Peter Scharf Crafting Peformance Mgmt

8/8/2019 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



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.



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).



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).



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?



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?



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



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



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



F

easibilit yF

easibilit y Criminal Justice Expertise

Time, Staff, Money

Information System Technical Capability

Access to Information (sometimes in the possessionof other agencies)



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



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



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.



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.



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



Project Type Exam pleProject Type Exam ple

SEE HANDOUT



Develo ping Your Own PerformanceDevelo ping Your Own Performance

Measures: 4 Com ponentsMeasures: 4 Com ponents

Goals

Chain

Measure

Format



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



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?



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



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



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?



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.




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.




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.



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



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



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?

Peter Scharf Crafting Peformance Mgmt

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