performance measures richard j. geisenberger chief deputy secretary of state
TRANSCRIPT
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Performance Measures
Richard J. GeisenbergerChief Deputy Secretary of State
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Performance Measures
• What Gets the Money
• What the Administration Cares About
• What Gets the Simple Headlines
• What Drives Systemic Improvement
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What Does a Department of State Do Anyway?Archives, Arts, Bank Commissioner, Commission for Women,
Corporations, Government Information Center, Historical & Cultural Affairs, Human Relations, International Trade, Libraries, MERB, PERB,
Public Integrity Commission, Professional Regulation, Public Advocate, Public Service Commission, Veterans Commission, Veterans Home
ProfessionalRegulation Veterans Home
InternationalTrade
Bank Commissioner
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What Does a Department of State Do Anyway? (continued)
Board of Pardons, Notary Public, Delaware Stadium Corporation, Diamond State Port Corporation, Open Space Council, etc.
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Budget Book Performance Measures• Generate Revenue & Promote Economic Growth
InternationalTrade
Bank Commissioner
• Promote & Preserve History, Art and Culture
• Promote Citizen Access to Information
• Revenues, Bank Licenses, Incorporations, Exports
• Arts patrons, Museum Visitors
• Archive visitors, library cardholders, unique website visitors
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Budget Book Performance Measures
ProfessionalRegulation
• Administer the State’s public employment relations and ethics laws.
Veterans Home
• Provide Services to Veterans and their Families
• Provide Regulatory and Licensing Services to Protect the Public Welfare
• Promote Equal Opportunity and Protection
• # of Vets Getting Services, Vets Using the Cemetaries, Veterans Home Residents
• # of cases, # of public workshops
• Number of licenses, Online services
• Caseload, Avg. case time
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Governor Markell’s Priorities
The 3 “E’s”
• Economic Growth
• Educational Improvement
• Efficient and Effective Government
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Administration’s Performance Measures
• Economy – 1) More incorporations; 2)higher arts patronage; 3) full utilization of historic preservation tax credit
• Education – 4) More library cardholders: 5)More children engaged in Department funded educational programs tied to state standards (archives, museums, arts, financial literacy and libraries)
• Efficient and Effective Government – 6) Increased utilization of online transactions; 7) more partner sites displaying state-owned art, artifacts and archival materials
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Headline Performance Measures
• Corporations– Revenue, % of State Revenue, New Formations, Number of Entities
• Libraries – Cardholders, Computer Users, New Construction Projects, New Services Launched
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Driving Systemic Improvement
• Balanced Scorecard– Customers, Products and Services, Organizational Effectiveness, Human Resources, Leadership and Governance, Financial
• Process Metrics – Per capita library visits, borrowers, circulation, square footage, computers, turnover, electronic subscriptions, staffing, MLSs, reference requests, hours open, cost per circulation and hour open, etc.
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Driving Systemic Improvement
• Scorecard– Financial, Customers, Process Improvement, Learning and Growth
• Process Metrics – Revenues, customer satisfaction rates, average days backlog, throughput, documents suspended for non-compliance, # of phone calls, emails or live chats handled, abandonment rates, average phone call or live chat time, orders assigned, pages scanned, % tax paid online, error rates, % UCC filings online, employee satisfaction rates, etc.
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Filings (days) Productivity/QualityNov. 2009 - Oct. 2010
1519
4 1932
0
1935
5
1493
2 1924
0
1856
1
1794
3
1975
0
1646
9
1523
8
1484
9
1590
1
102 122 50 153 194 175 139 137 89 119 59 54
0.67%0.63%
0.26%
1.02% 1.01%0.94%
0.77%0.69%
0.54%
0.78%
0.40%0.34%
0.67% Section Avg.
0100020003000400050006000700080009000
10000110001200013000140001500016000170001800019000200002100022000230002400025000
Month
Tota
l Num
ber o
f Fili
ngs
0.00%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
0.70%
0.80%
0.90%
1.00%
1.10%
1.20%
1.30%
Tota
l Per
cent
age
of O
FI's
Productivity OFI's OFI's % Avg % OFI's
17,229
1
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Comments / Questions?