Preparing Performance Reports: Lessons from the First Mercatus Scorecard <ul><li>Jerry Ellig </li></ul><ul><li>Senior Rese...
What is the Scorecard? <ul><li>Annual ranking, first published in May 2000 </li></ul><ul><li>Evaluation of 24 CFO Act agen...
Transparency <ul><li>Is the report accessible and easy to find? </li></ul><ul><li>Can a layperson read and understand it? ...
Public Benefits <ul><li>Are goals stated as results? </li></ul><ul><li>Do measures focus on results, or activities? </li><...
Forward-Looking Leadership <ul><li>Does agency explain how it improves our quality of life? </li></ul><ul><li>Does report ...
Easy for a layperson to read? <ul><li>Plain English </li></ul><ul><li>Avoid acronyms! </li></ul><ul><li>Headings, graphics...
Credible, reliable, verifiable data <ul><li>Validation procedures </li></ul><ul><li>Limitations of data </li></ul><ul><li>...
Baseline and trend data <ul><li>Are they included? </li></ul><ul><li>Can the reader easily track progress? </li></ul><ul><...
Goals/measures stated as results <ul><li>Result:   Desired benefit produced (or harm avoided) due to agency’s programs </l...
DOT’s strategic goals <ul><li>Safety </li></ul><ul><li>Mobility </li></ul><ul><li>Economic growth </li></ul><ul><li>Enviro...
DOT measures focused on results Sealift capacity, military readiness National security Aircraft noise exposure Environment...
Causation <ul><li>Correlation is not causation </li></ul><ul><li>NSF  assumes  funding causes breakthroughs </li></ul><ul>...
Goals and results linked to costs? <ul><li>VA juxtaposes costs and performance  measures </li></ul><ul><li>Cost per patien...
Quality of life <ul><li>Focus on results makes this easier to explain (e.g., DOT) </li></ul><ul><li>“What the department i...
Explanation of failure <ul><li>First step is admitting and reporting failures!  </li></ul><ul><li>Don’t move the goalposts...
Major management challenges <ul><li>Identified by GAO, IG, agency’s own management </li></ul><ul><li>Most reports are sile...
Changes for next year <ul><li>GPRA is a  management tool , not just a reporting requirement </li></ul><ul><li>DOT combined...
What won’t work <ul><li>Going through the motions </li></ul><ul><li>Recitation of activities with no plot </li></ul><ul><l...
What  will  work <ul><li>Honesty, candor, and humility </li></ul><ul><li>Willingness to recognize reality </li></ul><ul><l...
For more information… <ul><li>The complete Mercatus Performance Report Scorecard can be reached through our home page --- ...
Upcoming SlideShare
Loading in …5
×

Ellig 1st Scorecard Fiscal 1999

373 views

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
373
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
1
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Ellig 1st Scorecard Fiscal 1999

