Director Consulting Services, Performance
Management
The Performance Institute
1515 North Courthouse Road, Suite 600
Arlington, VA 22201
Phone: 703-894-0481 - Fax: 703-894-0482 www.performanceweb.org
Desenberg@performanceweb.org

If you don’t know where you are going, any road will get you there.
–Lewis Carroll

To Plan?
To Comply?
To Manage?
To Optimize?
To Innovate?
What gets measured gets done.
–Peter Drucker

PERFORMANCE MEASURES
ALLOW YOU TO:

STRATEGIZE

COMMUNICATE

MOTIVATE

MANAGE

Performance management is not a new phenomenon—50 years of work in the making to link resources with results
– Budget Accounting Procedures Act (BAPA) of
1950
– Planning-Programming-Budgeting System (PPBS),
1965-1971
– Management by Objectives (MBO) 1973-1974
– Zero-Based Budgeting (ZBB), 1977-1981

• GPRA—(1993) Government Performance
Results Act
• PMA—(2001) President’s Management
Agenda
• PART—(2002) Program Assessment Rating
Tool
• Mandates focusing on performance and accountability—bottom line results

• OMB Tool to Evaluate Effectiveness of Program
Performance in Budget Submissions for Individual
Programs
• Designed to evaluate 20% of programs per fiscal year
• Methodological
• Standardized
• Evidence-based…and Transparent
• Consistent with Government Performance Results
Act (GPRA), 1993

• Program Relevance
Mission and purpose of program
• Program Planning
Focus on program’s strategic objectives
• Program Management
Stewardship by front-line managers
• Program Results
Program accountability to strategic objectives

• Competitive Grant Programs
• Block/Formula Grant Programs
• Regulatory-Based Programs
• Capital Assets and Service Acquisition
Programs
• Credit Programs
• Research and Development Programs
• Direct Federal Programs

• Root Cause of Failure: Poor Plans, Bad
Measures, Weak Management
– Lack of meaningful, results-oriented performance measures
– Failure to address management deficiencies identified by GAO, IG’s, et al.
– Ill-defined, conflicting, duplicative program purpose

• Causes for Success
– Good alignment towards Performance Plans
– Effective management of strategic plans
– Strong linkage between successful implementation of strategic goals

• Section One: 20%
• Section Two: 10%
• Section Three: 20%
• Section Four: 50%

• Clear agency mission
• Unique contribution
• Specific interest, problem or need
• Optimally Designed to address specifics

• Long-Term Performance Goals
• Annual Performance Goals
• Stakeholder Dialogue
• Budget-Performance Integration

• Collection of timely, credible performance information
• Manager Accountability
• Strict allocation of funds
• Budget-Performance Integration

• Demonstrable progress towards goals
• Achievement of annual goals
• Improvement in efficiencies and cost effectiveness
• Favorable performance to comprable programs

Performance Measurement Issues:
Manageable by PART
• Outcomes are extremely difficult to measure
• Are among many contributors to a desired outcome
• Have results that will not be achieved for many years
• Relate to deterrence or prevention of specific behaviors
• Have multiple purposes and funding that can be used for a range of activities
• Are administrative or process oriented

Performance Management in Non-profits translates a mission into reality and evaluates the results to all stakeholders
Transparency of Performance to:
– Donors
– Elected Leaders
– Senior Management
– Oversight Entities
– Employees
– Customers
– Partners
• Strategic Level
– Measure Progress on Issues
– Define & Validate Policy Strategies
– Enhance Stakeholder Satisfaction and Support
• Operational Level
– Drive Change to Implement
Organizational Strategies
– Ensure Compliance
– Achieve Efficiencies
– Improve Cycle Time
• Individual Level
– Improved Morale/Retention
– Achieve Clarity of Responsibilities

Effective Performance Measures are SMART
S PECIFIC
M EASUREABLE
A CCOUNTABLE
R ESULTS-ORIENTED (#1)
T IME-BOUND

