Strat Plan Model

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What is Performance Measurement?

• Performance measurement can be defined as
• the process of routinely measuring the
• outputs and outcomes produced by a project,
• thereby allowing one to assess the
• effectiveness of project investments and
• activities

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Terms

• Inputs resources allocated to a program
• Outputs products, services or funded activities
• Outcomes intended results of a program
• Intermediate outcomes lead to end outcomes
• End outcomes intended impact on society
• Performance Measure measure associated with
  achievement of objective(s)
• Performance Indicator An assumed indicator of
  performancefrequently a number or percentage

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Assumed Causal Chain of Events
Enhanced Integration
Enhanced Decisions
Integration Planning
Better Criminal Records
Enhanced Public Safety
Integration Implementation
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Assumed Causal Chain as Inputs, Outputs, and
Outcomes
Funding
Input
Integration Planning
Output
Integration Implementation
Output
Enhanced Integration
Intermediate Outcome
Better Criminal Records
Intermediate Outcome
Enhanced Decisions
Intermediate Outcome
Enhanced Public Safety
End Outcome
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Outcomes and Performance Measures

• Outcomes are the benefits or results gained by
  reaching goals, achieving objectives and
  resolving strategic issues
• Performance Measures are specific, measurable,
  time-bound expressions of future accomplishment
  that relate to goals, objectives and strategic
  issues

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• Strategic Goal 3 Identify and recommend cost
• effective biometric identification applications
• Objective 3.1
• By September 2004, research, identify, and
  recommend technological applications
• that support biometrics for rapid identification.
• Objective 3.2
• By September 2004, research, identify, and
  evaluate the costs and benefits of
• biometric identification applications.
• Outcomes
• Increased knowledge of biometric technologies
• Improved cost-effective biometric
  identification solutions
• Performance Measures
• Number of research projects on biometric
  technological solutions completed
• by September 2004
• Number of research projects on costs and
  benefits of biometrics completed
• by September 2004
• Number of research reports presented to the
  Governing Body

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Stakeholders must agree on performance measures
in advance

• Perceived performance is an agreed-upon construct
• Criteria for defining performance should be
  negotiated by stakeholders (and governing body)
  in advance of the PM process
• Stakeholders will value outcomes differently
  depending on their role within (or relative to)
  the justice enterprise

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Use scenario approach to reach agreement and
define performance

• Bring stakeholders together to reach consensus on
  the desired state of integration
• Define the current state of integration
  (baseline)
• Quantify gap between current state and desired
  state
• Define desired outcomes
• Develop objectives and performance measures

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Performance measurement caveats

• Most people (including your employees and
  consultants) can learn to make the measures come
  out the way they think you want them to, while
  exerting a minimum of effort in actually
  improving a process
• Always question the measures youve defined,
  keeping in mind that the people applying them
  could find ways of boosting the measures without
  really improving anything
• Test each measure to determine if it operates as
  expected. Does it always go one way when things
  get better and the other when things get worse?

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Sample Indicators

• Quantitative Indicator Measurement of time from
  opening service ticket to closing ticket
• Quantitative Indicator Measurement of time call
  was received to time ticket was opened.
• Qualitative Indicator Measure of customer
  reaction to quality of service
• Why would any one of these indicators be
  inadequate in isolation?

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Family of related measures

• Produce x widgets per hour
• Produce x widgets per hour without exceeding y
  dollars
• Produce x widgets per hour without exceeding y
  dollars with only one full-time employee
• Produce x widgets per hour without exceeding y
  dollars and with only one full-time employee and
  generating z units of waste
• Produce x widgets per hour without exceeding y
  dollars with only one full-time employee and
  generating z units of waste and at a zero defect
  rate

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Performance measurement musts

• Early and often, measure and evaluate progress
  toward the goals, objectives and outcomes defined
  by the governing body
• Continually verify that defined measures actually
  correspond with the achievement of goals,
  objectives and outcomes
• Resist overreaching measures of long-term,
  global outcomes tend to be unreliable.
• Performance measurement is complex and requires
  significant expertiseinvolve experts!

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Performance measurement indicators

• Number of meetings held by Standards Committee
• Number of research reports completed and
  published
• Percentage reduction in annual felonies
• Are these good indicators of performance?

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Sample Unitary Measure

• Number of criminal dispositions posted to
  criminal history repository
• - How can this measure be subverted?
• - Can this measure be improved by adding
  associated measures?

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Logic Model Framework
 
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Using Logic Model Framework to create performance
measures

• Bring stakeholders together to work through logic
  model and define activities, outputs and outcomes
• Reach consensus on measures related to
  activities, outputs and outcomes
• Adopt a set of indicators that will accurately
  reflect the measures

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Logic Model progression
Inputs
Activities
Outputs
Intermediate Outcomes
End Outcomes
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Populated Logic Model
 
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Working through the Logic Model
Inputs
Activities
Outputs
Intermediate Outcomes
End Outcomes
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Logic Model group process

• Use a focus group format
• Start with long-term (end) outcomes
• Work backwards from outcomes to inputs
• Make sure each layer is logically linked to other
  layers

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Why worry about all this?

• Projects have been de-funded to lack of
  performance measure data
• We are increasing asked to justify capital
  expenditures
• We are in an era of increased public
  accountability

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Final Points

• Old adage you cant improve what you cant
  measure moreover, if you dont measure, things
  will probably get worse
• You cant devise performance measures in a
  vacuum, you must involve stakeholders
• You cant measure everything so you must
  carefully select a set of measures/indicators
  that are true barometers of performance
• Involve experts when possible since performance
  measurement is tricky business
• Remember that performance measurement can be
  expensive and time consuming so dont even bother
  unless you intend to use the results to provide
  ongoing process feedback