Performance Management for Justice Information Sharing

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Performance Management for Justice Information
Sharing
David J. Roberts Global Justice Consulting Bob
Roper, CIO/Director of JBITS Colorado Judicial
Branch Michael Dever State Policy Advisory,
BJA 2006 BJA/SEARCH Regional Information
Sharing Conference November 28, 2006 San Diego,
California
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Managing Performance

• Performance measurement, in simplest terms, is
  the comparison of actual levels of performance to
  pre-established target levels of performance. To
  be effective, performance must be linked to the
  organizational strategic plan. Performance-based
  management essentially uses performance
  measurement information to manage and improve
  performance and to demonstrate what has been
  accomplished. In other words, performance
  measurement is a critical component of
  performance-based management.

Source Will Artley, D.J. Ellison and Bill
Kennedy, The Performance-Based Management
Handbook, Volume 1 Establishing and Maintaining
a Performance-Based Management Program
(Washington, DC U.S. Department of Energy,
2001), p. 4.
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Universal IJIS Elements

• Definition The ability to access and share
  critical information at key decision points
  throughout the whole of the justice enterprise
• Scope Recognition that the boundaries of the
  enterprise are increasingly elasticengaging not
  only justice, but also emergency disaster
  management, intelligence, homeland security,
  first responders, health social services, the
  public, etc.
• Goal Get the right information, to the right
  people, all of the timeunderscores the need for
  dynamic information exchange

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Information Sharing Objectives

• 3 Universal Objectives
• Improve Public Safety and Homeland Security
• Enhance the Quality and Equality of Justice
• Gain Operational Efficiencies, Effectiveness, and
  Demonstrate Return on Investment (ROI).

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WHY EVALUATE A CJIS PROJECT?Are We Beyond the
trust me Stage?

• INFORMATION IS CONTROL
• PROVIDES FEEDBACK TO IMPROVE PRGM.
• PROVIDES INFO FOR RESOURCE ALLOCATION
• ENABLES EFFECTIVE PLANNING
• TESTS GENERALIZATIONS BASED ON INDIVIDUAL
  EXPERIENCES AND ASSUMP.
• MARKET TO AND DEVELOP SUPPORT AMONG FUNDING
  BODIES, CONSTITUENTS, AND STAFF

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In order to reach the goals and objectives, one
needs to measure and publish because, People
behave based on how they are measured.
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Public Safety Measures

• Increase the percentage of court dispositions
  that can be matched to an arrestthis will
  improve the quality of the computerized criminal
  history records
• Decrease the average response time to establish a
  positive identification following an arrest
• Reduce the number of incidents of criminal
  records being associated with the wrong person
• Reduce recidivism
• Decrease the amount of time it takes to serve a
  warrant
• Decrease the amount of time for law enforcement
  to have details on protection orders.
• Reduce the fear of crime in target neighborhoods
• Reduce the amount of time it takes users of the
  integrated justice system to respond to a request
  from the public
• Reduce the time it takes to complete a criminal
  history background check
• Reduce the number of agencies that cant
  communicate with each other.

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Quality of Justice Measures

• Reduce the number of civilian complaints against
  local law enforcement
• Reduce the number of continuances per case that
  result from scheduling conflicts between the
  courts, law enforcement, and prosecution
• Reduce the number of cases without a next
  scheduled event
• Reduce the average number of days or hours from
  arrest to arraignment
• Reduce the average time a defendant is held while
  waiting for a bond decision
• Reduce the time it takes for correctional
  facility intake
• Reduce the number of days it takes to process
  cases from arrest to disposition
• Reduce the number of false arrests.
• Reduce the amount of missing data.

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Efficiency/Effectiveness Measures

• Reduce the number of hours that staff spends
  entering data manually or electronically
• Reduce the costs of copying documents for justice
  organizations
• Reduce the number of hours spent filing documents
  manually
• Reduce the number of hours spent searching other
  governmental databases
• Increase the number of law enforcement personnel
  performing community policing tasks, instead of
  administrative tasks
• Increase the number of electronic data transfers
  between justice agencies

• Reduce the amount of missing information in
  criminal justice databases
• Reduce the number of corrections needed in
  databases maintained by CJIS agencies
• Decrease the number of warrants that never get
  entered into the state registry
• Increase the number of query hits on each agency
  database
• Reduce the number of hours it takes to enter a
  court disposition into the state criminal history
  repository

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Walking Thru an Example
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Specific Example
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Process vs. Impact Evaluations

• Process evaluations focus on how the initiative
  was executed the activities, efforts, and
  workflow associated with the response. Process
  evaluations ask whether the response occurred as
  planned, and whether all components worked as
  intended. Fundamentally, a process evaluation
  posits the question, Are we doing the thing
  right?
• Impact evaluations focus on the outcome (the
  what) of the initiative the output (products and
  services) and outcome (results, accomplishment,
  impact). Did the problem decline or cease? And if
  so, was the response the proximate cause of the
  decline? Fundamentally, the impact evaluation
  posits the question, Are we doing the right
  thing(s)?