End-Outcome: Reduce smoking-related deaths, illness and costs
Intermediate Outcome: “Reduce the number of new youth smokers (10-18) by 2% each year”
– Results-oriented: Youth smoking is where you can stop the habit before it takes hold and has a lasting health impact
– Specific: “number of new youth smokers (10-18)”
– Accountable: You have the ability to make it happen
– Measurable: “reduce by 2%”
– Time-Bound: “per year”

Selecting Performance Measures:
The Doctor Analogy
Outcome Goal (End Outcome):
Achieve and Maintain Proper Health and
Quality of Life
– Measures: Dozens…Pulse, Years Lived;
Satisfaction Survey, etc.
Objective Goals (Intermediate Outcomes):
Achieve Appropriate Fitness for Age,
Gender
-Stop Pain in Y
-Restore Function of X
– Measures: Thousands: Weight, Blood
Analyses, Scans, etc.

Performance Measure Selection Criteria
(Step 4)
Meaningful Reports tangible and significant accomplishments
Clear other stakeholders
Easily understand by managers, partners, other stakeholders; tells clear story
Legitimate Accepted or legitimated by those who must use the data
Consistent Clear definition and data collection methodology across populations
Reliable Captures what it purports to measure in an unbiased fashion
Granular Able to detect performance movement
Relevant Does not become obsolete too early: sets a pattern or baseline of performance

Performance Measure Selection Criteria
(Step 4)
Technically
Adequate
Available data meets technical adequacy standards such as accuracy, validity, timeliness
Responsible Does not have unintended and undesirable consequences
Actionable Indicates what is good or bad, driving desired behavior and the timing of action
Accountable Related to direct action or influence of an accountable and attributable entity
Balanced One of set of measures providing a clear picture of the full range of performance
Vital Measures are mutually exclusive and collectively exhaustive
Feasible Reasonable cost and accessibility of data that is not already collected

Performance measurement is a culture shift
From
• “These measures are draining valuable resources and are a data burden”
• “I can’t measure my outcomes I can only measure activities”
• “I need these measures because my employees feel it is important”
• “You can’t measure my program.”
To
• We are committed to tracking measures that matter most.
• We are accountable for delivering our outputs and our intermediate outcomes.
• We are responsible for our end outcomes.

8 Critical Success Factors for Effective
Performance Management Systems
1.
Defining and Aligning to Enterprise Strategy
2.
Developing Meaningful Performance Measures
3.
Increasing Data Availability
4.
Maximizing Data Integrity
5.
Enhancing Performance Reporting
6.
Improving Evaluation and Analysis
7.
Achieving Performance Integration
8.
Driving Decision-Making

1.1
Has clearly defined its mission, vision and values
1.2
Has specific strategies in place to achieve organizational results (based on a SWOT or other strategic landscape analysis)
1.3
All structures (divisions, support functions) are fully aligned with enterprise-wide strategies
1.4 A formal strategic plan is clearly communicated to all employees at all levels of the organization
Survey Questions: 1, 2, 3, 4

2.1
Reliable measurement and reporting on
Outcomes
2.2 Reliable measurement and reporting on
Strategies
2.3 Organizational process metrics (Quality, Cycle
Time, Efficiency)
2.4 Goals and measures enjoy support and buy-in from internal and external stakeholders
Survey Questions: 5, 6, 7, 8
Module Two: Characteristics of Performance Management System

3.1
Data sources are identified and readily accessible
3.2
Data burden is worth the information gleaned
Module Two: Characteristics of Performance Management System
Survey Questions: 9, 10

4.1
Data is collected, managed, and analyzed in a uniform and consistent manner
4.2
Data is validated or verified through sampling or independent means
Module Two: Characteristics of Performance Management System
PI Management Survey Question: 11, 12

5.1
Internal reporting produces information for frontline managers and senior decision-makers on a “real time” basis.
5.2 Has a reporting system that produces comprehensive performance reports that include measures, analysis, trends, suggestions for improvement
PI Management Survey Questions: 13, 14

6.1
For process measures, benchmarks and service levels are evaluated (1-2 year cycles)
6.2 For outcome and strategy measures, program performance is evaluated for “cause-effect” (2-5 year cycles)
PI Management Survey Questions: 15, 16

