During the ’90s, these issues were regularly discussed at ASCA meetings and trainings. Everyone agreed that ASCA jurisdictions should come together.

ASCAPERFORMANCE BASED

MEASURES SYSTEM

Why did the Association of State Correctional Administrators need or want a Performance Measures System?

In-state and out-of-state corrections numbers were being usedinappropriately to describe an agency’s correctional performance.

During the ’90s, these issues were regularly discussed at ASCA meetings and trainings. Everyone agreed that ASCA jurisdictions should come together to develop uniform measures of correctional performance.

During the ’90s, these issues were regularly discussed at ASCA meetings and trainings. Everyone agreed that ASCA jurisdictions should come together to develop uniform measures of correctional performance.

Performance Measures Committee Formed in 2000

Mission: Define uniform standards, measures, key indicators, and counting rules with which to measure agencies’ performance and make comparisons across jurisdictions.

Performance Measures Development Process

1. Standards of Performance (areas of performance to be measured, for example, Public Safety)

2. Measures (for example, Escapes)

3. Key Indicators of Performance (Ex. number of escapes from secure perimeter, number from outside secure perimeter etc.)

4. Counting Rules (definition of the indicator and specific rules for counting the events.)

All participants are equal.

Information is contributed by agencies to one repository.

Information, in turn, is shared among all participants.

25 State Agencies Entering Data

Powerful Reporting Feature Available

When fully implemented, ASCA’s Performance Based Measures System will continually accept data and churn out valuable reports to users on demand.

Agency Report Capabilities

Track your agency’s performance on important operational, program and service measures, for examples:

Numbers of inmates needing and accessing health, programs, substance abuse treatment, psychological services, etc.;

Numbers and rates of assault, use of force, high profile diseases (MRSA, TB, HIV);

Population management measures such as agency inmate count compared with number of beds by security level. (under development)

Agency Report Capabilities

Compare your agency’s performance (e.g. recidivism rates, misconduct rates, etc.)

with other jurisdictions similar to yours,

with all agencies, or

with the national average.

Even Better Reports in the Near Future – Trend Data

As time passes and with full ASCA participation, PBMS will be able to provide trend data over years of time.

Following are sample 5-year trend charts for cost per inmate, assault rate per inmate, and % positive random drug tests.

Daily Cost Per Inmate:5-Year Trend

Assault Rate Per Inmate:5-Year Trend

% Positive Random Drug Tests:5-Year Trend

The Key to a Successful PBMS System

For the project to be effective, all ASCA member agencies must be trained and committed to entering PBMS data each month.

Participation

Six good reasons to participate in PBMS

1. Promotes performance accountability and enhanced decision-making capability in your own agency and in the profession nationwide;

2. Produces accurate, consistent, and relevant national reporting of correctional performance;

3. Allows access to performance data from all member agencies; (Best practices.)

PBMS Participation Benefits, continued

4. Promotes fair and healthy comparisons with other departments of corrections;

5. Allows study of trends within your own DOC and among other DOC’s.

6. Allow us to define ourselves and clear up myths/misperceptions about corrections.

Agencies’ Participation in PBMSMarch 9, 2011

PA

IL

TX

AZ

CA

Trained, But No Data Entry (24)

Trained, Partial Data Entry (15)

Required Characteristics & 50% of Key Indicators (9)

OH

LA

MS

VA

NCTN

SCGA

ME

AL

FL

MO

MI

AR

IN

WI

MNID

WA

OR

NV

UT

WYSD

NDMT

NMOK

HIAK

KSCO

NE IA

KY

NYCT

MA

RI

MDDE

VTNH

WV

Cook County, IL

Philadelphia, PANYC

Not Trained (4)

NJ

DC

FBOP

All Characteristics & All Key Indicators (3)

“GO GREEN!” – Eligibility Criteria

1. Enter all required Agency Characteristics

2. Enter all required Facility Characteristics

3. Enter 24 of 48 key agency indicators, with one or more in Public Safety, Substance Abuse, Mental Health, Justice, Academic Education, and Health Care

4. Enter 28 of 56 Facility indicators, with one or more in Public Safety, Institutional Safety, Justice, and Health Care.

“Greening” PBMS – How? Communicate PBMS as a top priority to all

divisions in your agency – administrative, operational, programs, MIS, planning and research etc.

Identify a PBMS champion in your agency to oversee inputting, retrieval, and maintenance of data in the system.

Review and revise agency policies, procedures, and measures to conform with PBMS counting rules (most difficult and time consuming).

Allocate sufficient time for staff to participate in PBMS in addition to their other duties.

“Greening” of PBMS, continued

Monitor participation – are institutional and agency-level data inputted on a timely basis? Are data accurate? (Dashboard being developed.)

Generate reports to compare your Agency with other agencies.

Participate in the Performance Measures Committee and Sub-committee meetings.

Provide feedback to the Performance Measures Committee’s requests for input regarding standards and key indicators.

Put in policy and ”institutionalize” your agency’s participation in PBMS.

Criteria for Pink

Enter monthly data for one or more of the four types of data — agency characteristics, facility characteristics, agency key indicators, facility key indicators.

Find out more about PBMS standards, measures, key indicators and counting rules at asca.net/pbms.

ASCA’s Current Performance Measures Committee

Membership

Bob Lampert (WY), Chair

Charles Ryan (AZ) Harley Lappin (FBOP)Brian Owens (GA)Brent Reinke (ID)James LeBlanc (LA)Gary Maynard (MD) Bob Houston (NE)

Alvin Keller (NC)Leann Bertsch (ND) Tim Reisch (SD)Andrew Pallito (VT)Eldon Vail (WA)A.T. Wall (RI), ex-officio