Performance Management for Justice Information Sharing

1. Performance Management for Justice Information Sharing David J. Roberts Global Justice Consulting Bob Roper, CIO/Director of JBITS Colorado Judicial Branch Michael Dever State Policy Advisory, BJA 2006 BJA/SEARCH Regional Information Sharing Conference November 28, 2006 San Diego, California

2. Managing Performance “Performance measurement, in simplest terms, is the comparison of actual levels of performance to pre-established target levels of performance. To be effective, performance must be linked to the organizational strategic plan. Performance-based management essentially uses performance measurement information to manage and improve performance and to demonstrate what has been accomplished. In other words, performance measurement is a critical component of performance-based management.” Source: Will Artley, D.J. Ellison and Bill Kennedy, The Performance-Based Management Handbook, Volume 1: Establishing and Maintaining a Performance-Based Management Program (Washington, DC: U.S. Department of Energy, 2001), p. 4.

3. Universal IJIS Elements • Definition: The ability to access and share critical information at key decision points throughout the whole of the justice enterprise; • Scope: Recognition that the boundaries of the enterprise are increasingly elastic—engaging not only justice, but also emergency & disaster management, intelligence, homeland security, first responders, health & social services, the public, etc.; • Goal: Get the right information, to the right people, all of the time—underscores the need for dynamic information exchange

4. Information Sharing Objectives • 3 Universal Objectives: • Improve Public Safety and Homeland Security; • Enhance the Quality and Equality of Justice; • Gain Operational Efficiencies, Effectiveness, and Demonstrate Return on Investment (ROI).

5. WHY EVALUATE A CJIS PROJECT?Are We Beyond the “trust me” Stage? • INFORMATION IS CONTROL • PROVIDES FEEDBACK TO IMPROVE PRGM. • PROVIDES INFO FOR RESOURCE ALLOCATION • ENABLES EFFECTIVE PLANNING • TESTS GENERALIZATIONS BASED ON INDIVIDUAL EXPERIENCES AND ASSUMP. • MARKET TO AND DEVELOP SUPPORT AMONG FUNDING BODIES, CONSTITUENTS, AND STAFF

6. …In order to reach the goals and objectives, one needs to measure and publish because, “People behave based on how they are measured.”

7. Increase the percentage of court dispositions that can be matched to an arrest—this will improve the quality of the computerized criminal history records Decrease the average response time to establish a positive identification following an arrest Reduce the number of incidents of criminal records being associated with the wrong person Reduce recidivism Decrease the amount of time it takes to serve a warrant Decrease the amount of time for law enforcement to have details on protection orders. Reduce the fear of crime in target neighborhoods Reduce the amount of time it takes users of the integrated justice system to respond to a request from the public Reduce the time it takes to complete a criminal history background check Reduce the number of agencies that can’t communicate with each other. Public Safety Measures

8. Quality of Justice Measures • Reduce the number of civilian complaints against local law enforcement • Reduce the number of continuances per case that result from scheduling conflicts between the courts, law enforcement, and prosecution • Reduce the number of cases without a next scheduled event • Reduce the average number of days or hours from arrest to arraignment • Reduce the average time a defendant is held while waiting for a bond decision • Reduce the time it takes for correctional facility intake • Reduce the number of days it takes to process cases from arrest to disposition • Reduce the number of false arrests. • Reduce the amount of missing data.

9. Reduce the number of hours that staff spends entering data manually or electronically Reduce the costs of copying documents for justice organizations Reduce the number of hours spent filing documents manually Reduce the number of hours spent searching other governmental databases Increase the number of law enforcement personnel performing community policing tasks, instead of administrative tasks Increase the number of electronic data transfers between justice agencies Reduce the amount of missing information in criminal justice databases Reduce the number of corrections needed in databases maintained by CJIS agencies Decrease the number of warrants that never get entered into the state registry Increase the number of query hits on each agency database Reduce the number of hours it takes to enter a court disposition into the state criminal history repository Efficiency/Effectiveness Measures

10. Walking Thru an Example

11. Specific Example

12. Process vs. Impact Evaluations • Process evaluations focus on how the initiative was executed; the activities, efforts, and workflow associated with the response. Process evaluations ask whether the response occurred as planned, and whether all components worked as intended. Fundamentally, a process evaluation posits the question, “Are we doing the thing right?” • Impact evaluations focus on the outcome (the what) of the initiative; the output (products and services) and outcome (results, accomplishment, impact). Did the problem decline or cease? And if so, was the response the proximate cause of the decline? Fundamentally, the impact evaluation posits the question, “Are we doing the right thing(s)?”

