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1
Survival Skills: Learn How to Measure What Matters
January 7, 2008
Presented by: Yvonne M. Watson and Britta JohnsonEvaluation Support DivisionNational Center for Environmental InnovationOffice of Policy, Economics and InnovationU.S. Environmental Protection Agency
2
Presentation Goals
Enable participants to:
• Use a logic model to help understand how program resources and activities produce specific outputs and how they connect to outcomes to achieve program/project goals and objectives
• Understand the different types of performance measures (resource, outputs, outcomes, efficiency, productivity, etc.)
• Use a step-by-step approach to develop, assess, and choose the appropriate measures for their organization, program, or project
3
Steps to Developing, Implementing and Reporting Performance Measurement Information
I. Identify Team/Develop Performance Measurement Plan
II. Describe the Program
III. Develop Performance Measurement Questions
IV. Develop Measures
VI. Analyze and Interpret Information
VII. Develop the Report
V. Collect Information
4
Performance Measurement: Session Agenda
Module 1: Planning for Performance Measurement
Module 2: Identifying and Developing Performance Measures
5
PERFORMANCE MANAGEMENTPerformance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management tools include logic models, performance measurement and program evaluation.
Logic Model
Tool/framework that helps identify the program/project
resources, activities, outputs customers, and
outcomes.
Performance Measurement
Helps you understand what
level of performance is achieved by the program/project.
Program Evaluation
Helps you understand and
explain why you’re seeing the
program/project results.
PERFORMANCE MANAGEMENT TOOLS
6
Drivers for Performance Measurement Good Program Management
Government Performance and Results Act (GPRA) of 1993
• Requires EPA to report schedules for and summaries of program evaluations that have been or will be conducted and identify those that influence development of the Agency’s Strategic Plan.
OMB’s Program Assessment Rating Tool (PART)
• Tool designed to assess and evaluate programs across the federal government.
Environmental Results Order 5700.7
• Requires EPA grant officers and grant recipients to identify outputs and outcomes from grants and connect them to EPA’s strategic plan.
Regional Priorities
7
Orientation Exercise
In small groups, discuss and complete the following incomplete sentences:
• A program is … • Performance Measurement is …
Performance Measurement leads to …
• How do we use measurement in our everyday lives?
One thing we want to learn from this workshop is…
After completing the sentences, select a reporter.
8
Module 1:
Planning for Performance Measurement
9
Steps to Developing, Implementing and Reporting Performance Measurement Information
I. Identify Team/Develop Performance Measurement Plan
II. Describe the Program
III. Develop Performance Measurement Questions
IV. Develop Measures
VI. Analyze and Interpret Information
VII. Develop the Report
V. Collect Information
10
Part A. Identify Team Members
Individuals responsible for the design, collection and reporting of performance information
Individuals with intimate knowledge of the program/project
Individuals who have a vested interest in the conduct/impact of the program
Individuals with some knowledge of the measurement planning process
Identify a Skeptic!
11
Part B. Develop the Measurement Plan: Things to Consider
Purpose of the performance measurement system
Project/ program mission
Primary audience
Scope (including program description/ logic model)
Context (organizational, management, political)
Role, expectations for program staff, participants, and key stakeholders
12
Part B. Measurement Plan Outline
Performance measurement questions
Data collection/analysis
Reporting (including feedback loop)
Resources (staff and budget)
Timeline
Communication
Steps to monitor implementation of the plan
13
Steps to Developing, Implementing and Reporting Performance Measurement Information
I. Identify Team/Develop Performance Measurement Plan
II. Describe the Program
III. Develop Performance Measurement Questions
IV. Develop Measures
VI. Analyze and Interpret Information
VII. Develop the Report
V. Collect Information
14
Elements of the Logic Model
Inter-mediate
Changes in behavior, practice or decisions.
Behavior
Inter-mediate
Changes in behavior, practice or decisions.
Behavior
Customer
User of the products/ services. Target audience the program is designed to reach.
Customer
User of the products/ services. Target audience the program is designed to reach.
Activities
Things you do– activities you plan to conduct in your program.
Activities
Things you do– activities you plan to conduct in your program.
Outputs
Product or service delivery/ implementation targets you aim to produce.
Outputs
Product or service delivery/ implementation targets you aim to produce.
Resources/ Inputs:
Programmatic investments available to support the program.
Resources/ Inputs:
Programmatic investments available to support the program.
Short-term
Changes in learning, knowledge, attitude, skills, understanding.