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Establishing a Performance Management Program
The Six Steps to Establishing a Performance-Based
Management Program
Source Will Artley, DJ Ellison and Bill Kennedy,
The Performance-Based Management Handbook, Volume
1 Establishing and Maintaining a
Performance-Based Management Program (Washington,
DC U.S. Department of Energy, 2001)
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Step 1 Define Mission and Strategic Performance
Objectives

1. Mission statements identify the overall purpose
   for which the organization is organized.
2. Vision statements describe the future business
   environment and the role of the organization
   within it.
3. Value statements reflect fundamental beliefs and
   values guiding the agency, the nature of their
   responsibilities, and the philosophy underlying
   their approach.
4. Assumptions are also frequently discussed in
   strategic planning efforts, describing business
   environmental conditions that are expected in the
   future.
5. Business strategies identify how objectives are
   to be accomplished, e.g., community-oriented
   policing, integration of justice information
   systems, subscription/notification capabilities,
   etc.

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Step 2 Establishing an Integrated Performance
Management Framework

• Major Elements in Creating a Performance
  Management Framework
• Define the Relationship of Performance
  Measurement to the Strategic Planning Process
• Build the Performance Management Team
• Address Stakeholder/Customer Needs
• Understand Performance Measurement Terminology
• Manage Performance Measurement
• Accept Accountability for Measures
• Communicate
• Know How to Check/Test Your Measures
• Learn From Others
• What Do You Measure Yourself Against

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Performance Planning Template

• Performance Plan Template
  Defined/Action taken
• Mission/Vision/Values/Assumptions Relate project
  to Agency Mission/Vision, etc.
• Strategic Performance Objective 1 Defined
• Operation/Activity Title
• Purpose Describe purpose(s) of initiative
• Execution Define how youre going to do it
• Performance Target(s) Identify target(s) (e.g.,
  reduce violent crime by 10)
• Performance Measures How youre going to measure
  it
• Owner Person responsible/accountable
• Resources Resources needed for this initiative
• Budget Funding dedicated to this initiative
• FTE Staffing dedicated to this initiative
• Strategic Performance Objective 2 Defined
• Operation/Activity Title
• Purpose Describe purpose(s) of initiative
• Execution Define how youre going to do it
• Performance Target(s) Target(s) (e.g., reduce
  violent crime by 10)
• Performance Measures How youre going to measure
  it

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Step 3 Establish Accountability for Performance

• Building Accountability
• Authority refers to the power to influence or
  command thought, opinion, or behavior.
• Responsibility means that one is liable to be
  called to account as the primary cause, motive,
  or agent.
• Accountability, on the other hand, is an
  obligation or willingness to accept
  responsibility and to account for one's actions.
• Internal vs. External Accountability
• Internal Organizational Accountability Internal
  organizational accountability refers to the
  establishment of the upward and downward flow of
  accountabilities between management and
  individuals and teams within the organization.
• External Organizational Accountability In
  external organizational accountability, the
  organization answers to/reports to its
  stakeholders on both its organizational
  performance and organizational behavior.

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Step 4 Establish a Process/System for Collecting
Data to Assess Performance

• Develop a Plan
• Information Requirements
• Information Sources
• Data Collection Processes
• Data Collection and Reporting Frequencies
• Data Collection Costs
• Data Protection
• Data Quality
• Trial Run

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Step 5 Establish a Process/System to Analyze,
Review, and Report Data

• Data Analysis Strategies
• Assess the Quality of Data
• Employ Analytic Methods
• Calibrate Baseline Measures
• Test Hypotheses
• Know What to Measure
• Data PresentationHow Will the Data be Used and
  Reported?
• Create an Executive Dashboard

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Sample Executive Dashboard
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Step 6 Establish a Process/System to Use
Information to Drive Improvement

• Shape Organizational Culture
• Make Information Broadly Available
• Reengineer Business Processes
• Build Performance Management into Everyday
  Operations
• Executive Support and Organizational Commitment
  is Required
• Comprehensive System of Accountability and
  Responsibility is Required
• Flattens the Organization
• Identify Problems Early
• Ensure Progress and Keep Projects on Target
• Demonstrate Value

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Resources

• Will Artley, DJ Ellison and Bill Kennedy, The
  Performance-Based Management Handbook, Volume 1
  Establishing and Maintaining a Performance-Based
  Management Program (Washington, DC U.S.
  Department of Energy, 2001) at http//www.orau.gov
  /pbm/pbmhandbook/pbmhandbook.html
• John E. Eck, Assessing Responses to Problems An
  Introductory Guide for Police Problem-Solvers
  (Washington, DC Center for Problem-Oriented
  Policing, no date), at http//www.popcenter.org/To
  ols/tool-assessing.htm
• Michael Geerken, The Art of Performance
  Measurement for Criminal Justice Information
  System Projects, (Washington, DC U.S. Department
  of Justice, Bureau of Justice Assistance, 2006
  forthcoming)
• Robert H. Langworthy (ed.), Measuring What
  Matters Proceedings from the Policing Research
  Institute Meetings, (Washington, DC NIJ/COPS,
  July 1999, NCJ 170610), pp. 37-53.
• David J. Roberts, Law Enforcement Tech Guide
  Creating Performance Measures that Work! A Guide
  for Law Enforcement Executives and Managers to
  Assess and Measure Performance, (Washington, DC
  U.S. Department of Justice, Office of Community
  Oriented Policing Services, 2006 forthcoming
  from SEARCH and COPS)

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Performance Measurement Resources

• More information on GPRA and PART can be found
  at
• www.omb.gov/part
• www.results.gov
• www.expectmore.gov