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
Mapping major results back to resources
It is important that the results achieved through the delivery of services be linked back to the resources that have been used to deliver them because it establishes the cost-effectiveness of these services. You can do this by costing the outputs that you believe are primarily responsible for delivering results. Managers manage the resources, capabilities and processes used to produce outputs. Well-run agencies must know how their resources generate results, and build an understanding of how the reallocation of resources could generate even better results.
To help with your thinking in developing your overall framework, Table 2 below gives some common measures of agency or sector performance that may be used at input, output, impact or outcome level.
|
Type of Result |
Level |
Focus On |
Examples of Common Measures |
|
EFFICIENCY OF PROCESS |
Input Utilisation |
Efficiency Economy |
Real output price trend (inflation adjusted) OF PROCESS Utilisation Economy Price per unit, vs. benchmarks % prison beds full / max. capacity used Real input cost trend (eg. per policeman or nurse) |
|
QUANTITY |
Output |
Volume produced |
People receiving training / rehabilitation Cases / complaints processed |
|
QUALITY |
Output |
Quality of delivery Timeliness Acceptability |
% output fully meeting specification % ministerials / passports / etc on time % who would use again / recommend use |
|
COVERAGE (or Reach) |
Output |
Coverage Targeting efficiency Access |
% population in need receiving output (% in 'treated' group who met entry criteria % targets who did not access / use service Transit time (or other 'big' barrier to use) |
|
NEAR-TERM |
Impact or Outcome |
Completion rate Knowledge retained Reduction in queue Receipt of benefits Incentives changed Unintended effects |
% finishing / getting qualified / in service % core messages remembered Average wait time / number in queue % impoverished with more money % believing regulatory change matters Higher incident or reduced survival rates |
|
INTERMEDIATE |
Impact or Outcome |
Cognitive change Behaviour change Risk reduction Lifestyle change Survival Unintended effects |
% aware of risks / able to use new idea % investing / saving / quitting / working Fewer drunken drivers / 'bad' incidents % in jobs / new career / crime free % alive after 30 days / time event-free Graduates migrating or excessive uptake |
|
END or FINAL |
Impact or Outcome |
Aggregate improvement More equity Cost effectiveness Unintended effects |
Greater health / wealth / happiness Less difference across deciles / areas Fewer deaths / accidents / kids in care Cost per unit of improvement in outcome Increased welfare dependency, risk, etc |