Attitudes
Short-term
Changes in learning, knowledge, attitude, skills, understanding.
Attitudes
Long-term
Change in condition.
Condition
Long-term
Change in condition.
Condition
External Influences
Factors outside of your control (positive or negative) that may influence the outcome and impact of your program/project.
External Influences
Factors outside of your control (positive or negative) that may influence the outcome and impact of your program/project.
Outcomes
WHYHOW
PROGRAM RESULTS FROM PROGRAM
15
Resources Activities OutputsFor
CustomersShort-term outcomes
Intermediate outcomes
Long-term outcomes
Fitness Plan
Strength Training
Plan
Strength Training
Plan
External Influences: Injuries, Broken Equipment
Source: Britta Johnson, 2007
Britta,Yoga Mat,
Cardio Equipment,
Weights
Britta,Yoga Mat,
Cardio Equipment,
Weights
Build Muscles
Build Muscles
Physically Fit (Increased Flexibility, Increased Cardiac
Capacity, Increased Strength)
Physically Fit (Increased Flexibility, Increased Cardiac
Capacity, Increased Strength)
BrittaBritta
Practice Yoga
Practice Yoga
Muscles Stretched
Muscles Stretched
Cardio Workout
Cardio Workout
Calories Burned,
Heart Rate Elevated
Calories Burned,
Heart Rate Elevated
Work Out on a
Regular Basis
Work Out on a
Regular Basis
Increased Drive to
Work Out
Increased Drive to
Work Out
16
Develop and design PE, PM, IA and Logic Model curriculum and exercises.
Deliver PE, PM, IA and Logic Model training.
• PE skills are used by customers in the work environment
• # of evaluations conducted and managed increased.
Resources
Outcomes
Short-term
Intermediate Long-term
OutputsActivities Customers
Knowledge of PE increased/ improved.
Customers equipped with skills to manage and conduct evaluations.
ESD Staff:
Y. Watson
M. Mandolia
J. Heffelfinger
D. Bend
C. Kakoyannis
Access to: John McLaughlin
NCEI Staff
IAC Staff
PEN
PEC Winners
HQ/ Regional managers & staff
Partners
OCFO
OW
OSWER
ORD
OARM
Knowledge of PM increased/ improved.
Customers equipped with skills to develop measures.
Technical assistance delivered.
Strategic Plan
ESD TRAINING LOGIC MODEL
Knowledge of Logic modeling increased/ improved.
Customers equipped with skills to develop logic models of their programs.
• Customers understanding of their programs is improved.
• PM skills are used by customers in the work environment.
• # of staff developing measures is increased.
Customers use program evaluation regularly and systematically to improve environmental programs in terms of: - environmental & health outcomes- reduced costs- cost effective-ness- EJ Benefits-Public Involvement- Efficiency
Environ-m
ental programs m
ore effectively
achieve their strategic goals.
Quality of evaluations managed and conducted is improved.
Quality of measures developed and reported is improved.
Provide technical assistance for workshop/ training attendees.
PM training materials.
Customers complete training.
PE training materials.
Customers complete training.
NCEI Staff
SIG Recipients
HQ/ Regional managers & staff
States/Tribes
SBAP
CARE
Customers use logic models to help conduct evaluations and develop measures.
Logic Model training materials.
Customers complete training.
NCEI Staff
SIG Recipients
States
SBAP
CARE
Provide guidance for Environmental Results Grants Training.
Facilitate Train the trainer sessions for PE, PM and Logic Modeling.
Environmental Results Grants Training materials.
Partners complete training.
IA training materials.
Customers complete training.
OCFO, OW, OSWER, ORD, OARM
EPA Project Officers & Grant Managers
Partners deliver PE, PM and Logic model training to their clients/ customers.
EPA POs & GMs recognize outputs/ outcomes in grant proposals
ESD Training Goal: To provide training to enable our EPA partners to more effectively conduct and manage program evaluations and analyses and develop performance measures that can be used to improve their programs and demonstrate environmental results.
17
Two Important Rules to Follow
For every action identified in the Logic Model, the must be an output that connects to an outcome through a specific customer.
OR
An action must produce an output that becomes a key input to another activity.
THINK CONNECTIONS!
