Administration for Community Living

Office of Performance Evaluation

SEPTEMBER 2020

ACL’s Performance 

Measure Guidance
TABLE OF CONTENTS

Overview 1

What is Performance Measurement? 4

What Makes a Good Performance Measure? 5

Benefits of Performance Measurement 6

Performance Management 8

Important Terms 10

Steps to Build Performance Measures 12

Aligning Goals & Objectives 12

Types of Data 13

How to Start Developing Your Performance Measures 15

Use logic models 15

Consider indicators 15

Include outputs, intermediate outcomes, and outcome indicators 16

Collect outcome data 16

OPE Five-Step Process for External Engagement and Collaboration 17

Performance Measure Checklist 20

Example Performance Measures 22

Example 1 22

Performance Measure Template 24

Example 2 25

Performance Measure Resources 26

References/Works Cited 27

SMART Performance Measure Checklist 29
Overview 

The development and use of performance measures help Congress 

and executive branch agencies improve government operation 

and contribute to programmatic decision-making based on data 

and empirical evidence. As noted by U.S. Comptroller General 

Charles A. Bowsher in Congressional testimony (Performance 

measurement: An important tool in managing for results, 1990), 

Congress and executive agencies could improve accountability for 

programs and grantee results by: 

• clearly articulating agency missions in the context of statutory

objectives and citizen expectations;

• reaching agreements on realistic, outcome-oriented goals and

the data needed to assess progress;

• developing implementation plans for agency goals and objectives and specific measures of progress toward achieving them;

• setting interim targets for agency operations;

• reporting annually on their progress; and

• actively overseeing agency performance in key areas.
The development and use of performance measures is not just 

a recommended practice; it is required. The 2010 Government 

Performance and Results (GPR) Modernization Act (P.L. 111-352) 

requires federal agencies to be held accountable for establishing 

processes, performance goals, and objectives. These processes 

and standards prioritize agency activities and investments and 

ensure leadership engagement in decisions with greater oversight 

of national resources and investments. 

Recent legislation, such as H.R. 4174, the Foundations for 

Evidence-Based Policymaking Act of 2018 further supports the 

use of quality data to inform federal decision-making. Essential 

requirements include the documentation, coordination, and 

stewardship of data assets; identification of agency leaders 

responsible for data quality and management; and the 

development of learning agendas to identify further evidencebuilding needs. These requirements are further supported by 

annual updates to the Office of Management and Budget’s (OMB’s) 

A-11. These documents discuss the development of a Federal 

Performance Framework, focusing on leadership engagement in 

data-driven decision-making and quality assurance, including 

defined roles and responsibilities, to continue progress towards 

the stated mission, service, and stewardship outcomes. Additional 

2
complementary guidance includes scheduled, quarterly datadriven reviews of evidence to assess progress toward learning 

agenda goals, annual reviews of progress toward agency goals, 

and transparent reporting of findings. 

This guide introduces the practice of performance measurement, 

describing the components of a performance measure and its 

indicators and presenting a structured process for developing 

performance measures. It concludes with examples and resources 

for performance measure developers. This guide should be used 

in conjunction with additional resources, including consultation 

with the Office of Performance & Evaluation (OPE). Resources 

used throughout the guide include materials prepared by the 

Administration on Community Living (ACL), the Government 

Accountability Office (GAO), and the Urban Institute. 

3
What is Performance Measurement? 

Performance measurement is the systematic measuring of a program’s activities, 

outputs, and outcomes and their relationship to the agency’s or program’s 

objectives. The GAO (2011) defines performance measurement as the “ongoing 

monitoring and reporting of program accomplishments, particularly progress 

toward pre-established goals.” The data collected from performance measures 

can enable program managers to make evidence-based decisions that improve or 

sustain progress toward programmatic goals (Hatry, 2014). Measures also influence 

agency operations, such as identifying inefficient or efficient processes and 

allocating resources. 

4
What Makes a Good 

Performance Measure? 

Measures should be relevant, applicable, focused, and quantifiable. Consider how 

relevant the measure is to the overall purpose of the program or the program’s 

goals. The measure should apply to the specific activities or services provided 

by the program. It must be focused. Lastly, the measure must be quantifiable or 

assessable. If performance measures meet the above criteria, leadership and 

stakeholders will have “proof” that programs are producing the results expected. 

