Part I consists of two chapters on performance measurement. The first chapter discusses the nature of performance measurement and why it is important. It advises that an effective performance management program involves defining agency objectives in clear and measurable terms and then measuring the implementation and outcomes of agency activities against specified departmental goals and responsibilities. The chapter also discusses why performance measures fail and why agency personnel are afraid of performance measurement. The second chapter on performance measures provides guidance for establishing an integrated performance management framework. The recommended framework ensures that all aspects of a law enforcement agency's responsibilities are measured for performance. Part II of this guide contains six chapters on performance management. One chapter focuses on defining mission and strategic performance objectives. A second chapter explains how to establish a performance management framework. This is followed by a chapter on how to establish accountability for performance. A chapter then discusses the development of a data-collection plan. The remaining two chapters of Part II pertain to the analysis, review, and reporting of performance data and the use of performance information to guide improvements. Part III consists of one chapter on the building of performance management into everyday policing. Topics addressed include executive support and organizational commitment, a comprehensive system of accountability and responsibility, the importance of informing all personnel about the performance measures being applied in agency operations, the early identification of problems, and demonstration of the value of performance measurement. A checklist accompanies each chapter. Appended bibliography, glossary, sample assessment measures, examples of performance management in justice agencies, and 115 notes