peter scharf crafting peformance mgmt
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Presentation Goal:Presentation Goal: Confirm why field needs performance
measures
Provide overview of CSLJ summary and
project type measures
Show you major steps in defining measures
Provide suggestions for implementing
Performance Measures on your own
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Types of Performance Measures Types of Performance Measures
Outcome Measures:
The consequences of a program or project.Outcome measures focus on what the project
makes happen rather than what it does, and are
closely related to agency goals and mission.
These are measures of intended results, not the process of achieving them.
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Types of Performance Measures Types of Performance Measures
Efficiency Measures:
Measures that indicate the affect of the project
on a criminal justice agency¶s efficiency in its
use of resources (cost, time, personnel).
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Types of Performance Measures Types of Performance Measures Output Measures:
Any product of a project activity. Output measures are
usually indicators of the volume of work accomplished (e.g., number of traffic stops, number of officers attending training) as opposed to theintended results of that work (e.g., reduction in traffic
fatalities, reduction in citizen complaints aboutofficers¶ behavior).
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Wh
y Performance Measures? Wh
y Performance Measures?
Technology Value Skepticism?
OMB?
Agency and State Initiatives?
External Demand vs. Internal Improvement
Rationale?
Performance Measures in a ³Flat´ World?
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What·s Our Motivation?: What·s Our Motivation?:
CSLJCSLJ--BJA Task BJA Task
Develop performance measures for Criminal
Justice Information System Projects funded by
BJA
Two Faces: Is BJA¶s investment in
Technology Reasonable? Does a project
demonstrate value?
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R
equirements and ConstraintsR
equirements and Constraints Measures must be clear and valid indicators of
project results
Results must be expressions of important
criminal justice goals
Measure must be feasible for the grantee
agency to implement
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Clarit yClarit y Clear and simple enough to be successfully
communicated to, and understood by, the non-
expert
Stated in language sufficiently technical to be
unambiguous
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Meaningfulness and Validit yMeaningfulness and Validit y Valid on its face. Accurately captures the condition or
events that the project seeks to influence
Chosen in such a way as to minimize opportunities
for bias, error, or distortion
The causal link to the project must be demonstrable ±
or at least be likely and reasonable
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F
easibilit yF
easibilit y Criminal Justice Expertise
Time, Staff, Money
Information System Technical Capability
Access to Information (sometimes in the possessionof other agencies)
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Program Summar y MeasuresProgram Summar y Measures
Measure 1: Percent decrease in average lawenforcement response time to priority calls for service
Measure 2: Increase in percent of events (arrests,charging decisions, and court dispositions) that theresponsible agency has posted to the state criminalhistory repository within 30 days of occurrence
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Program Summar y MeasuresProgram Summar y Measures
Measure 3: Number of additional automated criminal justice information exchanges made possible by the project
Measure 4: Increase in percentage of UCR Part Icrimes (excluding larceny-theft) cleared within oneyear of occurrence
Measure 5: Number of arrests/detentions made possible by the project
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Program Summar y Measures: Measure 2Program Summar y Measures: Measure 2
Is this measure with accompanying explanation clear andunambiguous?
Measur e 2: Increase in percent of events (arrests, charging decisions, andcourt dispositions) that the responsible agency has posted to the state
criminal history repository within 30 days of occurrence.
P roject Type s: Electronic State Criminal History Repository, AutomatedFingerprint Identification System (AFIS), Prosecutor Computer-BasedManagement System, Court Computer-Based Management System,GLOBAL
Summary Statement Example: Af t er impl ementation o f BJ A f und ed in f ormation t echnology, an averag e o f 12% mor e criminal justice events(arr e sts, charging d ecisions, and court dispositions) wer e post ed to a stat e criminal history r e pository within 30 days.
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Program Summar y Measures: Measure 3Program Summar y Measures: Measure 3
Does this measure represent an important part of the criminal justicemission?
Measur e 3: Number of additional automated criminal justice informationexchanges made possible by the project.
