rba results-based accountability
DESCRIPTION
TM. RBA Results-Based Accountability. The Fiscal Policy Studies Institute www.raguide.org www.resultsaccountability.com. Book - DVD Orders amazon.com resultsleadership.org. SIMPLE COMMON SENSE PLAIN LANGUAGE MINIMUM PAPER USEFUL. - PowerPoint PPT PresentationTRANSCRIPT
RBAResults-Based Accountability
The Fiscal Policy Studies Institutewww.raguide.org www.resultsaccountability.com
Book - DVD Ordersamazon.com
resultsleadership.org
TM
Results-Based Accountabilityis made up of two parts:
Performance Accountabilityis about the well-being of
CUSTOMER POPULATIONSfor Programs – Agencies – Service Systems
Population Accountabilityis about the well-being of
WHOLE POPULATIONSfor Communities – Cities – Counties – States - Nations
Population Accountability
Performance Accountability
THE LANGUAGE TRAPToo many terms. Too few definitions. Too little discipline
Benchmark
Target
Indicator Goal
Result
Objective
Outcome
Measure
Modifiers Measurable Core Urgent Qualitative Priority Programmatic Targeted Performance Incremental Strategic Systemic
Lewis Carroll Center for Language DisordersMeasurable urgent systemic indicatorsCore qualitative strategic objectivesMake up your own jargon.
DEFINITIONS
Healthy People, Children succeed in school, Safe communities, Clean Environment, Prosperous Economy
Rate of HIV Aids, Percent graduating with qualifications, crime rate, air quality index, unemployment rate
1. How much did we do? 2. How well did we do it? 3. Is anyone better off?
RESULT or OUTCOME
INDICATOR or BENCHMARK
PERFORMANCE MEASURE
A condition of well-being for children, adults, families or communities.
A measure which helps quantify the achievement of a result.
A measure of how well a program, agency or service system is working. Three types:
Popu
latio
nPe
rfor
man
ce
Healthy People
Rate of HIV Aids Percent graduating with qualifications
Children succeed in school
crime rate
Safe communities
air quality index
Clean Environment
unemployment rate
Prosperous Economy
INDICATOR
RESULT
PERFORMANCE MEASURE
Popu
latio
nPe
rfor
man
ce
= Customer Results
1.
2.
3.
From Ends to Means
ENDS
MEANS
From Talk to ActionPo
pula
tion
Perf
orm
ance
RESULT
INDICATOR
PERFORMANCEMEASURE
Customer result = EndsService delivery = Means
From Talk to Action
1. Safe Communities
2. Crime rate
3. Average police response time
4. Healthy people
5. Rate of infant mortality
6. People have living wage jobs and income
7. % of people with living wage jobs and income
8. % of participants in job training who get living wage jobs
IS IT A RESULT, INDICATOR OR PERFORMANCE MEASURE?
RESULT
INDICATOR
PERF. MEASURE
RESULT
INDICATOR
RESULT
INDICATOR
PERF. MEASURE
Translation Guide/Rosetta StoneNot the Language Police
Ideas
1. A condition of well-being for children, adults, families & communities
2.
3.
etc.
Group 1 Group 2 Group 3 etc.
RESULT OUTCOME GOAL
TRANSLATION
Back to the Idea
Results – Indicators – Performance Measures in
Amharic, Cambodian, Laotian, Somali, Spanish, Tigrigna, Vietnamese
Community Outcomesfor Christchurch, NZ
1. A Safe City
2. A City of Inclusive and Diverse Communities
3. A City of People who Value and Protect the Natural Environment
4. A Well-Governed City
5. A Prosperous City
6. A Healthy City
7. A City for Recreation, Fun and Creativity
8. City of Lifelong Learning
9. An Attractive and Well-Designed City
Georgia Policy Councilfor Children and Families
RESULTS
● Healthy Children
● Children Ready for School
● Children Succeeding in School
● Strong Families
● Self Sufficient Families
City of London OntarioPriority Results
● A Strong Economy
● A Vibrant Diverse Community
● A Green and Growing City
● A Reliable Infrastructure
● A Safe CitySource:
Draft Strategic Plan Sept 2011
Leaking Roof(Results thinking in everyday life)
Experience
Measure
Story behind the baseline (causes)
Partners
What Works
Action Plan
Inches of WaterBASELINE
? Fixed
Not OK
Turning the Curve
Action Plan # 2
Criteria for
Choosing Indicatorsas Primary vs. Secondary Measures
Communication Power
Proxy Power
Data Power
Does the indicator communicate to a broad range of audiences?
Does the indicator say something of central importance about the result?
