Plain Talk Performance Measure Development Worksheet Strategic Measure

Plain Talk Performance Measure Development Worksheet Strategic Measure Development Questions Tactical Measure Development Questions 1. What is the name of your “Plain Talk” project? 1. If your “Plain Talk” project is a success, which organizational perspective(s) will be impacted most? 2. What are you “Plain Talking”? (Form, web page, application instructions, etc. ) 2. Write a clear objective statement around each perspective. 3. How many are you supposed to complete and by when? How Many? Start with the word increase or decrease • Use a quantitative statement (The number of…, the percent of…, the amount of…) • State the what • Efficiency/effectiveness statements need the word “per” By When? Planned Actual 4. • Who actually uses the thing you are “Plain Talking”? 5. Who will needs to approve your changes? 6. How many are working on this project including you? 7. How many hours have you put into this project so far? Examples: Decrease the number of days it takes a customer to receive notification Increase the percent of vendors who meet certification requirements Increase the dollar amount of sales per store 3. To get the performance measure, drop the “increase/decrease” wording and add a unit of measure (per month, per application, per county, etc. )

Performance Measure Perspectives Inputs Process Outputs (Widgets) Outcomes (Results) Demand for Service: Timeliness: Production: General Outcomes/Results: • How many did we receive? • How long does it take to make one from the customer’s point of view? • What do we produce? • What is the mission of the agency? (Orders, applications, phone calls, contacts, visits, requests, etc. ) (Must be a countable noun & no one else can claim it as theirs) • How much do we have? (Backlog, • What is our on-time delivery rate? • How many did we produce or deliver? Resources to Meet Demand: Efficiency: • How much funding do we have? • How much does it cost per unit to make something? • How many are we supposed to produce or deliver? inventory, back orders, etc. ) • How many staff do we have? • How much staff time does it take to make one? Error Detection/Production Perspectives: Enforcement Perspectives: • What types of errors/defects do we make or • What is our compliance find that our customers/suppliers made? rate? • What percentage of the things we produce, deliver, or receive are free of errors/defects the 1 st time without any fixes? (Accuracy) • How much are we spending to fix the errors/defects in our process? • If we improve our production or process, what impact will it have on our customers? (Increase/Decrease) • If we improve our production or process, what impact will it have on the agency? (Increase/Decrease) • If we improve our production or process, what impact will it have on • How much did we contribute society or the environment? to the General Fund? (Increase/Decrease) Financial Perspectives: • How much money did we save the agency? Risk Management Perspectives: • What is our recidivism rate? • How much money did we help our customers save? • How many potentially catastrophic errors did inspection efforts uncover? • Are penalties fairly assessed across different groups/geographic areas? • How much did we collect in late fees or penalties? • What percent meet certification standards? • How much available funding was not used or disbursed? • How many bad things actually occurred?