Measuring program performance

Measuring program performance by United States. Congress. Senate. Committee on Governmental Affairs. Download PDF EPUB FB2

Performance measurement provides the data you will use to measure your program’s results; program evaluation is the process of obtaining, analyzing, interpreting, and reporting on this data to describe how your program is working.

Performance measurement is the ongoing monitoring and reporting of program accomplishments and progress toward. Performance measurement is an ongoing process that monitors and reports on a program's progress and accomplishments by using pre-selected performance measures.

Program evaluation, however, uses measurement and analysis to answer specific questions about how well a program is achieving its outcomes and why.

Importantly, performance measures are data – they quantitatively measure the agency/division/ program’s performance. The following Data Quadrant is a useful tool for sorting and categorizing performance measures.

All performance measures fit into one of four categories. The categories, the four quadrants, are derived from the intersection. This Second Edition of Measuring the Performance of Human Service Programs explains in detail how to measure and assess program effectiveness.

With special attention given to the four types of outcome performance measures—numeric counts, standardized measures, level of functioning Measuring program performance book scales, and client satisfaction—this updated classic.

measure program and organizational performance. Often, governments or boards of direc-tors have embraced the idea that increased accountability is a good thing, and have man-dated performance measurement to that end. Measuring performance is often accompanied by requirements to publicly report performance results for Size: KB.

Program Evaluation and Performance Measurement does not assume a thorough understanding of research methods and design, instead guides the reader through a systematic introduction to these topics. Nor does the book assume a knowledge of statistics, although there are some sections that do outline the role that statistics play in s: 1.

Dr. Jack Phillips, who I had the pleasure of meeting last year at the International Society for Performance Improvement (ISPI) conference, added a fifth level – Return on Investment (ROI).

ROI compares the monetary benefits from the program with the program costs. Phillips also built a process to measure Kirkpatrick’s four levels. Measuring success: Evaluating educational programs 4 (e.g., form filling) cannot be considered feedback.

However, when we summon a subordinate and provide him/her with an opinion of his/her performance, his/her role within the organization is provided with feedback. It follows that after feedback is provided, decisions are made. tional performance plans: establish program-level performance goals that are objective, quantifi­ able, and measurable describe the operational resources needed to meet those goals establish performance indicators to be used in measuring the outcomes of each program.

We will be using organization­ al performance plans during. Before beginning the process of developing performance measures, public program managers must first know what they are measuring.

That involves developing a mission statement, establishing goals, setting objectives, and developing an action plan. Measurements that effectively describe how well a security program is working are vital to selling improvements to the program to the board.

Metrics are a valued security product, and measuring is a core management competency. The security manager who fails to collect, validate, and communicate risk and performance measures is contributing to risk.

Performance measurement tells what a program did and how well it did it. Evaluation tells the program’s effect on the people, families, or communities it is serving, that is, whether a program is producing results or having an impact (box 2).

Performance Measurement to Evaluation Sponsored by the World Bank Group Community Outreach Program. Performance Management Measuring "Measurement" encompasses the assessment of performance and results achieved by individual employees, groups of employees or teams, and entire organizations.

Measurement provides a way to determine what has been accomplished and can serve as a basis for deciding when those accomplishments deserve special. The Nonprofit Outcomes Toolbox: A Complete Guide to Program Effectiveness, Performance Measurement, and Results [Penna, Robert M.] on *FREE* shipping on qualifying offers.

The Nonprofit Outcomes Toolbox: A Complete Guide to Program Effectiveness, Performance Measurement, and ResultsReviews: measuring and assessing performance, the more they contribute to the success of the organizations they audit.

Notes This article is adapted from Performance Auditing, third edition, by Ronell B. Raaum, Stephen L. Morgan, and Colleen G. Waring, published by the Internal Audit Foundation, The book is available for purchase at. Measuring the Performance of Human Service Programs (SAGE Human Services Guides Book 71) - Kindle edition by Martin, Lawrence L., Kettner, Peter M.

Download it once and read it on your Kindle device, PC, phones or tablets. Use features like bookmarks, note taking and highlighting while reading Measuring the Performance of Human Service Programs (SAGE Human Services Guides Book Reviews: 4.

performance of professional learning communities Tools Cynthia L. Blitz. Rebecca Schulman. Center for Effective School Practices Rutgers University. This tool compiles 49 instruments for measuring key performance indicators of professional learning communities for teachers. It is intended as a resource for.

Refers to the use of performance measurement information to effect positive change in organizational culture, systems, and processes. Accordingly, performance management helps to set agreed-upon performance goals, allocates and prioritizes resources, confirms or changes current policy or program direction to meet established goals, and.

Performance management involves regular, ongoing performance measurement, reporting, analysis, and program modification. performance measurement—Data about a program’s operations and outcomes that are collected and analyzed, usually by nonprofit leadership and program staff, to aid in performance management.

exposed to the program. Similarly, if you want to measure the eff ect of your program on your customers’ perception of your company, you’ll need to capture data on their opinions and feelings before your program is launched. Measuring the Performance of Your Outreach Programs.

impact and how program outcome measurement intersects with that focus. The UWA Approach to Measuring Program Outcomes After creating a new internal unit to manage this function, UWA established a member Task Force on Impact that included several prominent evalu-ators: James Bell, David Cordray, Stacey Daniels, Harry Hatry, Astrid Merget.The title of Alnoor Ebrahim’s important Measuring Social Change understates the scope of his thesis.

It is a work on managing social change—highly readable, engaging, and illustrated by rich in-depth case studies. The book presents a novel and thought-provoking framework for categorizing and implementing performance management strategies based on the causal relationship between an.well & Bennett, ) of program planning and evaluation, to define the levels for assessing program performance, and to identify evaluation strategies appropriate for measuring program performance at each level.

Extension faculty may find this publication to be helpful when determining how to measure the performance of their educational programs.