Achieve Organizational Excellence | Establish Integrated Outcome Based Management
Washingtonians require an effective, transparent, and accountable government. The Department of Corrections' (DOC) leadership engagement and ongoing investment in outcome based management systems and tools reflects a culture committed to delivering better results. Results DOC is the latest iteration of our outcome based management system. Results DOC is designed to ensure that managers and staff at all levels are engaged in using data to evaluate the effectiveness of programs, manage process performance, improve efficiency and reduce costs (RCW 43.17.385).
How We Measure
The Department of Corrections strives to establish outcome based management in 100% of divisions by 2020. As part of this effort, the department aims to increase the Results index to at least 55%.
This measure is based on the responses to a selection of questions an annual survey given to all Department of Corrections staff. The statistic describes the number of answers marked “agree” or “strongly agree” expressed as a percentage of the total number of responses.
The questions that make up the index are as follows: I am encouraged to come up with better ways of doing things; I have the opportunity to give input on decisions affecting my work; I know how my agency measures its success; I know how my work contributes to the goals of my agency; We are making improvements to make things better for our customers.
Outcome Based Managment Index
Factors that Support Outcome Based Management
Strategic Planning (Plan)
The Washington State Department of Corrections is made up of over 8,500 employees and five distinct operational divisions working together to achieve the results Washingtonians care about most. Establishing meaningful goals and objectives (priorities) at the agency level enables the operational divisions to develop strategies and activities to align their core work with agency priorities. (Strategic Plan)
Project Management (Do)
Resources are limited, and to make the most efficient and effective use of those, a disciplined approach to selection, prioritization, and management of strategic initiatives is required.
Performance Measures (Check)
Clear, relevant, and easy to understand measures allow us to evaluate our performance at regular intervals (Strategic Plan Dashboard). Quarterly Results Reviews (QRR) of leading indicators at the division level, and outcomes at the agency level, provide a forum to share best practices and successes, as well as to identify opportunities for improvement.
Continuous Improvement (Adjust)
Where opportunities for improvement are identified, problem solving and process improvement activities with employees closest to the work provide opportunities for employee engagement, data driven decision making, and sustainable results.
Actions Being Taken to Deliver Results
- Strategic Planning (Plan): Division level fundamentals maps were developed through focus groups with over 1,000 employees to identify the division's core work and align that work with department priorities. Division business plans were then developed to detail the strategies, activities, and measures each division leadership team is committed to implementing to further the department's priorities.
- Project Management (Do): The Enterprise Results Unit utilizes Project Management Institute best practices to select, prioritize, and implement cross-divisional, legislative, and high-impact initiatives and projects. Organizational change management is being developed as a practice to enhance the human side of change. Effective project management is being developed and supported throughout the agency with standard tools, training, and coaching.
- Performance Measurement (Check): The department has established seven time-bound and measurable objectives, which serve as outcomes for operational divisions to work toward. Each division has defined a scorecard of leading indicators in support of those outcomes. The expansion of Quarterly Results Reviews (QRR) to all divisions enables us to see and understand the connectivity of our core work and how we can best work as one team to achieve our shared mission.
- Continuous Improvement (Adjust): Employee engagement in continuous improvement efforts furthers our commitment to shifting the culture toward our core values and increasing employee engagement. We continue to train, support, and develop our employees with skills to participate in and facilitate improvement efforts at the operations level. We seek to develop and maintain 10% of our employees as results facilitators who are skilled in data collection and analysis, process improvement, problem solving, and project management. Currently 1,000 employees have participated in a continuous improvement effort and 550 have been trained as results facilitators.
- Quarterly Results Reviews of the Results index at the Division level are being conducted and action plans for local improvements being developed.