Vision, Mission, and Strategies
The vision of the Chief Performance Office (CPO) is a modern Vermont State Government that fully leverages its resources to meet the needs of all Vermonters. The CPO's mission is to provide information, tools, expertise, and services that strengthen the state's ability to effectively solve problems, manage operations, and improve results.
The CPO employs the following strategies to achieve the office's vision and mission.
- Improve the knowledge, skill, and ability level of state employees by expanding and enhancing one off and progressive educational opportunities, improving and increasing access to resources, and developing a coaching network.
- Increase the effectiveness of supervisors, managers, and leaders by providing additional education opportunities and resources and conducting targeted programmatic engagements.
- Increase the awareness and practice of continuous improvement principles nd methodologies at the leadership level through regular training, expansion of the Executive Knowledge Network, and development of leader standard work resources and tools.
- Increase data literacy and data-driven decision making through targeted education, performance measure development and the creation of visual management tools.
- Increase utilization of existing tools and resources through increased promotion, best practice sharing, education, and direct assistance.
- Increase process throughput and productivity
In 2014, the Vermont State legislature passed Act 186 to collect information on how well State government is working to achieve desired population-level outcomes for Vermonters in order to determine how to best invest taxpayer dollars. The population-level outcomes (e.g., Vermont has a prosperous economy, Vermonters are healthy, etc.) and indicators (e.g., unemployment rate, percent of adults who smoke cigarettes) in Act 186 were developed using results-based accountability (RBA), which uses ends-to-means thinking to improve the quality of life for communities and/or the performance of programs. This was Vermont's first step towards performance accountability and continuous improvement.
Act 186 is divided into the three parts with the following requirements pertaining to the CPO.
- 3 V.S.A. § 2311. Annually, the Chief Performance Officer within the Agency of Administration shall submit to the General Assembly the Annual Outcomes Report demonstrating the State's progress in reaching the desired population-level outcomes. See the Performance Reports section below for links to past reports.
- 3 V.S.A. § 2312. The Chief Performance Officer shall designate an employee in each agency of State government to be a Performance Accountability Liaison (PAL) to the General Assembly. The liaison is responsible for reviewing with the legislature any population-level outcomes and indicators to which that agency contributes.
- 3 V.S.A. § 2313. CPO shall assist agencies, as necessary, in developing performance measures for contracts and grants.
The CPO, in collaboration with the Department of Finance and Management, has also been tasked with developing the annual Programmatic and Performance Measure Budget (PPMB) Report. This report fulfils the requirements in 32 V.S.A. § 307(c)(2) to report on the programmatic performance measures used to demonstrate the outputs and results of the Governor's budget. See the Performance Reports section below for links to past reports.
PIVOT Executive Order
The role of the CPO has expanded beyond the statutory requirements over time in order to better develop a culture of performance accountability and continuous improvement in state government. In January 5, 2017, Governor Phil Scott established the Program to Improve Vermont Outcomes Together (PIVOT) in E.O. 17-04, as part of his Government Modernization and Efficiency plan. PIVOT combines results-based accountability and lean process improvement into a unified effort to achieve the Governor's strategic plan and create a modern government that provides efficient and effective services and programs for Vermonters. PIVOT kickstarted many efforts to develop a culture of performance accountability and continuous improvement across state government, such as by establishing a steering committee to develop the state's continuous improvement training program.
The CPO provides a variety of services to State of Vermont employees, supervisors, managers, and leaders. Please reach out to the CPO using the contact information below for support in any of the following areas.
- Staff Development and Support. Maintaining a well-trained and well-qualified workforce is a necessity for any organization. The CPO plays a critical role in bolstering the knowledge, skills and abilities of Vermont state employees through the following activities:
- Offering trainings and professional development related to structured problem solving, performance measurement, project management, change management, facilitation, data analysis, software usages, supervision, operational management, strategic planning, etc.;
- Managing an active and growing professional learning community;
- Coaching and mentoring staff; and
Providing one-on-one consultation.
- Process Management, Improvement and Automation. There are many different methodologies and tools available to Vermont State Government which, when used properly, can significantly increase productivity, improve staff morale, and reduce costs. The CPO brings these methodologies and tools to bear in the following ways:
- Consulting on various projects, efforts, and initiatives;
- Developing and providing approaches, templates, and guides;
- Promoting and educating staff about existing solutions and technological tools; and
Actively building solutions.