18
Exercise 1: Logic Modeling
Developing a logic model
19
Outcomes
Shorter-term Intermediate Longer-termOutputsActivities Customers
Figure 2-1. EPA Region 1 New England Marina Initiative Logic Model
Program Goal: Improve marina environmental performance through implementing an effective regional education and outreach campaign that includes: improving awareness and compliance, increasing implementation of best management practices, and enhancing the current assistance provider network to help achieve sustained industry environmental support.
PLANNING• Establish goals, identify resources &
gaps• Design strategic projects to achieve
goals• Identify Marina owners in Region 1• Monitor progress
EDUCATION/TECHNICAL ASSISTANCE• Conduct environmental workshops • Conduct special demonstration training
events• Provide technical assistance w/
Regional Marina Workgroup• Develop technical assistance tools • Develop & maintain Marina website• Provide regulatory guidance
OUTREACH/NETWORKING• Facilitate Regional Marina Workgroup• Conduct internal/external meetings• Prepare written updates• Establish partnerships
Pro
jec
t P
lan
nin
g a
nd
Nee
ds
Ass
essm
ent
Sta
ge
Pro
jec
t Im
ple
men
tati
on
S
tag
e
• State Environmental Agencies (Regional Marina Workgroup)
• State & Regional Marine Trades Associations
• NEWMOA• NEIWPCC• NGOs
• Workshops• Technical
assistance• Marina Guidance
Documents• Fact sheets• Marina
Environmental Management Plan Workbook
• Marina Website• Regulatory
interpretations
• Baseline data of Marina performance
• Presentations on aggregated results
• Meetings• Written updates• Communication
letters• Network of
Partners
• Strategic plans
• Marina owners & staff
• Boaters
Enforcement actions are taken
Region 1& Partners’awareness & understanding of marina’s environmental impact improves
Enhanced support for marinas
Region 1 & Partners capabilities to assist marina owners is enhanced
Emerging issues are identified and studied
Collaboration to provide assistance
Strategic projects implemented
Marina owners & boaters have increased knowledge of regulations and best practices
Marina owners & boaters adopt marina best practices
Improved regulatory compliance from marina owners
Assistance provided to marina owners
Region 1& Partners explore ways to address issues
Partners agree on need for assistance in this sector
Trades Associations are more proactive in addressing Marina environmental issues
Region 1 & Partners decide to provide resources to address issues
Marina owners & boaters take corrective action to comply with regulations
Communication among Partners improves
Additional compliance data collected
Effective relationships established through a regional Marina stakeholder network
Improved environmental performance from marina owners
Healthier marina communities
February 19, 2007
MEASUREMENT • Develop measurement process using
statistical principles, random sampling techniques
• Develop environmental indicators• Develop measurement tool (checklist of
indicators)• Conduct baseline on-site visits• Aggregate results
Note: Gray boxes in the “Project Planning and Needs Assessment Stage” reflect activities in the “Project Implementation Stage.”
• Inventory of marina owners
20
Module 2:
Identifying and Developing Performance Measures
21
Definitions:
Performance Measurement: The ongoing monitoring and reporting of program progress and accomplishments, using pre-selected performance measures.
Performance Measure: A metric used to gauge program or project performance.
Indicators: Measures, usually quantitative, that provide information on program performance and evidence of a change in the “state or condition” in the system.
22
Differences Between an Indicator and Performance Measure
Terms used to describe data associated with outcomes
Difference between terms is degree of control we have over them
Performance measures help assess the effect of the program
Indicators measure the “state of” something typically in the natural environment
23
Uses of Performance Measurement
Monitoring and reporting
Strategic planning
Budgeting and financial management
Program management
Process improvement
Contract management
Communication with publicSource: Chapel, T., Center for Disease Control and Prevention, Power Point Presentation, Program Alignment, Performance Measurement, and Program Improvement
24
Limitations and Pitfalls of Performance Measures
Provide descriptive data, not rigorously evaluative.
Can encourage undesirable behavior.
May require too much time and effort.
Can be ignored, not automatically used.
Performance measurement is time-bound, and context-bound.
25
Steps to Developing, Implementing and Reporting Performance Measurement Information
I. Identify Team/Develop Performance Measurement Plan
II. Describe the Program
III. Develop Performance Measurement Questions
IV. Develop Measures
VI. Analyze and Interpret Information
VII. Develop the Report
V. Collect Information
26
Performance Questions Across the Performance Spectrum
PROGRAM ELEMENTS:
Resources
(We use these)
Activities/
Outputs
(To do these things)
Target Customer
(For these people)
Short term Outcome
(To change them in these ways)
Intermediate Outcome
(So they can do these things)
Long-Term Outcome
(Which leads to these outcomes)
PERFORMANCE QUESTIONS:
Do we have enough,
The right,
The necessary level,
The consistency?
