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Executive Leadership Collaborative

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Public Service Executive Leadership Collaborative

Providing Executive Training for Connecticut Public and Nonprofit Sector Professionals


Performance Measurement: Getting Started and Advanced Toolkits for Public and Nonprofit Agencies

Friday, December 7, 2018
9:00 AM – 4:00 PM

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Demonstrating results of public and nonprofit programs to the public and funders is vital for four key reasons.

  1. Being accountable to taxpayers and funders
  2. Improving results by working with performance information
  3. Motivating employees operating programs, and
  4. Investing limited funds to get better results

The day is divided into a primer on performance measurement: getting started and making important decisions to launch a performance measurement effort. The second half of the day is a further presentation of a variety of toolkits to provide a “deeper dive” in the application of performance measurement.  Both halves of the day will focus on practical, resource constrained ways to move forward with performance measurement in public sector and nonprofit agencies.

Lyle Wray
Ron Schack
With Lyle Wray, Executive Director of the Capitol Region Council of Governments and Ron Schack, Principle of Charter Oak Group, LLC.

 

Morning

The Why, What and How of Performance Measurement

The morning half day session covers the why, what and how of performance measurement in a state agency, town, city or nonprofit with the assumption of constrained resources to put in place any performance measurement system.

Why? Report to stakeholders on resources used and results obtained, use performance data to improve program performance and to invest limited resources to obtain better results, motivate agency staff, build external constituencies for the agencies.

What? A focus on outcomes – how are those served better off as a result of the services of a nonprofit agency or a government - is an increasing trend in the public and nonprofit sectors. Setting standards for performance, measuring and reporting results to stakeholders and problem solving with performance data are core to the performance measurement approach.

How?  Given limited resources, how can you build a performance measurement system over time. Annual budgets, public reports, internal organizational management are some of the opportunity areas that can be built on.

Algorithm chart: A walk through of a chart on how to approach building a performance measurement system will be offered.

Participants will be encouraged to develop a map going forward for performance measurement based on status and opportunities in their agencies.

Afternoon

Toolkits for Performance Measurement

The afternoon session builds on the primer in performance measurement to offer a set of possible tools for scaling up the scope and intensity of the performance measurement effort.  The areas covered include possible frameworks for performance measurement, systems for setting goals for a performance system, presentation of performance data, and program improvement strategies.

Frameworks from ICMA presentation

  • Strategic management (strategy to indicators)
  • Logic models
  • Balanced scorecard (Brisbane, Olathe)
  • Business process re-engineering / lean government
  • Results-Based Accountability

Setting Goals

  • Strategic planning from various sources: general government, economic development
  • Citizen or customer surveys. See Click Fix, local government survey
  • Business process reengineering / Six Sigma
  • Quality of life measurement systems (Community Indicator Consortium)

Data presentation

  • Online building permitting example
  • Online interactive data systems / Tableau
  • Annual budgets (Sunnyvale, CA)
  • Open Data Systems

Program improvement

  • Performance Stat
  • Best practices reviews
  • Evidence based practices
  • Program evaluation
  • Continuous Program Improvement/ Turning The Curve Process