The data, or evidence, of program effectiveness gathered through performance 

measurement, particularly when aligned with the agency’s strategic priorities, 

should influence the funding of critical programs and grants. 

Performance measurement provides a “snapshot” of programs’ progress towards 

their goals. Measurement at specified ongoing intervals reflects performance 

over time, thus providing longitudinal data to stakeholders. This information 

gauges whether a program is making incremental progress, such as a sustained 

systemic change. 

5
Benefits of Performance 

Measurement

Performance measures can help answer three questions (adapted from Clear 

Impact, 2016): 

• How much did the program or grant do (services delivered or activities 

conducted)?

• How well did you do (improved knowledge, skills, or behaviors)?

• Are recipients any better? 

Answers to these questions influence federal investments, policy, and 

programs with reliable data to answer these questions are more likely to receive or 

maintain funding. 

Performance measures:

• Improve accountability by promoting a focus on results, service quality, and 

customer satisfaction;

• Inform stakeholders in addition to enhancing Agency/Departmental, OMB, 

and Congressional decision-making;

• Monitor and assess program effectiveness, service delivery, improvement, 

and accountability by focusing on results, the quality of service, and 

customer satisfaction;

6
• Ensure compliance with the program’s legislation by providing information 

on achieving statutory objectives and on the relative effectiveness and 

efficiency of federal programs and spending; and

• Increase public confidence in the federal government by holding federal 

agencies accountable for program results.

7
Managerial use of performance data was an explicit goal of the 

(GPRA) Modernization Act, an objective that eluded prior federal 

reforms. The Modernization Act established a new series of 

performance routines to encourage performance information use. 

The analysis shows that as federal managers experience those 

routines, they are more likely to report using performance data to 

make decisions. Specifically, routines centered on the pursuit of 

cross-agency priority goals, the prioritization of a small number 

of agency goals, and data-driven reviews are all associated with 

higher rates of performance information use. The authors also find 

that managers in better-run data-driven reviews report greater use 

of performance data.

Moynihan & Kroll. 2015

Performance Management

Performance management is the act of converting data into information to inform 

programmatic decision-making. It is the use of goals, measurement, evaluation, 

analysis, and data-driven reviews to improve the results of programs and the 

effectiveness and efficiency of agency operations. Performance management 

activities often consist of planning, goal setting, measuring, analyzing, reviewing, 

identifying performance improvement actions, reporting, implementing, and 

evaluating. The primary purpose of performance management is to improve 

performance and then to find lower-cost ways to deliver effective programs (OMB, 

2020). Performance management activities often consist of planning, goal setting, 

8
measuring, analyzing, reviewing, identifying performance improvement actions, 

reporting, implementing, and evaluating. 

Performance management ensures goals are met effectively and efficiently. 

Key performance management tools include logic models, high-quality data, 

performance measures, and program evaluation. Logic models should show 

a connection between the overarching mission and goals of the agency and 

the program’s goals and objectives. Performance measures stem from the 

measurement of outcomes and outputs within the logic model. Collecting data 

is central to understanding the communities we serve and measuring the impact 

d

and effectiveness of our programs. The result of these activities is performance 

ata representing program results. ACL’s Performance Strategy1

 presents a highlevel approach to the planning, conduct, and implementation of performance 

management. This strategy, in conjunction with internal reviews of ACL funding 

opportunity announcements2 (FOAs), represents ACL’s commitment to providing 

rigorous, relevant, and transparent performance data highlighting all the programs 

and initiatives ACL supports. It also reflects ACL’s continuous effort to build and 

enhance its repository of data and evidence, including high-quality performance 

data in support of our mission and vision.