  1. 1. Preparing Performance Reports: Lessons from the First Mercatus Scorecard <ul><li>Jerry Ellig </li></ul><ul><li>Senior Research Fellow </li></ul><ul><li>Mercatus Center </li></ul><ul><li>George Mason University </li></ul><ul><li>Arlington, VA </li></ul><ul><li>www.mercatus.org </li></ul>
  2. 2. What is the Scorecard? <ul><li>Annual ranking, first published in May 2000 </li></ul><ul><li>Evaluation of 24 CFO Act agencies’ reports </li></ul><ul><li>Assessed quality of reporting, not results </li></ul><ul><li>Examined 12 criteria related to transparency, public benefits, and forward-looking leadership </li></ul>
  3. 3. Transparency <ul><li>Is the report accessible and easy to find? </li></ul><ul><li>Can a layperson read and understand it? </li></ul><ul><li>Are data reliable, credible, and verifiable? </li></ul><ul><li>Are baseline and trend data included? </li></ul>
  4. 4. Public Benefits <ul><li>Are goals stated as results? </li></ul><ul><li>Do measures focus on results, or activities? </li></ul><ul><li>Is causation clear? </li></ul><ul><li>Are goals and results linked to costs? </li></ul>
  5. 5. Forward-Looking Leadership <ul><li>Does agency explain how it improves our quality of life? </li></ul><ul><li>Does report explain failures to meet targets? </li></ul><ul><li>Does it identify major management challenges? </li></ul><ul><li>Does it describe changes to improve performance next year? </li></ul>
  6. 6. Easy for a layperson to read? <ul><li>Plain English </li></ul><ul><li>Avoid acronyms! </li></ul><ul><li>Headings, graphics facilitate quick scan </li></ul><ul><li>Role model: USAID </li></ul>
  7. 7. Credible, reliable, verifiable data <ul><li>Validation procedures </li></ul><ul><li>Limitations of data </li></ul><ul><li>External review/verification </li></ul><ul><li>Role model: Education’s frank discussion </li></ul>
  8. 8. Baseline and trend data <ul><li>Are they included? </li></ul><ul><li>Can the reader easily track progress? </li></ul><ul><li>DOD: 3 years of actual data, plus goals for next 3 years </li></ul>
  9. 9. Goals/measures stated as results <ul><li>Result: Desired benefit produced (or harm avoided) due to agency’s programs </li></ul><ul><li>Examples: </li></ul><ul><li>Cleaner air vs. enforcement actions </li></ul><ul><li>Safer roads vs. seat belt use </li></ul><ul><li>Reduced disease vs. increased access to care </li></ul>
  10. 10. DOT’s strategic goals <ul><li>Safety </li></ul><ul><li>Mobility </li></ul><ul><li>Economic growth </li></ul><ul><li>Environment </li></ul><ul><li>National security </li></ul>
  11. 11. DOT measures focused on results Sealift capacity, military readiness National security Aircraft noise exposure Environment Openness of international aviation markets Economic growth Congestion, condition of pavement and runways Mobility Fatality and injury rates Safety
  12. 12. Causation <ul><li>Correlation is not causation </li></ul><ul><li>NSF assumes funding causes breakthroughs </li></ul><ul><li>Multiple causes: Identify portion of improvement caused by the agency </li></ul><ul><li>USAID: multiple causes of economic growth </li></ul>
  13. 13. Goals and results linked to costs? <ul><li>VA juxtaposes costs and performance measures </li></ul><ul><li>Cost per patient in Veterans Health </li></ul><ul><li>Cost per pension claim </li></ul><ul><li>Admin. Costs per housing loan </li></ul><ul><li>Included unfunded liabilities </li></ul>
  14. 14. Quality of life <ul><li>Focus on results makes this easier to explain (e.g., DOT) </li></ul><ul><li>“What the department is doing” vs. “What citizens are getting.” </li></ul><ul><li>How does avoidance of nuclear accidents make the U.S. a better place to live? </li></ul>
  15. 15. Explanation of failure <ul><li>First step is admitting and reporting failures! </li></ul><ul><li>Don’t move the goalposts after the game </li></ul><ul><li>Role model: USAID </li></ul>
  16. 16. Major management challenges <ul><li>Identified by GAO, IG, agency’s own management </li></ul><ul><li>Most reports are silent on this </li></ul><ul><li>Role models: USAID, DOT, Veterans </li></ul>
  17. 17. Changes for next year <ul><li>GPRA is a management tool , not just a reporting requirement </li></ul><ul><li>DOT combined performance report with 2001 strategic plan </li></ul>
  18. 18. What won’t work <ul><li>Going through the motions </li></ul><ul><li>Recitation of activities with no plot </li></ul><ul><li>Salesmanship and hype </li></ul><ul><li>Dishonesty </li></ul>
  19. 19. What will work <ul><li>Honesty, candor, and humility </li></ul><ul><li>Willingness to recognize reality </li></ul><ul><li>Willingness to learn from experience </li></ul><ul><li>Commitment, rather than compliance </li></ul><ul><li>Use of GPRA as a management tool </li></ul>
  20. 20. For more information… <ul><li>The complete Mercatus Performance Report Scorecard can be reached through our home page --- </li></ul><ul><li>www.mercatus.org </li></ul>

×