Measuring Results

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Measuring Results

• Gail Johnson
• Winter 2003

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Woodrow Wilsons Vision

• We must first discover what government can
  properly and successfully do and then discover
  how it can do these proper things with the utmost
  of efficiency.
• ....to straighten the paths of government, to
  make its business less unbusinesslike.
• the field of administration is a field of
  business administration is not politics.

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Why Measure Results?

• To think about what you are doing and why you are
  doing it.
• To see how well you are doing in achieving
  results.
• Take risks and measure results.
• To focus on doing the right thing rather than
  just doing things right.

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Definition

• Harry Hatry defines Performance Measurement
• the systematic assessment of how wells services
  are being delivered to a community--both how
  efficiently and how effectively.

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Goals

• Hard to specify outcomes if you dont know what
  the goals are.
• Goals and objectives specify what an agency or
  program wants to achieve.
• The more specific, the easier it is to measure.
• Legislative goals may be vague
• Agency may have conflicting goals

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The Well-Stated Objective

• Who -- the people who will carry out the
  objective
• What -- the goal/objective
• How --the activity
• How many--the amount of inputs needed or
  services to be provided, or people to be
  served
• Whom --the target population, the direct
  beneficiaries
• Where --site(s)
• When --target date for achievement

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The Well-Stated Objective

• To vaccinate for measles at least 80 of the
  pre-school
• what how many whom
• children in Virginia Beach during
  October--December 1996
• where when
• using the visiting nurses association at free
  clinics. who how

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The Well-Stated Objective

• To reduce teen pregnancy among high school
  students
• what whom
• by 25 by 2005
• how many when
• by establishing a birth control clinic at each
  high school.
• How
  where

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Program Outcome Model
Impact
Outcomes
Outputs
Activities

• Inputs

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Program Outcome Model

• If we train the chronically unemployed, then
  their quality of life will be improved, and the
  overall poverty rate will be reduced.
• Whats the model?
• Unemployed ? training ? employment ? increased
  income ? reduced poverty

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Program Outcome Model

• Inputs

Activities
Outputs
Outcomes
Impact

• Products
• number of classes
• hours of service
• number of participants

• Services
• training
• education
• counseling

• Changes
• improved
• condition

• Resources
• money
• staff
• volunteers
• supplies

• Benefits
• new knowledge
• increased skills
• changed attitudes
• new behavior

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Vaccination Program

• Inputs

Activities
Outcomes
Outputs
Fewer kids get measles fewer deaths healthier kids
Advertise recruit hold clinics vaccinate kids
80 preschoolers vaccinated
Vaccines visiting nurses volunteers supplies money
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MPA Program

• Inputs

Activities
Outputs
Outcomes

• teaching
• advising
• recruitment
• placement

• number of classes
• number of participants
• number of graduates

• new knowledge
• increased skills
• hired as leaders
• better government

• money
• faculty
• classrooms
• computers
• supplies

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The dogmas of the quiet past are inadequate to
the stormy present. The occasion is piled high
with difficulty and we must rise to the occasion.
As our case is new, so must we think anew and
act anew. Abraham Lincoln
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Purpose of GPRA

• To improve federal management and congressional
  decision-making
• To improve service delivery
• To improve program effectiveness and public
  accountability
• Improve confidence in government

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Framework Strategic Planning

• Five Step Process
• Define Mission
• Develop Performance Indicators
• Collect and Analyze Data
• Communicate Performance Information
• Use Performance Information in Planning
• and Budgeting.
  

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GPRA Good Government

• Congresss Version of Reinventing Government
• Bi-Partisan Support
• Supported by Clinton Administration
• Supported by GAO and OMB

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Framework Strategic Planning

• Iterative Process

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Implementation Time Table

• Oct. 1, 1993 10 pilot projects begin.
• 1997 OMB reports on pilot projects. GAO reports
  on pilot projects
• Sept. 30, 1997 All agencies submit 5-year
  strategic plans and annual performance plans

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• January 1998 OMB submits Federal Government
  performance plan with FY 1999 budget
• March 31, 2000 All agencies submit annual
  performance reports for FY 1999

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Advantages

• A way to determine goals and objectives
• Data to identify whats working and what isnt
• Provides information to make tough choices
• A way to involve stakeholders in thinking about
  the big picture

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Challenges

• Measurement
• Success is difficult to define
• Finding measures that are meaningful, valid, easy
  to understand, and not costly to collect
• Need IT in place
• Participation
• Resistance to performance measurement
• Whats In It For Me

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Challenges

• New Style of Management
• Collaborative, Open, Shared Power
• Quality and skills of leadership are of much
  greater importanceand may not be in place.
• Politics
• Short-time perspective of the political leaders
  in an change effort that requires years.
• Interpretation of the metrics values differ.

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What This Means

• New role for congress
• Strategic partner, focused on the big picture.
• Get out of micro-management business
• Current congressional structure too fragmented
• Paradigm shift share power, trust bureaucrats

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Bush Administration

• GPRA not working as intended.
• Effective 5
• Moderately Effective 24
• Adequate 15
• Ineffective 5
• 50 of agencies results not demonstrated
• Source http//www.whitehouse.gov/omb/budget/fy200
  4/performance.html