1. The Public Performance Measurement and Reporting Network http://ppmrn.rutgers.edu/

2. School of Public Affairs and Administration Performance Measurement A process, or system of measures and procedures, whereby organizations assess how well they are doing: –Compared to their previous performance –Compared to other organizations –Compared to previously established objectives

3. School of Public Affairs and Administration Why Measure Performance? Help track and improve results over time Help identify areas continually faced with large backlogs, slipping deadlines, high turnover, or many complaints Help evaluate and track evidence of progress

4. School of Public Affairs and Administration Types of Indicators Input Indicators – Designed "to report the amount of resources, either financial or other (especially personnel), that have been used for a specific service or program. Input indicators are ordinarily presented in budget submissions and sometimes external management reports.“ GASB Output/Workload Indicators - Report units produced or services provided by a program. Workload measures indicate the amount of work performed or the amount of services received. Outcome/Effectiveness Indicators - Report the results (including quality) of the service. These measures answer the question How well the organization is meeting its goals. Efficiency Indicators- Report whether the desirable ends are achieved with minimal input of resources, or that the resources we employ bring the maximum amount of desirable goal attainment. Efficiency refers to the ratio of the quantity of the service provided to the cost, in dollars or labor, required to produce the service. Productivity Indicators - Combine the dimensions of efficiency and effectiveness in a single indicator. The costs (or labor-hours) of faulty meter repairs as well as the costs of effective repairs are included in the numerator of such a calculation, but only good repairs are counted in the denominator--thereby encouraging efficiency and effectiveness of and by meter repair personnel. (Ammons, 1996)

5. School of Public Affairs and Administration Performance-based Management InputsActivities OutputsOutcomes Decision Making The purposeful use of resources and information to achieve and demonstrate measurable progress toward agency and program goals Linkages to Strategic Planning and Budgeting

6. School of Public Affairs and Administration Public Reporting in United States According to Lee, “ public reporting is characterized by being effectively communicative to citizens. ” According to Lepawsky, public reporting is essential for establishing the democratic criteria of communicating to citizens and enhancing public control..

7. School of Public Affairs and Administration Accountability and Reporting Citizens are vital decision makers in establishing accountability mechanism. Citizens use performance information to asses if –Government resources are effectively managed in compliance with law –Public programs result in the desired objectives and outcomes –Public services are provided efficiently, economically and effectively Essential features of government performance information includes –Use of financial and non-financial resources –Service efforts and accomplishments

8. Evaluation of Performance Reports based on NCPP’s 10 Point Readability Criteria #IndicatorsExplanation012 1 Are images included in the report ?0 = No 1 = Images are included but do not relate to the text 2 = Images relate to the text 2 Are the colors attractive ?0 = No 1 = Color contrast OR comfort 2 = Color contrast AND comfort 3 Is there appropriate spacing (leading space) between the lines ? 0 = Leading space below 5 mm 1 = Leading space above 5 mm 2 = Leading space above 5 mm AND margin provided 4 Is the report brief or comprehensive ?0 = More than 20 pages 1 = Between 10 - 20 pages 2 = Less than 10 pages 5 Does the report use measurement tools like bar graphs, tables, pie charts ? 0 = No 1 = Yes but do not relate to the text 2 = Images relate to the text (Size does not exceed 1/3rd of page) 6 Are too many technical words, jargon used ?0 = More than 7 words per page 1 = Between 3-7 words per page 2 = Less than 3 words per page 7 Does the report offer contact information for agencies/departments or employees/public officials ? 0 = No 1 = Phone contact of advocacy group OR transit agency 2 = Phone contact of advocacy group AND transit agency 8 Is the survey / research methodology provided ?0 = No 1 = Methodology is provided 9 Are the sources for data collection and verification provided ? 0 = No 1 = Sources of data provided 1010 Is there a multi-year comparison of data ?0 = No 1 = Data for last 3 yrs 2 = Data includes more than last 3 yrs

9. School of Public Affairs and Administration NCPP ’ s 10 Point Readability Criteria Criteria #1 : Images Are images included in the report ? 0 = No 1 = Images are included but do not relate to the text 2 = Images relate to the text Source: MetroCard Rating Report 2005 Straphangers Campaign Source: The Late State of the Buses Report 2005 The Campaign for Better Transit, Chicago

10. School of Public Affairs and Administration Capitol Corridor Joint Powers Authority (CCJPA) Performance Report 2005

11. School of Public Affairs and Administration Boston Indicators Project Indicator: 10.2.2 Trends in rapid-transit ridership

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21. School of Public Affairs and Administration Earn a Professional Certification: Public Performance Measurement The National Center for Public Performance at Rutgers University -Newark Public Performance Measurement Curriculum 100: Citizen-Driven Performance Improvement: An Introduction 200: Strategic Planning & Performance Based Budgeting 300: Citizen Engagement in Government 400: Citizen Surveys & Data Presentation 500: Governmental Transparency and E-Governance Visit The NCPP Website: http://www.ncpp.us

22. School of Public Affairs and Administration http://ppmrn.rutgers.edu/ Daniel Bromberg Network Director Email: bromberg@rutgers.edu