1. Optimizing MFSP: Performance Measures
September 2015

2. Outline Where We’ve Been Where We Are Where We’re Going
We’ll be recording this session, just so those who weren’t able to attend can take advantage of the discussion. 2 2

3. Where We’ve Been
“Finally, a modernized Military Family Services Program must contain a systemic qualitative performance measurement mechanism focused on evaluating institutional support to military families on a recurring basis.”
CF Ombudsman Report, 2013, p. 79
Key points to pull from this quote are that Performance measurement should include:
Systemic elements (what is the impact overall for military families, in addition to at specific locations or for specific issues)
Qualitative elements (not just quantitative or numbers)
Quantitative data: MFRC Service Delivery Stats, QOL Survey
Qualitative : informed by the Community Needs Assessments, Annual Reports, feedback from families (including through the Military Family Panel Process), etc.
Be recurring (more than one point in time, to show a trend) 3
Draft-Not for dissemination

4. Where We’ve Been Jan-Mar 2014 Apr-Jun 2014 Jul-Sep 2014 Oct-Dec 2014
Apr-Present 2015
MFS Logic Model Consultations
MFS Logic Model Revisions
Performance Measure Development
Performance Measures MFRC Tiger Team
Performance Measure Data Gathering
The MFS Logic Model, part of which is represented by the MFS Communications Logic Model provided to DGMPRA, was created in alignment to the MFS Operating Plan to provide valid, reliable and tangible evidence of our investment in CAF families. 
It represents a shift from a program focus to a family focus while taking into consideration the recommendations of the CRS Report and the Ombudsman’s Report
The MFS Logic Model was developed in consultation with over 100 participants, including teleconferences with 81 participants from 27 locations across Canada, US and Europe. These participants included military family members, MFRC staff and Board Members and CAF military Chain of Command
Once the MFS outcomes  were determined in the Logic Model, the key performance measures were developed through a literature review of standard indicators used in government and the family service industry and in consultation with subject matter experts both inside (DG Military Personnel—John Currie, Maj Carter; DGMPRA—Dr. Zhigang Wang) and outside of DND (Mark Schacter, Mark Cabaj at Tamarack CCI)
The measures were further refined through consultation with a Tiger Team comprised of staff from 10 MFRCs across the country and a series of tele- and video-conferences with 34 participants across 24 MFRCs in Apr 2015
Draft-Not for dissemination

5. Where We Are
We have 4 Dashboards to show how we are doing on Performance Measures:
MFS Dashboard (focussing on how we are doing with our People—absenteeism rates, health of employees, partnerships—community partners, and resources)
MFRC Dashboard—how we are doing with people, partnerships and resources
Family Dashboard—what impact we are having for families in terms of awareness, access and use of family services
Leadership dashboard—to show status of MFS’ tasks for CAF leadership (DGMWS, CMP, CDS and MND)
We now have some data on 4 Dashboards (e.g.: absenteeism rates for MFS staff) and waiting on other data (e.g.: MFRC service delivery data, to be submitted in Apr 2016
World Bank, Ten Steps to a Results-Based Monitoring and Evaluation System (2004) 5

6. Where We’re Going MFRC Service Delivery Data Due Apr 2016
Establish benchmarks, performance targets
Ongoing analysis of how we’re doing and the impact of support to families
As noted in the MFS Operating Plan, performance measurement is intended to be integrated into the MFSP, providing:
tangible quantitative and qualitative evidence of impact to families at 12-month increments
Strategic information for decision-makers
Increased transparency and accountability to the military family community by evaluating “the extent to which MFS activities and services are tangibly contributing to the well-being of contemporary military families”
The overarching purpose of setting up PMs is for strategic learning and accountability.
Essentially, we need to demonstrate:
How we are supporting families
What is the value of the support to families; and
What impact that support is having 6
Draft-Not for dissemination

7. Discussion
If you have any additional questions or something occurs to you after the fact, don’t hesitate to me so that we can capture all feedback
Thank you to all for taking the time out of your days to offer your feedback. Have a great day! 7