results based accountability basics a one day presentation
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Results Based Accountability Basics A One Day Presentation. Standard Training Slides Sponsored by the Ministry of Social Development. Results Based Accountability. The Fiscal Policy Studies Institute Santa Fe, New Mexico. Websites raguide.org resultsaccountability.com. - PowerPoint PPT PresentationTRANSCRIPT
Results Based Accountability BasicsA One Day PresentationStandard Training Slides Sponsored by the Ministry of Social Development
The Fiscal Policy Studies InstituteSanta Fe, New Mexico
Websites
raguide.orgresultsaccountability.com
Book - DVD Orderssheapita.co.nzamazon.comresultsleadership.org
Results Based Accountability
How could RBA add value to you?
3
SIMPLE STEPS
COMMON SENSE
PLAIN LANGUAGE
MINIMUM PAPER
TALK TO ACTION!
Results Based Accountabilityis made up of two parts:
Performance Accountabilityabout the wellbeing of
CLIENT GROUPS/CUSTOMERS
For Teams - Providers – Programmes - Agencies – Service Systems
E.g. Clients of Services, Collectives, Ministries or the Health System
Population Accountabilityabout the wellbeing of
WHOLE POPULATIONS
For Communities – Cities – Districts – Countries
E.g. All Rangatahi/Youth in Te Tai Tokerau, All Migrants in Nelson
5
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 objectivesYour made up jargon here
Results Based Accountability
COMMON LANGUAGE
COMMON SENSE
COMMON GROUND
Definitions• RESULT / OUTCOME– A condition of wellbeing for children, adults, families or communities
All Tamariki in Hamilton are Born Healthy, Safe Roads, Nurturing Whānau/Families, A Prosperous Economy
• INDICATOR / BENCHMARK– A measure which helps quantify the achievement of a result.
Rate of low-birth weight babies, Rate of road crashes, Rate of child abuse and neglect, Unemployment rate
• PERFORMANCE MEASURE– A measure of whether a programme, agency or service system is
working. Three types1. How much did we do?2. How well did we do it?3. Is anyone better off? = Client Results / Outcomes
Popu
latio
nPe
rfor
man
ce
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
From Ends to Means
ENDS
MEANS
RESULT / OUTCOME
INDICATOR / BENCHMARK
PERFORMANCEMEASURE
Client /Customer result = EndsService delivery = Means
From Talk to Action
10
Popu
latio
nPe
rfor
man
ce
Results – Indicators – Performance Measures inMaori, Fijian, Tuvaluan
1. A Safe Community
2. Percentage of Total Recorded Offences
3. Average Police response time
4. An Educated Workforce
5. Installing street lights to make people feel safe
6. People have living wage jobs and income
7. % of people with living wage jobs and income
8. % of participants in job training programme who get living wage jobs
Result, Indicator, Strategy or Performance Measure?
Result
Indicator
Perf Measure
Result
Strategy
Result
Indicator
Perf Measure
Key RBA concepts• 2 key types of accountability and language discipline:
– Population accountability - results / outcomes and indicators
– Performance accountability - performance measures
• 3 types of performance measures:– How much did we do? – How well did we do it? – Is anyone better off?
• 7 questions from ends to means:– baselines and turning the curve – to make life better for our
families / whānau, children / tamariki, and communities.
13
Population AccountabilityFor whole populations in a geographic area
Mark Friedman (author)www.resultsaccountability.comwww.raguide.org
14
The 7 Population Accountability Questions1. What are the quality of life conditions we want for the children, adults and
families who live in our community? (Population & Results)2. What would these conditions look like if we could see them? (Experience)3. How can we measure these conditions? (Population Indicators)4. How are we doing on the most important of these measures? (Baseline Data
and Story)5. Who are the partners that have a role to play in doing better? (Partners)6. What works to do better including no- cost and low-cost ideas? (What
works)7. What do we propose to do? (Action Plan)
15
16
Christchurch City Community Outcomes
• A safe city • A city of inclusive and diverse communities• A city of people who value and protect the natural
environment• A well governed city • A prosperous city • A healthy city • A city of recreation, fun and creativity • A city of lifelong learning • A city that is attractive and well designed
17
Kotahitanga Whānau Ora Collective
• All whaanau in Te Puuaha ki Manuka(Greater South Auckland) are ...– Mana Ora: Healthy and safe;– Mana Motuhake: Economically secure;– Mana Tangata: Culturally confident;– Mana Rangatiratanga: Knowledgeable and skilled;– Mana Whānau: Connected, engaged and
entrepreneurs
Acknowledgement: Kotahitanga Collective Members: Turuki Healthcare Trust, Papakura Marae, Huakina Development Trust and Te Kaha O Te Rangatahi Trust, South Auckland, New Zealand.
