PROGRAM MEASUREMENT TEMPLATE
I. Program Goal Statement
The goal statement should identify why the program or service exists. It is similar to a mission statement in that it looks toward the future and states in broad terms the reason the Board of Governors has chosen to provide this program to the membership or public. For major programs, the Board of Governors adopts this goal statement. For minor programs and support services, staff has this responsibility.II. Program Description
Include a short (three paragraphs) description of the essential functions of the program or service. In this short space, of course, it will not be necessary to go into every activity of a program or service. However, the program description will give readers a better understanding of the program than will the goal statement.III. Program Resources
(The final design will have the following information included in a grid. Only facts should be listed.)Personnel: State how many individuals and how much FTE are assigned to the program.
Revenue: Use the most current budget figures to state the total annual revenue for the program or service.
Expenses: Use the most current budget figures to state the total annual expenses for the program or service.
Volunteers: Estimate the number of volunteers, usually bar members, who contribute to the program or service. List the total number on an annual basis. Break this down by major program area, e.g. how many serve on advisory committees, how many are editors, how many are authors, etc.
Partnerships: List any key groups or organizations other than the bar that are integrally involved in the delivery of this program or service.
IV. Outcomes and Evaluation
Outcomes: (Please number these in order.) Create specific outcomes for each program. The outcome should be specific, measurable, achievable and compatible with the bar’s strategic plan. Outcomes should stretch beyond the current achievements of the program so that the program works toward continuous improvement. However, outcomes should not be unrealistic, thus, unachievable. The outcomes must reflect what the program should accomplish. Outcomes that are specific, achievable and measurable, but don’t address what the program should do are meaningless. Virtually all activities of the program should be associated with an outcome. If they are not, the activity should be carefully examined and eliminated, or a new outcome designed. However, several activities may address one outcome.Measuring outcomes can take many forms, such as member satisfaction surveys, tracking timelines, and keeping score (e.g. passing legislation, winning disciplinary appeals, etc.) to name a few. Be careful with simplistic surveys. Be sure that the question asked and the answer given can provide meaningful feedback. One outcome may have several measures. If you want to measure an outcome, such as "Decrease the time it takes to process complaints," you may have to measure the time between the receipt of the complaint and acknowledgement, conclusion of staff probable cause investigation, etc. In general, if the outcome only has one measure, it is probably too narrow for an outcome. If you have too many measures for an outcome, it will be difficult to determine cause and effect.
Evaluation: The evaluation that should be placed under each outcome should consist of the results of your measurement--the data. In addition, this portion should analyze the feedback obtained through the measurement process. Was the outcome achieved? If yes, should the outcome be changed or should it stay the same? If not, why not? What should be changed to better achieve the outcome? --Karen L. Garst
