Documente Academic
Documente Profesional
Documente Cultură
Performance Measurement
System
Performance
Measurement Team/
Department of
Management & Budget
June 2006
Objectives
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Todays Schedule
8:30-10:00
10:00-10:15 Break
Definition
Performance measurement is the
regular systematic collection,
analysis and reporting of data that
tracks resources used, work
produced and whether specific
outcomes were achieved.
Performance Measurement
and the Budget
Timeframe
Agency Duties
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Relationship to
Strategic Planning
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Strategic Planning/Performance
Measurement Hierarchy
Mission/Vision/Values
Goals
Objectives
Measures/Targets
Activities/Strategies
(Initiatives)
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Linking Measures to
Strategic Planning
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Performance Measurement
Concepts and Terminology
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Performance Indicators
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Input
Output
Efficiency
Service Quality
Outcome
Explanatory Data
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input
output
efficiency
service quality
outcome
Input Indicators
Output Indicators
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Efficiency Indicators
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Cost per unit: cost per ton of refuse collected, cost per
prisoner boarded, cost per transaction, etc.
Productivity: hours per consumer complaint, plans
reviewed per reviewer, etc.
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Outcome Indicators
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Service
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The Focus
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center goals
z Service areas
z Service area objectives
z Performance indicators
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Four-Step Methodology
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Step 1 (contd)
Cost Center Goal Statement
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Step 1 (contd)
Cost Center Goal Template
To provide/produce (service or product)
to (customer)
in order to (statement of accomplishment).
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Step 1 (contd)
Cost Center Goal Example
Maternal and Child Health Services
To provide maternity, infant and child health
care and/or case management to at-risk
women, infants and children in order to
achieve optimum health and well-being.
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Step 2: Identify
Service Areas
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Step 2 (contd)
Identifying a Service Area
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Step 3: Define
Service Area Objectives
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Step 3 (contd)
Service Area Objectives
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Output
Efficiency
Service
Quality
Outcome
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Definition
Resources used to produce an output.
Example
Cost (direct costs plus fringe
benefits)
Staff hours
Residential properties assessed
Quantity or number of units produced.
Activity-oriented, measurable and usually Clients served
Calls responded to
within managerial control.
Inputs per unit of output or
Cost per appraisal
Outputs per input.
Appraisals per appraiser
Timeliness, accuracy and/or customer
Errors per data entry operator
satisfaction of the service provided.
Response time
Percentage of customers
satisfied
Job trainees who hold a job for
Qualitative consequences associated
with a program/service. Focuses on the more than six months
ultimate why of providing a service.
Step 4 (contd)
Input Indicators
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Step 4 (contd)
Cost as an Input Indicator
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Step 4 (contd)
Output Indicators
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Step 4 (contd)
Output Indicators
Service Area
Delinquent Tax
Collection
Probate Processing
Juvenile CommunityBased Residential
Services (CBRS)
Fire Suppression
Senior-Based
Services
Library Circulation
Materials
Human Resources
Custodial Services
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Indicator
Delinquent taxes collected ($)
Fiduciary appointments conducted
CBRS child care days provided
Incidents responded to
Clients served
New materials circulated
Vacancies filled
Square footage cleaned
Step 4 (contd)
Efficiency Indicators
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Step 4 (contd)
Efficiency Indicators
Service Area
Delinquent Tax
Collection
Probate Processing
Juvenile CommunityBased Residential
Services (CBRS)
Fire Suppression
Senior-Based
Services
Library Circulation
Materials
Human Resources
Custodial Services
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Indicator
Cost per delinquent dollar collected
Cost per fiduciary appointment
CBRS cost per placement
Step 4 (contd)
Service Quality Indicators
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Examples
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customer surveys
response logs
error rates
Step 4 (contd)
Service Quality Indicators
Service Area
Delinquent Tax Collection
Probate Processing
Juvenile Community-Based
Residential Services (CBRS)
Fire Suppression
Senior-Based Services
Library Circulation Materials
Human Resources
Custodial Services
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Indicator
Percent of bills deliverable
Average waiting time (in weeks)
Percent of parents satisfied with
CBRS
Average suppression response
time
Percent of clients satisfied with
services provided
Browsing fill rate
Satisfaction rate with vacancy
processing
Percent of customers satisfied with
custodial services
Step 4 (contd)
Customer Satisfaction
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Step 4 (contd)
Outcome Indicators
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Step 4 (contd)
Outcome Indicators
Service Area
Delinquent Tax
Collection
Probate Processing
Juvenile CommunityBased Residential
Services (CBRS)
Fire Suppression
Senior-Based Services
Library Circulation
Materials
Human Resources
Custodial Services
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Indicator
Percent of delinquent taxes collected
Percent reduction in waiting time
Percent of CBRS-discharged youth with no
new convictions for one year
Fire deaths per 100,000 population
Fire injuries per 100,000 population
Percent of clients who remain in the
community after one year of service or
information
Percent of collection checked out an average
of 9 times during the first year of ownership
Average recruitment time
Percentile comparisons of cost per square foot
to IFMA standards
Service
Area
Immunization
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Service
Area
Objectives
To improve the
immunization
completion rate of
children served by the
HD by 3 percentage
points from 77% to
80%, toward a target
of 90%, which is the
Healthy People 2010
goal.
