Tackling Wicked Problems: Results Based Accountability

Transcription

1 Results-Based : A Model To Achieve Results Dorothy Chaney, M.Ed. Wisconsin Community Health Alliance Learning Objectives: Day Two Practice Turn The Curve Thinking Understand the concept of aligned contribution Identify ways to incorporate Turn the Curve Thinking in your agency or coalition Practice skills for being a more effective meeting participant and/or facilitator Receive tools and resources to guide your community work Turn the Curve Thinking: Five Core Questions 1. How are we doing? 5. What is our action plan to turn the curve? 4. What works to turn the curve? 5 1 Turn the Curve? What is the story behind the curve? 3. Who are the partners who have a role to play in turning the curve? January 16 17, 2018 Day Two Page 1

2 How Are We Doing? Turning the Curve Return on Investment* History Forecast OK? Baseline History and Forecast * The ROI is the change in the trend line. Turn the Curve Thinking: Five Core Questions 1. How are we doing? 5. What is our action plan to turn the curve? 4. What works to turn the curve? 5 1 Turn the Curve? What is the story behind the curve? 3. Who are the partners who have a role to play in turning the curve? tory Behind the Curve Force Field Analysis Restricting Factors? Contributing Factors? January 16 17, 2018 Day Two Page 2

3 tory Behind the Curve Force Field Analysis Root Causes (ask Why? five times) positive and negative current and anticipated internal and external Prioritize the root causes Do we need additional research? Tips 1. Focus on the story and do not jump to solutions. 2. Don t define root causes in terms of solutions. The 5 Whys Unsupervised Time Teen U Pregnancy Poor Decision Making Turn the Curve Thinking: Five Core Questions 1. How are we doing? 5. What is our action plan to turn the curve? 4. What works to turn the curve? Turn the Curve What is the story behind the curve? 3. Who are the partners who have a role to play in turning the curve? January 16 17, 2018 Day Two Page 3

4 Partners Who are partners with a role to play in turning the curve? Institutions Community Partners cientists Patients Agencies Funders Education Government Entities Businesses Families Youth Universities Researchers Residents Does the story behind the curve suggest any new partners? Turn the Curve Thinking: Five Core Questions 1. How are we doing? 5. What is our action plan to turn the curve? 4. What works to turn the curve? Turn the Curve What is the story behind the curve? 3. Who are the partners who have a role to play in turning the curve? What Works Do we know what would work to turn the curve? Research / Evidence-Based Low Cost / No Cost Off-the-wall Information and research agenda January 16 17, 2018 Day Two Page 4

5 ACTIVITY: PRACTICE TURNING THE CURVE Find your group from yesterday Complete the Turning the Curve Exercise heet Assign a recorder to take notes for the group Be prepared to share your process and what you wrote on your worksheets Have fun! Remember - the best way to learn is to DO! ACTIVITY: PRACTICE TURNING THE CURVE Groups volunteer to share what they came up with How did the process go? What went well? What challenges did you have? Whole vs. Parts Population vs. Aligned Contribution January 16 17, 2018 Day Two Page 5

6 : The Whole vs. the Parts Population The well being of a population in a geographic area How well an agency is working in serving its customers for the whole for a part : The Whole vs. the Parts The well being of a population in a geographic area How well an agency is working in serving its customers How well a unit or program is working in serving its customers to the whole for a part Population & Whole Population Population The well-being of Whole Populations Communities, Cities, Counties, tates, Nations, World Client Population The well-being of Client Populations Governments, Multi-agency ervice ystems, Agencies, Organizations, Programs, Units January 16 17, 2018 Day Two Page 6

7 An Framework & Language Discipline Population Result Indicator A condition of well-being for children, adults, families or communities. A measure which helps quantify the achievement of a result. for the Whole Government, ervice ystem, Agency, Division, Program, etc. Measure Any government, system, organization or program (down to the smallest unit) providing services and/or resources to a set of customers. A measure of how well a program, agency or service system is working. for a Part The Core of RBA: Turn the Curve Thinking Indicators, Measures, and Turn the Curve Thinking Indicators or performance measures 5. What is our action plan to turn the curve? 1 1. How are we doing? 2. What is the story behind the curve? What works to turn the curve? Turn the Curve? 3. Who are the partners who have a role to play in turning the curve? 4 3 January 16 17, 2018 Day Two Page 7

8 An Framework & Language Results Governments, systems, organizations and/or programs Population Indicators Turn the Curve Thinking Measures Turn the Curve Thinking trategies trategies that include Which turn the curve conversation? Population Multiple partners share joint accountability for a population result and its indicator(s) the whole. A Population Result and its Indicator(s) What are the right things to do? I Each partner (e.g., programs, agencies, a whole government) holds accountability for its role and its own performance measures its part. The Parts The Whole Each program, agency, government, etc. and its Measure(s) Are we doing those things right? Which turn the curve conversation? Multiple government agencies share accountability for the government s performance measure(s) the whole. A whole government (e.g., national, city) and its Measure(s) What are the right things to do? Each agency is accountable for its own role and performance measures its part. The Parts The Whole Each government agency and its Measure(s) Are we doing those things right? January 16 17, 2018 Day Two Page 8