7.1
INTERNAL Integration: Support services’ contributions (HR, IT, Finance, etc.) to program performance is documented and managed
7.2 EXTERNAL Integration: Performance contributions of multiple contributors in same measurement area are tracked and compared
PI Management Survey Questions: 17

8.1
Budgets and investments are made based on clear contributions to performance
8.2 Supply chain partners are held accountable for products and services
8.3
Employee bonuses and pay increases are linked to individual performance evaluations.
Module Two: Characteristics of Performance Management System
PI Management Survey Questions: 18, 19, 20

Top Five/Bottom Five by “ EXECUTION ”
TOP FIVE INITIATIVES
1.
Publishing a strategic plan (1.4)
2.
Has specific strategies in place to achieve organizational results (1.2)
3.
Organizational process metrics
(2.3)
4.
Evaluation of process measures, benchmarks (6.1)
5.
Budgets & investments are made based on contributions to performance (8.1)
BOTTOM FIVE INITIATIVES
1.
All structures are fully aligned with enterprise-wide strategies
(1.3)
2.
Reliable measurement and reporting on strategies (2.2)
3.
Internal integration of support service alignment to performance (7.1)
4.
Data is collected, managed, and analyzed in a uniform manner
(4.1)
5.
Goals and measures enjoy support from internal/external stakeholders (2.4)
Module Two: Characteristics of Performance Management System

Top Five/Bottom Five by “ IMPACT ”
TOP FIVE INITIATIVES
1.
All structures are fully aligned with enterprise-wide strategies
(1.3)
2.
Reliable measurement and reporting on strategies (2.2)
3.
Employee bonuses and pay increases are linked to individual performance (8.3)
4.
Budgets & investments are made based on contributions to performance (8.1)
5.
Internal reporting produces realtime data for decision-making (5.1)
BOTTOM FIVE INITIATIVES
1.
Has clearly defined its mission, vision and values (1.1)
2.
Data burden is worth the information gleaned (3.2)
3.
Publishing a Strategic Plan (1.4)
4.
Comprehensive performance reports (5.1)
5.
Data is validated through sampling or independent means (4.2
)

1.
Logical chain of events providing blueprint for mission achievement
2.
Graphic representation that illustrates the rationale behind a program or organization
3.
Depicts causal relationships between activities, strategies, and end results
4.
Contains goals and performance measures
5.
Integrates various program activities into a cohesive whole
6.
Vehicle for dialogue, planning, program management and evaluation

• Graphic display of boxes and arrows; vertical or horizontal
– Relationships, linkages
• Any shape
– Circular, dynamic
– Cultural adaptations, storyboards
• Level of detail
– Simple
– Complex
• Multiple models

Logic modeling is based on mapping and defining linkages between what we do and why we do it .
IF
I Work Out for One Hour
Each Day
Series of If-Then Relationships
THEN IF THEN IF THEN IF THEN
I Will Burn
More
Calories
Than I
Consume
Lose Fat and Build
Muscle
Improve
My Looks and Health
Have Better
Image,
Feel Better &
Live Longer
INPUTS OUTPUTS OUTCOMES
Assumptions: improving looks = better self image
Factors: Health History

Inputs
People and resources required to achieve outcomes
Activities/
Outputs
What the inputs produce
Immediate and
Intermediate
Outcomes
Changes required to achieve end outcome
End
Outcome
End goal or ultimate benefit
Assumptions: beliefs or evidence that supports your IF-THEN logic
Factors: external influences beyond control that effect IF-THEN relationships

IF THEN IF THEN IF THEN
 Toothpaste
 Floss
 Tooth brush
 Brush twice a day
 Floss once a day
Remove plaque
(decrease plaque in my mouth)
INPUTS OUTPUTS OUTCOMES
Assumptions: Plaque causes tooth decay
Factors: Genetics
Have fewer
(ideally zero) cavities

