MNSU URBS 609 - Assessing Local Performance and Establishing Community Standards (4 pages)

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Assessing Local Performance and Establishing Community Standards



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Assessing Local Performance and Establishing Community Standards

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Pages:
4
School:
Minnesota State University - Mankato
Course:
Urbs 609 - Appl Quantitative Analysi
Appl Quantitative Analysi Documents

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Municipal Benchmarks Assessing Local Performance and Establishing Community Standards 2nd Ed David Ammons Sage Publications 2001 Performance measurement provides local governments with a means of keeping score on how their various operations are doing The key is to focus not on inputs but on outcomes Osborne Gaebler 1992 Benchmarks measure desired or anticipated performance results anchored either in professional standards or in the experience of respected municipalities I Why measure Performance Accountability Planning Budgeting Operational Improvement Program Evaluation Management by Objectives Performance Appraisal Reallocation of Resources Directing Operations Contract Monitoring II Types of Performance Measures A Workload output measures Amount of work performed or amount of services received B Efficiency measures Relationship between work performed and resources required to perform it Unit costs cost of service number of units provided Units per labor hour C Effectiveness outcomes measures Degree to which performance objectives are achieved Quality of local performance Response times and other measures of service quality sometimes used D Productivity measures Combines efficiency and effectiveness into single indicator Unit cost per effective service provided III Criteria for Performance Measures A Valid B Reliable C Understandable D Timely E Resistant to Undesired Behavior F Comprehensive G Nonredundant H Sensitive to Data Collection Costs I Focused on Controllable Facets of Performance IV Sources of Performance Data A Existing records B Time logs C Citizen client surveys D Trained observer ratings E Specially designed data collection processes V Resistance of Performance Measurement A Reasons a Threat to status b Implied accusation of poor performance c Preference for political negotiating B Key to success Secure input and support from frontline employees and supervisors thereby increasing the likelihood that the right things are being measured and that they



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