2.12 Creating a Yardstick: Developing a Performance Measurement System
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The document discusses performance measurement for homeless services. It defines performance measurement and outlines ingredients for successful implementation, including establishing strategic objectives and metrics. It notes challenges like pressure on staff to lie about data and discomfort with data analysis. Approaches discussed include prioritizing clients, tracking outcomes over just outputs, and coordinating measurement across service sectors rather than just programs.
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This document discusses building a high performance culture through various strategies:
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3) Understand customers deeply by learning their stories so they feel satisfied. Make the customer experience easier by fulfilling forms or delivering products quickly.
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Building High Performance Culture
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
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The screening survey is the first step in identifying organizations that have implemented sustainable performance measurement systems that help balance mission and budget. Completing the survey should take 45-60 minutes. Organizations that complete the survey will receive a report on the findings, and some may be invited to participate in subsequent more detailed surveys and site visits to share best practices on performance measurement systems. The survey questions gather information on how respondents connect budgets to goals, what types of performance measurement systems they use, and how performance data is collected and used.
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Quality Tool Analysis
The supply chain management sphere has an issue when considering a pharmacy facility organization. The problem with the pharmaceutical supply chain operations has resulted from all individuals lacking access to the most noteworthy quality medication and in addition keep up levels in medical care that occurs in the arrangement of supplying medicine, notwithstanding giving the improvement of new knowledge, aptitudes and systems that invigorate the advancement of medicine supply chain management. The quality tool used to recognize these issues is data collection sheet which gathers the essential information to have the capacity to answer any inquiries that may emerge. The quintessence of the data is that the reason for existing is apparent and that the data mirrors the fact of the matter, is anything but difficult to gather and utilize. A quantitative method was used to gather the data. The data collection sheet is being used in the dispersion of factors of the articles delivered, classification of broken things locating of the defects of the pieces, recognizing reasons for deformities and verification check or support undertakings (Awad, 2012).
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An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
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2.12 Creating a Yardstick: Developing a Performance Measurement System
- 1. Performance Measurement Some Handy Thoughts Iain De Jong OrgCode Consulting, Inc.
- 4. Interactive Options @orgcode [email_address]
- 5. Intro/Definitions of Performance Measurement
- 14. Ingredients for Successful Performance Measurement
- 15. Intensive Supports Mid-level support Little If Any Support Homeless Population – Not Homogeneous “ Funnel” Of Homeless Services Intake & Assessment – Acuity Determined
- 16. Driving Change Through Performance Measurement 2009 2019
- 27. When We Know We Need to Focus on Performance Measurement
- 34. Example of Performance Indicators by Program Type Prevention Outreach Emergency Shelter Transitional Housing Rapid Re-Housing Permanent Supportive Housing Number of Unique Individuals Served Successful Housing Outcomes Average Length of Stay Recidivism Successful Income Outcomes Direct Client Assistance Utilization Occupancy
- 49. Priority setting, coordinating performance measurement across the system; metrics to look at
- 50. Performance Measurement & HEARTH, PM TOOLS
- 51. Q & A
- 52. Iain De Jong OrgCode Consulting Inc. 416-432-0410 [email_address] @orgcode www.orgcode.com Susan McGee Homeward Trust 780-496-6035 [email_address] @susanmcgee www.homewardtrust.ca Kim Walker Center for Capacity Building National Alliance to End Homelessness 202-942-8292 [email_address] www.naeh.org Amanda Sternberg Homeless Action Network Detroit 313-964-3666 x4201 [email_address] www.handetroit.org
Editor's Notes
- Comes from surveys we have done in communities that are prepping for HEARTH. This may be different in your community, but we have certainly seen consistency. When we review these with senior leaders in communities – even Executive Directors, HMIS administrators and the like – I think some people shake their head in agreement, while others are a bit shocked at times.
- The key is to do this for the SYSTEM AS A WHOLE, as well as individual organizations within the system. No point everyone going rogue and doing their own thing. Kim is going to talk more about thinking like a service system in the context of HEARTH and moving beyond just HUD-funded programs.
- Lingle wrote Bullseye!
- Too often organizations or communities have been collecting oodles of data without knowing why they are doing it or what it is going to tell them. I say articulate in one sentence what your organization intends to do and the change it seeks to create. If you have good objectives and good measures for those objectives then you are actually testing whether the change that you want to see (say, ending chronic homelessness) is actually happening. Believe it or not, with enough cheerleading data collection, analysis and use to improve performance can be motivating and – dare I say it – fun! I look for data to be used and performance measurement to occur top to bottom and bottom to top within an organization. I love seeing Boards use data to make decisions and staff wrestle with what information is saying to that they drive improvement. . If frontline staff don’t see themselves reflected in the system, they simply won’t use it or they will lie or a combination of both. Recent surveys we have done show that at least 1 in 5 organizations have had staff that have felt this way. Oh, and do clients see value in having their information collected and analyzed? A solid incremental approach is better than starting with a monstrous performance measurement design that fails because of its own weight. Building over time and getting better over time is entirely acceptable – and encouraged.
- " If you can't describe what you are doing as a process, you don't know what you are doing." - W. Edwards Deming "In God we trust, all others bring data." - W. Edwards Deming
- " An acre of performance is worth a whole world of promise." - William Dean Howells