1. Performance Management Research and Statistics PAC January 2006

2. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 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. 37-54.

3. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 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)?”

4. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 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.

5. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 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)

6. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 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

7. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 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

8. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 7 Performance Planning 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 you’re going to do it Performance Target(s)Identify target(s) (e.g., reduce violent crime by 10%) Performance MeasuresHow you’re 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 you’re going to do it Performance Target(s) Target(s) (e.g., reduce violent crime by 10%) Performance MeasuresHow you’re going to measure it OwnerPerson responsible/accountable ResourcesResources needed for this initiative Budget Funding dedicated to this initiative FTEStaffing dedicated to this initiative

9. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 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.

10. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 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

11. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 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 Presentation—How Will the Data be Used and Reported? 7.Create an Executive Dashboard

12. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 11 Sample Executive Dashboard

13. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 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 Policing a)Executive Support and Organizational Commitment Required b)Comprehensive System of Accountability and Responsibility Required c)Flatten the Organization d)Identify Problems Early e)Ensure Progress and Keep Projects on Target f)Demonstrate Value

14. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 13 Interoperability Measures Baseline Assessment Sub-Element Governance Leadership Decisionmaking Groups Agreements Interoperability Funding Strategic Planning Standard Operating Procedures Policy, Practices, and Procedures Command and Control Technology Approaches Implementation Maintenance and Support Training and Exercises Operator Training Exercises UsageFrequency of Use and Familiarity Table 1: SAFECOM Baseline Assessment Elements (2005) Interoperability Continuum

15. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 14 Discussion of Performance Measures for Interoperability Describe mission, vision and objectives of interoperability initiatives. Define interoperability measures and targets presently used in jurisdictions. Are there universal performance measures that are appropriate in evaluating the level of interoperability within a jurisdiction? Identify data sources, measures and reports. Discussion…

16. Sponsored by: Office of Community Oriented Policing Services (COPS) | Provided by: SEARCH, The National Consortium for Justice Information and Statistics 15 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 http://www.orau.gov/pbm/pbmhandbook/pbmhandbook.html http://www.orau.gov/pbm/pbmhandbook/pbmhandbook.html COPS Office, Grant Monitoring and Standards Guidelines for Hiring and Redeployment (Washington, DC: COPS Office, U.S. Department of Justice, no date), at: http://www.cops.usdoj.gov/default.asp?Item=299http://www.cops.usdoj.gov/default.asp?Item=299 John E. Eck, Assessing Responses to Problems: An Introductory Guide for Police Problem-Solvers (Washington, DC: Center for Problem-Oriented Policing, no date), at http://www.popcenter.org/Tools/tool-assessing.htmhttp://www.popcenter.org/Tools/tool-assessing.htm Robert H. Langworthy (ed.), Measuring What Maters: Proceedings from the Policing Research Institute Meetings, (Washington, DC: NIJ/COPS, July 1999, NCJ 170610), pp. 37-53. 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, 2005 [forthcoming from SEARCH and COPS]