Are we doing things the way we say we should?
Are we producing products and services at the levels anticipated?
According to anticipated quality indicators measures?
Are we reaching the customers targeted?
Are we reaching the anticipated numbers?
Are they satisfied?
Did the customer’s attitude, knowledge, skills or understanding change?
Are customers using the change as expected? With what results?
Are customers served changing in the expected direction and level?
If so, what did we (others) do to cause the change?
What changes in condition have occurred?
Did the program achieve its goals and objectives?
EXTERNAL INFLUENCES:
What factors might influence my program’s success?
27
Measures Across the Logic Model SpectrumElement Definition Example Measure
Resources/ Inputs
Measure of resources consumed by the organization.
Amount of funds, # of FTE, materials, equipment, supplies (etc.).
Activities Measure of work performed that directly produces the core products and services.
# of training classes offered as designed; Hours of technical assistance training for staff.
Outputs Measure of products and services provided as a direct result of program activities.
# of technical assistance requests responded to; # of compliance workbooks developed/delivered.
Customer Reached
Measure of target population receiving outputs.
% of target population trained; # of target population receiving technical assistance.
Customer Satisfaction
Measure of satisfaction with outputs. % of customers dissatisfied with training; % of customers “very satisfied” with assistance received.
Outcomes Accomplishment of program goals and objectives (short-term and intermediate outcomes, long-term outcomes--impacts).
% increase in industry’s understanding of regulatory recycling exclusion; # of sectors that adopt regulatory recycling exclusion; % increase in materials recycled.
28
Work Quality Measures
Category Definition Examples
Efficiency Measure that relates outputs to costs.
Cost per workbook produced; cost per inspection conducted.
Productivity Measure of the rate of production per some specific unit of resource (e.g., staff or employee). The focus is on labor productivity.
Number of enforcement cases investigated per inspector.
Cost
Effectiveness
Measure that relates outcomes to costs.
Cost per pounds of pollutants reduced; cost per mile of beach cleaned.
Service
Quality
Measure of the quality of products and services produced.
Percent of technical assistance requests responded to within one week.
29
Types of Performance Measures
1. Number of technical assistance requests responded to.
2. Number of workshops conducted
3. Gallons of waste gasoline emitted into marinas
4. Number and percent of marina owners & boaters reporting increased knowledge of regulations and best practices
5. Number and percent of marina’s contacted
6. Percent increase in targeted marina owners/boaters adopting BMPs
7. Total combined in-kind hours contributed by partner organizations
1. Output
2. Activity
3. Long-term outcome
4. Short-term Outcome
5. Customer reached
6. Intermediate Outcome
7. Resource
Example Type of Measure
30
Steps to Developing, Implementing and Reporting Performance Measurement Information
I. Identify Team/Develop Performance Measurement Plan
II. Describe the Program
III. Develop Performance Measurement Questions
IV. Develop Measures
VI. Analyze and Interpret Information
VII. Develop the Report
V. Collect Information
31
Steps for Developing Measures
Step 1: Identify Potential Measures
Step 2: Assess Each Measure
Step 3: Choose the Best Measures
Step 4: Identify Baseline, Target, Timeline and Reporting Schedule
32
Key Steps in Identifying Potential Measures
Identify the information needed and the audience
Identify measures in existing documents
Review the logic model and select the appropriate logic model element
Express the logic model element as a performance measure
Determine if the measure clearly relates to the program/project goal or objective
33
Identify the Information Needed and the Audience
Review the performance measurement questions developed earlier
Consider what information is needed to assess whether your program/project is meeting its goals and objectives.
Ask yourself:
Who needs to know what about the program, why, and in what format?
34
Identify Measures in Existing Documents
Review measures specified in:
• Program/Project Mission, Goals, Objectives, Service standards
• Legislation, Strategic plans (GPRA), Court Orders, PART, Regional Plans, National Program Management Guidance, Regional Priority Commitments
• Previous evaluations and research reports
• Consider other sources
35
Review the Logic Model
Review the logic model –
• Identify the aspects of performance that are most important to measure (resources, activities, outputs, outcomes)
• Identify contextual factors that could influence the program either positively or negatively and generate measures for them as appropriate
36
Outcomes
Shorter-term Intermediate Longer-termOutputsActivities Customers
Figure 2-1. EPA Region 1 New England Marina Initiative Logic Model
Program Goal: Improve marina environmental performance through implementing an effective regional education and outreach campaign that includes: improving awareness and compliance, increasing implementation of best management practices, and enhancing the current assistance provider network to help achieve sustained industry environmental support.
