Performance Performance MeasurementMeasurement

How to Win Friends How to Win Friends (for your project) (for your project)

and Influence Peopleand Influence PeopleNeil BergsmanNeil Bergsman

CFO, Maryland Department of Juvenile ServicesCFO, Maryland Department of Juvenile Services

Presentation to Presentation to NGA Executive Policy Forum on Criminal Justice NGA Executive Policy Forum on Criminal Justice

InformationInformationMiami Beach, FloridaMiami Beach, Florida

June 20, 2005June 20, 2005

The Big QuestionsThe Big Questions

What do I measure?What do I measure? What do I do with the results?What do I do with the results?

OverviewOverview

Results should open a dialogue Results should open a dialogue about the strategy.about the strategy.

Use intermediate measures to tie Use intermediate measures to tie expenditures to results.expenditures to results.

Develop a “strategy map” to Develop a “strategy map” to show the causal chain from your show the causal chain from your project to ultimate results.project to ultimate results.

Audiences for your Audiences for your Performance DataPerformance Data

Budget decision-makersBudget decision-makers– AnalystsAnalysts– Budget shopBudget shop– Governor & staffGovernor & staff– Legislature and staffLegislature and staff

End-usersEnd-users Outside stakeholdersOutside stakeholders

– Public/mediaPublic/media– AdvocatesAdvocates

Why Measure?Why Measure?

I’m required toI’m required to To help sell my projectTo help sell my project To evaluate my resultsTo evaluate my results To provide management informationTo provide management information

““Performance Performance measurement measurement

should be tied to should be tied to the budget the budget process”process”

But But how?how?

The Performance Measurement The Performance Measurement DilemmaDilemma

If the If the measurmeasure turns e turns out out badly, badly, what what are we are we supposesupposed to do?d to do?

Reduce funding?Reduce funding?– If the underlying need is still If the underlying need is still

important, why would we cut important, why would we cut back on our efforts?back on our efforts?

Increase funding?Increase funding?– To put out a big fire, you To put out a big fire, you

send in more trucks.send in more trucks. Fire the manager?Fire the manager?

– Maybe it’s bad management, Maybe it’s bad management, but maybe it isn’t.but maybe it isn’t.

Analyze the strategy.Analyze the strategy.

Output MeasuresOutput Measures

Readily obtainedReadily obtained Within control of Within control of

managersmanagers

Not directly Not directly connected to policy connected to policy outcomesoutcomes

Not persuasive in Not persuasive in arguing for arguing for resourcesresources

Outcome MeasuresOutcome Measures

Measures final good to Measures final good to public customerspublic customers

Good for assessing Good for assessing success in a policy success in a policy areaarea

Difficult to connect to Difficult to connect to particular expendituresparticular expenditures

Slow to show effects Slow to show effects Effect from outside Effect from outside

factors swamps policy factors swamps policy effectseffects– E.g. economic conditions, E.g. economic conditions,

national/regional drug national/regional drug trends trends

Not credible in selling a Not credible in selling a specific projectspecific project

Intermediate Measures Intermediate Measures

For purposes of selling your project, For purposes of selling your project, an INTERMEDIATE measure is often an INTERMEDIATE measure is often the most meaningful and persuasive the most meaningful and persuasive informationinformation

Strategy MapStrategy Map

Shows relationships Shows relationships – from your expendituresfrom your expenditures

To whatever it’s To whatever it’s supposed to changesupposed to change– To whatever that’s To whatever that’s

supposed to changesupposed to change To the ultimate To the ultimate

outcomeoutcome

Strategy map for warrant Strategy map for warrant systemsystem

Warrants issued by

court

Entered in Warrant system

Outstanding Warrants identified

Law Enforcement

Stop

Repeat offenses

prevented

Crime Prevented

Input/output Production function Outcome

Warrant System-Possible Warrant System-Possible MeasuresMeasures

OutputOutput Warrants enteredWarrants entered

OutcomeOutcome Reduced crimeReduced crime

IntermediateIntermediate Average time to record Average time to record warrantswarrants

Arrests on outstanding Arrests on outstanding warrantswarrants

The Performance Measurement The Performance Measurement TriangleTriangle

Valid and reliable

Communication value•Easily interpreted•Obvious relationship to policy outcome

Cost/Effort

Remember….Remember….

AudienceAudiencePurposePurpose

Thank Thank youyou

Neil BergsmanNeil BergsmanMaryland Department of Juvenile Maryland Department of Juvenile ServicesServicesbergsman@djs.state.md.usbergsman@djs.state.md.us