rba results-based accountability

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RBA Results-Based Accountability The Fiscal Policy Studies Institute www.raguide.org www.resultsaccountability.com Book - DVD Orders amazon.com resultsleadership.org TM

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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 Presentation

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RBAResults-Based Accountability

The Fiscal Policy Studies Institutewww.raguide.org www.resultsaccountability.com

Book - DVD Ordersamazon.com

resultsleadership.org

TM

SIMPLE

COMMON SENSE

PLAIN LANGUAGE

MINIMUM PAPER

USEFUL

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

Results-Based Accountability

COMMON LANGUAGE

COMMON SENSE

COMMON GROUND

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

POPULATION

ACCOUNTABILITY

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

Diane

Snelling

&

Hilary

Boone

&

Scott Johnson

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

Population Results

Indicators

Baseline & Story

Experience

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

Rebound

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

- Rosell

“If I include you,you will be my partner.

If I exclude you,you will be my judge.”

PERFORMANCE

ACCOUNTABILITY

“All performance measures

that have ever existed

for any program

in the history of the universe

involve answering two sets of

interlocking questions.”

HowMuchdid we do?

( # )

HowWell

did we do it?

( % )

Quantity Quality

Performance Measures

EffortHow hard did we try?

EffectIs anyone better off?

Performance Measures

Effort

Effect

HowMuch

HowWell

Performance Measures

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

CHARTS 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 ----------------------------

LR

UR

Primary v. Secondary

Direct v. Indirect

Internal v. External

Baseline & Story

Ruth Jordan

How Population

&Performance

AccountabilityFIT TOGETHER

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

SUMMARY

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

THANK YOU !

Book - DVD Ordersamazon.com

resultsleadership.org

“Data is theunblinking eye

of reform.”

Barbary Curley,Area Director, Hyde Park Office, Boston

Turn the CurveEXERCISE

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

1. Eradicate Extreme Hunger and Poverty orHealthy People Free of Hunger and Poverty

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)

Next Steps:

What’s one thing I could personallydo with what I learned today?

Resources

Book - DVD Ordersamazon.com

resultsleadership.org

www.raguide.org

www.resultsaccountability.com

RBA Facebook Group

THANK YOU !

Book - DVD Ordersamazon.com

resultsleadership.org