Law Enforcement Tech Guide for Creating Performance ...

1 Department of Justice Office of Community Oriented Policing Services Law Enforcement tech Guide FOR. Creating Performance Measures That Work A Guide for Executives and Managers Key Performance Indicators (KPIs). Missing Persons 12. Open Major Cases 78. IA Open Cases 21. Officers Assigned to JTTF 43. Arrest Rate DA Filings Conviction Rate CRASH CHRI. Accidents Year to Date 859 Total Index Crime Arrests YTD 97,000. Change Year Over Year .90 Total Drug Crime Arrests YTD 94,700. Fatalities Year to Date 948 Percent Change Arrests YTD Change Year Over Year.

2 113 Local Agency Inquiries 267. Copyright 2006 SEARCH Group, Incorporated. The Department of Justice reserves a royalty-free, nonexclusive, and irrevocable license to reproduce, publish, or otherwise use, and to authorize others to use, this book for Federal Government purposes. This document may be freely distributed and used for noncommercial and educational purposes. No part of this book may be reproduced in any form, by any means (including electronic, photocopying, recording, or otherwise) for commercial purposes without the prior permission of the Department of Justice or the author(s).

3 Department of Justice Office of Community Oriented Policing Services Law Enforcement tech Guide FOR. Creating Performance Measures That Work A Guide for Executives and Managers By David J. Roberts This publication was supported by cooperative agreement #2003 CKWXK054 awarded by the Department of Justice Office of Community Oriented Policing Services to SEARCH Group, Incorporated, 7311 Greenhaven Drive, Suite 145, Sacramento, CA 95831. The opinions or recommendations contained herein are those of the author(s) and do not necessarily represent the official position or policies of the Department of Justice.

4 References to specific organizations, products, or services should not be considered an endorsement of the product by the author(s) or the Department of Justice. Rather, the references are illustrations to supplement discussion of the issues. Department of Justice Office of Community Oriented Policing Services Office of the Director 1100 Vermont Avenue, NW. Washington, 20005. Dear Colleague: With increasing frequency, law Enforcement agencies are being called on to systematically examine the impact of their policing practices.

5 Many are using Performance measures to do so. Performance measures, when conceived as part of a broad management perspective, can provide officers, supervisors, and executives with an increased level of understanding that can result in more effective and efficient services. Developing valid and reliable Performance measures are necessary for assessing and reporting on the impact of policing efforts, whether those efforts include adopting a new technology or adopting new community policing initiatives. The Law Enforcement tech Guide for Creating Performance Measures That Work is intended to help readers develop their own insightful measures that can be relied on to make improvements to individual programs and initiatives, and to improve the effectiveness of a department's overall operations.

6 This publication emphasizes that Performance evaluation is more than just an academic exercise conducted at a single point in time. It is a complete strategic approach that can become an intrinsic component of police management and, if practiced on an ongoing basis, has the potential to have numerous benefits. This Guide is one of the many resources that the Office of Community Oriented Policing Services (COPS) offers to law Enforcement . In fact, it is one in a series of Law Enforcement tech Guides that can be used as a stand-alone reference or used to complement the Law Enforcement tech Guide : How to Plan, Purchase and Manage Technology.

7 These tech guides and many of our other knowledge-based resources can be downloaded from , or they can be ordered free of charge by contacting the COPS Office Response Center at or via e-mail at I hope that you find the Law Enforcement tech Guide for Creating Performance Measures That Work to be both informative and helpful, and I encourage you to share it with other law Enforcement practitioners. Carl R. Peed Director vii Contents x About the xi About the Guide About the 3. Assumptions About You and Your 4. How this Guide Is 5.

8 Definition of 6. How to Use this 7. Eight Facts about Eight Facts About Performance Measurement Performance Measurement of Technology 11. of Technology Projects Part I: Chapter 1. Performance What Is Performance Measurement Measurement and Why Is It Important?.. 17. Why Measure?.. 18. Know Your 20. You Have To!.. 21. Why Performance Measures 22. Why People Are Afraid of Performance 23. Connect Your Project to the Broader 23. Chapter 2. Establish an Integrated Performance Management 27. It's Not Just About Whether Crime Went Up or 27.

9 Balanced Scorecard Provides 28. The Seven Dimensions of a Balanced 28. viii The Six Steps to Establishing a Performance -Based Management 31. Part I 32. Part II: Chapter 3. Performance Define Mission and Strategic Performance 37. Management Step One Checklist .. 45. Chapter 4. Establish a Performance Management 49. The ABCs of Performance 50. Major Elements in Creating a Performance Management 50. Step Two 61. Chapter 5. Establish Accountability for 65. Who's Accountable?.. 67. Step Three 70. Chapter 6. Develop a Data Collection 73.

10 Identify Information 75. Identify Information 76. Pitfalls to 76. Define Data Collection 78. Define Data Collection and Reporting 80. Identify Data Collection 80. Address Data 82. Ensure Data 82. Complete a Trial 82. Step Four 83. ix Chapter 7. Analyze, Review, and Report Performance 87. Data Analysis 88. Create an Executive 95. Step Five 97. Chapter 8. Use Performance Information to Drive Shape Organizational 102. Make Information Broadly 103. Reengineer Business 103. Step Six 105. Part III: Chapter 9. Performance Management Build Performance Management into in Everyday Policing Everyday Executive Support and Organizational Commitment Comprehensive System of Accountability and Responsibility 112.