Logic Models

Identify resources, activities, outputs, customers, 

and outcomes

Performance Data

A value or set of values 

representing program 

results

Performance Measures

Gauge the level of performance achieved related 

to a specific concept

1 https://acl.gov/sites/default/files/programs/2018-07/Policy Review of FOAs_one pager 2018 .docx

2 https://acl.gov/sites/default/files/programs/2018-07/OPE PM Strategy FINAL 6-1-2018.docx

9
Important Terms

• Goal: A statement of the level of performance to be accomplished within 

a timeframe, expressed as a tangible, measurable objective or as a 

quantitative standard, value, or rate. For the purposes of this guidance and 

implementation of the GPRA Modernization Act, a performance goal includes 

a performance indicator, a target, and a time. The GPRA Modernization Act 

requires performance goals to be expressed in an objective, quantifiable, 

and measurable form unless agencies in consultation with OMB determine 

that it is not feasible (OMB, 2020, Section 200).

• Indicators: Performance indicators lie at the heart of an effective 

performance management system. They define the data to be collected and 

enable actual results achieved to be compared with planned results over 

time. Quantitative indicators use counts or percentages, whereas qualitative 

indicators describe observed or described changes. Hybrid indicators use 

tools, such as scales, to quantify qualitative data. Indicator definitions must 

clearly explain all terms and elements of the indicator to ensure consistent 

interpretation and ensure the intended measurements are reliably collected. 

10
• Performance Goals/Targets: High but attainable standards of performance 

you aspire to achieve. Targets are often adjusted to reflect the performance 

of a grantee or organization over time. Targets can be raised or lowered 

depending on factors that influence the program, such as funding changes; 

environmental influences, such as a natural disaster; or unforeseen 

circumstances, such as a widespread outbreak or pandemic. Targets are 

more commonly changed when an organization consistently reaches its 

target to encourage continual growth and improvement. An organization that 

consistently fails to reach its targets may also need to revisit its targets to 

ensure that they promote real, incremental progress. 

• Objective: The outcome or management impact the agency is trying to 

achieve, generally including the agency’s role. Each objective is tracked 

through a suite of performance goals and other indicators (OMB, 2017).

• Outcome: The desired results or impact of a program (OMB, 2017).

• Output: Quantity of products or services delivered by a program, such as 

the number of inspections completed or the number of people trained 

(OMB, 2017).

• Units: The number of hours, percent of users, etc. tracked by the indicators. 

Numbers should note whether they are cumulative or specific to a 

reporting period. 

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Steps to Build Performance Measures

When building performance measures, focus on collecting data that is useful and 

necessary to ACL. The Urban Institute (2006) recommends that the development 

of performance measures include the participation of key stakeholders to ensure 

appropriate outcomes are tracked. Stakeholders are essential partners in the identification and development of performance indicators. Stakeholder involvement 

also helps to identify and minimize burdens associated with data collection. 

ACL acknowledges the role of stakeholders but also reinforces the importance of 

aligning ACL’s strategic plan, the program’s goals and objectives, and requirements 

in federal legislation/regulations to develop measures and data collection tools 

that reinforce the foundation for the program. Connecting the strategic plan and 

performance measures is an ongoing process that involves aligning goals and 

objectives with outcomes and creating performance measures tailored to the 

strategic plan, programmatic requirements, and legislation.

Aligning Goals & Objectives

HHS Strategic 

Plan

• Mission

• Goals

• Objectives

• Priorities/

Initiatives

Legislation/

Regulations

• Mandates

• Amendments

• Executive orders

• Regulations

Program/Grant

• Purpose

• Goals

• Objectives

• Intended 

outcomes

Develop

Performance

Measure

ACL’s Strategic 

Plan

• Mission

• Goals

• Objectives

• Priorities

• Pillars

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Types of Data

Measures can be quantitative or qualitative, with numeric data often used to 

monitor the number of inputs, products, and outputs. Qualitative data monitor 

dimensions of process, satisfaction, and the overall organization (outcomes).

QUANTITY QUALITY

How much did we do? How well did we do it?

EFFORT

How much 

service did we 

deliver?

How well 

did we 

deliver it?

IMPACT

How much 

change did we 

produce?

What quality 

of change did 

we produce?

Is anyone better off?

One of the most important distinctions is the difference between outputs and 

outcomes; what we do(effort) versus our results (outcomes, benefits, impacts). This 

distinction applies to performance measures.

# %

%#

(Clear Impact, 2016a)

13
QUANTITY QUALITY

How much did we do? How well did we do it?

