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Chief Performance Office

Vision & Mission

The vision of the Chief Performance Office (CPO) is an efficient, effective and modern Vermont State Government that fully leverages its resources to meet the needs of all Vermonters. The CPO's mission is to empower state government to better solve problems, manage operations, and improve results.

Statutory Requirements

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.

  1. 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. 
  2. 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. 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.

Services 

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 several professional learning communities around continuous improvement and productivity tools;
    • Coaching and mentoring staff, managers, and leaders; and 
    • Providing one-on-one consultation.
  • Strategic Planning. Strategic planning is crucial for Vermont to set clear long-term priorities, allocate resources effectively, and adapt to changing circumstances. It helps the state optimize its decision-making and address the needs of its citizens while fostering accountability and efficient governance. The CPO assists in this by:
    • Advising on the collection of data and information needed to understand an organization's current operating environment;
    • Assisting in the development of strategies, performance targets, and actions;
    • Supporting the development of systems and processes for successful strategy deployment; and
    • Coaching managers and leaders in implementation of strategic plans.
  • Performance Assessment & Management. 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:
    • Evaluating the effectiveness and efficiency of programs and services;
    • Providing recommendations for improving team operations, communication, collaboration and employee engagement;
    • Assisting in the development of performance measures and management systems;
    • Coaching managers and leaders in improving team performance; and 
    • Making recommendations to sustain improvement over the long term.
  • Process Improvement and Problem Solving. 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 project scope, goals, deliverables, and resource needs;
    • Facilitating use of continuous improvement tools;
    • Promoting and educating staff about existing solutions and technological tools; 
    • Identifying and supporting development of no-code/low-code solutions
    • Coaching sponsors and champions through project implementation; and
    • Assisting with the development of process management systems for sustaining success.

Vermont's Continuous Improvement Training Program

The State of Vermont's Continuous Improvement Training Program is managed by the Chief Performance Office. The training program consists of 34 courses, ranging from 30 minutes to 4 hours each. Approximately one-third of the courses are recorded and on-demand, one-third are live in-person, and one-third are live on Microsoft Teams. Courses are organized into 9 badges and 3 recommended learning paths. Employees are encouraged to take any courses of interest to them even if they have no interest in achieving a badge or completing a learning path. 

Ci training program

Performance Reports

Programmatic Performance Measure Budget Report (32 V.S.A. §307 (c)(2))

Annual Outcome & Indicators Report (3 VSA §2311 (a))

Program to Improve Vermont Outcomes Together (established E.O. 0417)

Genuine Progress Indicator (GPI) and PEW-MacArthur Results First

Contact

Justin Kenney, Chief Performance Officer

109 State Street, 5th Floor

Montpelier, VT 05609-0201

Justin.Kenney@Vermont.gov

Phone: 802-461-6259

Fax: (802) 828-2428

 

Katie Bockwoldt, Director of Performance Improvement

109 State Street, 5th Floor

Montpelier, VT 05609-0201

Katie.Bockwoldt@Vermont.gov

Phone: (802) 261-1099