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Establishing Targets and Measuring Performance

By Bertha Ortiz,2014-06-18 09:32
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Establishing Targets and Measuring Performance

    Establishing Targets and Measuring

    Performance

    There are four steps to identifying expected performance

    and a final step to determine actual performance.

1. Identify the outcome(s). This is a qualitative statement about what is going

    to be achieved, with no numbers.

2. Identify the service, activity, intervention, or output that is expected to

    produce the outcome and the number of people receiving the service.

    The number of people expected to receive the service is placed in the

    denominator of the fraction you will be creating.

    Note: A timeframe must be identified as a part of the description of the

    service.

3. Identify the outcome indicator(s). This is a quantitative statement where

    the number of clients or units that is expected to achieve the outcome is

    added to the general outcome statement. This is placed in the numerator.

4. Estimate performance by calculating the relationship between the number

    receiving the service and the number achieving the outcome. (You will divide

    the Numerator by the Denominator to get a Percent.) This is done prior to

    delivery of the service. This calculation yields a percentage which is the

    “projected success rate.”

    These steps which occur prior to delivery of the service are used to target, estimate or project the total number of clients who are expected to obtain the

    service as well as the total number of clients expected to achieve the outcome.

    The final step occurs after the service, when you know what actually

    happened:

5. Actual performance is calculated after delivery of the service using the

    same process as above but replacing the projected or targeted numbers with

    the actual numbers in both the numerator and the denominator.

    Your analysis of “performance” will include comparing the projected

    success rate/percentage with the actual percentage.

National ROMA Peer-To-Peer-Training Program, Participant Manual, ROMA for Community Action Agencies and CSBG Eligible Entities, Version 4.1, ? 2007, F. Richmond, The Center For Applied Management Practices, all rights reserved.

    Establishing Targets and Measuring

    Performance -- Continued

Estimating Performance:

    ? A family self-sufficiency program has enrolled 20 families (D)

    who will receive case-management services over the next six

    months.

    ? It is estimated or projected that seven of the families (N) will

    increase their household income by 10% at the end of the six-

    month period.

    1. Outcome Increase household income.

    2. Service/Activity (D) Case-managed family self-sufficiency

    program serving 20 families in a six-month period.

    3. Outcome Indicator (N) 7 families will Increase household

    income by 10% in six months.

    4. Projected success rate 7 families who will achieved the

    outcome divided by 20 families receiving services = 35% will

    succeed.

     (N) 7 families increase household income by 10% = 35% projected

     (D) 20 families participate in case-management success rate.

Measuring Actual Performance:

    ? After the service had been provided, the program identified the

    actual number of clients who achieved the outcome within the

    established timeframe and calculated the success rate. This

    number was 5 families. This requires follow-up.

    ? 5 families who achieved the outcome divided by 20 families

    receiving services = 25% actually succeeded.

    (N) 5 families increased household income by 10% = 25% actual success

    (D) 20 families participate in case-management rate.

National ROMA Peer-To-Peer-Training Program, Participant Manual, ROMA for Community Action Agencies and CSBG Eligible Entities, Version 4.1, ? 2007, F. Richmond, The Center For Applied Management Practices, all rights reserved.

    Establishing Targets and Measuring

    Performance -- Continued

Measuring Actual Performance with a Reduced Denominator

If you are managing your program using results-oriented

    management practices, you will want to know how many individuals

    you will need to serve to achieve certain goals.

For example, if 20 families enroll in case-management and at the end

    of the program 15 families complete all requirements, do you use the 20 as the denominator or base or do you use 15?

     5 families increase household income by 10% = 33% success

     20 (15) families participate in case-management rate using reduced

     denominator

    ? Actual performance for this program is 25% (5/20).

    ? If the CAA only counts those completing the program (15) and

    not the original number enrolled (20), it inflates the success rate

    from 25% to 33%.

It may be necessary to calculate both measures of performance,

    comparing the percent that represents all the original enrollments

    (25% success), with the percent that represents those that completed

    the program (33% success).

Remember: Accountability and need for data that supports

    allocation of resources requires documentation of all people

    served.

Another situation when you might use a reduced denominator is when the

    actual number of participants served was less than projected. Similarly, if the actual number was higher than projected, the denominator would reflect that

    actual number. Logic Model 2 3 4 5 6 7 8

    National ROMA Peer-To-Peer-Training Program, Participant Manual, ROMA for Community Action Agencies and CSBG Eligible Entities, Version 4.1, ? 2007, F. Richmond, The Center For Applied Management Practices, all rights reserved.

     N S O OI R

    Identifying Success for the

    National Performance Indicators (NPIs)

Calculating performance for the National Indicators of

    Community Action Performance (or NPIs) is based on a

    different formula than the one we just learned.

In this performance calculation you will be comparing the

    targeted or projected outcomes (which becomes the

    denominator), with the actual achievement of those

    outcomes (which becomes the numerator).

The calculation does not use the number of those receiving

    services.

This measurement is designed to identify the ability of each

    CAA to project their performance. Your ability to manage

    your program(s) effectively depends on your ability to

    accurately project how many outcomes you expect to

    document.

    In the example used previously, we projected that 7 out of the 20 families receiving case management services will achieve the

    expected outcome. This is the number projected our target -- and becomes the denominator of the fraction we are creating to establish

    performance for the NPIs.

    When the program was completed, we found that 5 families actually achieved the outcome. This number becomes the numerator of the fraction.

Your success rate to report on the NPIs for this project is 71%.

(N)_ 5 families increase household income by 10% (Actual) = 71% success rate

    (D) 7 families increase household income by 10% (Target) for NPI

National ROMA Peer-To-Peer-Training Program, Participant Manual, ROMA for Community Action Agencies and CSBG Eligible Entities, Version 4.1, ? 2007, F. Richmond, The Center For Applied Management Practices, all rights reserved.

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