Top-Line Return
Alignment
Bottom-Line Investment

Logic Model “V” Performance Dimensions

Distribute program grants
Output
“So That”
Child violence and abuse can be prevented and detected
Intermediate Outcome
“So That”
Child health and development can be protected and maintained
Intermediate Outcome
“So That”
Children can grow into productive citizens and attain their intended impacts on society
High-Level Outcome

Global Logic Model: Childhood Lead Poisoning Program
Early Activities
If we do…
Later Activities
And we do…
Early Outcomes
Then….
Later Outcomes
And then…
Outreach
Case mgmt of EBLL kids
Screening
ID of elevated kids
Refer EBLL kids for medical treatment
Train family in inhome detection techniques
Assess environment of EBLL child
Definition:
EBLL – Elevated
Blood Lead
Levels
Refer environment for clean-up
Module Three: Using Logic Models
EBLL kids get medical treatment
Family performs in-home techniques
Lead source identified
Environment gets cleaned up
Lead source removed
EBLL reduced
Developmental slide stopped
Quality of life improves

EFFECT
CONTROL
Inputs Activities Outputs
Intermediate
Outcomes
Attitudes Behaviors Conditions
End
Outcomes
WHY?
HOW

Drivers Inputs Activities Outputs
Intermediate
Outcomes
End
Outcomes
• Resources used to support activities
• Not performance measures
• System integration: Link inputs through process to goals and outcomes in:
–Budget requests
–Human resource plans
–Information technology plans

Drivers Inputs Activities Outputs
Intermediate
Outcomes
• Processes and roles
• What the program does
• Subject of on-going process improvement and strategy change
• System integration through linkages to:
–Stakeholder satisfaction
–Assessment quality
–Desired outcomes
–Efficiency measures
End
Outcomes

Drivers Inputs Activities Outputs
Intermediate
Outcomes
End
Outcomes
• Products and services delivered (e.g. grants, audits, research studies, impact assessments, etc.)
• Indicate strategy deployment
• Foundation step for attainment of all types of outcomes
• Often measured by low-level outcome types:
-Process vital signs
-Customer satisfaction
• Good source of short-term, readily available results
• 12 months-1 year

Drivers Inputs Activities Outputs
Intermediate
Outcomes
End
Outcomes
• Show cross-agency/program accountabilities
• Can be one or several in number
• Often measured by attitudes, behaviors and conditions
• Can show short- to medium-term change
• 1-5 years

Intermediate Outcomes
Connecting strategies, intermediate outcomes and measures
U.S. Department of Labor Women’s Bureau
Strategy: Provide training in high-growth, demand-driven occupations to women
Intermediate Outcome: Increase hard skills in highgrowth, demand-driven occupations for participants
Intermediate Outcome Performance Measure: % of women participants who successfully complete training, education or certification for high-growth, demand-driven occupations
Module Four: Identifying outcomes and measures
*example only

Drivers Inputs Activities Outputs
Intermediate
Outcomes
End
Outcomes
• Shows ultimate benefit to tax payer
• Often measured by long-term indicators
–Changes in economic, policy conditions
• Captured in the strategic plan as end goals
• 5-10 years

End Outcomes
Connecting mission, goals, end outcomes and measures
U.S. Department of Labor Women’s Bureau
Mission: Improve the status of wage earning women, improve their working conditions, increase their efficiency, and advance their opportunities for profitable employment.
Goal: Improve status of working women through better jobs.
End Outcome: Increase women’s employment in high-growth, demand-driven occupations.
End Outcome Performance Measure: % of women participants who find employment in high-growth, demand-driven occupation

Drivers Inputs Activities Outputs
Intermediate
Outcomes
End
Outcomes
• Efficiency Measures
• Ratio of outputs to inputs
• Usually unit costs or service units per
FTE
• Examples:
–Cost per assessment
–Average value of grants
–Investigations completed per FTE

