Contents
- Title page
- Executive Summary
- Introduction
- Module 1 - Why measure performance?
- Module 2 - Building an initial performance picture
- Module 3 - Engaging with stakeholders over measurement
- Module 4 - Defining outcomes, intermediate outcomes and outputs
- Module 5 - Developing measures and indicators
- Module 6 - Linking the three levels and linking results back to resources
- Appendices
Developing a performance measurement process
Before performance measurement can begin, your agency must establish a process by which it will measure performance, and agree resourcing and deliverables. To do this, key issues to resolve include:
- who leads the performance measurement process, and who is responsible for what;
- who needs to be involved, and how;
- what resources are available, including resourcing for long run improvements to data;
- what data/information is available, who owns it, and whether there are any limitations on access or use;
- what is the broad shape and purpose of final information products (reports, etc);
- how products will be used to inform what policy, planning and external reporting; and
- when in the annual reporting cycle products must be delivered to inform key decisions.
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Developing a performance measurement approach: the example of the Ministry of Agriculture and Forestry (MAF?) Figure 4 illustrates MAF's performance measurement roadmap. The roadmap presents the eight-step process that MAF will follow to develop a comprehensive performance measurement framework. Figure 5 illustrates how MAF links its resources to the three major outcomes it seeks to achieve, and what types of indicators it will use to measure its performance.13 |
Figure 4: MAF's performance measurement roadmap
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Figure 5: Linking MAF's objectives with its expected outcomes
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13 You may also need to consider the coverage (or targeting) of outputs.