Performance Management
in Colorado
Erick R. Scheminske, Deputy Director
September 2014
Guiding Principles of Colorado’s
Performance Management System
• Every employee in Colorado
State Government
participates in at least one
process that delivers a good or
service to a customer
Each of us
participates in
an activity that
serves a
customer
• Each discrete process is
measurable in a meaningful way
• Every State agency should
work continuously to improve
their processes in order to
better serve their customers
We should
work
continuously
to improve our
daily work
Effective,
efficient,
and elegant
service to
the customer
We can, and
should,
measure each
of these
activities
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Performance Management in Colorado
Target State
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Lean in Colorado
In October 2011, OSPB launched the Lean
Program using $2.5 million in remaining
ARRA Funding, with three guiding values
• Examine and strengthen as many processes as
possible, as quickly as possible
• Empowering Colorado State employees with the
right tools to cultivate continuous improvement
• Working together to enhance our vision of
outstanding service, performance, and results
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Early Application of Lean in Colorado
Our early success hinged upon helping employees
understand two key precepts
• Lean is not a budget-cutting exercise
• OSPB provides the tools, but State Employees provide the
answers
We did not use data to determine where to apply Lean.
Instead, OSPB chose projects based on our assessments of:
 Probability for success
 Largest number of customers affected
 Biggest “Bang for the Buck”
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Lean Process
Improvement Projects
in Colorado
Between October 2011 and
July 2014, Colorado’s Lean
Program provided
resources to support 94
Lean projects in 19 of our
Executive Branch agencies.
Departments have
independently completed
an additional 100 projects.
We have trained over
3,000 State employees in
Lean methodologies
• Local Affairs – Housing
Choice Voucher Program
– Number of forms used by the
program reduced by 56 (or 50
percent)
• Education – Educator
License Evaluation
– Improved cycle time by 50 percent
• Regulatory Agencies – Call
Center
– Achieved a 60 percent reduction in
initial call connection time
– Improved first-call resolution of
issues by 90 percent.
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Where are we now?
Accomplishments
• State employees believe in Lean
and are hungry for more
• Executive managers (including
cabinet members) are realizing
the value of continuous process
improvement, and are excited to
keep momentum rolling
• The General Assembly provided
an ongoing appropriation for
Lean and Performance Planning
within OSPB
•
•
•
•
•
Challenges/Opportunities
State employees believe in Lean
and are hungry for more
State employees need greater
understanding of process and
system improvement
methodologies beyond Lean
“Obvious” projects are complete,
and more complex remain –
where do we spend the next Lean
dollar?
Institutional inertia hampers
implementation of improvements
Metrics remain an ongoing
challenge
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Performance Management System
Strategic Policy Initiatives
Executive leaders determine policy and budget
direction through Strategic Policy Initiatives
(SPIs) that set agency-wide goals.
Informational Performance
Measures
Managers set performance measure goals for
process improvements that support strategic
policy initiatives, and track their progress
Day-to-Day Operations
Programs track their progress in achieving
performance goals through a centralized,
Statewide system
*Adapted from Simon Sinek’s
“Golden Circle”
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OSPB’s “Strategic Policy Initiative”
Catalog every critical, discrete process within
Colorado’s Executive Branch by FY 2019-20
Each aspect of our efforts to train employees in process improvement strategies,
engage in Lean projects, and ultimately connect operational data to strategic policy
initiatives gets us closer to ensuring that government works better for our customers
Training
Lean Process
Improvement
CustomerFocused
Performance
Management
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National Governor’s Association
Delivering Results Initiative
As chair of the NGA, Governor John
Hickenlooper chose to focus the efforts of
his annual initiative on improving the
efficiency and cost-effectiveness of state
government operations. This initiative will:
• Showcase the success of governors leading
changes in governance and provide
opportunities for sharing best practices;
• Hold an experts meeting in Washington, D.C.;
• Hold a Delivering Results Summit in Denver,
Colorado;
• Produce a governor’s guide, The Who, How
and What of Delivering Results, as well as
webinars, webcasts and issue briefs to broadly
disseminate the results of the initiative.
Change the Who of state
government by recruiting and
retaining the employees necessary
to provide the best future
government services, including
harnessing employees from the
private sector.
Change the How of delivering
services to citizens by adopting
Lean processes, using new
technologies, empowering
employees to focus on customer
service, and reducing unnecessarily
rigid regulation.
Change the What of policies
and programs by using the growing
volume of research to inform
policymakers about what works.
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For more information on Colorado’s
Lean Program
Visit…
www.colorado.gov/ospb/
…and click the “Lean” link in the upper right corner
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