9 Which turn the curve conversation? Multiple agencies share joint accountability for the service system s performance measure(s) the whole. A multi-agency service system and its Measure(s) What are the right things to do? Each agency is accountable for its own role and performance measures its part. The Parts The Whole Each service system agency and its Measure(s) Are we doing those things right? Which turn the curve conversation? In an agency, multiple units (divisions/branches/programs) share joint accountability for agency performance measure(s) the whole. An agency and its Measure(s) What are the right things to do? Each unit (division/branch/program) is accountable for its role and performance measure(s) its part. The Parts The Whole Each agency unit and its Measure(s) Are we doing those things right? January 16 17, 2018 Day Two Page 9

10 Discussion Can you envision RBA being used in your coalition or agency? Where is one place you can use Turn the Curve Thinking? How can you envision RBA aligning efforts in Oshkosh to solve community problems? Organizing For Impact! WHAT I HATE ABOUT MEETING.. When they go over the scheduled time When there is no clear agenda When that one person always loves to hear herself talk? January 16 17, 2018 Day Two Page 10

11 REULT BAED FACILITATION What is Results Based Facilitation? Achieving results and accountability for results. Facilitate meetings to get results. Move from talk to action to produce. Focus on meeting results. Develop an accountability framework for commitments that are aligned to action. Why Are RBF kills Needed? People do not make effective decisions, but instead, they struggle and spin and make decisions that no one thinks are good because meeting fatigue causes people to say yes to almost anything. Group members do not achieve a greater understanding of each other or deepen their relationships, but instead, get angrier with each other and become discouraged, doubtful that their problems will be solved. ome attendees do not contribute their insights, energy, or talents to a common goal, instead shutting down emotionally and intellectually and distancing themselves from each other and the work. People accept the desires and decisions of the few who promote their own solutions or agendas instead of putting forth and exploring ways to meet their own interests. January 16 17, 2018 Day Two Page 11

12 Enter with results in mind and leave with action commitments in hand. ACHIEVE RBF WITH 6 REULT BAED FACILITATION COMPETENCIE 1. Hold roles, 2. Hold conversations, 3. Hold groups, 4. Hold 3R meetings, 5. Hold mental models 6. Hold action and results. January 16 17, 2018 Day Two Page 12

13 THE COLLABORATIVE WORK CYCLE UPPORT ACCOUNTABILITY FOR ALIGNED ACTION ACTIVITY 1. Each table take a few moments to read and discuss your assigned role 2. What is a brief explanation of this competency? Discuss as a group 3. As we watch the video again look for how your role was handled in the video. What did they do wrong? How could following that RBF role helped create a better meeting? WHAT ARE BENEFIT OF UING RBF KILL? At your tables, brainstorm the benefits of using RBF January 16 17, 2018 Day Two Page 13

14 WHAT ARE BENEFIT OF UING RBF KILL? tronger relationships Clearer communication Active participation hared learning Exciting insights Creative problem solving Robust solution development Helpful conflict resolution Effective decision making Commitment to action Follow through on actions that produce results Organizing for uccess Do we always look at things the same way? Having different views are ok. But it can cause chaos within a coalition/agency if there is no agreement on how things are run, and everyone s role in the work January 16 17, 2018 Day Two Page 14

15 Organizing for uccess MOU ACTIVITY: DRAW YOUR ORGANIZATIONAL CHART ORGANIZATIONAL TRUCTURE Organizational structure helps to define: Roles Who is responsible for what part of the action plan? Relationships How do we all fit? Where is the work done? Responsibilities Who is in charge? Meeting content and frequency January 16 17, 2018 Day Two Page 15

16 CLARIFY ROLE Clarify the roles (JOB DECRIPTION) of: Board of Directors teering Committee Work Groups/ub-committees Key Community Leaders takeholders Youth Leaders Paid taff DECIION MAKING Content Organizational Operational (Day to Day) Action plan trategic planning Data collection Prioritization of strategies chedule / Timelines Implementation of specific initiatives taffing Budget / Fiscal Mgt. Office location Board elections Member recruiting Leadership recruitment & development Organization tructure Meetings Correspondence Coordination among workgroups Grant reporting Logistics / upplies Website / social media Who decides what you do as an organization? ACCOMMODATING OUR BUY LIVE Levels of Involvement Active, Extended, upporter January 16 17, 2018 Day Two Page 16

17 TIMELINE Planning and timelines help to clarify: cheduling and timing of efforts Distribution of the work Allocation of resources Prioritization of efforts Transparency January 16 17, 2018 Day Two Page 17