PLANNING• Establish goals, identify resources &
gaps• Design strategic projects to achieve
goals• Identify Marina owners in Region 1• Monitor progress
EDUCATION/TECHNICAL ASSISTANCE• Conduct environmental workshops • Conduct special demonstration training
events• Provide technical assistance w/
Regional Marina Workgroup• Develop technical assistance tools • Develop & maintain Marina website• Provide regulatory guidance
OUTREACH/NETWORKING• Facilitate Regional Marina Workgroup• Conduct internal/external meetings• Prepare written updates• Establish partnerships
Pro
jec
t P
lan
nin
g a
nd
Nee
ds
Ass
essm
ent
Sta
ge
Pro
jec
t Im
ple
men
tati
on
S
tag
e
• State Environmental Agencies (Regional Marina Workgroup)
• State & Regional Marine Trades Associations
• NEWMOA• NEIWPCC• NGOs
• Workshops• Technical
assistance• Marina Guidance
Documents• Fact sheets• Marina
Environmental Management Plan Workbook
• Marina Website• Regulatory
interpretations
• Baseline data of Marina performance
• Presentations on aggregated results
• Meetings• Written updates• Communication
letters• Network of
Partners
• Strategic plans
• Marina owners & staff
• Boaters
Enforcement actions are taken
Region 1& Partners’awareness & understanding of marina’s environmental impact improves
Enhanced support for marinas
Region 1 & Partners capabilities to assist marina owners is enhanced
Emerging issues are identified and studied
Collaboration to provide assistance
Strategic projects implemented
Marina owners & boaters have increased knowledge of regulations and best practices
Marina owners & boaters adopt marina best practices
Improved regulatory compliance from marina owners
Assistance provided to marina owners
Region 1& Partners explore ways to address issues
Partners agree on need for assistance in this sector
Trades Associations are more proactive in addressing Marina environmental issues
Region 1 & Partners decide to provide resources to address issues
Marina owners & boaters take corrective action to comply with regulations
Communication among Partners improves
Additional compliance data collected
Effective relationships established through a regional Marina stakeholder network
Improved environmental performance from marina owners
Healthier marina communities
February 19, 2007
MEASUREMENT • Develop measurement process using
statistical principles, random sampling techniques
• Develop environmental indicators• Develop measurement tool (checklist of
indicators)• Conduct baseline on-site visits• Aggregate results
Note: Gray boxes in the “Project Planning and Needs Assessment Stage” reflect activities in the “Project Implementation Stage.”
• Inventory of marina owners
37
Express the Logic Model element as a performance measure
Consider how to express the measure in terms of:
• Data:– Raw Numbers (number of marinas in compliance)– Averages (mean number of compliance issues) – Percentages (% of marinas in compliance)– Ratios (Cost per marina in compliance)– Rates (number of compliance violations per 100
marinas)
• Unit of Measure:– Is it appropriate to the measure?
38
New England Marina Initiative Measures
Activities Outputs Customer reached Short-term Outcome
Intermediate Outcome
Long-term Outcomes
Establish goals, identify resources, & gaps
Facilitate Regional Marina Workgroup
Develop measurement process using statistical principles, random sampling techniques
Conduct environmental workshops
Inventory of marina owners
Strategic Plans
Network of Partners
Baseline Data
Technical assistance provided
Brochures & Fact sheets
State Environmental Agencies (Regional Marina Workgroup)
State & Regional Marine Trade Associations
NGOs
Marina Owners & Staff
Boaters
Region 1 & Partners’ Awareness and Understanding of Marinas’ Environmental Impact Improves
Region 1 & Partners Agree to Address Issues
Marina Owners & Boaters have Increased Knowledge of Regulations and Best Practices
Emerging Issues are Identified
Marina Owners & Boaters take Corrective Action to Comply with Regulations
Marina Owners & Boaters Adopt Marina Best Practices
Trade Associations are More Proactive in Addressing Marina Environmental Issues
Healthier Marina Communities
# of measurement processes developed
# of workshops conducted
# of guidance documents and fact sheets distributed
Number of technical assistance requests responded to
#/% of marinas contacted
Level of satisfaction with technical assistance
#/% of marina owners & boaters reporting increase in knowledge of regulations and best practices
% increase in targeted marina owners/ boaters adopting best practices
Gallons of waste gasoline emitted into marinas
Efficiency: Cost per training workshop
Productivity: Hours per technical assistance visit per FTE
Ex
am
ple
Me
as
ure
sL
og
ic M
od
el
Ele
me
nts
39
Determine whether the measures clearly relate to the mission/goal
Review the program/project mission and or goal
• What key activities, outputs or outcomes are specified in the mission or goal?
