{"id":31868,"date":"2021-02-03T18:47:17","date_gmt":"2021-02-03T18:47:17","guid":{"rendered":"https:\/\/caseyfamilyv2.wpengine.com\/michigan-performance-dashboards-2\/"},"modified":"2026-08-07T16:13:10","modified_gmt":"2026-08-07T16:13:10","slug":"paneles-de-rendimiento-de-michigan","status":"publish","type":"post","link":"https:\/\/www.casey.org\/es\/michigan-performance-dashboards\/","title":{"rendered":"\u00bfC\u00f3mo desarroll\u00f3 la Agencia de Servicios Infantiles de Michigan los paneles de rendimiento ejecutivo?"},"content":{"rendered":"\n
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By Lynda Blancato, Project Leader, and Scott Kleiman, Managing Director, Harvard Kennedy School Government Performance Lab*<\/p>\n\n\n

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In 2019, with support from the Harvard Kennedy School of Government Performance Lab, Michigan’s Children’s Services Agency designed new executive performance dashboards that offer a comprehensive picture of agency operations through 42 carefully selected metrics. This brief highlights the Michigan experience, and includes a list of metrics selected for use and an example dashboard – all of which can be used to inform other child welfare agencies as they take steps toward transforming their own systems.<\/p>\n

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For more detailed information about how effective dashboards can provide agency leaders high-level visibility into operational and outcome trends throughout the child welfare system and lead to action, see the companion brief, How can executive performance dashboards support child welfare agency effectiveness?<\/i><\/a><\/p>\n<\/div>\n \n \n \n <\/div>\n<\/div>\n\n\n

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Background<\/h2>\n \n \n \n

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New leadership at the Michigan Children’s Services Agency sought to revamp the performance dashboards regularly reviewed by the senior leadership team. The agency had existing dashboards but they were difficult for leaders to use to generate theories about how to change practice and to track whether those changes were contributing to better results.<\/p>\n

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Many of the original metrics were selected due to reporting requirements associated with a long-standing consent decree rather than their potential operational impact. The agency was at risk for new crises to hit with little warning, as few of the featured dashboards reflected measures that were known to be early indicators of longer-term system health or child and family outcomes. And while disaggregation by local offices was common, rarely did regional leaders get information about their performance over time, making it hard for them to know where they were making progress and where to offer further guidance within their teams.<\/p>\n

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Selecting the right metrics<\/h2>\n

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In developing the new dashboards, agency leaders began by brainstorming current areas of concern in agency operations and identifying “blind spots” in existing dashboards where leadership lacked a clear picture of performance.<\/p>\n

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For each major area of the child welfare system-centralized intake, field investigations, open cases, and out-of-home placements – the department prioritized the most important management questions in each of three performance categories: system capacity, program quality, and child and family outcomes. It then designed a dashboard metric to present data for each of these questions.<\/p>\n

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In addition, the department incorporated three other groups of metrics that would supplement those identified for specific functional areas:<\/p>\n

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