Performance Measurement 101

Performance Measurement Performance Measurement is: –The ongoing monitoring and reporting of program accomplishments and progress –It explains what level of performance is achieved by the program Performance Measures are: –Outputs used to ensure effective implementation of a program –Outcomes used to assess the result of the service provided by the program Theory of Change: –The mechanism by which programs outline how their programs work based on existing research or practice grounded in evidence and field experience

Theory of Change (Logic Model) Community Need Intended Outcome Intervention/ Service Activity

Theory of Change (Logic Model) Community Need Intended Outcome Statistics documenta need Statistics documenta need Evidence Guides choice of intervention Supports cause-effect relationship Evidence Guides choice of intervention Supports cause-effect relationship Intervention/ Service Activity

CNCS National Performance Measures Grantees and sponsors use common terms, definitions and measurement approaches. Each program has its own performance measurement requirements. Grant Opportunities ( National Service Knowledge Network ( 5

CNCS National Performance Measures

Performance Measures Work Plans Community Need Service Activity Output Outcome Data Collection Instrument and Instrument Description Service Activity Description Data Collection Instrument and Instrument Description

Performance Measures Work Plans Community Need: –A description of the community need that will be addressed by the program’s volunteers including: Statistics, local and broader Consequences of need going unmet How volunteers can be an effective resource

Performance Measures Work Plans 9 Community Need:

Performance Measures Work Plans Data documenting problem/need should answer these questions: SCOPE: Who and how many are directly affected? How severe is this? SIGNIFICANCE: What makes this a compelling need? Is it likely to become worse? What will happen if we do nothing? CAUSE(S): Why does the need exist? How is it perpetuated? 10 Community Need:

Performance Measures Work Plans Community Need Example: Scope: National Survey of Children and Health found childhood obesity in State X increased 23% between 2003 and 2007 – the 2 nd fastest rate of increase in US (2010). CDC data show nearly one-third of children and teens are obese or overweight in Webb County (2009). Significance: Obese children found to become obese adults Links between childhood obesity and early onset of cardiovascular disease, and Type II diabetes Webb County rising in state and national averages for cardiovascular disease Long term health care costs rising Causes: Diet, sedentary lifestyle 11

Performance Measures Work Plans Service Activity: –The task that volunteers will perform. –The description should include: Who the beneficiaries are What the volunteers will be doing with them How often volunteers provide service, For how long, and Where the service takes place

Performance Measures Work Plans Outputs: –Amount of service provided (people served, products created, or programs developed) Outcomes: –Reflect the changes or benefits that occur –Can reflect changes in individuals, organizations, communities, or the environment –Address changes in attitudes/beliefs, knowledge/skills, behavior, or conditions

Attitude/BeliefKnowledge/SkillBehaviorCondition Thought, feeling Understanding, know-how Action Situation, circumstance 14 Types of Outcomes Performance Measures Work Plans

Attitude/BeliefKnowledge/SkillBehaviorCondition Increased interest in school Improved math ability Increased school attendance Successful completion of High School 15 Performance Measures Work Plans Types of Outcomes - Education

16 Attitude/BeliefKnowledge/SkillBehaviorCondition Increased desire to adapt good nutrition habits Improved low- budget cooking skills Increased healthy food intake Improved household food security (supply) Types of Outcomes – Healthy Futures Performance Measures Work Plans

17 Types of Outcomes – Capacity Building Cadre of trained community volunteers available on short notice Afterschool services expanded to two new locations Reduced waiting time and cost for clients Performance Measures Work Plans

Common Pitfalls Community Need/Problem statement Explains service activities instead of presenting data demonstrating the specific issue in the community that the service activities will address. Turns into a “data dump” with too many indirect or unrelated statistics provided. The community need and intended outcome are not closely related. Service ActivityDescription of the design and service (how often, for how long, and where the service will take place, and who are the beneficiaries) is incomplete. OutcomeIsn’t likely to result from the service activities proposed. Doesn’t directly relate to the community need. StatisticsAre not relevant, compelling, or current Do not come from data on program similar to the one proposed (based on design and dosage) Do not make a strong case for the choice of intervention (service activity) Sources are not cited

Why Measure Performance? Accountability to funders and stakeholders –Tell your story, justify funding Recognizing progress; reflects change –Reliable information collected in a systematic way 19

Why Measure Performance? Program improvement –Spot and correct problems –Strengthen the intervention –Determine where to allocate limited resources 20

Using Performance Measurement in Program Management 1. Strategy and Planning –Use for planning and program development o Determine what you hope to achieve at different time periods –Develop site applications and Memoranda of Understanding templates (If working with sites) o Consider how partnerships will work to achieve outputs and outcomes 21

2. Site Recruitment and Selection –Define expectations –Assess site applications; determine which sites are best able to implement intervention 22 Using Performance Measurement in Program Management

3. Program Implementation –In conversations with staff, sites, and participants at trainings and meetings… o Reiterate need, intervention, outcomes to ensure mutual understanding o Clarify data collection responsibilities, process, and schedule 23 Using Performance Measurement in Program Management

3. Program Implementation (continued) –Site monitoring o Identify training and technical assistance needs –Continuous program improvement o Make adjustments to improve outcomes and efficiency 24 Using Performance Measurement in Program Management

4. Using Results/Data and Reporting –Progress reports –Marketing and promotion o Strengthen stakeholder buy-in o Resource development; make the case for support 25 Using Performance Measurement in Program Management

Ensuring Collection of High Quality Data Identifying Your Source Considering Methods Creating a Schedule Selecting a Final Measurement Instrument

A Standard Process to Consider Data Validity Completeness Consistency Accuracy Verifiability Ensuring Collection of High Quality Data

Manage data collection procedures and document guidelines Source documents for data (e.g. sign-in sheets, activity logs, attendance logs, client tracking database, tracking forms, surveys, etc.) Formalize data sharing agreements in MOUs Promoting Excellence in Program Performance Regional National Service Conference Ensuring Collection of High Quality Data

Performance Reporting

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