Does the indicator bring along the data HERD?
Quality data available on a timely basis.
Choosing IndicatorsWorksheet
Outcome or Result_______________________
Candidate IndicatorsCommunication
PowerProxyPower
DataPower
H M L
H
Measure 1
Measure 2
Measure 3
Measure 4
Measure 5
Measure 6
Measure 7
Measure 8
HData
Development
Agenda
Safe Community
H M L H M L
H H
H L
Three Part Indicator List for each Result
Part 1: Primary Indicators
Part 2: Secondary Indicators
Part 3: Data Development Agenda
● 3 to 5 “Headline” Indicators● What this result “means” to the community● Meets the Public Square Test
● Everything else that’s any good (Nothing is wasted.)● Used later in the Story behind the Curve
● New data● Data in need of repair (quality,timeliness etc.)
The Matter of Baselines
Baselines have two parts: history and forecast
H
M
L
History Forecast
Turning the CurvePoint to Point
OK?
1975
1980
1982
1990
2000
2005
0
5
10
15
20
25
30
Tho
usan
ds
Source 1982 to 2005: Actual data from the NHTSA Fatality Analysis Reporting System (FARS)Source 1975 to 1981: Estimate based on NHTSA data on % of fatality drivers with BAC of .10 or greater.
Alcohol-Related Traffic FatalitiesUnited States 1975 to 2005
45 people per day
75 people per day
20
10
28 people
per day
MADD
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
18.00%
20.00%
Ncle 14.5 14.5 16.8 14.5 17 15 11.9 10.6 9.5 9.3
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Source: Connexions Tyne and Wear, UK
Newcastle, UK
Revised 9 Nov 2007
Nov 08 – Jan 09
8.5
“All performance measures
that have ever existed
for any program
in the history of the universe
involve answering two sets of
interlocking questions.”
How much service did we deliver?
Performance Measures
How welldid we
deliver it?
How much change / effect
did we produce?
What quality of change / effect
did we produce?
Quantity Quality
Effe
ct
Effo
rt
O
utpu
t
In
put
How much did we do?
Performance Measures
How welldid we do it?
Is anyonebetter off?
Quantity Quality
Effe
ct
Effo
rt
# %
How much did we do?
Education
How well did we do it?
Is anyone better off?
Quantity Quality
Effe
ct
E
ffort Number of
studentsStudent-teacher
ratio
High SchoolMatriculation
Number
High SchoolMatriculationPercentage
How much did we do?
Health Clinic
How well did we do it?
Is anyone better off?
Number ofchildrentreated
Percent ofpatients waiting
less than30 min in thewaiting room
Quantity Quality
Effe
ct
E
ffort
#children
fullyimmunized
(in the clinic)
%children
fullyimmunized
(in the clinic)
How much did we do?
Drug/Alcohol Treatment Program
How well did we do it?
Is anyone better off?
Number ofpersonstreated
Percent ofstaff withtraining/
certification
Number of clientsoff of alcohol & drugs - at exit - 12 months after exit
Percent of clientsoff of alcohol & drugs - at exit - 12 months after exit
Quantity Quality
Effe
ct
E
ffort
How much did we do?
Fire Department
How well did we do it?
Is anyone better off?
Number ofresponses
ResponseTime
Quantity Quality
Effe
ct
E
ffort
# of fireskept to
room of origin
% of fireskept to
room of origin
How much did we do?
General Motors
How well did we do it?
Is anyone better off?
# of production hrs
# tons of steel
Employees pervehicle
produced
# of cars sold
$ Amount of Profit
$ Car value after 2 years
Quantity Quality
Effe
ct
E
ffort
Source: USA Today 9/28/98
% Market share
Profit per share
% Car value after 2 years
How much did we do?
Not All Performance Measures Are Created Equal
How well did we do it?
Is anyone better off?
LeastImportant
Quantity Quality
Effe
ct
E
ffort
MostImportant
Least
Most
AlsoVery Important
Quality
Quantity Quality
Efficiency, Admin overhead, Unit costStaffing ratios, Staff turnoverStaff morale, Access, Waiting time, Waiting lists, Worker safety
Customer Satisfaction(quality service delivery& customer benefit)
Cost / Benefit ratioReturn on investment
Client results or client outcomes
EffectivenessValue addedProductivity
Benefit value
Process Input
Effe
ctEf
fort
Cost
1. Did we treat you well?
2. Did we help you with your problems?
*
Product Output Impact
RBA Categories Account for All Performance Measures(in the history of the universe)
* World’s simplest completecustomer satisfaction survey
Total Quality Mgmt (TQM)
How much did we do?
