0 Performance Management for Justice Information Sharing David J. Roberts Global Justice Consulting 2006 Symposium on Justice & Public Safety Information Sharing March 12, 2006 Washington, DC

1 Performance evaluation is more than an academic exercise, a matter of methodologies and numbers. How performance is measured affects not only what the public knows about the police, but also the character of police operations and the management climate. Because performance evaluations establish priorities, incentives, and requirements, they are much too important to be left to technicians. Performance measurement should be viewed as an integral, ongoing part of the management of policing. Measuring Performance Source: David H. Bayley, Measuring Overall Effectiveness, in Lawrence T. Hoover (ed.), Quantifying Quality in Policing (Washington, DC: Police Executive Research Forum, 1996), pp

2 Process vs. Impact Evaluations Process evaluations focus on how the initiative was executed; the activities, efforts, and workflow associated with the response. Process evaluations ask whether the response occurred as planned, and whether all components worked as intended. Fundamentally, a process evaluation posits the question, Are we doing the thing right? Impact evaluations focus on the outcome (the what) of the initiative; the output (products and services) and outcome (results, accomplishment, impact). Did the problem decline or cease? And if so, was the response the proximate cause of the decline? Fundamentally, the impact evaluation posits the question, Are we doing the right thing(s)?

3 Managing Performance Performance measurement, in simplest terms, is the comparison of actual levels of performance to pre- established target levels of performance. To be effective, performance must be linked to the organizational strategic plan. Performance-based management essentially uses performance measurement information to manage and improve performance and to demonstrate what has been accomplished. In other words, performance measurement is a critical component of performance-based management. Source: Will Artley, D.J. Ellison and Bill Kennedy, The Performance-Based Management Handbook, Volume 1: Establishing and Maintaining a Performance-Based Management Program (Washington, DC: U.S. Department of Energy, 2001), p. 4.

4 Establishing a Performance Management Program The Six Steps to Establishing a Performance-Based Management Program Source: Will Artley, DJ Ellison and Bill Kennedy, The Performance-Based Management Handbook, Volume 1: Establishing and Maintaining a Performance-Based Management Program (Washington, DC: U.S. Department of Energy, 2001)

5 Step 1: Define Mission and Strategic Performance Objectives 1.Mission statements identify the overall purpose for which the organization is organized. 2.Vision statements describe the future business environment and the role of the organization within it. 3.Value statements reflect fundamental beliefs and values guiding the agency, the nature of their responsibilities, and the philosophy underlying their approach. 4.Assumptions are also frequently discussed in strategic planning efforts, describing business environmental conditions that are expected in the future. 5.Business strategies identify how objectives are to be accomplished, e.g., community-oriented policing

6 Step 2: Establishing an Integrated Performance Management Framework Major Elements in Creating a Performance Management Framework 1.Define the Relationship of Performance Measurement to the Strategic Planning Process 2.Build the Performance Management Team 3.Address Stakeholder/Customer Needs 4.Understand Performance Measurement Terminology 5.Manage Performance Measurement 6.Accept Accountability for Measures 7.Communicate 8.Know How to Check/Test Your Measures 9.Learn From Others 10.What Do You Measure Yourself Against

7 Performance Planning Template Performance Plan Template Defined/Action taken Mission/Vision/Values/AssumptionsRelate project to Agency Mission/Vision, etc. Strategic Performance Objective 1Defined Operation/ActivityTitle PurposeDescribe purpose(s) of initiative ExecutionDefine how youre going to do it Performance Target(s)Identify target(s) (e.g., reduce violent crime by 10%) Performance MeasuresHow youre going to measure it OwnerPerson responsible/accountable ResourcesResources needed for this initiative BudgetFunding dedicated to this initiative FTEStaffing dedicated to this initiative Strategic Performance Objective 2Defined Operation/ActivityTitle PurposeDescribe purpose(s) of initiative ExecutionDefine how youre going to do it Performance Target(s) Target(s) (e.g., reduce violent crime by 10%) Performance MeasuresHow youre going to measure it OwnerPerson responsible/accountable ResourcesResources needed for this initiative BudgetFunding dedicated to this initiative FTEStaffing dedicated to this initiative

8 Step 3: Establish Accountability for Performance Building Accountability: –Authority refers to the power to influence or command thought, opinion, or behavior. –Responsibility means that one is liable to be called to account as the primary cause, motive, or agent. –Accountability, on the other hand, is an obligation or willingness to accept responsibility and to account for one's actions. Internal vs. External Accountability –Internal Organizational Accountability – Internal organizational accountability refers to the establishment of the upward and downward flow of accountabilities between management and individuals and teams within the organization. –External Organizational Accountability – In external organizational accountability, the organization answers to/reports to its stakeholders on both its organizational performance and organizational behavior.

9 Step 4: Establish a Process/System for Collecting Data to Assess Performance Develop a Plan: 1.Information Requirements 2.Information Sources 3.Data Collection Processes 4.Data Collection and Reporting Frequencies 5.Data Collection Costs 6.Data Protection 7.Data Quality 8.Trial Run

10 Step 5: Establish a Process/System to Analyze, Review, and Report Data Data Analysis Strategies 1.Assess the Quality of Data 2.Employ Analytic Methods 3.Calibrate Baseline Measures 4.Test Hypotheses 5.Know What to Measure 6.Data PresentationHow Will the Data be Used and Reported? 7.Create an Executive Dashboard

11 Sample Executive Dashboard

12 Step 6: Establish a Process/System to Use Information to Drive Improvement 1.Shape Organizational Culture 2.Make Information Broadly Available 3.Reengineer Business Processes 4.Build Performance Management into Everyday Operations a.Executive Support and Organizational Commitment is Required b.Comprehensive System of Accountability and Responsibility is Required c.Flattens the Organization d.Identify Problems Early e.Ensure Progress and Keep Projects on Target f.Demonstrate Value

13 Discussion of Performance Measures for Information Sharing 1.Describe mission, vision and objectives of information sharing initiatives. 2.Define measures and targets presently used in jurisdictions. 3.Are there universal performance measures that are appropriate in evaluating the level of information sharing within a jurisdiction? 4.Identify data sources, measures and reports. 5.Discussion…

14 Resources Will Artley, DJ Ellison and Bill Kennedy, The Performance-Based Management Handbook, Volume 1: Establishing and Maintaining a Performance-Based Management Program (Washington, DC: U.S. Department of Energy, 2001) at John E. Eck, Assessing Responses to Problems: An Introductory Guide for Police Problem- Solvers (Washington, DC: Center for Problem-Oriented Policing, no date), at Michael Geerken, The Art of Performance Measurement for Criminal Justice Information System Projects, (Washington, DC: U.S. Department of Justice, Bureau of Justice Assistance, 2006 [forthcoming]) Robert H. Langworthy (ed.), Measuring What Matters: Proceedings from the Policing Research Institute Meetings, (Washington, DC: NIJ/COPS, July 1999, NCJ ), pp David J. Roberts, Law Enforcement Tech Guide: Creating Performance Measures that Work! A Guide for Law Enforcement Executives and Managers to Assess and Measure Performance, (Washington, DC: U.S. Department of Justice, Office of Community Oriented Policing Services, 2006 [forthcoming from SEARCH and COPS])