positive statements - positive focus
Aranui Community Trust
Acknowledgement: Aranui Community Trust Inc Society (www.actis.org.nz)
Implementing RBA Aranui Result areas and indicators
A community full of knowledge and learning Indicator:% of students with NCEA level 1 @year 11% primary school students performing at national
average for literacy and numeracy
A community that is spiritually and socially strongIndicator:% of police callouts for family violence
Result Area 1:
Result Area 2:
A great physical environmentIndicator:
Expenditure on repairs and maintenance to city property in the Aranui Burwood Pegasus area
% of $ R & M that is due to damage
Result Area 3:
Result Area 4:
People who know and fit in AranuiIndicator:
% of people who offer to participate in local events
A community that is healthyIndicator:
% of Aranui residents presenting at Accident and Emergency with no trauma needs/ concerns
# of total acute inpatient admissions
Result Area 5:
Results for Children, Families and CommunitiesA Working List
Healthy Births Healthy Children and Adults Children Ready for School Children Succeeding in School Young People Staying Out of Trouble Stable Families Families with Adequate Income Safe and Supportive Communities
23
Georgia Policy Council for Children and Families
RESULTS Healthy children
Children ready for school
Children succeeding in school
Strong families
Self-sufficient families
24
Tip for Drafting Population Accountability Results
All ______ in ______ are __________
Insert your Population
Insert your Geographic area
Insert your Condition of Wellbeing
Families Tauranga Economically Secure
25
Examples of Means not Ends
1. COLLABORATION
2. SYSTEMS REFORM
3. SERVICE INTEGRATION
4. DEVOLUTION
5. FUNDING POOLS
26
Leaking Roof(Results thinking in everyday life)
Experience:
Measure:
Story behind the baseline (causes):
Partners:
What Works:
Action Plan:
Inches of Water
? Fixed
Not OK
Turning the Curve
27
Action Plan: #2
3 criteria for choosing Indicators
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.
28
Choosing IndicatorsWorksheetOutcome 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.)
30
What do we mean by a baseline?
Baselines have two parts: history and forecast
H
M
L
History Forecast
Turning the CurvePoint to Point
OK?
31
New Zealand
KruidenbuurtTilburg, Netherlands
Portsmouth, UK
Country
Neighbourhood
City
Indicator Reports
MADD
33
Key RBA concepts• 2 key types of accountability:
– Population – results / outcomes and indicators– Performance – performance measures
• 3 types of performance measures:– How Much Did We Do?– How Well Did We Do It?– Is Anyone Better Off?
• 7 questions that take you from talk to action• From Ends to Means: Change our thinking and approach
- from what we do, to what we achieve
34
QUICK EXERCISE
Population Accountability
All ______ in ______ are __________
Insert your Population
Insert your Geographic area
Insert your Condition of Wellbeing
How would you experience this outcome? What would be different?
How would you measure success? What Indicator would you use?
Tip for Drafting Population Accountability Results
Performance AccountabilityFor clients of programmes, agencies, teams and service systems
Mark Friedman (author)www.resultsaccountability.comwww.raguide.org
37
Results Based Accountabilityis made up of two parts:
Performance Accountabilityabout the wellbeing of
CLIENT GROUPS/CUSTOMERS
For Teams - Providers – Programmes - Agencies – Service Systems
E.g. Clients of Services, Collectives, Ministries or the Health System
Population Accountabilityabout the wellbeing of
WHOLE POPULATIONS
For Communities – Cities – Districts – Countries
E.g. All Rangatahi/Youth in Te Tai Tokerau, All Migrants in Nelson
38
The 7 Performance Accountability Questions1. Who are our clients? (Client Group/Customers)2. How can we measure if our clients are better off? (Client/Customer
Result / Outcome)3. How can we measure if we are delivering services well? (Quality
Measures)4. How are we doing on the most important of these measures? (Baseline
Data and Story)5. Who are the partners that have a role to play in doing better? (Partners)6. What works to do better including no-cost and low cost ideas? (Common
sense ideas & research where available)1. What do we propose to do? (Action Plan)
39
Performance AccountabilityGetting from talk to action
Client Group/Customers
“All performance measures
that have ever existed
for any programme
in the history of the universe
involve answering two sets of
interlocking questions.”
