Performance Metrics & Goals
About the Performance Management Program
The Baker-Polito administration is committed to improving the experience citizens have with state government in a measurable way. Each agency is tasked with identifying its critical citizen-facing services and publicly reporting its ability to deliver a better experience for the customer. By focusing on speed, simplicity and efficiency, agencies can improve service delivery and customer satisfaction with state government services.
In accordance with Chapter 6A of the General Laws (as amended by Section 8 of Chapter 46 of the Acts of 2015), the agencies of the Executive Office of Housing and Economic Development have identified the following metrics and targets. At the direction of Governor Baker, each agency has identified 1-3 customer-focused metrics and a target improvement of those metrics.
FY18 Performance Metrics
By March 1, 2018, the agencies will report on their progress toward achieving the FY18 targets.
Housing and Economic Development - Secretary Jay Ash
|Executive Office of Housing and Economic Development (EOHED) – Executive Office||Continue the formal business calling program to ensure that all state entities that call on Massachusetts’ business community, including quasi-public agencies, engage these businesses in a coordinated fashion.||Over a 12 month period, the Executive Office of Housing and Economic Development will complete 50 calls/meetings with businesses in the Commonwealth in order to be responsive to their business needs.|
|Department of Housing and Community Development (DHCD) – Executive Office||Increase affordable housing options and examine and revise regulations for the disposition of state-owned land through the Open for Business Initiative in collaboration with EOHED, MassDOT, and DCAMM.||Designate two parcels of state-owned land for housing development, including affordable and workforce housing.|
|DHCD —Division of Community Services||Further reduce the home heating energy burden of those households with the lowest incomes and the highest energy burden.||Increase the burden reduction targeting index for High Burden Households by 2% to move closer to the 100% target.|
|DHCD —Division of Housing Development||Increase the number of supportive housing units for homeless families and individuals.||Produce and/or preserve 150 supportive housing units.|
|DHCD —Division of Housing Stabilization||Maximize the use of HomeBASE as a diversion strategy to work towards the elimination of hotels and motels as overflow shelters.||Divert 25% of Emergency Assistance eligible families from shelter placement through use of HomeBASE household assistance.|
|DHCD —Division of Housing and Rental Assistance||Improve the performance of rental assistance program administrators in order to ensure the highest quality service to the Commonwealth’s low-income families.||The three Regional Administering Agencies with the lowest performance scores will see an improvement in score of 3% each. Average overall performance score will be 92%|
|Office of Consumer Affairs and Business Regulation (OCABR)—Executive Office||Continue consumer outreach through consumer education programs and events.|
Attend or host 160 consumer outreach events and/or forums.
|OCABR – Division of Banks||Better protect and educate consumers by participating in consumer initiative events including America Saves Week, First Time Home Buyer, and Credit for Life.||Participate in 35-40 consumer events.|
|OCABR – Division of Insurance||Reduce consumer complaint processing time and create a process for the regular review and revision of consumer guides.||Review agency personnel needs; reduce processing time by 10%; complete review and revision of consumer guides by July 1, 2017.|
|OCABR – Division of Professional Licensure||Reduce the license application processing time for applications submitted to DPL boards of registration.||Process all completed applications submitted to DPL boards within 30 days.|
|OCABR – Department of Telecommunications & Cable||Increase educational interactions between the Department and consumers.||Partner with municipalities and non-profit agencies to raise consumer awareness. The Department will conduct 37 outreach events in FY18.|
|OCABR – Division of Standards||Respond more quickly to complaints assigned to state and local inspectors.||All complaints will be investigated, and the results reported to DOS, within 7 business days.|
|Massachusetts Office of Business Development (MOBD)||Increase outreach to businesses, especially small businesses, to better understand their needs and what they require to remain competitive.||MOBD staff will hold 300 company meetings, and 250 meetings with municipalities, partner organizations and Regional Economic Development Organizations.|
|Massachusetts Marketing Partnership (MMP)||Promote Foreign Direct Investment. Support Small Business via STEP Grant. Foster relationships with Diplomatic Corps.||Organize and attend 15 events with industry groups, federal agencies, Consulates and Academia to promote FDI; administer STEP Grant for 50 small business; support the Diplomatic Corps by hosting 15 visiting dignitaries, foreign officials and delegations.|
Section 8 of Chapter 46 of the Acts of 2015
SECTION 8. Chapter 6A of the General Laws is hereby amended by striking out section 4A, as appearing in the 2014 Official Edition, and inserting in place thereof the following section: - Section 4A. In coordination with the office of the governor, each secretary shall, at the executive office and agency level: (i) develop measurable, outcome-based performance goals and a focused set of performance metrics to track progress and execution; (ii) measure performance on an ongoing basis against the goals and metrics; and (iii) establish strategies to improve government performance informed by the goals and metrics. Each secretary shall, in coordination with the office of the governor, make the performance goals and the secretary’s progress in reaching those goals available annually online not later than March 1.
FY17 Performance Metrics, Goals & Progress
This is the preliminary report on the progress toward achieving the FY17 targets, reported as of 2/23/2017.
