adjustments. Steven Kadish. Results Framework. June 2023 16

17. Pothole Pothole: : Unclear Unclear Project Governance Project Governance What: A common a failing is unclear project governance in decision-making and accountability causing delay and, worse, fuel for turf battles. What to do: Effective, practical project governancerequires clarity about who will make what decisions, who will solicit input from whom, and who will be responsible for implementation. Especially in complex initiatives with multiple partners, a focus on governance is critical. Don t assume that governance is all set, when it is anything but. Steven Kadish. Results Framework. June 2023 17

18. Push for Results: Push for Results: Determine actual performance Determine actual performance Never mistake activity for achievement. John Wooden Never mistake activity for achievement. John Wooden Discuss Results in Leadership Reviews! Measure what matters (performance metrics, project status) Measure. Evaluate. Adjust. Repeat! This objective evaluation, not a spin on how to interpret performance, then allows for rational, real-world adjustments. Steven Kadish. Results Framework. June 2023 18

19. Tip Tip: : Leadership Reviews: Candor and Questions Leadership Reviews: Candor and Questions Project Management: The ability to color It Red. Green: on track and on time Yellow: issues but will be resolved by deadline Red is a call for help not a signal of failure, but requires leadership action Marking an item red is not easy Performance metrics: Questions encouraged. Examining a target moves discussion to facts and away from the personal. Anyone can ask a question, observe something isn t working, or recommend a specific intervention. Discussion is safe. To be comfortable about raising the uncomfortable to get at better results. Steven Kadish. Results Framework. June 2023 19

20. Example: Project ManagementRed, Yellow, Green Steven Kadish. Results Framework. June 2023 20

21. Steven Kadish. Results Framework. June 2023 21

22. Case Study Case Study: Turn-around at the Massachusetts Department of Children & Families (DCF) Steven Kadish. Results Framework. June 2023 22

23. Baby Doe* On Thursday, June 25, 2015, a woman in Winthrop, a coastal town just north of Boston, made a horrid discovery. She was walking her dog along the shoreline of Deer Island when she found an object that concerned her and called 911. The Massachusetts State Police uncovered the remains of a girl of toddler age The hunt for more information about Baby Doe drove national news stories throughout the summer. *Results p 171 Steven Kadish. Results Framework. June 2023 23

24. Steven Kadish. Results Framework. June 2023 24

25. Dept of Children & FamiliesOrganizing the Turn-around 1) People: Executive Team; Agency Improvement Leadership Team 2) People: Dedicated Project Team 3) Facts/Points of Pain: Round-the-Table 4) Facts/Data Evidence: Reports/Data/Get-out-of-the-Tower 5) How: Released-based/10-12 weeks focused on key deliverables 6) How: Workstreams defined What-to-do (co-chairs Central & Field) Policy and Practice; People; Management Structure; Metrics and Reporting; Communications 7) How: Checklist Getting to Green! Enabling successful Workstreams launch 8) How: Agile-scrum drove Daily progress! 9) How: Project Management Method/Status Updates: Red, Yellow, Green 10) Results: Leadership Reviews: 2x/week/Full Leadership Team, R/Y/G Status Update; Metrics; Round-the-Table to uncover new items Steven Kadish. Results Framework. June 2023 25

26. Getting to Green & Agile Scrum: Workstream Sample Objective Scope Sprint Backlog Product Backlog Comm/Engage Metrics Overall Status Status colors: Green: On track Yellow: Concerns / at-risk Orange: Decision required Red: Requires immediate intervention Objective: To analyze non-state revenue options that could be tapped to close the funding gap for the Green Line Extension and make recommendations as to which options to pursue. SAMPLE Scope: Metric: Sprint 1: 9/21/15-10/2/15 Objective: one to two sentences based on the priorities of what you are trying to attain or accomplish. (you might have multiple objectives based on the priorities ) Scope: What work will be included in this effort (and what will not) Metric; How do you know if you are successful? Document and analyze Mass General Laws relating to value capture, TIF, DIF and P3 Determine whether the Value Capture Commission or the P3 Commission have a role to play Review existing value capture/P3 MOUs (Assembly Square, New Balance, etc.) Review the existing agreement between the MBTA/MassDOT and Northpoint Review any discussions had to-date with Northpoint or Tufts (Secretary/Mark Boyle?) Confirm the ability to provide additional federal funding outside the New Starts process to the project and define the requirements around such funding Brainstorm and define any additional revenue opportunities (naming rights, etc.) Product Backlog Sprint 1 Products: The deliverables you are planning to complete by Friday October 2 Implement a value capture strategy for Lechmere /Northpoint Implement a value capture strategy for College Ave./Tufts Implement a value capture/DIF/TIF strategy for Union Square Product Backlog: All the items known or suggested additional deliverables that are you feel should be completed but not included in the current sprint. Determine whether any value capture possibilities exist for other stations/areas Implement a strategy for securing additional federal funds Determine whether any other alternative revenue sources (e.g., naming rights) are feasible