P roject Type s: Criminal Justice Integration, Law Enforcement RecordsManagement System, Institutional Correctional Management System,Prosecutor-based Management System, Court Computer-basedManagement System, GLOBAL, Drug Court Computer-basedManagement System, Probation/Parole Computer-based Management
System
Summary Statement Example: I n f ormation t echnology f und ed by BJ A mad e possibl e 1.4 million additional automat ed criminal justice in f ormation sharing exchang e s.
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Project S pecific Exam plesProject S pecific Exam ples Automated Fingerprint Identification System (AFIS)
Automated Victim Notification System (AVNS)
Computer Assisted Dispatch (CAD)
COMSTAT/Crime Mapping Court Computer-Based Management System
Criminal Justice Integration
Domestic Violence, Order of Protection Database
Drug Court Computer-Based Management System
Electronic Criminal History Repository
GLOBAL JXDM Implementation
Handgun NICS Database
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Project Type Exam pleProject Type Exam ple
SEE HANDOUT
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Develo ping Your Own PerformanceDevelo ping Your Own Performance
Measures: 4 Com ponentsMeasures: 4 Com ponents
Goals
Chain
Measure
Format
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Nature of the Process:Nature of the Process:
Not a Straight Line ExerciseNot a Straight Line Exercise
Thinking about outcome measures forces you
to develop more concrete goals
Thinking about causal chains might require
rethinking what to measure
Thinking about format might require
rethinking measures and goal statements
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Com ponent 1:D
efining GoalsCom ponent 1:D
efining Goals What is our IT project f or?
Why is it important?
Why did we want it?
What problems does our project solve?
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Sam ple Value StatementsSam ple Value Statements Reduce gun violence in our communities through the
use of information systems and technologies to
restrict unlawful access to weapons by unauthorizedindividuals
Improve identification and apprehension of wanted
individuals by providing more accurate and completeinformation to justice users
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Sam ple Value Statements (Cont.)Sam ple Value Statements (Cont.) Decrease police response time to citizen calls for
service through the use of information systems tomanage law enforcement services
Increase clearance rate by enhancing policeinvestigative capacity through informationtechnology
Enhance the safety of police officers by increasinginformation available to patrol officers anddispatchers
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Com ponent 2: Defining Chain of Com ponent 2: Defining Chain of
R esultsR esults
Why do we believe that our project will resultin improvements in the way we do our job?
What new information will be available as aresult of the project?
To whom will it be available?
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Com ponent 3: Defining How Com ponent 3: Defining How
Change is MeasuredChange is Measured
P re-post project measures of change. These measurescompare periods prior to and after implementation of the
project. What is compared may be numbers in any of avariety of formats, but it is critical that the numbers becollected, as much as possible, in a comparable way.
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Com ponent 3: Defining How Com ponent 3: Defining How
Change is Measured (Cont.)Change is Measured (Cont.)
Subset comparison measures of change. These are moresophisticated measures of pre-post project change that
compare changes in areas affected by the project to those notaffected. For example, if a technology were installed in some,
but not all, police districts in a city, this measure wouldexpress the difference in change in affected districts fromthose not affected by the project.
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Com ponent 3: Defining How Com ponent 3: Defining How
Change is Measured (Cont.)Change is Measured (Cont.)
But-for measures. These are measures that count outcomeevents that could only have occurred with project technology.
For example, a new crime solving technology might have as anoutcome measure the number of crimes solved with thetechnology that would not have otherwise been solved.
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Com p
onent 4:F
ormatCom p
onent 4:F
ormat Why format matters
Defining a format Simple Number
Percentage
Average, rate
Median Percentile Value
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What Can You Do with a Performance What Can You Do with a Performance
Measure?Measure?
Bridge to PART-funding
Bridge to organizational self assessment
Bridge to change
Bridge to assessing change
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What Do You Know About What Do You Know About
Performance Measures Now?Performance Measures Now?
Learned something new about performance
measures?
Learned the difference between summary and
project type measures?
Learned 4 component process: Goals, Chain,
Measure Format?
Ready to try one?