Drivers Inputs Activities Outputs
Intermediate
Outcomes
End
Outcomes
Outputs
Number of housing units rehabilitated
Number of businesses assisted through loans and training
Number of people served by water/sewer projects
Number of acres of agricultural lands with conservation plans
Outcomes
Increases in equity (property value) of rehabilitated houses for low-income families as a results of targeted assistance
Percent of businesses that remain viable 3 years after assistance
Increased percent of people with access to clean drinking water
Percent improvement in soil quality; dollars saved in flood mitigation

Drivers Inputs Activities Outputs
Intermediate
Outcomes
End
Outcomes
$/FTE
Internal/External
Environment
Statutory Authority
Based on strategic assessment
Programs
Projects, tasks or initiatives designed to contribute to end outcomes
Strategies Outcome Goals
Changes in attitudes, behaviors
Developed from statute based or conditions required to achieve mission outcome goals
Mission
Overall
Performance
Measures
Values

Drivers Inputs Activities Outputs
Intermediate
Outcomes
End
Outcomes
Typical Program
Focus
Typical Agency Focus
Suggested Agency Focus

• “More individuals…are independent and self-sufficient…participate in and contribute to the life of their communities.”
• “Ensure better access to Services”
• # of individuals receiving direct services.
• A leadership position in the developmental disabilities.

Strategic Plan
Intended Results
Should contribute to the results you expect based on this theory of change Planning & Design
Beginnings
If your assumptions about the factors that influence your issues hold true… what we’ve done
Logic
Model what we hope to do
Performance
Reports
Evaluation &
Communication how we will do what we said
Planned Work
Then, the activities you plan to do which build on these assumptions…
Implementation
Management
Plan
Adapted from W.K. Kellogg Foundation,
Logic Model Development Template

MEASURES

Introducing The Performance Logic Model
End Outcomes Input Activities and Outputs
$
FTE
$
FTE
$
FTE
What activities can be performed and what products and services can be delivered to achieve the outcomes?
Intermediate Outcomes
What are the results of specific strategies that will contribute to achieving end outcomes? What changes in attitudes, behaviors and conditions are required?
What are the ultimate benefits to the public?
Input Activities and Outputs Intermediate Outcomes End Outcomes
Performance Measures

COMMUNICATE
MEASURES
PLAN
EVALUATE
MANAGE

Performance Logic Model Framework captures senior leadership and operational manager outcomes
Prioritize Align
Link
Management
Activities
$
FTE
Outputs
Senior Leadership
Outcomes Goals
Attitudes
Gap
$
FTE
Behaviors
$
FTE
Conditions
Outcomes Activities Outputs Goals
Measure Metrics Manage
Comment : This does not represent a physical breakout of the Logic Model, but rather an illustration to distinguish the differing level of key stakeholders (e.g., agencyprogram, executive-manager, congress-agency, etc).

Why use The Performance Logic Model?
• Brings detail to broad goals; helps in planning, evaluation, management, and communications.
• Builds understanding and promotes consensus about what the organization does and how it will work-builds buy-in and teamwork.
• Helps to clarify what is appropriate to evaluate, and when, so that evaluation resources are used wisely.
• Summarizes complex programs to communicate with stakeholders, funders, audiences .

Performance Logic Model
Input Activities and Outputs Intermediate Outcomes
$
FTE
$
FTE
$
FTE
Input Activities and Outputs Intermediate Outcomes
Strategic Plan
Annual Performance Plan
Human Capital Plan
Competitive Sourcing/Contracting
Information Technology/E-Government Plan
Activity-Based Costing/Performance Budgeting
Improved Financial Management
Manager and Employee Performance Plans
Accountability and Performance Report
End Outcomes
End Outcomes

If your organization were successful, what would you SEE, HEAR, FEEL and DO?
More See Hear Feel Do
Less

Identifying outcomes
End outcomes are grounded in mission and statute, assess progress toward strategic goals
Intermediate outcomes evaluate progress toward end outcomes, assess impact of strategies; measures changes in attitudes, behaviors or conditions required to achieve end outcomes
When goals and strategies are results-based, outcomes leap off the page.