The Matter of Control
How well did we do it?
Is anyone better off?
Quantity Quality
Effe
ct
E
ffort
LeastControl
PARTNERSHIPS
MostControl
The Matter of Use
1. The first purpose of performance measurement is to IMPROVE PERFORMANCE.
2. Avoid the performance measurement equals punishment trap.
● Create a healthy organizational environment.
● Start small.
● Build bottom-up and top-down simultaneously.
2. To Others When it is a fair apples/apples comparison.
3. To Standards When we know what good performance is.
Comparing Performance
1. To Ourselves First
Can we do better than our own history?
Using a BaselineCHART ON THE
WALL
Advanced Baseline Display
Your Baseline
Comparison Baseline
Goal (line)
Target or Standard
Instead:Count anything better than baseline as progress.
Avoid publicly declaringtargets by year if possible.
●
Create targets only when they are:
FAIR & USEFUL
x
AspirationNOT
Punishment
How much did we do?
Performance AccountabilityTypes of Measures found in each Quadrant
How well did we do it?
Is anyone better off?
# Clients/customers served
# Activities (by type of activity)
% Common measurese.g. client staff ratio, workload ratio, staffturnover rate, staff morale, % staff fully trained, % clients seen in their own language,worker safety, unit cost
% Skills / Knowledge (e.g. parenting skills)
#
% Attitude / Opinion (e.g. toward drugs)
#
% Behavior (e.g.school attendance)
#
% Circumstance (e.g. working, in stable housing)
#
% Activity-specific measures
e.g. % timely, % clients completing activity, % correct and complete, % meeting standard
Point in Timevs.
2 Point Comparison
# %
How much did we do?
Service: __________________________________
How well did we do it?
Is anyone better off?
Primary customers# studentspatientspersons trained
Primary activity# hours of
instructiondiagnostic testsjob coursesalarms responded to
If your service works really well,how are your customer's better off?
# students who graduatepatients who fully recoverfires kept to room of origin
%
Unit cost
Workload ratio
% of ___x___ that happen on time
persons who get jobs
School Hospital Job Training Fire Department
# customers
NOT
50 customersX
How much did we do?
Choosing Headline Measures and the Data Development Agenda
How well did we do it?
Is anyone better off?
Quantity Quality
E
ffect
Effo
rt
# Measure 1 ----------------------------
# Measure 2 ----------------------------
# Measure 3 ----------------------------
# Measure 4 ----------------------------
# Measure 5 ----------------------------
# Measure 6 ----------------------------
# Measure 7 ----------------------------
#1 Headline
#2 Headline
#3 Headline
#1 DDA
#2 DDA
#3 DDA% Measure 8 ----------------------------
% Measure 9 -----------------------------
% Measure 10 ---------------------------
% Measure 11 ---------------------------
% Measure 12 ---------------------------
% Measure 13 ---------------------------
% Measure 14 ---------------------------
# Measure 15 ----------------------------
# Measure 16 ----------------------------
# Measure 17 ----------------------------
# Measure 18 ----------------------------
# Measure 19 ----------------------------
# Measure 20 ----------------------------
# Measure 21 ----------------------------
% Measure 15 ----------------------------
% Measure 16 ----------------------------
% Measure 17 ----------------------------
% Measure 18 ----------------------------
% Measure 19 ----------------------------
% Measure 20 ----------------------------
% Measure 21 ----------------------------
Contributionrelationship
Alignmentof measures
Appropriateresponsibility
THE LINKAGE Between POPULATION and PERFORMANCE
POPULATION ACCOUNTABILITY
Healthy Births Rate of low birth-weight babiesStable Families Rate of child abuse and neglect Children Ready for School Percent fully ready per K-entry assessment
CUSTOMERRESULTS
# ofwomenserved
%attendance
Unit cost
# low birth-weight births (for
participating women)
PERFORMANCE ACCOUNTABILITY
POPULATIONRESULTS
Pre-natal Nutrition Program
% low birth-weight births (for
participating women)
Every timeyou present
your program,
Use atwo-part
approach.
Result: to which you contribute to most directly.
Indicators:
Story:
Partners:
What would it take?:
Your Role: as part of a larger strategy.
Population Accountability
Program:Performance measures:
Story:
Partners:
Action plan to get better:
Performance Accountability
Your Role
Every timeyou present
your program,
Use atwo-part
approach.
Result: to which you contribute to most directly.
Indicators:
Story:
Partners:
What would it take?:
Your Role: as part of a larger strategy.