HowMuchdid we do?
( # )
Quantity
Performance MeasuresQuality
HowWell
did we do it?
(%)
Performance Measures
EffortHow hard did we try?
EffectAnyone better off?
Performance Measures
HowMuch
HowWell
Effort
Effect
How much service did we deliver?
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
Performance Measures
How much did we do? How well did we do it?
Is anyone better off?
# of young people (clients) receiving job training / mentoring
services
% clients who complete the job training /
mentoring programme
# of clients who move off a working age benefit and into
employment (at 6 months and at 12
months)
% of clients who move off a working age benefit and into
employment (at 6 months and at 12
months)
Social Services Example
E
ffect
Ef
fort
Quantity Quality
How much did we do?
Education example
How well did we do it?
Is anyone better off?
Number ofstudents
Student-teacherratio
Number ofgraduates
Percent ofgraduates
Quantity Quality
E
ffect
Ef
fort
How much did we do?
Drug/Alcohol Treatment ProgrammeHow 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
E
ffect
Ef
fort
How much did we do? How well did we do it?
Is anyone better off?
Quantity Quality
Number ofstudents
Student-teacherratio
Number of secondary school
students whograduate on timeand enter Uni or
employment after graduation
Percent of secondary school
students whograduate on timeand enter Uni or
employment after graduation
Education example # 2
E
ffect
Ef
fort
How much did we do?
Primary Care Practice
How well did we do it?
Is anyone better off?
Number ofchildren aged 0-2 enrolled
Percent ofchildren who did
not attend
Quantity
#children
aged 8 monthsimmunised
(in the practice)
%children
aged 8 monthsimmunised
(in the practice)
Effe
ct
Effo
rtQuality
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
MostImportant
Least
Most
AlsoVery Important
Effe
ct
Effo
rt
How much did we do?
The matter of control
How well did we do it?
Is anyone better off?
Quantity Quality
LeastControl
PARTNERSHIPS
MostControl
Effe
ct
Effo
rt
Separating the Wheat from the ChaffTypes of performance measures found in each quadrant
How much did we do? 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 Time vs. Point to Point
Improvement
How much did we do?
Choosing Headline Measures and the Data Development Agenda
How well did we do it?
Is anyone better off?
# Measure 1 ----------------------------
# Measure 2 ----------------------------
# Measure 3 ----------------------------
# Measure 4 ----------------------------
# Measure 5 ----------------------------
# Measure 6 ----------------------------
# Measure 7 ----------------------------
#1 Headline #1 Headline
#2 Headline#2 Headline
#3 Headline#3 Headline
#1 DDA#1 DDA
#2 DDA#2 DDA
#3 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 ----------------------------
Quantity Quality
E
ffect
Effo
rt
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 organisational environment
● Start small
● Build bottom-up and top-down simultaneously
RBA categories account for all performance measures(in the history of the universe)
Quantity Quality
Efficiency, Admin overhead, Unit costStaffing ratios, Staff turnoverStaff morale, Access, Waiting time, Waiting lists, Worker safety
Client Satisfaction(quality service delivery& client benefit)
Cost / Benefit ratioReturn on investment
Client results / outcomes
EffectivenessValue addedProductivity
Benefit value
Product Output Impact
Process Input
Effe
ctEf
fort
Cost
TQM
Effectiveness
Efficiency
57
Quantity Quality
Efficiency, Admin overhead, Unit costStaffing ratios, Staff turnoverStaff morale, Access, Waiting time, Waiting lists, Worker safety
Client Satisfaction(quality service delivery& client benefit)
Cost / Benefit ratioReturn on investment
Client results / outcomes
EffectivenessValue addedProductivity
Benefit value
Process Input
Effe
ctEf
fort
Cost
TQM
Product Output Impact
58
RBA categories account for all performance measures(in the history of the universe)
Quantity Quality
Efficiency, Admin overhead, Unit costStaffing ratios, Staff turnoverStaff morale, Access, Waiting time, Waiting lists, Worker safety
Client Satisfaction(quality service delivery& client benefit)
Cost / Benefit ratioReturn on investment
Client results / outcomes
EffectivenessValue addedProductivity
Benefit value
Process Input
Effe
ctEf
fort
Cost
TQM
1. Did we treat you well?
2. Did we help you with your problems?
*
Product Output Impact
* World’s simplest completeclient satisfaction survey
59
RBA categories account for all performance measures(in the history of the universe)
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 / outcomes
EffectivenessValue addedProductivity
Benefit value
Process Input
Effe
ctEf
fort
Cost
TQM
Product Output Impact
60
Not all performance measures are created equal
Comparing performance
61
2. To Others When it is a fair apples/apples comparison.
3. To Standards When we know what good performance is.
1. To Ourselves First
Can we do better than our own history?