Service
Input
Output Efficiency
Quality
Indicator Indicator Indicator Indicator
Vaccines Cost per
Percent of
Budget
given
vaccine
parents
and
satisfied
actual
with
costs
service
Outcome
Indicator
Percent with
ageappropriate
immunization
Another Approach
The Logic Model
Begin with the end in mind
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A picture of a program
A way to show the relationship between what
we put in (inputs), what we do (outputs) and
what results occur (outcomes)
Sequence of if/then relationships
Core of program planning and evaluation
Logic Model
Inputs
Outputs
What we
invest
What we do
(Strategies)
Staff
Dollars
Volunteers
Materials
Equipment
Technology
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Workshops
Outreach
Inspections
Outcomes
Short-term
Awareness
Knowledge
Attitudes
Skills
Medium-term
Behavior
Decisions
Policies
Long-term
Conditions:
Environment
Social
Economic
Civic
Outputs
What we
invest
What we do
(Strategies)
Staff
Dollars
Volunteers
Materials
Equipment
Technology
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Training
Inspections
Emergency
response
Outcomes
Short-term
Medium-term
Inspections
Suppression
responses
Public education
Response time
Fire containment
Prevalence of
smoke detectors
Long-term
Protection of
lives and
property
(fire deaths/
Injuries, fire
loss, etc.
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Not Acceptable
Complaint Processing
Investigations
To increase the number of
complaints handled
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Unacceptable
Increase the number of
localities with comprehensive
teen services from 20 to 27.
50,000 teens will attend Teen
Pregnancy Prevention
Education Seminars.
Benchmarking
FIRE AND RESCUE:
Total Structure Fire Incidents Per 100,000 Population
San Jose, CA
Las Vegas, NV
San Antonio, TX
Fairfax County, VA
Tucson, AZ
Austin, TX
San Diego, CA
Prince William County, VA
Phoenix, AZ
Dallas, TX
Portland, OR
Oklahoma City, OK
Richmond, VA
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Benchmarking
POLICE:
UCR Part I Violent Crimes Reported Per 1,000 Population
Fairfax County, VA
1.0
San Jose, CA
3.7
Austin, TX
5.1
San Diego, CA
5.9
San Antonio, TX
6.0
Phoenix, AZ
7.0
Miami-Dade County, FL
8.3
Oklahoma City, OK
8.8
Tucson, AZ
9.1
Dallas, TX
13.6
Richmond, VA
14.3
0
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Benchmarking
HEALTH AND WELFARE:
Percent of Low Birthweight Babies
Arlington County
5.9%
6.6%
City of Alexandria
6.7%
Loudoun County
6.9%
Fairfax County
7.1%
Chesterfield County
7.7%
Statewide Average
8.4%
8.7%
City of Fairfax
8.8%
Henrico County
9.1%
City of Norfolk
10.3%
City of Richmond
12.2%
0%
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14%
Setting Targets
Stretch but Realistic
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Benchmarking
National standards
Mandates
Board direction
Past performance
Internal goals
Helpful Hints
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Be Sure To:
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Quantify objectives
Associate objectives with an outcome
Word outcomes the same as objectives
Provide a complete Family of Measures
Avoid confusing indicators (e.g., efficiency and
service quality)
Reference the correct baseline to target year for
objectives
Define service areas by program
objective/customers rather than process function
Performance Measurement
Resources
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Measures Up manual
Staff
Agencys DMB analyst
PM Team (listed in manual)
Performance Measurement Library in DMB
County Intranet http://infoweb/DMB
Newsletter, PM Matters
Brownbag lunches
Exercise:
Scenarios to be distributed
z Work through 4-step methodology for
service area you have been given
z Be prepared to discuss your measures
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