2.1 Technical Methodology
Targets do not exist, or defined without an understanding of baseline performance, trends, the connection between strategies and results or analysis of what is feasible to achieve.
Evidence-based and data-driven methodology for calculating targets under development. Baseline data being assembled and reviewed. Analysis of historical trends initiated.
Evidence-based and data-driven methodology for calculating targets has been developed and documented. Target parameters defined (format, geography/ scope and time horizon). External and internal influencing factors have been identified and documented (e.g., resource constraints, capital project commitments, demographic trends.) and are being considered in future performance forecasts. Influencing factors also used to assess risk. Analytical tools support target calculations.
Agency has used an evidence-based and data-driven methodology for calculating targets for more than one cycle. Agency has the capability to analyze actual performance against target, diagnose reasons for variances, and make adjustments accordingly. Target calculations take into account cross performance area tradeoffs and changes in agency goals and priorities.
Agency has applied the evidence-based and data-driven methodology for calculating targets for multiple cycles. Approach is being continually refined based on experience to account for a range of situations; data and tools are periodically enhanced to better support the target setting business process.
2.2. Business Process
Target setting process is ad-hoc and not coordinated across performance areas.
Coordinated and collaborative target setting process under development. Staff responsibilities and roles being clarified. Purpose of the target both internally and externally being established. Benchmarking information being gathered.
Target setting process including roles and responsibilities and steps to formally approve targets has been established and documented. The information to be considered in target setting is documented. A regular schedule has been set allowing for as-needed flexibility for adjustment. There is a common understanding of how different targets will be used.
Agency has undergone target setting process for more than one cycle. Collaboration and coordination across performance areas is well established. Process is an integral component of planning, budgeting, staffing, and employee performance evaluations. A key trigger for the re-assessment of targets is performance results.
Agency has applied target setting process for multiple cycles. Support of target setting and understanding of its value spread across the agency. Approach is being continually refined as needed to address organizational structure changes.