Using a BaselineCHART ON THE
WALL
62
Comparing Performance
1. To Ourselves First Can we do better than our own history?
2. To Others When it is a fair apples/apples comparison.
Reward?
Punish?
3. To Standards When we know what good performance is.
63
Comparing Performance
1. To Ourselves First Can we do better than our own history?
2. To Others When it is a fair apples/apples comparison.
3. To Standards When we know what good performance is.
64
Comparing Performance
The matter of standards
Quantity
Effe
ctEf
fort1. Quality of Effort Standards aresometimes WELL ESTABLISHED
● Childcare staffing ratios● Application processing time● Handicap accessibility● Child abuse response time
2. Quality of Effect Standards are almost always EXPERIMENTAL
● Hospital recovery rates ● Employment placement and retention rates● Recidivism rates
3. Both require aLEVEL PLAYING FIELD and an ESTABLISHED RECORDof what good performance is.
BUT
AND
65
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
66
Key RBA concepts• 2 key types of accountability:
– Population – results / outcomes and indicators– Performance – performance measures
• 3 types of performance measures:– How Much Did We Do?– How Well Did We Do It?– Is Anyone Better Off?
• 7 questions that take you from talk to action• From Ends to Means: Change our thinking and approach
- from what we do, to what we achieve
67
QUICK EXERCISEPerformance Accountability
How much did we do?
Performance Measures for my …(insert the name of your Programme or Service here)
How well did we do it?
Is anyone better off?
# Clients/customers served
% client satisfaction with xxx
% Skills / Knowledge (e.g. parenting skills)
# /
% Attitude / Opinion (e.g. toward drugs)
# /
% Behavior (e.g. School attendance)
# /
% Circumstance (e.g. working, in stable housing)
# /
Choose one
What would you put in here?
Who are your clients?
How Population & Performance Accountabilities Fit Together
70
Contributionrelationship
Alignmentof measures
Appropriateresponsibility
THE LINKAGE Between POPULATION and PERFORMANCE
POPULATION ACCOUNTABILITY
Result: Healthy Safe Young People Youth crime rates
CLIENT
RESULTS/OUTCOMES
# young people on programme
% meeting weekly with
mentor
# reoffending % reoffending
PERFORMANCE ACCOUNTABILITY
POPULATION
RESULT
Mentoring Programme for Young Offenders
Every timeyou make a
presentation,
use atwo-partapproach
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
Programme:Performance measures:
Story:
Partners:
Action plan to get better:
Performance Accountability
Your Role
Result: to which you contribute to most directly.
Indicators:
Story:
Partners:
What would it take?:
Your Role: within the larger strategy.
Population Accountability
Programme:Performance measures:
Story:
Partners:
Action plan to get better:
Performance Accountability
Your Role
Every timeyou make a
presentation,
use atwo-partapproach
Division #1
Programme #1
74
75
76
Different kinds of progress1. Data
a. Population indicators:
Reporting on curves turned: % increase or decrease of the graphed data (e.g. the baseline).
b. Performance measures: Client group progress and improved service delivery:
How much did we do?How well did we do it?Is anyone better off? E.g. Skills/Knowledge, Attitude/Opinion, Behaviour Change,
Circumstance Change
2. Accomplishments Other positive activities accomplished, not included above.
3. Stories Real stories that sit behind the statistics that show how individuals are better off e.g. case studies, vignettes, social media clips.
77
What’s next?A Basic Action Plan for Results Based Accountability
TRACK 1: POPULATION ACCOUNTABILITY
• Establish results• Establish indicators, baselines and charts on the wall• Create a result card• Set tables (action groups) to turn curves
TRACK 2: PERFORMANCE ACCOUNTABILITY• Performance measures, and charts on the wall for
programmes, agencies and service systems
• Use 7 Questions manager by manager, and programme by programme, in management, budgeting and strategic planning
IN CLOSING
80
Kia ora / thank you!
