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Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
Top Ten Best Practices In Federal Performance Reporting
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Top Ten Best Practices In Federal Performance Reporting

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  • 1. Best Practices in Performance Reporting: Lessons from the Federal Level Jerry Ellig Senior Research Fellow
  • 2. Government Performance and Results Act of 1993
      • Strategic plans with outcome goals and planned program evaluations
      • Annual performance plan
      • Annual performance report
        • (starting fiscal year 1999)
      • Performance budgeting
  • 3. Project Design
    • Team of 3 experts with experience in government and/or performance management evaluates reports
    • 12 criteria based on GPRA requirements
    • Evaluate reports from 24 CFO Act agencies
    • Each evaluation reviewed by a member of advisory panel
    • Entire report reviewed by entire advisory panel
  • 4. How We Score the Reports 1-5 rating scale
    • 3 Categories
    • Transparency
    • Public Benefits
    • Leadership
    • 4 criteria in each category
    • Criteria tightened each year to reflect previous year’s best practices
    • Total score can range from 12 to 60
    5 Sets a standard for best practice 4 Shows innovation and creativity 3 Satisfactory 2 Partially complete 1 Fails to meet expectations
  • 5. Top 10 Best Reporting Practices
    • Make the report accessible
    • Make the report readable
    • Ensure the data are verifiable
    • Establish context with baselines and trends
    • Make goals, objectives, and measures outcome-oriented
  • 6. Top 10 Best Reporting Practices (cont.)
    • Show how the agency’s actions affected outcomes
    • Link performance measures with costs
    • Tell an outcome-oriented story
    • Candidly discuss failures and problems
    • Outline plans and timelines for improvement
  • 7. 1. Make the report accessible
    • Prominent home page link
    • Link available all year
    • Downloadable as single or multiple files
    • Contact information for questions/comments/copies
    • Prior years’ reports readily downloadable
  • 8.  
  • 9.  
  • 10.  
  • 11. 2. Make the report readable
    • Citizens’ Report
    • Substantive transmittal letter
    • Plain language
    • Easy navigation due to headings, graphics, etc.
    • Tables/graphics summarize results
    • Highlight key performance measures
    • Limited jargon/acronyms
  • 12. Labor’s Citizens’ Report
  • 13. Richard Lanham’s “paramedic method”
    • Original: “Our nation’s schools are the basis for an economic resource that helps ensure that we are a country with educated citizens, full employment, and the ability to be fully competitive in the international marketplace.”
    • -- Dept. of Education PAR, fiscal 2007
    • Revised: “Schools help ensure that our nation has an educated, internationally competitive workforce.”
    • Lard factor: (34-12)/34 = 65%
  • 14. 3. Ensure the data are verifiable
    • Provide complete data for all measures
    • Give sources for all data
    • Assess/rate data quality for each performance goal
    • Identify any major data challenges
    • Explain how and when data problems will be resolved
  • 15. Veterans Affairs data table
  • 16.  
  • 17. 4. Establish context with baselines and trends
    • Provide long range and multi-year targets
    • Provide prior years’ results and targets
    • Explain rationale for targets
  • 18. DOJ: 5-year performance trends
  • 19. Labor – Baselines, targets, and actual data
  • 20. VA annual and long-term targets
  • 21. 5. Make goals, objectives and measures outcome-oriented
    • Strategic goals are measurable outcomes
    • Annual performance goals and targets are measurable outcomes even if strategic goals aren’t
    • Goals cover all of agency’s core missions
    • Report on actual outcomes and goals, not just whether goals were met or %’s of goals met
  • 22. DOT strategic goals
    • Enhance public health and safety by working toward the elimination of transportation-related deaths and injuries.
    • Reduce congestion and other impediments to using the Nation’s transportation system.
    • Facilitate an international transportation system that promotes economic growth and development.
    • Promote transportation solutions that enhance communities and protect the natural and built environment.
    • Balance transportation security requirements with the safety, mobility, and economic needs of the nation and be prepared to respond to emergencies that affect the viability of the transportation sector.
  • 23. DOT outcome goals and measures
  • 24.  
  • 25. What was accomplished?
  • 26. 6. Show how the agency’s actions affected outcomes
    • Explain how programs are expected to achieve measured results
    • Construct measures so that they show how much the agency affected the outcomes, or
    • Make the case that measures are precursors to ultimate outcomes, or
    • Use program evaluation to demonstrate how much of the measured change was caused by the agency’s actions
  • 27. Common Labor job training measures
    • Percent of participants employed in the first quarter after exit
    • Percent of those employed in the first quarter after exit still employed in the second and third quarters after exit
    • Average earnings in the second and third quarters after exit
    • These could be turned into direct measures of program outcomes if they were expressed as comparisons with a control group not enrolled in the program.
  • 28. NRC outcome precursors
    • Number of “high safety significance” findings from power plant inspections
    • Number of “significant precursor events” that would increase risk of damage reactor fuel
    • Number of performance deficiencies requiring safety improvements
    • Number of adverse safety trends
  • 29. DOT program evaluation
  • 30. 7. Link performance measures with costs
    • Ultimate goal is to allow decision-makers to compare outcomes with costs
    • Break down costs and link to individual outcome goals and measures
    • Include all costs, not just direct program costs
    • Include costs reflecting non-appropriated funds such as user fees
  • 31.  
  • 32.  
  • 33. DHS resources and results
  • 34. 8. Tell an outcome-oriented story
    • Describe outcomes that benefit the public
    • Explain how the agency’s outcomes affect the public’s welfare if it’s not already obvious
    • Do not characterize inputs, dollars spent, or activities as benefits to the public; it’s results that matter
    • Make sure that vignettes illustrate typical results grounded in the performance metrics
  • 35. VA performance summaries have stories …
  • 36. … that illustrate performance data
  • 37. Labor: Vignettes + data and analysis
  • 38. 9. Candidly discuss failures and problems
    • Clearly identify performance shortfalls and explain actual causes
    • Enumerate major management challenges (especially any that have been identified by external parties)
    • Identify more general challenges facing the organization
    • An accurate and informative report requires candor, not salesmanship
  • 39. 10. Outline plans and timelines for improvement
    • Explain concrete steps to remedy performance shortfalls
    • Explain concrete steps to deal with management challenges
    • Include plans to improve performance even when targets were met
  • 40.  
  • 41.  
  • 42. DOT “progress meter”
  • 43.  
  • 44. For more information
    • Mercatus Scorecard web page:
    • www.mercatus.org/scorecard
    • The 10 th annual Performance Report Scorecard (2009) names the reports that show especially good examples of each best practice, in the section titled “Strongest and Weakest Scores.”

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