1080 Strategic Planning | ADMINISTRATION-5600-MANUAL

Performance information can help address a number of questions such as whether programs are contributing to their stated goal, well coordinated with related initiatives at the state level, and targeted to those most in need of services or benefits. It can also provide information on what outcomes are being achieved, whether resource investments have benefits that exceed their costs, and whether program managers have the requisite capacities to achieve promised results. Performance expectations are expressed in Georgia’s Aging Network through the Division of Aging Services’ agency plans, results measures, goals and objectives, the use of government performance and reporting criteria, and public input.

GPRA requires federal agencies to develop performance plans and set specific, measurable outcomes for their programs to achieve. Through annual performance reports, these agencies provide detailed information on their progress in meeting these objectives. Congress now uses this GPRA information to support its decisions on appropriation levels and reauthorization of programs.

The Administration on Aging (AoA) has initiated an effort to develop and field-test a core set of performance measures for state and community programs on aging operating under the Older Americans Act (OAA). Entitled the Performance Outcomes Measures Project (POMP) this initiative helps State and Area Agencies on Aging address their own planning and reporting requirements, while assisting AoA to meet the accountability provisions of the Government Performance and Results Act (GPRA).

Components of the Division of Aging Services’ (DAS) Operational Plan align with the Department of Human Resources’ Strategic Plan. Operational goals and objectives are developed which address targets to be accomplished in order for each office to progress towards the DHS vision and fulfill its statement of purpose. The operational objectives are specific, quantifiable targets that measure the accomplishment of a goal over a specified period.

HOSHIN can be translated as policy, planning, and deployment, or management by policy. It is a planning system that points the organization in the right direction, with a strong focus on setting organizational targets together with the means to reach the targets. The HOSHIN approach ties the organization together with a common sense of purpose and shared values and is currently being used by the Division to ensure that data are available and data are used. The HOSHIN planning cycle within DAS occurs every 4 years by the Leadership Team.

The Division of Aging Services began implementation of its HOSHIN plan to “Manage the Aging Network Using Data” in January 1998. As part of the HOSHIN, the Division, in partnership with Area Agencies on Aging (AAAs) and providers, developed a series of Results, Standards and Measures (RSMs) for services and programs. The RSMs provided a framework for measuring inputs, outputs and outcomes of services.

The Division uses the Baldrige award criteria for performance excellence. The Division sets high expectations, values employees and their input, communicates clear directions, and aligns the work of everyone to achieve organizational goals and optimize performance. The Baldrige criteria for performance excellence are built upon a set of eleven core values and concepts that are critical for successful organizations of any size and in any sector. They are the foundation for integrating key business requirements within a results-oriented framework that creates a basis for action and feedback. These core values and concepts are outlined below.

DAS leadership uses a cross functional team approach to integrate continuous improvement of processes and outcomes throughout the aging network.

The Division of Aging Services depends on measurement and analysis of performance to improve outcomes. A major consideration in performance improvement and “change management” involves the selection and use of performance measures. The measures selected should best represent factors that lead to improved performance in the areas of human resources, customer, financial and organization effectiveness, and represent a clear basis for aligning all activities within the Aging Network. This alignment of information and analysis would be reflected in the future development of strategic and operational plans, key success factors, area plans and the procurement process for the service delivery system.

Area plans constitute one of the fundamental planning documents for execution of aging programs. These comprehensive documents provide an overview of each area along with needed programs and services to meet client needs. Area Plans reflect most accurately the specific needs within the respective geographic areas of the state.

Results measures information is used to:

Public Hearings provide an opportunity to allow clients, advocates and the general public to relay their needs for services.

In addition, each Area Agency conducts public hearings and other events annually to obtain input and feedback on consumer needs and program effectiveness.

The State Plan on Aging is the comprehensive planning document that melds together all the objectives of other documents into one and guides the State Unit on Aging. Numerous plans are currently in place that impact the business of the Aging Network. Alignment of all existing plans is a crucial step to ensure consistency of our mission and strategic objectives. The State Plan will be revisited, as area plans and Requests for Proposals (RFPs) are developed to assure alignment.