27. Examples of Releases at Dept of Children & Families Agency Improvement Leadership Team Kick-off Meeting (9/16/2015) Release 1 Accomplishments (11/25/2015) Drafted & negotiated Protective Intake and Supervision policies Developed high-level implementation plan for new policies Posted 200 positions including early retirement backfills and additional managers Restored the Department s Central Region Planned IT modifications to incorporate new policies into the i-FamilyNet system Release 2 (3/18/2016) Drafted and negotiated Case Closure and In-Home Case Work policies Trained and implemented Protective Intake and Supervision policies Continued onboarding 200 positions and key management positions Enhanced existing/developed new metrics DCF hires its first-ever Medical Director Steven Kadish. Results Framework. June 2023 27

28. Examples of Releases at Dept of Children & Families Release 4 Accomplishments (7/29/2016) Drafted and negotiated Missing and Absent Children policy All DCF Area Offices are de-coupled; now each has its own management team Net decrease of 372 cases from peak month of case count in FY16 29 new Medical Social Workers in process of being onboarded Foster parent recruitment events held in all 5 regions Release 6 Accomplishments (2/3/17) Implemented new Family Assessment & Action Planning and District Attorney Referral policies Placement support STARR (STabilization Assessment & Rapid Reintegration) bed procurement out to bid Emergency childcare family-based provider pilot launched New Foster Parent Recruiters are trained and onboarded Net decrease of 1,983 cases from peak month of case count in FY16 95% of On-Going Social Workers have fewer than 20 families in their caseloads Steven Kadish. Results Framework. June 2023 28

29. DCF Caseloads: Average Masks Reality (March 2016) Families in Caseloads of Ongoing Social Workers STATEWIDE 200 186 180 164 Number of Ongoing Social Workers 156 155 160 140 114 STATEWIDE Count of Families # of Ongoing Social Workers 120 Prior Month % 96 100 < 15 284 537 20% 38% 29% 13% 22% 36% 82 16 to 19 73 80 69 20 to 22 > 23 416 187 29% 14% 60 60 46 40 22 26 28 Mean 18.3 Median 19.0 23 19 10 14 8 12 9 12 9 20 8 5 5 4 3 3 2 1 - - 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 More Count of Families Steven Kadish. Results Framework. June 2023 29

30. DCF Caseloads: Dramatic Improvement (August 2017) Steven Kadish. Results Framework. June 2023 30

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32. If I could change this one thing, I think we should stop referring to it as reforming the department. That suggests there s going to be an end. Our child welfare system needs to be continually enhanced. -- Mary McGeown, Executive Director of Massachusetts Society for Prevention of Cruelty to Children (Boston Globe May 3, 2021) Steven Kadish. Results Framework. June 2023 32

33. After climbing a great hill, one only finds there are many more to climb. -- Nelson Mandela Steven Kadish. Results Framework. June 2023 33

34. Thank you! To those who believe in public service, in the good it must do, and who constantly strive to deliver on its promise Results dedication https://www.amazon.com/Results-Getting-Beyond- Politics-Important/dp/1647821800 Steven Kadish stevenkadish@outlook.com 857-204-6328 Steven Kadish. Results Framework. June 2023 34

35. Some Possible Discussion Questions What are your tips for building teams? A dedicated team? Given data evidence and points of pain, what other Facts do you Follow? From idea to delivery, do you embrace what and how? What do you think about leveraging time/release concept? What project methods do you find effective? In your experience, what tools and forums are important for sustainable results? Steven Kadish. Results Framework. June 2023 35