The Short Answer (1) Population well-being is clearly beyond the responsibility of any one organization or any one level of government. It is beyond government itself. It requires a whole range of public and private partners. (2) Programs and agencies serve client and customer groups that are (almost always) less than the total [...]
The Short Answer Indicators are about whole populations. Performance measures are about client populations. Indicators are usually about peoples' lives, whether or not they receive any service. Performance measures are usually about people who receive service. Indicators are proxies for the well-being of whole populations, and necessarily matters of approximation and compromise. Performance measures are about a known [...]
The Short Answer (1) Start small. Don't do it for the whole enterprise in a single budget cycle. Try it out with your best managers. Work out the bugs so it is actually useful to them. Then... (2) Work from the bottom up. Grow it up through your organization. (3) Work from the top [...]
The Short Answer (1) Performance accountability and performance or program evaluation both make use of performance measures. Evaluation is part of performance accountability. (2) Different purposes: Evaluations provide a structured, disciplined analysis of how well a program works, so that managers and funders can make judgments about how and whether to change, continue or terminate a program and whether it is [...]
The Short Answer 1. Start small and start with what you can do without "permission." 2. Keep it low visibility and low risk until it is clearly useful Full Answer (1) The answer to this question very much depends on your position in the organization. The truth of the matter is that it is [...]
The Short Answer All performance measures (that have ever existed for any program in the history of the universe) fall into one of four categories, derived from the intersection of quantity and quality vs. effort and effect. QUANTITY QUALITY EFFORT What did we do? How much service did we deliver? How well did we do [...]
The Short Answer (1) There are many classification schemes or typologies for performance measures that have been used over the years. The 4 quadrant typology is a new way to account for all the different kinds of performance measures. And it can be used to diagnose other classification schemes for performance measures. (2) Think [...]
The Short Answer 1. The 4 Quadrant method and logic model methods can be seen as complementary, not contradictory, approaches. 2. The 4 Quadrant model goes directly to the identification of performance measures, without a lot of preliminaries: What do we do? (quantity of effort = # clients served, # activities performed) (= logic model outputs). [...]
Check out the updated version of this page here! The Short Answer 1. For each administrative activity, identify the measures (in the upper right quadrant) that describe how well that activity is performed. These usually have to do with timeliness (e.g. % of invoices paid in less than 30 days, average time to fill a [...]
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