Housing and Economic Development – Secretary Jay Ash
(as of 2/23/2017)
|Executive Office of Housing and Economic Development (EOHED) – Executive Office||Institute a formal business calling program, encompassing all state entities that call upon the business communities, including quasi-public agencies, to engage Massachusetts’ top businesses in a coordinated fashion.||Over a 12 month period, the Executive Office of Housing and Economic Development will reach out to the top 50 businesses in the Commonwealth to be responsive to their business needs.|
(1) Continued support for GE development;
(2) Meetings with 40 significant companies to date;
(3) Continued support for key clusters and employers through Mass Life Sciences Center and Financial Services Advisory Council;
(4) To date, 13 significant business development deals and 6,091 jobs.
|Department of Housing and Community Development (DHCD) – Executive Office||Increase affordable housing options and examine and revise regulations for the disposition of state-owned land through the Open for Business Initiative in collaboration with EOHED, MassDOT, and DCAMM.||Use 2 parcels of state-owned land for affordable housing development.||Through the Open for Business Initiative, four sites have been designated for housing (all include affordable and/or workforce units): Beverly, Boston/Kneeland St, Mattapan and Truro.|
|DHCD —Division of Community Services||Increase the number of households served and increase the number of households able to avoid energy shutoffs.||Reduce number of benefit appeals by two percent through improved training and technical assistance to LIHEAP agencies. Reduce turnaround time on DHCD’s response to appeals by an average of three days.|
Number of appeals for FY16 through January was 26. Appeals for FY 17 through January 31 total 14 – to date, a 46% reduction.
Average turnaround time for appeals: FY 16 was 33 days. FY 17 currently 14 days, a 19 day (57.5%) reduction.
|DHCD —Division of Housing Development||Increase the number of supportive housing units for homeless families.||Produce and/or preserve 150 units.||87 supportive housing units produced/ preserved to date.|
|DHCD —Division of Housing Stabilization||To maximize the use of HomeBASE as a diversion strategy to work towards the elimination of the use of hotels and motels as overflow shelters.||Divert 25% of Emergency Assistance eligible families from shelter placement through use of HomeBASE household assistance.||DHCD has diverted 20%, or 509, families from shelter placement through the use of the HomeBASE household assistance benefit. Based on current trends, DHCD anticipates achieving a 22% diversion rate.|
|DHCD —Division of Housing and Rental Assistance||Improve the performance of rental assistance program administrators in order to ensure the highest quality service to the Commonwealth’s low income families.||Increase overall performance standards for all Regional Administering Agencies to 92% on time and error-free administration and reporting.||Average overall performance score is 93%. Four of eight Regional Administering Agencies saw a decrease in their errors and late reporting and an increase in their performance scores.|
|Office of Consumer Affairs and Business Regulation (OCABR)—Executive Office||Expand consumer outreach by increasing OCABR and agency consumer education programs and events.||Establish partnership with Office of Elder Affairs to expand outreach to the elderly community; and hold 60 consumer outreach events.||As of 1/31/17: 92 presentations to consumer groups, 61 of which were to senior citizens. 8 Consumer Forums conducted on different issues including 4 listening sessions held around the state.|
|OCABR – Division of Banks||Better protect and educate consumers by participating in consumer initiative events including America Saves Week, First Time Home Buyer, and Credit for Life.||The Division of Banks will participate in 35 consumer events.||As of 1/31/17, the Division has participated in 16 outreach events, putting it on pace to exceed a goal of 35 events through June 2017.|
|OCABR – Division of Insurance||Improve response times to consumer service needs.||Decrease by 50% the response time for consumer complaints, and update the consumer resources guides.||While DOI has made progress in printed brochures and in updating and revising consumer guides and Q&As on its website, these efforts have not proven successful and the average response time increased by 7%.|
|OCABR – Division of Professional Licensure||Reduce the average license application processing time for applications submitted to DPL boards of registration offering licensure in the trades. Relevant DPL boards of registration include: Board of State Examiners of Electricians; Board of State Examiners of Plumbers and Gas Fitters; and the Board of Examiners of Sheet Metal Workers.||Process all completed applications submitted to the DPL trades boards within 14 days.||The Boards of State Examiners of Electricians; Plumbers and Gas Fitters; and Sheet Metal Workers process all completed applications within 14 business days.|
|OCABR – Department of Telecommunications & Cable||Increase educational interactions between the Department and consumers.||Partner with municipalities and non-profit agencies to raise consumer awareness and increase the number of consumer outreach events. The Department's goal is to conduct 35 outreach events in FY17.||The Department has conducted a total of 25 outreach events in partnership with municipalities and non-profit agencies such as community action program, Councils on Aging, Senior Centers and local Veterans’ Service Offices. To ensure the Department meets the FY2017 goal, we anticipate hosting an additional 10-15 events by the close of FY2017.|
|OCABR – Division of Standards||Improve the issuance process for all licenses and registrations.||All properly executed license applications are processed within two days of receipt, a 50% reduction.||All properly executed license applications were processed within 2 days of receipt.|
|Massachusetts Office of Business Development (MOBD)||Increase outreach to businesses to better understand the needs of competitive businesses.||MOBD staff will hold 300 company meetings, 250 meetings with municipalities, partner organizations, and Regional Economic Development Organizations (REDOs).||As of 1/31/17 MOBD staff have met with 313 companies, and have had 533 meetings with municipal, partner organizations and REDOs.|
|Massachusetts Marketing Partnership (MMP)||Develop new relationships between Massachusetts industries, foreign consulates, and international partners.||Organize and attend events with industry groups, federal agencies, and Consulates, including hosting and welcoming visiting dignitaries, foreign officials, and delegations to Massachusetts. MMP will host 30 familiarization tours and/ or events, and 3 international business events.|
Hosted over 40 delegation visits from 35 different countries, including meeting with the Governor and/ or Lt. Governor.
Co-hosted over 8 events with foreign entities to promote MA and foreign businesses.
Managed MA Pavilions at German and UAE Trade Shows.
Supported Governor-led Israeli Trade Mission.