Measuring performance in the public sector: An examination of benchmarking paramedic response times

Measuring performance in the public sector has been a topic of heightened concern during the past decade. While enthusiasm remains high for its use, performance measurement has also been subject to increasing scrutiny. In this research, problems with definitional ambiguity and concerns of conscious errors in the reporting of performance are theorized to limit the usefulness of performance measurement and benchmarking. The research examined the use of "response time" as a key benchmark in the delivery of paramedic services in the State of Florida. The research used both quantitative analysis based on survey response data from 120 paramedic agencies and qualitative analysis based on field visits to six selected agencies. The major findings of the study were that definitional ambiguity exists and that it adversely affects the ability to conduct benchmarking. Definitional ambiguity existed from two perspectives. There was ambiguity in the definitions used among agencies---thereby limiting the ability to benchmark. There was also ambiguity between definitions used by agencies and the definitions they attribute to citizens and elected officials---thereby limiting accurate communication of performance results to the public. While the research was not designed to examine intentions of paramedic agencies, the findings were consistent with Juran's theory of conscious errors---the reporting of performance that provides a more favorable impression than may otherwise be justified.