EFFORT

# clients served

# activities conducted

$ amount spent

Timeliness

Standardization

Completion rates

Cost per unit

IMPACT

Behavior

Attitude

Circumstances

Knowledge

Skills

Behavior

Attitude

Circumstances

Knowledge

Skills

Is anyone better off?

Using the illustration above, consider what you are measuring and how you are 

measuring/counting it, meaning the type of measurement (number #, percent 

%, ratio, etc.). Also, reflect on the population you are measuring, the unit of 

measurement (individuals with disabilities, older adults, parents or caregivers, 

families, organizations), and the type of measure: “how much,” “how well,” “how 

much better off” participants or organizations are.

# %

# %

(United Way, 2018)

14
How to Start Developing Your 

Performance Measures

Use logic models as a tool to help 

identify performance measures.

Logic models are visual descriptions of how a program functions: its inputs, 

activities, outputs, and outcomes. Logic models assist in identifying performance 

indicators by clarifying what actions are occurring in a program, how to measure 

them, and how these actions align with programmatic goals. ACL grantees, 

contractors, and cooperative agreement holders have all responded to funding 

announcements that describe necessary program design alignment with priorities 

and interests of ACL and U.S. Department of Health and Human Services (HHS) to 

secure funding. Measurement of specific ACL-required outputs and outcomes might 

already be necessary. For this reason, output and outcome data may be appropriate 

for performance measurement.

Consider indicators for which you already have data. Then 

consider indicators needed to measure outcomes for which 

you do not currently have data.

When developing performance measures, be considerate of the task of collecting 

data to ensure it is not a burden. The Paperwork Reduction Act of 1995 (PRA) gives 

OMB authority over the collection of certain information by Federal agencies. It is 

intended, “among other things, to “ensure the greatest possible public benefit 

from and maximize the utility of information created, collected, maintained, used, 

15
shared and disseminated by or for the Federal Government” and to “improve the 

quality and use of Federal information to strengthen decision-making, accountability, and openness in Government and society” (United States Office of Performance 

Management, 2011). 

Include outputs, intermediate outcomes, and outcome 

indicators in performance measurement systems.

Output indicators tell you valuable things about the success of activities that contribute to an outcome. They are also often quantifiable. Including outputs and outcomes, 

when appropriate, in your performance design can provide valuable information 

useful to effective program management and communication to stakeholders. 

Collect outcome data that identify the outcome.

Measuring outcome performance after program participation (e.g., such as in meal, 

transportation, or caregiver programs) provides information about the impact of 

a program. For example, in a program focusing on nutrition improvement among 

seniors, the correct desired outcome is sustained improved nutrition, not just 

improved nutrition during the participation period. For this reason, performance 

indicator developers should consider how they could track performance at set intervals, perhaps one or two quarters, after program completion to examine the real 

impact of a program.

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OPE Five-Step Process for External 

Engagement and Collaboration

The value of any performance system depends on the quality 

of its data and how the data are used. These factors, in turn, 

depend on the buy-in and contribution of program stakeholders 

to the definition, collection, reporting, and use of performance 

data. Consider inviting stakeholders to participate in a workgroup when developing 

program performance measures. To successfully align federal goals and objectives 

with the intended outcomes of the program, ACL encourages performance measure 

developers to utilize the following process presented to simplify the performance 

development process and obtain buy-in from all stakeholders:

STEP 1: Present aim and concept of the workgroup 

with stakeholders. 

This will establish a consensus among stakeholders on performance objectives 

and improve stakeholder understanding and support. Remind the group that performance data do not tell why a result occurred, and that they are not intended to 

reveal cause. Set ground rules and develop common expectations, such as that all 

members will be active participants, that meeting summaries will be made available, and that generally decisions will not be reopened after they have been agreed 

to by the group.

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STEP 2: Review HHS, ACL, and program or grantee goals as 

a solid foundation for the group. 

This typically includes a review of the program or initiative’s authorizing legislation, funding opportunity announcements, and other guidance developed or 

approved by ACL.

STEP 3: Jointly develop or review (if already created) a 

logic model for the program or initiative. 

