RBA Results-Based Accountability

1. TM RBA Results-Based Accountability The Fiscal Policy Studies Institutewww.raguide.org www.resultsaccountability.com Book - DVD Ordersamazon.comresultsleadership.org

2. SIMPLE COMMON SENSE PLAIN LANGUAGE MINIMUM PAPER USEFUL

3. Population Accountabilityis about the well-being ofWHOLE POPULATIONS for Communities – Cities – Counties – States - Nations Performance Accountabilityis about the well-being ofCUSTOMER POPULATIONS for Programs – Agencies – Service Systems Results-Based Accountabilityis made up of two parts: Population Accountability Performance Accountability

4. Results-Based Accountability COMMON LANGUAGE COMMON SENSE COMMON GROUND

5. THE LANGUAGE TRAPToo many terms. Too few definitions. Too little discipline Benchmark Outcome Result Modifiers Measurable Core Urgent Qualitative Priority Programmatic Targeted Performance Incremental Strategic Systemic Indicator Goal Measure Objective Target Core qualitative strategic objectives Make up your own jargon. Measurable urgent systemic indicators Lewis Carroll Center for Language Disorders

6. RESULT or OUTCOME A condition of well-being for children, adults, families or communities. Population Population INDICATOR or BENCHMARK A measure which helps quantify the achievement of a result. PERFORMANCE MEASURE A measure of how well a program, agency or service system is working.Three types: Performance Performance DEFINITIONS RESULT 1. Healthy People, Children succeed in school, Safe communities, Clean Environment, Prosperous Economy Healthy People Children succeed in school Safe communities Clean Environment Prosperous Economy INDICATOR 2. Rate of HIV Aids, Percent graduating with qualifications, crime rate, air quality index, unemployment rate Rate of HIV Aids Percent graduating with qualifications crime rate air quality index unemployment rate PERFORMANCE MEASURE 3. 1. How much did we do? 2. How well did we do it? 3. Is anyone better off? = Customer Results

7. Population Performance Customer result = Ends Service delivery = Means From Ends to Means From Talk to Action From Talk to Action RESULT ENDS INDICATOR PERFORMANCEMEASURE MEANS

8. 1 IS IT A RESULT, INDICATOR OR PERFORMANCE MEASURE? 1 1 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 RESULT 1 INDICATOR 1 PERF. MEASURE 1 1 RESULT 1 INDICATOR RESULT INDICATOR PERF. MEASURE

10. TRANSLATION Back to the Idea Translation Guide/Rosetta StoneNot the Language Police Ideas Group 1 Group 2 Group 3 etc. 1. A condition of well-being for children, adults, families & communities 2. 3. etc. RESULT OUTCOME GOAL

11. Results – Indicators – Performance Measures in Amharic, Cambodian, Laotian, Somali, Spanish, Tigrigna, Vietnamese

12. POPULATION ACCOUNTABILITY

13. 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

14. Georgia Policy Councilfor Children and Families RESULTS ● Healthy Children ● Children Ready for School ● Children Succeeding in School ● Strong Families ●Self Sufficient Families

15. City of London OntarioPriority Results ● A Strong Economy ● A Vibrant Diverse Community ● A Green and Growing City ● A Reliable Infrastructure ● A Safe City Source: Draft Strategic Plan Sept 2011

18. Diane Snelling & Hilary Boone & Scott Johnson

19. Leaking Roof(Results thinking in everyday life) ? Fixed Experience Inches of WaterBASELINE Not OK Measure Turning the Curve Story behind the baseline (causes) Partners What Works Action Plan # 2 Action Plan

20. Population Results Indicators Experience Baseline & Story

21. Criteria forChoosing Indicatorsas Primary vs. Secondary Measures Communication Power Does the indicator communicate to a broad range of audiences? Proxy Power Does the indicator say something of central importance about the result? Does the indicator bring along the data HERD? Data Power Quality data available on a timely basis.

22. Choosing IndicatorsWorksheet Safe Community Outcome or Result_______________________ ProxyPower DataPower CommunicationPower Candidate Indicators Measure 1 Measure 2 Measure 3 Measure 4 Measure 5 Measure 6 Measure 7 Measure 8 H M L H M L H M L H H H H L H DataDevelopmentAgenda

23. Three Part Indicator List for each Result Part 1: Primary Indicators ● 3 to 5 “Headline” Indicators● What this result “means” to the community● Meets the Public Square Test Part 2: Secondary Indicators ● Everything else that’s any good (Nothing is wasted.)● Used later in the Story behind the Curve Part 3: Data Development Agenda ● New data● Data in need of repair (quality,timeliness etc.)

