Performance Management for Justice Information Sharing. David J. Roberts Global Justice Consulting Steve Prisoc Chief Information Officer New Mexico State Courts Elizabeth Zwicker Program Specialist US Bureau of Justice Assistance 2006 BJA/SEARCH Regional Information Sharing Conference
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David J. Roberts
Global Justice Consulting
Chief Information Officer
New Mexico State Courts
US Bureau of Justice Assistance
Regional Information Sharing Conference
March 27, 2007 Minneapolis, Minnesota
“Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.”
—H. James Harrington
Originally developed in business by Kaplan & Norton
Decrease the amount of time it takes to serve a warrant eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.”
Decrease the amount of time for law enforcement to have details on protection orders.
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.Sample Public Safety Measures
Reduce the number of hours that staff spend 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
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 repositorySample Efficiency/Effectiveness Measures
The threat level in the airline sector manually or electronically
is HIGH or Orange 3/1/07Performance Dashboards
What we’re NOT talking about:
Draft dashboard assessing performance on a series of dimensions that have been agreed by key decisionmakers.
This requires effective data collection and routine reporting from operational systems in place throughout the County and agreement that we’re going to do something with the data in order to respond to critical performance elements.
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)
Not all outcomes easily lend themselves to measurement manually or electronically
Everything that can be counted does not necessarily count; everything that counts cannot necessarily be counted.
Program Logic Model and Chain of Events manually or electronically
Program Feature and Activity
Final Outcomes Reached
Rap sheet information of appropriate scope, timeliness, accuracy and ease of use available to magistrate judge at first court appearance/bond hearing
1. Greater use of Rap sheet information when setting bail/bond and conditions of release
1.More appropriate conditions of release and establishment of bail/bond appropriate to both the arrest charges and the criminal history and past warrant information
1. Fewer crimes committed by those awaiting trial
2. Fewer failures to appear
3. More timely disposition of criminal cases
My Time with Soviet Economics by Paul Craig Roberts
(Published in The Independent Review, v.VII, n.2, Fall 2002,pp. 259– 264.)
Number of calls from users requesting assistance (lower number indicates superior performance)
Replacement multi-dimensional measure performance
Measure: Length of time to resolve a call for service and the quality of service call resolution as measured by the following two dimensions:
1.Average time from the opening of a service ticket to the closing of a service ticket. JID will also report the median and standard deviation with the average. 2. The quality of service as measured by a regular user surveys designed to measure the quality of the service provided to the caller. Survey respondents are selected randomly
By September 2004, research, identify, and recommend technological applications that support biometrics for rapid identification.
By September 2004, research, identify, and evaluate the costs and benefits of
biometric identification applications.
• Increased knowledge of biometric technologies
• Improved cost-effective biometric identification solutions
• Number of research projects on biometric technological solutions completed by September 2004
• Number of research projects on costs and benefits of biometrics completed by September 2004
• Number of research reports presented to the Governing Body
Three-legged Stool performance
If you can’t measure it, you can’t manage it.
Drucker’s saying has convinced some managers that measurement is management, which is a bit of an overstatement; however, measurement is one of the most powerful tools in management toolbox
So inscrutable is the arrangement of causes and consequences in this world that a two-penny duty on tea, unjustly imposed in a sequestered part of it, changes the condition of its inhabitants.