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Performance Management Challenges and Opportunities
Harry P. HatryThe Urban Institute
Washington DC
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Agenda
• Performance measurement
• Transformation to Performance Management
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The Foundation of PerformanceManagement is Good Performance Measurement
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Key Elements of Performance Measurement
• A basic mission statement focused on the end results being sought
• Specific outcomes and indicators
• Practical procedures for collecting the data
• Conversion of the data into the performance indicators
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Sources for Identifying Performance Indicators
• Legislation wording
• Development of logic models (Outcome sequence charts)
• “Focus groups,” or other meetings with key stakeholders (such as public officials, program staffs, and customers/citizens)
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Example of a Example of a ““Outcome SequenceOutcome Sequence”” ChartChart
ProgramRecommends
LocalActions
ActionsImplemented
PollutantDischarges
Are Reduced
WaterQuality
Improves
Reduced Fishand HumanDiseases
P.I. Number ofbusinesses assisted
P.I. Number and Percent of discharges meeting permit requirements
P.I. Estimated amount of pollutants discharged
P.I. Incidents of Diseased Fish and Humans
P.I. Indicators of Water Quality
Example of a Example of a ““Outcome SequenceOutcome Sequence”” ChartChart
ProgramRecommends
LocalActions
ActionsImplemented
PollutantDischarges
Are Reduced
WaterQuality
Improves
Reduced Fishand HumanDiseases
P.I. Number ofbusinesses assisted
P.I. Number and Percent of discharges meeting permit requirements
P.I. Estimated amount of pollutants discharged
P.I. Incidents of Diseased Fish and Humans
P.I. Indicators of Water Quality
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Data Sources
• Agency records/administrative data
• Customer/citizen surveys
• Trained observer ratings
• Special equipment (such as to track water and air pollution)
• Tests (e.g., to track learning progress)
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Information From Customer/Citizen Surveys
• Satisfaction/dissatisfaction with services• Household/customer condition (health,
employment, housing, etc)• Usage/non-usage of public services• Reasons for dissatisfaction• Suggestions for improving services • Demographic information• Type and amount of services received
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Two categories of Surveys
• Household—to obtain information on a variety of public services at the same time
• Users of a particular service
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Trained Observer RatingsApplication Examples
• Cleanliness of streets
• Condition of streets
• Condition of housing
• Ability of disabled citizens to undertake normal activities of daily living
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Sample Rating Scale: Garbage Collection
Condition 1 Condition 2
Condition 3 Condition 4
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Performance Management
• Step 1: Do basic analysis of the data
• Step 2: Require explanations for poor results
• Step 3: Provide clear, meaningful, reporting of the performance information to public officials
• Step 4: Use the information to improve
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A Major Analysis Step: Disaggregate!
• For “human services” break out the outcome data by demographic characteristics, such as:
(a) Age group
(b) Gender
(c) Income group
(d) Race/ethnicity
(e) Handicap status
(f) Other customer difficulty characteristics
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A Major Analysis StepDisaggregate the Data (continued)
• For other programs: Breakout by key characteristics of the workload
• By particular offices, facilities, regions, etc.
• By type and amount of service provided – to identify successful practices
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Comparisons: The Name of the Game
• Compare to previous years’ performance
• Compare within, and among, breakout groups
• Compare to targets
• Compare to agencies in other countries
• Compare performance data to costs
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Percent of Clients That Reported The Program’s Assistance Had Helped Them Improve Their Business
(continued)
N
Very or Somewhat
Helpful
Target
Difference (Percentage
Points) Number of Days of Assistance
1 – 2 15 53% 60% -7 3 – 4 31 55% 60% -5 5 + 10 30% 60% -30 Office Office #1 37 49% 60% -11 Office #2 19 53% 60% -7 BusinessConsultant A 19 63% 60% 3 B 18 50% 60% -10 C 19 37% 60% -23
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Using Performance Information for Improving Services
• Allocating resources
• Identifying what works
• Motivating employees
• Motivating contractors (Performance Contracting)
• Developing, and justifying, budgets
• Improving communications with citizens
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Example of Use for Allocating Resources
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Motivating Employees With Performance Data
• Monetary incentives—but difficult to do well
• Recognition awards
• “How Are We Doing?” sessions—such as the “STAT” approach
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Final Points • An agency just starting should plan for at
least 3 years before full implementation. • Operating agency managers need
frequent feedback on results – probably at least quarterly.
• Training in performance management will be needed for public administrators.