Explain that the program or grantee’s logic model provides a common framework 

for understanding how the program operates (inputs and outputs) and what it is 

designed to achieve (outcomes). This model will provide a foundation for the selection of performance measures. Continually comparing potential measures to the 

logic model outputs and outcomes can ensure that those measures remain focused 

on the stated goals of the program or initiative.

STEP 4: Collaborate to develop performance measures that 

support the goals and objectives while measuring 

outcomes/results. 

Remember, some outcomes cannot be measured directly. Dually consider each output and outcome first to determine whether data currently exist to measure it. For 

those with existing data, discuss whether the data are of high quality. For outputs 

and outcomes that are not currently measured (or for which the data are not of high 

quality), discuss how data for those measures could be collected and whether the 

effort needed to collect those data (i.e., burden) is worth it or whether there are 

other outputs or outcomes that would be just as valuable.

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STEP 5: Use the information about value and burden from 

the previous step to prioritize a few performance 

measures that, when taken together, provide an 

accurate reflection of your program or initiative. 

You should also gain feedback on the clarity and feasibility of the performance 

measures and make tweaks as needed before implementation.

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Performance Measure Checklist

Make sure each measure is “SMART” (i.e., Specific, Measurable, Attainable, 

Realistic, and Timely). To expand on this idea, the Association Forum (2013) 

recommends asking the following questions when developing performance 

measures: 

• Is the metric objectively measurable?

• Does the measure include a clear statement of the results expected?

• Does the metric allow for meaningful trend or statistical analysis?

• Does the metric include milestones and/or indicators to express 

qualitative criteria?

• Are the metrics challenging but, at the same time, attainable?

• Are assumptions and definitions specified for what constitutes 

satisfactory performance?

• Have those responsible for measuring performance been fully involved 

in the development of this metric?

20
ACL recommends, in addition to asking the questions above when developing 

performance measures, considering the following High-Quality Performance 

Measure Checklist:

High-Quality Performance Measure Checklist

Meaningful • useful to stakeholders 

• supports the overarching goal or objective of the program or grant 

Understandable

• clear (clearly and consistently defined)

• context (explained)

• concrete (measurable)

• lack of ambiguity in direction

Relevant • relates to objectives and activities 

• significant and useful to the users 

Comparable • allows comparison over time or with other activities 

• compatible with other performance measures

Reliable

• accurately represents what is being measured (valid, free from bias)

• is not susceptible to manipulation

• balances (complements) other measures

Practical

• uses data that are cost-effective to collect and report 

• is easily understood 

• uses data that can be obtained in a timely manner, without a burden to those 

collecting the data

Be sure to use definitions that clearly define the terms used in the measure, and 

make sure they align with the terms used throughout the data collection. Words 

that are subject to individual interpretation (e.g., “effective,” “quality,” “youth,” 

“vulnerable”) should be clearly defined, as should specific parameters such as 

populations, geographic areas, or eligibility scores. Describe how calculations are 

made and include the sources for the numerators and denominators. 

21
Example Performance Measures 

There are many examples of high-quality program performance measures available. 

The examples below show two high-quality measures and one poor quality measure.

Example 1

Objective: Promote awareness, knowledge, and understanding of disability issues 

to improve employment opportunities for individuals with disabilities.

Measure 1a: Increase awareness of reasonable work-related accommodations for 

individuals with disabilities by disseminating informational packets to a minimum 

of 2,000 local vocational organizations by October 2022.

Measure 1b: By 2024, 89% of employers will report that the XVY grant provided 

information that improved their knowledge and understanding of employment 

issues and rights.

Measure 1c: Increase the number of employers who receive information on employment issues, rights, and reasonable work-related accommodations.

22
Measure 1a [good example] Measure 1b [good example]

• Specific: “increase awareness of work-related 

accommodations for individuals with disabilities” 

• Measurable: minimum of 2,000 organizations

• Attainable: “increase awareness”

• Realistic: 2,000 local vocational organizations

• Timely/Time-specific: “October 2022”

Additional 

• Shows directional change: “increase”

• Meaningful: supports the overarching goal or 

objective 

• Understandable: lack of ambiguity in direction

• Specific: “improved their knowledge and 

understanding of employment issues and rights” 

• Measurable: “89% of employers”

• Attainable: “improve knowledge and 

understanding”

• Realistic: 5,000 employers

• Timely/Time-specific: “October 2024”

Additional 

• Meaningful: supports the overarching goal or 

objective 

• Understandable: lack of ambiguity in direction

• Comparable: allows comparison over time or with 

other activities 

Measure 1c [bad example]

• The measure is not measurable; it has no quantifiable target. 

