In the new world of welfare reform, with time-limited benefits and workfare programs, the objectives are more complex than getting the applicant a check. The new paradigm involves helping recipients develop enough self-sufficiency so that they do not need state-provided financial supports. It is no longer acceptable that welfare programs are just efficient; they must also be effective. The only way to confirm that they are effective is to measure their effectiveness against some agreed-upon criteria. Therefore, the discussion of outcome measures is critical to welfare reform.
Kilmartin went on to say, "I think that you would find that every public servant is in vociferous agreement with the concept of performance measurement. Ten percent of workers just show up for their job; 90 percent want to perform and would not mind measurement accountability. The difficulty is converting policy objectives into metrics for accountability. A lot of people have tried to use the budget process as a tool for holding agencies accountable for outcomes, but I don't know if that works. In the private sector, goals and objectives can be converted to financial terms easily. In the public sector, it is a stretch beyond reason to think that all things can be measured in terms of budgetary outcomes."
"It sounds good in concept," stated Louis Gutierrez, chief information officer for Massachusetts, "but without energetic devotion to what they [agency leaders] are trying to achieve, measuring outcomes turns into just another administrative exercise to justify budget levels. It is easy to understand how we track activities within programs, but when it comes to tracking complex human events, we go beyond our current capabilities. Information technology (IT) can be effective in measuring program activities, but it is difficult to see how automated systems can be useful when measuring outcomes in terms of complex human events."
More complex outcome measurement will be necessary to assess how well government programs achieve policy objectives.
Gutierrez suggested that there are two possible approaches for IT support of outcome measurement. "Agencies will attempt to design measurement systems; they will be large and complex by the time they are designed to reflect all of the agency priorities. The other approach will see agencies track all of the program events from administrative systems and then store them in large [data] warehouses so that they can do ad hoc analysis of outcomes. This second approach will be more affordable but will raise some interesting privacy issues."
"The warehouse approach will require that there be common identifiers established so that we can track lifetime interactions with government -- economic transactions, human services received, education experiences, criminal justice involvement. It is not as though there is a linear progression, but in real life there are complex interactions, and to use automated systems to track data will require sophisticated capabilities," reflected Gutierrez.
Do Americans want all of their public interactions to be assimilated so that we can achieve the public policy goal of measuring outcomes in human services? Gutierrez suggested that the public and its elected leadership may be moving toward an "information socialism" that suggests "the fallacy that if we know everything we could get better control and better results."
The public sector has employed IT on a massive scale to increase worker productivity. Will we be able to use it to improve program effectiveness and prove that we have? The jury is still out on outcomes.
Larry Singer -- an expert on strategic computing with 12 years experience in the information technology industry serving all levels of government -- is president of Public Interest Breakthroughs Inc., of Vienna, Va.
December Table of Contents