WEBSITES:
www.raguide.orgwww.resultsaccountability.com
BOOK /DVD ORDERS:
www.sheapita.co.nzwww.trafford.comwww.amazon.com
81
Exercises
Fiscal Policy Studies InstituteSanta Fe, New Mexicowww.resultsaccountability.comwww.raguide.org
82
3 Options
1. Turn the Curve: Population Accountability
2. Turn the Curve: Performance Accountability
3. Develop a Performance Measure Framework for a programme or service (the 4 Quadrants)
83
Turn the Curve Exercise: Population Results5 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 – 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
works10 min: Report convert notes to one page
Two pointers to action
84
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 85
5 min: Starting Points - timekeeper and reporter - identify a Programme 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 – 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
86
Turn the Curve Exercise: Programme Performance
Programme: _______________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
87
Develop a Performance Measure Quadrant
1. Decide on a service or programme that you would like to create a set of performance measures for;
2. Draw the four quadrants on a flip chart;
3. Brainstorm with your group the range of measures in each quadrant;
4. Work with the group to identify which measures you currently have data for;
5. Circle these and create the list of your most ‘vital few’ (e.g. 3-5 most important measures from your perspective);
6. Put these on to a clean piece of flip chart paper and you now have your performance measures for your service or programme.
88
OTHER HELPFUL SLIDES
89
The first step in performance accountability is to
DRAW A FENCEAround something that has ORGANISATIONAL OR FUNCTIONAL IDENTITY
The Whole Organisation
Division ADivision B
Unit
Division C
FunctionUnit
1
90
● # of people served
● % participants who got jobs
● staff turnover rate
● # participants who got jobs
● % of children reading at grade level
● cost per unit of service
● # applications processed
● % patients who fully recover
What Kind of PERFORMANCE MEASURE?
Upper Left
Lower Right
Upper Right
Lower Left
Lower Right
Upper Right
Upper Left
Lower Right
91
1. A condition of well-being for children, adults, families and communities
2. A measure that helps quantify the achievement of a (result)
3. A measure of how well a programme agency or service system is working
4. A measure of the quantity of effort, how much service was delivered
5. A measure of the quality of effort, how well the service was delivered, how well the functions were performed
6. A measure of the quantity and quality of effect on (customer's) lives.
7. A visual display of the history and forecast(s) for a measure
8. Doing better than the baseline forecast.
Bridging across all professions and partnersRESULT
INDICATOR
PERF. MEASURE
HOW MUCH DID WE DO?
HOW WELL DID WE DO IT?
IS ANYONE BETTER OFF?
BASELINE
TURNING THE CURVE 92
The cost of bad results
Invest in prevention to reduce or avoid out-year costs.
The costs of remediating problems after they occur
InvestmentTrackCost
$300 billion
Revenue
Convergenceof Cost & Revenue
93
2008
The business case for investment in prevention
United States 1970 to 2010
94
Lay
Definition
All data have two incarnations
Technical
Definition
University Graduation Rate % enrolled 01 June who graduate 15 June
% enrolled 30 Sept who graduate 15 June
% enrolled Bachelors who graduate at x date
95
Select 3 to 5 Performance Measuresat each level of the organization
Pick the 3 – 5 most important of the 9 – 15 measures or create composites.
Pick the 3 – 5 most important of the 9 – 15 measures or create composites.
“Get over it!”“Get over it!”
Be disciplined about what’s most important. Don’t get distracted.
Be disciplined about what’s most important. Don’t get distracted.
??
. .
96
97
98
Population Results
1. Population2. Results (Outcomes, Goals)3. Indicators (Benchmarks) Data Development Agenda Report Card4. Baseline5. Story behind the baseline Cost of Bad Results Research Agenda Part 1
6. Partners 7. What works Research Agenda Part 2
8. Action Plan (strategy)9. Funding Plan (budget)
Program Performance
1. Customers (Clients)2. Performance measures Customer results Quality of Effort Quantity of Effort Data Development Agenda3. Baseline4. Story behind the baseline Research Agenda Part 1
5. Partners6. What works Agency/program actions Partner's actions Research Agenda Part 2
7. Action Plan (strategy)8. Funding Plan
Framework:
__________
Framework Crosswalk Analysis
(For Population Well-being, Across Communities, Across Systems)
(For Programs, Agencies and Service Systems)
Example
Input
Activity
Output
Outcome
Goal
Logic Model
99