Every outcome has a measure
Measures are the indicators of results. Good measures align activities and resources to achieve outcomes.
Measures communicate if or to what extent activities have delivered the desired outcomes.
Outcome: Increase basic literacy skills in youth ages
14-17 who are basic skills deficient
Measure: % of youth enrolled in basic literacy skills training programs who increase basic skills by 1 educational functioning level

Performance Measures Definitions
• Performance Measures: Indicators, stats, metrics used to gauge program performance
• Target: Quantifiable characteristic that communicates to what extent a program must accomplish a performance measure
• Outcome Measures: Intended result of carrying out a program. Define an event or condition external that is a direct impact the public.
• Output Measures: Describes the level of activity that will be provided over a period of time
• Efficiency Measures : Measures that capture the skillfulness in executing programs, implementing activities, and achieving results

• Too Many Measures
• Wrong Kinds of Measures
– Too process and activity oriented
– No clearly defined “Logic Model”
– No measures of strategy
– Few measures of end outcome
Not everything that can be counted counts and not everything that counts can be counted. - Albert Einstein
• Dumbing-down of Measures
– Measuring only the things you can count rather than things that are strategically important

Recommendations for Measures
• Balance across three arms of performance
– Efficiency (e.g. reduced cost, reduced cycle time)
– Effectiveness (e.g. improved customer access, awareness or satisfaction)
– Quality (e.g. reduced error rate, increased compliance)
• Select measures for each outcome, output and activity (metrics)
• Validate measures
– Do they pass the gut check – are they good measures?
– Can you identify the data needed to calculate the measure?
– Is the data readily available?
• Evolve measures over time as outputs change or as efficacy of measures decreases

 Is the measure results-oriented?
 Does it indicate achievement of outcomes?
 Is this measure specific and meaningful?
 Can this be measured? (Consider how?)
 Will someone be held accountable for the measure?
 Is the measure time bound?
 Does it indicate when the results will be realized?

Identifying intermediate outcomes
Intermediate outcomes measure the results of strategies deployed to achieve the end outcome. Intermediate outcomes target the “center of gravity” of a particular problem to cause a change in the direction of the end outcome. Often problems addressed by the government and social services are the result of specific attitudes, behaviors, or conditions. Strategies and their intended outcomes (intermediate outcomes) target these attitudes, behaviors and conditions.
Attitudes Behaviors Conditions

Intermediate outcomes target the changes in attitudes, behaviors or conditions that are required to achieve end outcomes
Reducing teen smoking
Attitudes : Alter the belief that “smoking is cool”
Behaviors:
Conditions :
Decrease number of “new” smokers ages 12-15
Reduce the amount of cigarettes sold to underage smokers

Center of Gravity Analysis
1. What attitude, behavior or condition needs to change to achieve the end outcomes? (Target)
2. Identify who possesses the critical capability to cause the change or achieve the end outcomes. What must they do?
(Who & What)
3. How can you get them to do that? (How?)

Module Six:
7 Steps to Building a Performance Logic
Model: Welfare to Work

Building a Performance Logic Model
Step 1: Identify end outcomes and their measures grounded in mission and values
Step 2: Identify intermediate outcomes and their measures informed by assumptions, factors
Step 3: Identify activities and outputs and their metrics required to achieve outcomes
Step 4: Narrow cast and choose measures for management
Step 5: Set targets for chosen measures
Step 6: Allocate resources required to achieve outcomes
Step 7: Clearly define, collect, analyze and report on measures

Step 1: Identify end outcome measures grounded in mission and customer values
1.
What is the bottom line of your program?
2.
If you had to defend your program’s value/benefit before a grand jury, what 2-3 pieces of evidence would prove you were a success rather than a failure?
3.
What is the end benefit to the taxpayer or society from your program?
4.
How will you know you have been so successful that you can shut your program down?
5.
How will you measure this outcome?

