The use of performance measurement information to help set agreed-upon performance goals, allocate and prioritize resources, inform managers to either confirm or change current policy or program directions to meet those goals, and report on the success in meeting these goals.
Refers to the degree to which measurement techniques reveal actual performance changes and do not introduce errors of their own.
Theoretically, it is a systematic feedback approach to measuring outcomes that relies on strategic thinking and planning, teamwork, and positive reinforcement of achievement and measuring of results. In other words focusing on what organizations do and how they do it as much as it is about measuring what is done.
A condition (outcome) or product (output) that exists as a consequence of an activity.
A stakeholder is a partner or constituency that has an interest in the activities of the organization but who is not necessarily a primary customer.
This is the reference point from which other things can be evaluated. For our purpose the minimum acceptable level of performance (standard) would be the average of any of the indicators. A standard is derived from historical/experiential data for which there is usually consensus as to its validity. Baseline standards are based on actual full year results at the start of implementation.
Viewed as a reference point from which the whole agency/site can be evaluated. It is the minimum acceptable level of overall performance for an agency/site.
A clearly stated objective or planned result – which may include outputs and/or outcomes to be achieved within a stated time, against which actual results can be compared.
A variance can be described as the difference between the organization’s outcomes and the articulated needs of its primary customers as expressed by targets, standards, or benchmarks.