Week 14: Performance Budgeting: Best Practices Set BCP presentation schedule Review performance measurement concepts examples from memo assignments examples from CSUS planning process Performance budgeting -- best practices sites In-class exercises on performance measures and links to budgets--in your agencies (time permitting)

Performance Measurement Concepts Clarify the differences among: objectives performance measures value for a performance measure benchmark or goal for assessing value on perf. measure Objective: the intended result of a program or service Performance measure: a basis for reporting outcomes Value on performance measure: the score or outcome Benchmark: a standard to which to compare the score ********************************** Policy outcome v program outcome--useful to distinguish what outcomes are within agency’s control

Performance Measurement Exercises: How well does the outcome measure address the objective? Objective: recruit and hire highly qualified personnel to fill vacant positions Measure: percentage of recruitments filled with qualified candidates Objective: reduce recidivism among juvenile offenders Measure: number of probation officers working directly with juveniles Objective: reduce interagency barriers to success Measure: level of interagency cooperation

Performance Measurement Exercises: How well does the outcome measure address the objective? Objective: improve quality of life of clients in drug treatment program Measures: monthly visits with clients to determine quality of life completion rates of treatment programs Objective: reduce delays in power plant siting process average time to completion of application satisfaction of applicants

Performance Measurement Exercises: How well does the outcome measure address the objective? Objective: increase awareness of issue “x” and availability of services “y” Measures: creation of a media campaign number and type informational materials distributed estimated number of people reached by the campaign Objective: reduce customer complaints for service “x” cost to the unit of providing the services percentage of customers satisfied

Examples from CSUS Planning: old v new approach Old objective: To provide opportunities for students to experience a variety of pedagogical methods New objective: Provide adequate staffing and facility support for faculty who are interested in integrating instructional technology into the classroom Measures: inventory of “smart” classrooms and instructional technology staff; faculty survey--new question on adequacy of support

Examples from CSUS Planning: old v new approach Old objective: To increase opportunities for students to engage in experiential learning (e.g. service learning, internships, cooperative education, involvement in research) during their academic career at CSUS New objective: Increase enrollment in service learning, internships, and cooperative education coursework Measures: enrollment data; CASPER phone poll

Examples from CSUS Planning: old v new approach Old objective: To assist students in becoming effective learners New objective: Implement programs or practices aimed at helping students become more effective learners, in light of findings of continuing research on the subject of effective learning Measures: status of research findings; implementation of new programs or practices

Examples from CSUS Planning: old v new approach Old objective: To clarify, within the context of the Strategic Plan, the international aspects of the University’s mission New objective: Develop, as appropriate, learning outcomes for globalism and increase the coverage of globalism and internationalism in the curriculum Measures: review of assessment plans, syllabi, program reviews

Examples from CSUS Planning: old v new approach Old objective: To create an environment in which all employees are supportive of University efforts to achieve a pluralistic community, are knowledgeable about University efforts, and have the skills, awareness, and motivation to support these efforts at the University, unit, and individual levels. New objective: Reduce the perceived discrimination and insensitivity on campus with respect to race, ethnicity, culture, religion, gender, sexual orientation, and disability as reported by members of the campus community Measures: CASPER phone survey; SNAPS; new campus climate survey

Examples from CSUS Planning: old v new approach Old objective: To improve the ability of the University to serve a qualified, diverse student population while responding to changes in enrollment demand and societal needs New objectives: Increase the portion of classes and labs that are scheduled on Fridays, evenings, and weekends to better utilize campus facilities Measure: new report on % of sections scheduled by time period; Chancellor’s Office measure on % of FTES served by time period Develop an integrated “evening/weekend college” approach whereby working adults can complete selected entire academic programs without attending during normal work hours Measure: documentation of effort

Relating Performance Measures to Budgeting Purpose of the budget process To help decision makers make informed choices about the provision of goods and services and to promote stakeholder participation in the process Good performance measures: assist government officials and citizens identify program results, evaluate past resource decisions, and improve future resource allocation Ideal performance budget: helps decision makers understand performance consequences of budget decisions Good performance budget: helps decision makers connect $$ to program results to try to affect outcomes

Performance Budgeting Definition: Systematic incorporation of performance information into the budgetary process Requires program structure (or at least program thinking) “Program” -- a set of related functions that contribute to a common goal Programs should not be defined around organizational structure funding source Example of program budget at CSUS student retention (crosses organizational units) year round operations (crosses organizational units and involves different funding sources)

Elements of a Performance Budget Reflects program planning (mission/goals/objectives) Includes means to measure results (i.e. the measures) Includes data on performance measures (i.e. the measurements) Includes performance targets Includes strategies for meeting targets Provides cost projections for meeting strategies Allocates funds based on cost projections

Prince William County Based on strategic planning major emphasis on community input focused on limited set of strategic goals considers impact of external environment action oriented From targets to budgets desired community outcomes=>program outcomes measurable program objectives to reach targets activities to be performed to meet targets budget for each activity

Prince William County (p.2) Budget approval process agencies report to Executive Management on prior year performance (measures against targets) agencies meet with Executive Management to set budget year objectives, targets, activities internal and external benchmarks used Executive Management distributes budget instructions agencies submit budget requests in response to agreed upon targets review by Board of Supervisors with community input

Prince William County (p.3) Accomplishments of performance budgeting shift away from line item budgeting reallocations toward strategic priorities major increases: public safety, judicial administration, human services, capital improvement major decreases: parks and library, administration, general government, planning and development more efficient government (cost per capital declined) increased citizen satisfaction with value of tax dollars won several awards (helps gain citizen support)

Bellevue, Washington Budget based on strategic themes programmatic, cross-departmental approach Department budget request includes: goals and significant budget issues organized around city’s strategic themes programmatic, not line-item presentation initiatives and budget increases, by program outcomes, activities, performance measures, all linked

Missouri Budget instructions to agencies budget requests must be based on strategic plan budget requests must relate to “Show Me Results” designed budget form to show “tight linkages” between planning and budgeting “problem statement” is to relate to “Show Me Results” form includes outcome measures objectives that will affect outcomes strategies and requested funds

Preview of Week 15 Two readings on Ethics Last-email discussions questions are due Course evaluation Begin BCP presentations class will evaluate