13. Establishing a Performance Management Program The Six Steps to Establishing a Performance-Based Management Program Source: Will Artley, DJ Ellison and Bill Kennedy, The Performance-Based Management Handbook, Volume 1: Establishing and Maintaining a Performance-Based Management Program (Washington, DC: U.S. Department of Energy, 2001)

14. Step 1: Define Mission and Strategic Performance Objectives • Mission statements identify the overall purpose for which the organization is organized. • Vision statements describe the future business environment and the role of the organization within it. • Value statements reflect fundamental beliefs and values guiding the agency, the nature of their responsibilities, and the philosophy underlying their approach. • Assumptions are also frequently discussed in strategic planning efforts, describing business environmental conditions that are expected in the future. • Businessstrategies identify how objectives are to be accomplished, e.g., community-oriented policing, integration of justice information systems, subscription/notification capabilities, etc.

15. Step 2: Establishing an Integrated Performance Management Framework Major Elements in Creating a Performance Management Framework • Define the Relationship of Performance Measurement to the Strategic Planning Process • Build the Performance Management Team • Address Stakeholder/Customer Needs • Understand Performance Measurement Terminology • Manage Performance Measurement • Accept Accountability for Measures • Communicate • Know How to Check/Test Your Measures • Learn From Others • What Do You Measure Yourself Against

16. Performance Planning Template • Performance Plan Template Defined/Action taken • Mission/Vision/Values/Assumptions Relate project to Agency Mission/Vision, etc. • Strategic Performance Objective 1 Defined • Operation/Activity Title • Purpose Describe purpose(s) of initiative • Execution Define how you’re going to do it • Performance Target(s) Identify target(s) (e.g., reduce violent crime by 10%) • Performance Measures How you’re going to measure it • Owner Person responsible/accountable • Resources Resources needed for this initiative • Budget Funding dedicated to this initiative • FTE Staffing dedicated to this initiative • Strategic Performance Objective 2 Defined • Operation/Activity Title • Purpose Describe purpose(s) of initiative • Execution Define how you’re going to do it • Performance Target(s) Target(s) (e.g., reduce violent crime by 10%) • Performance Measures How you’re going to measure it • Owner Person responsible/accountable • Resources Resources needed for this initiative • Budget Funding dedicated to this initiative • FTE Staffing dedicated to this initiative

17. Step 3: Establish Accountability for Performance • Building Accountability: • Authority refers to the power to influence or command thought, opinion, or behavior. • Responsibility means that one is liable to be called to account as the primary cause, motive, or agent. • Accountability, on the other hand, is an obligation or willingness to accept responsibility and to account for one's actions. • Internal vs. External Accountability • Internal Organizational Accountability – Internal organizational accountability refers to the establishment of the upward and downward flow of accountabilities between management and individuals and teams within the organization. • External Organizational Accountability – In external organizational accountability, the organization answers to/reports to its stakeholders on both its organizational performance and organizational behavior.

18. Step 4: Establish a Process/System for Collecting Data to Assess Performance Develop a Plan: • Information Requirements • Information Sources • Data Collection Processes • Data Collection and Reporting Frequencies • Data Collection Costs • Data Protection • Data Quality • Trial Run

19. Step 5: Establish a Process/System to Analyze, Review, and Report Data Data Analysis Strategies • Assess the Quality of Data • Employ Analytic Methods • Calibrate Baseline Measures • Test Hypotheses • Know What to Measure • Data Presentation—How Will the Data be Used and Reported? • Create an Executive Dashboard

20. Sample Executive Dashboard

21. Step 6: Establish a Process/System to Use Information to Drive Improvement • Shape Organizational Culture • Make Information Broadly Available • Reengineer Business Processes • Build Performance Management into Everyday Operations • Executive Support and Organizational Commitment is Required • Comprehensive System of Accountability and Responsibility is Required • Flattens the Organization • Identify Problems Early • Ensure Progress and Keep Projects on Target • Demonstrate Value

22. Resources • Will Artley, DJ Ellison and Bill Kennedy, The Performance-Based Management Handbook, Volume 1: Establishing and Maintaining a Performance-Based Management Program (Washington, DC: U.S. Department of Energy, 2001) at http://www.orau.gov/pbm/pbmhandbook/pbmhandbook.html • John E. Eck, Assessing Responses to Problems: An Introductory Guide for Police Problem-Solvers (Washington, DC: Center for Problem-Oriented Policing, no date), at http://www.popcenter.org/Tools/tool-assessing.htm • Michael Geerken, The Art of Performance Measurement for Criminal Justice Information System Projects, (Washington, DC: U.S. Department of Justice, Bureau of Justice Assistance, 2006 [forthcoming]) • Robert H. Langworthy (ed.), Measuring What Matters: Proceedings from the Policing Research Institute Meetings, (Washington, DC: NIJ/COPS, July 1999, NCJ 170610), pp. 37-53. • David J. Roberts, Law Enforcement Tech Guide: Creating Performance Measures that Work! A Guide for Law Enforcement Executives and Managers to Assess and Measure Performance, (Washington, DC: U.S. Department of Justice, Office of Community Oriented Policing Services, 2006 [forthcoming from SEARCH and COPS])

23. Performance Measurement Resources • More information on GPRA and PART can be found at: • www.omb.gov/part • www.results.gov • www.expectmore.gov