Clarifying the Logic of the Program (Step 1)
The mission of the
Logic Model Template
(Program)
Is to produce/provide
(Products or Services)
To
(Target of Change)
So that they can
(Intermediate Outcome Change)
Resulting ultimately in…
(End Outcome Goal)

Step 2: Identify intermediate outcome measures informed by assumptions, factors
Given the end outcomes you seek…
1.
What attitudes, behaviors or conditions must change to achieve your end outcomes?
2.
What must increase, decrease or stay the same to achieve your end outcomes?
3.
What must change in the status quo to create the conditions necessary to achieve your end outcome?
4.
How will you measure this outcome?

Step 3a:
Identify activities, outputs and metrics required to achieve outcomes
.
For each intermediate outcome…

What specific things can this agency do to cause change to happen?

What specific things to influence that target of change?

What products could you produce?

What services could you provide?

What is the actual workload that is to be handled?
(Note: Don’t include administrative items inside your program. Think of what things actually leave the four walls of your program.)

Separating Activities from Outputs (Step 3a)
Activity Definition Template
The purpose of
(Specific Program Work Activity)
Is to produce/provide
(Output)
To
(Target of Change)
So that they can
(Intermediate Outcome Change)

Step 3b:
Develop metrics for activities/ outputs
What metrics can and should be tracked to assess progress of activities conducted?
Metrics: assess progress of activities conducted, may be quantitative or qualitative; numerical value of outputs; also known as operational measures, efficiency measures, workload measures, productivity measures;
Examples: number of contracts processed, percent of contracts processed right the first time, unit cost per contract,
Module 6: Building a Performance Logic Model

( Step 3b )
Metrics: assess progress of activities conducted, may be quantitative or qualitative; also know as operational measures, efficiency measures, workload measures, productivity measures
Examples: number of contracts processed, percent of contracts processed right the first time, unit cost per contract

( Step 3b )
 Do metrics reflect that which is most important to the customer?
 Will these metrics track progress and activity completion?
 Can this data be collected and analyzed?
 Is the data collection burden worth the result?

Selecting Your Measures
The Program Performance Assessment Window™
R
T
A
N
I
M
P
O
C
E
4
3
2
1
Attention
Needed a
Proven
Success c
Exit
Opportunity
1 b
Resources
Available d
2 3
PERFORMANCE
4
Factors a = I4, P2 b = I3, P3 c = I2, P1 d = I1, P4

Developing performance targets
(Step 5)
Targets
• numerical value of the performance measures
• establish desired results within a specific timeframe measures degrees of progress toward outcomes
• established from baseline data--targets should NOT be established without base line data.
Example: 55% of women participants will successfully complete training, education or certification for high-growth, demand-driven occupations

Crafting a System of Performance Measures
Agency
Performance Measures
Department
Performance Measures
Program
Performance Measures
Individuals Performance Measures

Cascading The Performance Logic Model
It is possible to
…use one model for all required measures from all funding sources
…drill-down and roll-up logic models
…logic model across functions and operations
…capture both internal and external stakeholders

Benefits of The Performance Logic Model
Program Integration: Tracks and coordinates the contributions of multiple programs, bureaus, agencies, levels of government, and sectors of society (non-profits, for-profits, etc.)
Systems Integration: Allows for the comprehensive integration of different elements of the management agenda, such as IT, acquisition, human resources, etc.
Accountability: Links program goals to individual achievement and vendor/contractor performance

End Outcome –
• More Individuals with developmental disabilities are independent and selfsufficient. More individuals with developmental disabilities participate in and contribute to the life of their communities
Is this the vision? The Ultimate Goal? Can we measure it?

Intermediate Outcomes –
• More models are field tested and expert knowledge relevant to the DD field is gained and disseminated
• More students & leaders are trained and remain in the field of
DD.
• More individuals with DD receive services from trained individuals.
• More communities and policymakers are knowledgeable about
DD issues.
• More individuals with DD receive high quality services from trained individuals and through improved access and expanded capacity
Are these outcomes, outputs or a little of both?

Outputs –
• # of trainees who gained knowledge & skills
• # of individuals in the community who gained
• # who received services and support
• # of research and evaluation activities conducted
• # who remain in the field
• # of products developed & disseminated
• # of recipients of products disseminated
Do these overlap or align with the intermediate outcomes?