• Providing information doesn’t demonstrate understanding.

• Employers receiving information doesn’t prove an increase in knowledge or awareness. 

23
Performance Measure Template 

Using a standardized template to document performance measures can be useful 

during the development and communication of key components of a performance 

measure. Essential elements include a description of the measure, its type, the 

unit of measurement, the rationale for the indicator or measure, data source, and 

frequency of reporting. An example developed by the U.S. Agency for International 

Development (n.d.-1) is below. This type of template can also be helpful to organize 

performance measures. 

24
Example 2

USAID Performance Indicator Reference Sheet

Name of Result Measured (Goal, DO, IR, sub-IR, Project Purpose, Project Output, etc.): 

Name of Indicator: 

Is this a Performance Plan and Report Indicator? No __________ Yes __________ for Reporting Year(s) __________

If yes, link to foreign assistance framework:

DESCRIPTION

Precise Definition(s): 

 

Unit of Measure: 

Disaggregated By: 

Rationale or Justification for Indicator (optional): 

PLAN FOR DATA COLLECTION BY USAID

Data Source: 

Method of Data Collection and Construction: 

Reporting Frequency: 

Individual(s) Responsible at USAID: 

DATA QUALITY ISSUES

Dates of Previous Data Quality Assessments and Name of Reviewer(s): 

Date of Future Data Quality Assessments (optional): 

Known Data Limitations: 

TARGETS AND BASELINE

Baseline Timeframe (optional): 

Rationale for Targets (optional): 

CHANGES TO INDICATOR

Changes to Indicator: 

Other Notes (optional): 

THIS SHEET LAST UPDATED ON: 

25
Performance Measure Resources

In addition to the materials presented in this guide, we recommend further reading 

and consultation with OPE during the development of performance measures. The 

resources referenced below are freely available examples.

Administration for Community Living. (2018, June 1). Administration for Community Living performance 

strategy. https://acl.gov/sites/default/files/programs/2018-07/OPE%20PM%20Strategy%20

FINAL%206-1-2018.docx

Centers for Disease Control, Center for State, Tribal, Local, and Territorial Support. (2015, March 2). 

Develop SMART objectives. https://www.cdc.gov/phcommunities/resourcekit/evaluate/smart_

objectives.html

Duke University. (n.d.). Performance measure examples. https://hr.duke.edu/managers/performancemanagement/duhs/support-resources/performance-measure-examples

Homeland Security Studies and Analysis Institute. (2014, October 1). Measuring for results: Key 

concepts for understanding the performance of DHS programs and activities. https://www.anser.

org/Docs/Performance-Measurement-Guidebook_508_final.pdf

ICMA. (2014). Performance measures methodology. https://icma.org/sites/default/files/306386_

METHODOLOGY%20SHEET%20TEMPLATE.docx

National State Auditors Association. (2004). Best practices in performance measurement: Part 1–

Developing performance measures. https://www.doh.wa.gov/Portals/1/Documents/1000/PMCBest_Practices_in_Performance_Measurement_Part_1.pdf

Office of Management and Budget. (2020, July). Circular No. A-11: Preparation, submission, and 

execution of the budget: Part 6– The federal performance framework for improving program and 

service delivery. https://www.whitehouse.gov/wp-content/uploads/2018/06/a11.pdf

Performance.gov

State of Washington. (2009, August). Performance measure guide. https://www.ofm.wa.gov/sites/

default/files/public/legacy/budget/instructions/other/2009performancemeasureguide.pdf 

26
References/Works Cited

Association Forum (2013, October). Performance measurement & metrics. https://www.

associationforum.org/mainsite/browse/professional-practice-statements/performancemeasurement-metrics 

Bureau of Educational and Cultural Affairs, Evaluation Division. (n.d.). Performance measurement 

definitions. https://eca.state.gov/files/bureau/performance_measurement_definitions.pdf