- Project Support and Consultation. Any substantive change, large or small, that occurs within an organization can be seen as a project with a beginning and an end, tasks to accomplish, and results to achieve. The success of projects is often tied to the effectiveness of how they are managed (both the technical and human aspects) throughout their lifecycle. The CPO provides project support by:
- Consulting on project scope, goals, deliverables, and resource needs;
- Creating a project approach and identifying useful tools;
- Developing trainings, templates, and guides;
- Coaching sponsors and champions through project implementation; and
Assisting with the development of reporting mechanisms to track success.
- Meeting Design and Facilitation. Much of the work of Vermont State Government is accomplished through collaborative means, primarily taking the shape of meetings both large and small. How meetings are designed and facilitated can have both positive and negative impacts on the organization’s effectiveness. The CPO has several approaches and tools in it’s repertoire which it can offer related to meeting structure and management. The CPO can:
- Assist in the development of a structured agenda which includes specific deliverables and objectives;
- Assist with communications and logistics;
- Plan, manage, and facilitate a variety of conversations and topics; and
Document discussions and outcomes.
- Research, Data Analysis and Reporting. Data is an important component of any decision making process and when used properly can help inform policy, direction, and necessary change. The CPO is capable of:
- Conducting background research;
- Evaluating data sources;
- Collecting, cleaning and analyzing qualitative and qualitative data;
- Building visual management systems and tools;
- Developing conclusions and recommendations; and
Summarizing results and developing reports.
- Organizational Assessment and Planning. Vermont State Government is constantly under pressure to deliver products and services in the best way possible and to identify ways to improve effectiveness and efficiency. To do that, it is important that any unit understand what it is trying to achieve and where it may be falling short so that a plan of action can be developed and implemented. The CPO assists in this by:
- Assisting in the development of goals, priorities, projects, and strategies;
- Evaluating roles and reporting structures, identifying duplication or overlap, restructuring operations, increasing efficiency, and improving employee engagement;
- Analyzing the effectiveness and efficiency of programs, services, work units, or functions;
- Assessing stakeholder or partner relationships and developing strategies to solicit and use stakeholder input more effectively, build partnerships, and improve collaboration; and
- Making recommendations to sustain improvement over the long term.
Justin Kenney, Chief Performance Officer
109 State Street, 5th Floor
Montpelier, VT 05609-0201
Fax: (802) 828-2428
Katie Bockwoldt, Performance Improvement Advisor
109 State Street, 5th Floor
Montpelier, VT 05609-0201
Phone: (802) 261-1099
Programmatic Performance Measure Budget Report (32 V.S.A. §307 (c)(2))
- FY 2024 Programmatic and Performance Measure Budget Report
- FY 2023 Programmatic and Performance Measure Budget Report
- FY 2022 Programmatic and Performance Measure Budget Report
- FY 2021 Programmatic and Performance Measure Budget Report
- FY 2020 Programmatic and Performance Measure Budget Report
- FY 2019 Programmatic and Performance Measure Budget Report
- FY 2018 Programmatic and Performance Measure Budget Report
- FY 2017 Programmatic and Performance Measure Budget Report
- FY 2016 Programmatic and Performance Measure Budget Report
Annual Outcome & Indicators Report (3 VSA §2311 (c))
- Outcomes Report Clear Impact Scorecard
- 2022 Outcomes Report
- 2021 Outcomes Report
- 2020 Outcomes Report On-Line Scorecard [PDF, Reporting Template]
- 2019 Outcomes Report On-Line Scorecard [PDF]
- 2018 Outcomes Report On-Line Scorecard [PDF]
- 2017 Outcomes and Indicator Report
- 2016 Outcomes and Indicator Report
- 2015 Outcomes and Indicator Report
- 2014 Outcomes and Indicator Report
Program to Improve Vermont Outcomes Together (established E.O. 0417)
- Targeted Action Plan Report July 2018 [with Dashboard]
- Targeted Action Plan Report December 2017
- Targeted Action Plan Submission Report June 2017