Population Accountability
Program:Performance measures:
Story:
Partners:
Action plan to get better:
Performance Accountability
Your Role
Shortcut
Different Kinds of Progress
1. Data
a. Population indicators Actual turned curves: movement for the better away from the baseline.
b. Program performance measures: customer progress and better service: How much did we do?
How well did we do it? Is anyone better off?
2. Accomplishments: Positive activities, not included above.
3. Stories behind the statistics that show how individuals are better off.
Board of Directors MeetingAGENDA
1. New data
2. New story behind the curves
3. New partners
4. New information on what works.
5. New information on financing
6. Changes to action plan and budget
7. Adjourn
1. New data
2. New story behind the curves
3. New partners
4. New information on what works.
5. New information on financing
6. Changes to action plan and budget
7. Adjourn
3 - kinds of performance measures. How much did we do? How well did we do it? Is anyone better off?
RBA in a Nutshell2 – 3 - 7
2 - kinds of accountability Population accountability Performance accountability
7 - questions from ends to means in less than an hour.
plus language discipline Results & Indicators Performance measures
Baselines & Turning the Curve
“If you do what you always did,
you will get what you always got.”
Kenneth W. JenkinsPresident, Yonkers NY NAACP
1. Eradicate Extreme Hunger and Poverty orHealthy People Free of Hunger and Poverty
2. Achieve the Rate of Higher Education orYoung People Succeed in School and Life
3. Promote Gender Equality and Empowerment of Women orWomen are Full Equal Participants in Society
4. Reduce the Infant Mortality Rate orHealthy Births and Healthy Children
5. Improve Maternal Health orHealthy Mothers and Children
6. Combat HIV/AIDS, Malaria and Other Diseases or Healthy People free of HIV/AIDS, Malaria and other Diseases
7. Ensure Environmental Sustainability or
A Clean and Sustainable Environment
8. Develop a Global Partnership for Development orA Prosperous Inclusive Economy
Millennial Goals (Strategies) vs. Millennial Population Outcomes
Creating a Working Baselinefrom Group Knowledge
Now
Indicator or Performance Measure
65% Not OK?
BackcastingForecasting
Turn the Curve Exercise: Population Well-being
5 min: Starting Points - timekeeper and reporter - geographic area - two hats (yours plus partner’s)
10 min: Baseline - pick a result and a curve to turn - forecast (to 2017) – OK or not OK?
15 min: Story behind the baseline - causes/forces at work - information & research agenda part 1 - causes
15 min: What works? (What would it take?) - what could work to do better? - each partners contribution - no-cost / low-cost ideas - information & research agenda part 2 – what works
10 min: Report convert notes to one page
Two pointers to action
ONE PAGE Turn the Curve Report: Population
Result: _______________Indicator
(Lay Definition)IndicatorBaseline
Story behind the baseline --------------------------- --------------------------- (List as many as needed)
Partners --------------------------- --------------------------- (List as many as needed)
Three Best Ideas – What Works 1. --------------------------- 2. --------------------------- 3. ---------No-cost / low-cost
SharpEdges
4. --------- Off the Wall
4. --------- Off the Wall
Turn the Curve Exercise: Program Performance
5 min: Starting Points - timekeeper and reporter - identify a program to work on - two hats (yours plus partner’s)
10 min: Performance measure baseline - choose 1 measure to work on – from the lower right quadrant - forecast (to 2017) – OK or not OK?
15 min: Story behind the baseline - causes/forces at work - information & research agenda part 1 - causes
15 min: What works? (What would it take?) - what could work to do better? - each partners contribution - no-cost / low-cost ideas - information & research agenda part 2 – what works
10 min: Report convert notes to one page
Two pointers to action
Program: _______________Performance Measure
(Lay definition)PerformanceMeasureBaseline
Story behind the baseline --------------------------- --------------------------- (List as many as needed)
Partners --------------------------- --------------------------- (List as many as needed)
Three Best Ideas – What Works 1. --------------------------- 2. --------------------------- 3. ---------No-cost / low-cost
ONE PAGE Turn the Curve Report: Performance
SharpEdges
4. --------- Off the Wall
4. --------- Off the Wall
Turn the Curve Exercise – LessonsTalk to Action in an hour
1. How was this different from other processes? What worked and what didn’t work?
2. Why did we ask for:
a. Results before indicators?b. Forecast?c. Story? d. No cost / low cost?e. Two hats?f. Crazy idea?
g. Only 3 best ideas?
3. Do you think a lay audience could understand the reports?
4. How many think you could lead this exercise with a small group? (2+ curves at the same time)
Resources
Book - DVD Ordersamazon.com
resultsleadership.org
www.raguide.org
www.resultsaccountability.com
RBA Facebook Group