Transcript Week 14: Performance Budgeting: Best Practices • Set BCP presentation schedule • Review performance measurement concepts – examples from memo assignments – examples from.

Week 14: Performance Budgeting: Best Practices
• Set BCP presentation schedule
• Review performance measurement concepts
– examples from memo assignments
– examples from CSUS planning process
• Performance budgeting -- best practices sites
• In-class exercises on performance measures and links to
budgets--in your agencies (time permitting)
Performance Measurement Concepts
• Clarify the differences among:
– objectives
– performance measures
– value for a performance measure
– benchmark or goal for assessing value on perf. measure
• Objective: the intended result of a program or service
• Performance measure: a basis for reporting outcomes
• Value on performance measure: the score or outcome
• Benchmark: a standard to which to compare the score
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• Policy outcome v program outcome--useful to distinguish
what outcomes are within agency’s control
Performance Measurement Exercises:
How well does the outcome measure address the objective?
• Objective: recruit and hire highly qualified personnel to
fill vacant positions
• Measure: percentage of recruitments filled with qualified
candidates
• Objective: reduce recidivism among juvenile offenders
• Measure: number of probation officers working directly
with juveniles
• Objective: reduce interagency barriers to success
• Measure: level of interagency cooperation
Performance Measurement Exercises:
How well does the outcome measure address the objective?
• Objective: improve quality of life of clients in drug
treatment program
• Measures:
– monthly visits with clients to determine quality of life
– completion rates of treatment programs
• Objective: reduce delays in power plant siting process
• Measures:
– average time to completion of application
– satisfaction of applicants
Performance Measurement Exercises:
How well does the outcome measure address the objective?
• Objective: increase awareness of issue “x” and availability
of services “y”
• Measures:
– creation of a media campaign
– number and type informational materials distributed
– estimated number of people reached by the campaign
• Objective: reduce customer complaints for service “x”
• Measures:
– cost to the unit of providing the services
– percentage of customers satisfied
Examples from CSUS Planning: old v new approach
Old objective:
• To provide opportunities for students to experience a
variety of pedagogical methods
New objective:
• Provide adequate staffing and facility support for faculty
who are interested in integrating instructional technology
into the classroom
– Measures: inventory of “smart” classrooms and
instructional technology staff; faculty survey--new
question on adequacy of support
Examples from CSUS Planning: old v new approach
Old objective:
• To increase opportunities for students to engage in
experiential learning (e.g. service learning, internships,
cooperative education, involvement in research) during
their academic career at CSUS
New objective:
• Increase enrollment in service learning, internships, and
cooperative education coursework
– Measures: enrollment data; CASPER phone poll
Examples from CSUS Planning: old v new approach
Old objective:
• To assist students in becoming effective learners
New objective:
• Implement programs or practices aimed at helping students
become more effective learners, in light of findings of
continuing research on the subject of effective learning
– Measures: status of research findings; implementation
of new programs or practices
Examples from CSUS Planning: old v new approach
Old objective:
• To clarify, within the context of the Strategic Plan, the
international aspects of the University’s mission
New objective:
• Develop, as appropriate, learning outcomes for globalism
and increase the coverage of globalism and
internationalism in the curriculum
– Measures: review of assessment plans, syllabi, program
reviews
Examples from CSUS Planning: old v new approach
Old objective:
• To create an environment in which all employees are
supportive of University efforts to achieve a pluralistic
community, are knowledgeable about University efforts,
and have the skills, awareness, and motivation to support
these efforts at the University, unit, and individual levels.
New objective:
• Reduce the perceived discrimination and insensitivity on
campus with respect to race, ethnicity, culture, religion,
gender, sexual orientation, and disability as reported by
members of the campus community
– Measures: CASPER phone survey; SNAPS; new
campus climate survey
Examples from CSUS Planning: old v new approach
Old objective:
• To improve the ability of the University to serve a qualified,
diverse student population while responding to changes in
enrollment demand and societal needs
New objectives:
• Increase the portion of classes and labs that are scheduled on
Fridays, evenings, and weekends to better utilize campus
facilities
– Measure: new report on % of sections scheduled by time
period; Chancellor’s Office measure on % of FTES served
by time period
• Develop an integrated “evening/weekend college” approach
whereby working adults can complete selected entire academic
programs without attending during normal work hours
– Measure: documentation of effort
Relating Performance Measures to Budgeting
• Purpose of the budget process
– To help decision makers make informed choices about
the provision of goods and services and to promote
stakeholder participation in the process
• Good performance measures: assist government officials
and citizens identify program results, evaluate past
resource decisions, and improve future resource allocation
• Ideal performance budget: helps decision makers
understand performance consequences of budget decisions
• Good performance budget: helps decision makers connect
$$ to program results to try to affect outcomes
Performance Budgeting
• Definition: Systematic incorporation of performance
information into the budgetary process
• Requires program structure (or at least program thinking)
– “Program” -- a set of related functions that contribute to
a common goal
• Programs should not be defined around
– organizational structure
– funding source
• Example of program budget at CSUS
– student retention (crosses organizational units)
– year round operations (crosses organizational units and
involves different funding sources)
Elements of a Performance Budget
• Reflects program planning (mission/goals/objectives)
• Includes means to measure results (i.e. the measures)
• Includes data on performance measures (i.e. the
measurements)
• Includes performance targets
• Includes strategies for meeting targets
• Provides cost projections for meeting strategies
• Allocates funds based on cost projections
Prince William County
• Based on strategic planning
– major emphasis on community input
– focused on limited set of strategic goals
– considers impact of external environment
– action oriented
• From targets to budgets
– desired community outcomes=>program outcomes
– measurable program objectives to reach targets
– activities to be performed to meet targets
– budget for each activity
Prince William County (p.2)
• Budget approval process
– agencies report to Executive Management on prior year
performance (measures against targets)
– agencies meet with Executive Management to set
budget year objectives, targets, activities
• internal and external benchmarks used
– Executive Management distributes budget instructions
– agencies submit budget requests in response to agreed
upon targets
– review by Board of Supervisors with community input
Prince William County (p.3)
• Accomplishments of performance budgeting
– shift away from line item budgeting
– reallocations toward strategic priorities
• major increases: public safety, judicial
administration, human services, capital
improvement
• major decreases: parks and library, administration,
general government, planning and development
– more efficient government (cost per capital declined)
– increased citizen satisfaction with value of tax dollars
– won several awards (helps gain citizen support)
Bellevue, Washington
• Budget based on strategic themes
• programmatic, cross-departmental approach
• Department budget request includes:
– goals and significant budget issues organized around
city’s strategic themes
– programmatic, not line-item presentation
• initiatives and budget increases, by program
– outcomes, activities, performance measures, all linked
Missouri
• Budget instructions to agencies
– budget requests must be based on strategic plan
– budget requests must relate to “Show Me Results”
– designed budget form to show “tight linkages” between
planning and budgeting
• “problem statement” is to relate to “Show Me
Results”
• form includes outcome measures
• objectives that will affect outcomes
• strategies and requested funds
Preview of Week 15
• Two readings on Ethics
• Last-email discussions questions are due
• Course evaluation
• Begin BCP presentations
– class will evaluate