Clear Impact. (2016). Example performance measures you can use for your program or service. https://

clearimpact.com/results-based-accountability/example-performance-measures-can-use-programservice/

Clear Impact (2016a). What are the differences between the 4 quadrants of performance measures?

https://clearimpact.com/3-8-what-are-the-differences-between-the-4-quadrants/

Foundations for Evidence-Based Policymaking Act of 2018, H.R.4174, 115th Congress, 2018. https://

www.congress.gov/bill/115th-congress/house-bill/4174

Government Accountability Office. (n.d.). Managing for results in government.

Urban Institute Press. http://www.gao.gov/key_issues/managing_for_results_in_government/

issue_summary

Government Accountability Office. (2011, May 2). Performance measurement and evaluation: 

Definitions and relationships. https://www.gao.gov/products/gao-11-646sp

Government Performance Results Act of 1993, Pub. L. No. 103-62. (1993). https://www.congress.gov/

bill/103rd-congress/senate-bill/00020

GPRA Modernization Act of 2010, Pub. L. No: 111-352. (2010). http://www.gpo.gov/fdsys/pkg/BILLS111hr2142enr/pdf/BILLS-111hr2142enr.pdf

Hatry, H.P. (2014, July 19).Transforming performance measurement for the 21st century. The Urban 

Institute. http://www.urban.org/UploadedPDF/413197-Transforming-Performance-Measurement-forthe-21st-Centurys.pdf

Information and Technical Assistance Center for Councils on Developmental Disabilities. (2016, 

June). AIDD DD Council performance measures – June 2016. https://itacchelp.org/wp-content/

uploads/2018/02/DD-Council-FINAL-PMs-aligned-with-PPR.pdf

Moynihan, D. & Kroll, A. (2015). Performance management routines that work? An early assessment of 

the GPRA Modernization Act. Public Administration Review, 76(2), 314–323.

Office of Management and Budget. (2020, July). Circular No. A-11: Preparation, Submission, and 

Execution of the Budget. https://www.whitehouse.gov/wp-content/uploads/2018/06/a11.pdf

27
Office of Personnel Management. (2011, April). Paperwork Reduction Act (PRA) guide: Version 2.0.

https://www.opm.gov/about-us/open-government/digital-government-strategy/fitara/paperworkreduction-act-guide.pdf

Performance measurement: An important tool in managing for results, U.S. Senate Committee on 

Governmental Affairs, 102nd Cong. (1990) (testimony of Charles A. Bowsher). https://www.gao.gov/

assets/110/104489.pdf

United Way (2018, July) Performance measures technical assistance, Ready Children Impact Council 

Request for Proposals. https://www.unitedwaysatx.org/wp-content/uploads/RCIC-RFP-PerformanceMeasure-Technical-Assistance-Presentation.pdf

U.S. Agency for International Development. (n.d.-1). USAID performance indicator reference sheet. 

https://www.usaid.gov/sites/default/files/documents/1861/Recommended_PIRS_for_USAID_

indicators_0.pdf 

U.S. Agency for International Development. (n.d.-2). Performance monitoring & evaluation: Tips: 

Selecting performance indicators. https://pdf.usaid.gov/pdf_docs/Pnadw106.pdf

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Appendix A

SMART Performance Measure Checklist

(U.S. Agency for International Development, n.d.-2)

■ Is the metric objectively measurable?

■ Does the measure include a clear statement of the results expected?

■ Does the metric allow for meaningful trend or statistical analysis?

■ Does the metric include milestones and/or indicators to express qualitative criteria?

■ Are the metrics challenging but, at the same time, attainable?

■ Are assumptions and definitions specified for what constitutes satisfactory performance?

■ Have those responsible for measuring performance been fully involved in the 

development of this metric?

Developed by Jennifer Tillery, ACL Sr. Social Science Analyst

in partnership with New Editions Consulting, Inc.

For additional information contact:

Office of Performance and Evaluation

Center for Policy and Evaluation

Administration for Community Living

330 C St SW

Washington, DC 20201

www.acl.gov/contact
Administration for Community Living

Office of Performance Evaluation