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PERFORMANCE MANAGEMENT GLOSSARY OF TERMS appendix C PERFORMANCE MANAGEMENT GLOSSARY OF TERMS 8 Activity Measures: Provide information on workload/volume of business (e.g., number of applications processed). Balanced Scorecard: A management instrument that translates an organization’s mission and strategy into a comprehensive set of performance measures to provide a framework for strategic measures and management. The scorecard measures organizational performance across several perspectives: financial, customers, international business processes, and learning and growth. Baseline: A set of data used as a base to measure the impact of changes over time. Benchmarking: The process of continuously comparing and measuring performance against others in order to gain information that will help take action to improve performance. Customer: The person or group that receives or uses government services, or the person or entity directly served by the county. Cost-effectiveness: Minimizing the cost of achieving an intended result through a certain strategy. Cost-efficiency: Minimizing the cost per unit of good/service produced. Efficiency Measures: Indicators that measure the cost, unit cost, or productivity associated with a given outcome or output. They provide information on how well the organization used its resources to produce certain goods and services (e.g., cost per operation, cost per applicant). Goals: The general ends toward which agencies or departments direct their efforts. A goal addresses issues by stating policy intention. Inputs: The resources that a county uses to produce services, including human, financial, facility, or material resources (e.g., number of dollars expended or tons of material used). Intermediate Outcome Measures: Provide short-term “markers/indicators” of progress towards a longer-term outcome. Mission: An enduring statement of purpose; the county or department’s reason for existence. The mission describes what the county or department does, who it does it for, and how it does it. Objectives: Clear targets for specific action. More detailed than goals, objectives have shorter time frames and may state quantity. 8 These definitions are taken largely from the glossary published by the National Association of Counties at www.naco.org/research/issues/perf_tool.cfm 144 Powering the Future: High-Performance Partnerships
Outcomes: The quantified result, or impacts, of action on a particular population or problem area. Outcomes are not outputs; an output is the quantity of a service or good produced. An outcome is the result, or impact, of the output. Outputs: The goods and services produced (e.g., number of students trained or miles of roads repaired). Performance Management: The use of performance measurement information to help set agreedupon performance goals, allocate and prioritize resources, inform managers to confirm or change current policy or program direction to meet those goals, and report on the success in meeting those goals. Performance Measure: A quantitative or qualitative characterization of performance. Indicators of the work performed and the results achieved in an activity, process, organization, or program. Performance measures generally can be divided into outcome measures, output measures, input measure, or efficiency measures. Stakeholder: One who has an interest in the outcome. Strategic Planning: A long-term, future oriented process of assessment, goal setting, and decisionmaking that maps an explicit path between the present and a vision of the future. Relies on careful consideration of an organization’s capabilities and environment, and leads to priority-based resource allocation. Vision: An inspiring picture of a preferred future. A vision is not bound by time, represents global and continuing purposes, and serves as a foundation for a system of strategic planning. Workload Indicator: External forces, which convey effort, required for performing a task or activity.Usually considered an output measure (e.g., tons of solid waste disposed). 145 Powering the Future: High-Performance Partnerships
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Powering the FUTURE: High-Performan
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A Report by a Panel of the NATIONAL
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TABLE OF CONTENTS FOREWORD.........
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CHAPTER 12: MANAGEMENT APPROACHES A
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Public Business High Performance Pa
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Medicare and Medicaid health progra
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FIGURE 1-1 CONTINUUM OF ORGANIZATIO
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Coexistence: Cooperative: Contractu
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Business FIGURE 1-3 HIGH-PERFORMANC
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“Creating a partnership takes tim
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FIGURE 2-2 NONPROFIT SECTOR REVENUE
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TABLE 2-1 SECTOR DIFFERENCES Public
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eform to establish some form of res
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FIGURE 3-1 DESIGN LAB PARTNERSHIPS:
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TABLE 3-2 DESIGN LAB — PARTNERSHI
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dren. Nine MCCP case managers made
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FIGURE 3-5 MEDICAL CARE FOR CHILDRE
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“The Healthy Families Partnership
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HFP is an excellent model of growin
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identifying specific goals and outc
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5 A DAY FOR BETTER HEALTH PROGRAM N
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FIGURE 3-8 PUBLIC AWARENESS Percent
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esponsible for developing specific
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FAMILY STRENGTHENING COALITION INDI
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Challenges Despite its solid track
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Challenges NBSD encountered some ba
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early intervention; and an early ch
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CAREGIVER/EMPLOYER PROJECT CENTERS
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Medicare insurer, CMS was the ultim
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A 1996 survey of La Alma/Lincoln Pa
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and establishing performance manage
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PROGRAM AREA TABLE 4-2 SAMPLE PERFO
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The Lapham Park Venture originally
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THE DATA TRAP No partnership can cl
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FIGURE 5-1 THE 5 C’S OF EFFECTIVE
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SURVIVING TRANSITIONS IN LEADERSHIP
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Without a well-documented mission s
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FIGURE 6-4 CAREGIVER/EMPLOYER PROGR
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FIGURE 6-6 STRATEGIC PLANNING CYCLE
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BALANCING FOCUS AND FLEXIBILITY The
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Page 95 and 96: Asset mapping is key to determining
Page 97 and 98: 8. Use third-party payment opportun
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Page 101 and 102: Individual governmental units, foun
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Page 105 and 106: dedicate resources to effective ong
Page 107 and 108: The business community does not imm
Page 109 and 110: TABLE 8-3 FAMILY STRENGTHENING COAL
Page 113 and 114: Organizations may feel that a partn
Page 115 and 116: The PODER Project was a six-year in
Page 117 and 118: Neighborhoods in Bloom operates in
Page 121 and 122: Results Characteristics • Derive
Page 123 and 124: FIGURE 10-2 PHASES OF LEADERSHIP Ma
Page 127 and 128: The CMS Employer/Caregiver Workgrou
Page 129 and 130: Informal communications strategies
Page 131 and 132: Management Approaches and Attribute
Page 133 and 134: Public managers tend to be risk ave
Page 135 and 136: Putting It All Together Chapter13 H
Page 137 and 138: FIGURE 13-2 ROWING TOGETHER FOR A H
Page 139 and 140: Appendix A Panel Member Biographies
Page 141 and 142: Appendix B Selected Bibliography
Page 143 and 144: National League of Cities. “City
Page 145: Appendix C Performance Management G
Page 149 and 150: Appendix D Design Lab Participants
Page 151 and 152: Heidi Veltman Reston Kaiser Permane
Page 153 and 154: America’s Promise Gregg Petersmey
Page 155 and 156: Appendix E Excerpt from Lapham Park
Page 157 and 158: LAPHAM PARK VENTURE STRATEGIC PLAN,
Page 159 and 160: 2. Venture Operations Committee PUR
Page 161 and 162: Appendix F Memorandum of Understand
Page 163 and 164: ARTICLE I - HIGHLAND PARK SOUTHERN
Page 166: NATIONAL ACADEMY OF PUBLIC ADMINIST
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