white paper on performance management for community ... - FACA

NASCSP 2013
Outcomes vs. outputs
Programs and services
Short term, intermediate term outcomes
Identification of objectives
Target and service populations
Identification of risk factors
Baseline assessment
The Turnstile Number
Money buys outputs. Smart, intentional, and
relentless management of outputs generates
outcomes.
Establishing yes/no outcomes
Their all or nothing nature makes them useless
for measuring progress
Numerical assessment
Count things that matter
Scale based assessments (avoid double
barreled scales)
Core services (egg yolk) vs. supportive
programs (egg <strong>white</strong>)
Long term outcomes, indicators, measures
What are our strategies? The difference
between outcomes and outputs.
Module Four: Implementing the plan
What are the services? How much service is to
be delivered?
Module Six: Developing scales
Module Seven: Using the logic model
Identification of outcome indicators
Create tools that increase use of client
characteristic data.
Consider this as a new element for ROMA.
Discussion in Module Six (scales and matrices)
relates to need to identify baseline and then
follow up
Discussion in Module Three of "provision of
services" vs. "strategic thinking" models of
planning/management
Rethink the usefulness of scales and matrices.
Increase understanding of what matters.
Module Six: Scales and matrices
Consider the difference between core and
supportive programs which may lead to
productive elements of new performance
management system
ROMA logic model
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