Review the list of potential measures developed
• Will the data collected from the measures developed clearly demonstrate that the mission and or goal was accomplished?
40
Determine whether the measures clearly relate to the mission/goal
New England Marina Initiative Purpose:
The New England Marinas Initiative is a regionally coordinated assistance initiative to improve marina environmental performance through implementing an effective regional education and outreach campaign that includes: improving awareness and compliance, increasing implementation of best management practices, and enhancing the current assistance provider network to help achieve sustained industry environmental support.
Performance Measures
# of measurement processes developed
# of workshops conducted
# of guidance documents and fact sheets distributed
Number of technical assistance requests responded to
#/% of marinas contacted
Level of satisfaction with technical assistance
#/% of marina owner & boaters reporting increase in knowledge of regulations and best practices
% of targeted marina owners/boaters adopting best practices
Gallons of waste gasoline emitted into marinas
41
Exercise 2: Performance Measures
Developing Your Own Measures
42
Step 2: Assess Each Measure
Assess the feasibility of the measures for:
data collection
data quality
analysis
reporting
43
Assess Each Measure for Data Collection
Availability
• Existing data vs. new data
Frequency
• One time collection, continued data collection
Utility
• Data available for use
• Supports an acceptable baseline
Cost
• Overall implementation cost
44
Assess Each Measure for Data Quality
Reliability
• Provides consistent readings
Validity
• Measures what it is supposed to measure
Objectivity
• Free from bias and represents reality
45
Assess Each Measure for Analysis:
Statistically reliable
• Population data
• Sample data
Type of analysis
• Trends over time
• Actual performance against targets or standards
• Variation across units (internal benchmarking)
• Against benchmarks (external benchmarking)
External factors
• Direct or near direct control over the measure• Account for impact of external factors on the measure
46
Step 3: Choose the Best Measures
Assess the value of the measures in relation to the goals and objectives of the program.
• Required
• Important
• Interesting
Select final list of measures – you won’t be able to collect data for all measures.
Check in with managers and stakeholders.
Identify a priority list of measures
47
Step 4: Identify a Standard
For each performance measure develop a:
1. Baseline – current state
2. Target – desired level of performance
3. Timeline – date when performance will be achieved
48
Criteria for Useful Performance Measures Is each measure: If so, then it will be:
Objective-linked
Directly related to clearly stated objectives for your program.
Responsibility-linked
Matched to specific organizational units and people that are responsible for AND capable of taking action to improve performance.
Organizationally acceptable
Valued by all levels in the organization, used as a management tool, and viewed as being “owned” by those accountable for performance.
Comprehensive Inclusive of all relevant aspects of the program performance; e.g., measuring quality and quantity.
Credible Based on accurate and reliable data sources and methods, and to the extent possible, not open to manipulation or distortion.
Cost-effective
Acceptable in terms of data collection, processing, and reporting.
Compatible
Integrated with existing information systems.
Comparable with other data
Useful in making comparisons; e.g., performance can be compared from period to period, with peers, to other programs.
Easy to interpret and report
Presented graphically and accompanied by commentary!
[1] Adapted from Price Waterhouse – Center for Performance Measurement
49
Tips for Choosing the Best Measures
For each measure ask…
Does the measure clearly relate to the project goal and objective?
Is the measure important to management and stakeholders?
Is it possible to collect accurate and reliable data for the measure?
Taken together, do the measures accurately reflect the key results of the program, activity or service?
Is there more than one measure for each goal or objective?
Are your measures primarily outcome, efficiency, or quality measures?
50
Muddy Waters
Describe three different types of performance measures (slide 36-37)
Why is it important to consider your audience when developing performance measures (slide 41)?
How can a logic model help you develop performance measures (slide 45)?
51
Contacts:
Yvonne M. Watson
watson.yvonne@epa.gov
(202) 566-2239
Britta Johnson
johnson.britta@epa.gov
(202) 566-1465
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