24. H M L The Matter of Baselines OK? Point to Point Turning the Curve Forecast History Baselines have two parts: history and forecast

25. 75 people per day 45 people per day MADD 28 people per day 2010

27. Rebound

28. Newcastle, UK Nov 08 – Jan 09 8.5 Source: Connexions Tyne and Wear, UK Revised 9 Nov 2007

30. “If I include you,you will be my partner. If I exclude you,you will be my judge.” - Rosell

31. PERFORMANCE ACCOUNTABILITY

32. “All performance measures that have ever existed for any program in the history of the universe involve answering two sets of interlocking questions.”

33. Performance Measures Quality Quantity HowWell did we do it? ( % ) HowMuch did we do? ( # )

34. Performance Measures Effort How hard did we try? Effect Is anyone better off?

35. Effort HowWell HowMuch Effect Performance Measures

36. Performance Measures Quality Quantity How welldid we deliver it? How much service did we deliver? Effect Effort Output Input How much change / effect did we produce? What quality of change / effect did we produce?

37. Performance Measures Quality Quantity How welldid we do it? How much did we do? Effect Effort Is anyonebetter off? # %

38. Education Quality Quantity How well did we do it? How much did we do? Student-teacherratio Number ofstudents Effect Effort Is anyone better off? High SchoolMatriculationNumber High SchoolMatriculationPercentage

39. Health Clinic Quality Quantity How well did we do it? How much did we do? Percent ofpatients waitingless than30 min in thewaiting room Number ofchildrentreated Effect Effort Is anyone better off? #childrenfullyimmunized(in the clinic) %childrenfullyimmunized(in the clinic)

40. Drug/Alcohol Treatment Program Quality Quantity How well did we do it? How much did we do? Percent ofstaff withtraining/certification Number ofpersonstreated Effect Effort Is anyone better off? Number of clientsoff of alcohol & drugs- at exit - 12 months after exit Percent of clientsoff of alcohol & drugs- at exit - 12 months after exit

41. Fire Department Quality Quantity How well did we do it? How much did we do? ResponseTime Number ofresponses Effect Effort Is anyone better off? # of fireskept toroom of origin % of fireskept toroom of origin

42. General Motors Quality Quantity How well did we do it? How much did we do? Employees pervehicleproduced # of production hrs # tons of steel Effect Effort Is anyone better off? # of cars sold $ Amount of Profit $ Car value after 2 years % Market share Profit per share % Car value after 2 years Source: USA Today 9/28/98

43. Not All Performance Measures Are Created Equal Quality Quality Quantity How well did we do it? How much did we do? LeastImportant Least AlsoVery Important Effect Effort Is anyone better off? MostImportant Most

44. 1. Did we treat you well? 2. Did we help you with your problems? * World’s simplest completecustomer satisfaction survey RBA Categories Account for All Performance Measures(in the history of the universe) Total Quality Mgmt (TQM) Efficiency, Admin overhead, Unit costStaffing ratios, Staff turnoverStaff morale, Access, Waiting time, Waiting lists, Worker safety Cost Quantity Quality Process Input Effort * Customer Satisfaction(quality service delivery& customer benefit) Product Output Impact Effect Cost / Benefit ratioReturn on investment Client results or client outcomes Benefit value EffectivenessValue addedProductivity

45. The Matter of Control Quality Quantity How well did we do it? How much did we do? MostControl Effect Effort Is anyone better off? LeastControl PARTNERSHIPS

46. The Matter of Use • The first purposeof performance measurement is to IMPROVE PERFORMANCE. 2. Avoidthe performance measurement equals punishment trap. ● Create a healthy organizational environment. ● Start small. ● Build bottom-up and top-down simultaneously.

47. Using a BaselineCHART ON THE WALL Comparing Performance 1. To Ourselves FirstCan we do better than our own history? 2. To OthersWhen it is a fair apples/apples comparison. 3. To StandardsWhen we know what good performance is.

48. CHARTS on the WALL

49. ● x Advanced Baseline Display Create targets only when they are:FAIR & USEFUL AspirationNOTPunishment Goal (line) Target or Standard Avoid publicly declaringtargets by year if possible. Your Baseline Instead:Count anything better than baseline as progress. Comparison Baseline

50. % Common measures e.g. client staff ratio, workload ratio, staffturnover rate, staff morale, % staff fully trained, % clients seen in their own language,worker safety, unit cost % Activity-specific measures e.g. % timely, % clients completing activity, % correct and complete, % meeting standard % Skills / Knowledge (e.g. parenting skills) # % Attitude / Opinion (e.g. toward drugs) # Point in Timevs.2 Point Comparison % Behavior (e.g.school attendance) # % Circumstance (e.g. working, in stable housing) # Performance AccountabilityTypes of Measures found in each Quadrant How well did we do it? How much did we do? # Clients/customers served # Activities (by type of activity) Is anyone better off? # %