Results Based Accountability Are we really making a difference?

Transcription

1 Results Based Accountability Are we really making a difference?

2 The RBA Framework Aims to Define the results we are seeking in our community, for the clients served, for our organization Determine indicators for success How would you know if the result was achieved? Identify what works Best practices, promising practices and prioritize them Identify all those who could potentially play a role in contributing to results Who are our partners? Move from talk to action

3 The RBA Framework also Moves doing good things to doing effective things Allows you to clearly communicate the need and the progress being made Creates a table for everyone to contribute Guides investment of time, energy and money And did we mention. Move from talk to action

4 Seven Steps of Results Based Accountability

5 One: IDENTIFY THE RESULT RESULT or OUTCOME or GOAL A condition of well being for a population (children, families, neighborhoods) What result to you want to achieve? What should be different for the population served?

6 WHO IS THE RESULT TARGETED AT? Performance Accountability vs Population Accountability

7 Results Accountability is made up of two parts: Population Accountability about the well-being of WHOLE POPULATIONS For Communities Cities Counties States - Nations Performance Accountability about the well-being of CLIENT POPULATIONS For Programs Agencies and Service Systems

8 Two: IDENTIFY THE TARGET POPULATION Who is the population that will be impacted? Who do you want to achieve this result for?

9 Three: HOW WOULD YOU KNOW? If the result is achieved, what will be different? What will you see in your community? What won t you see any more?

10 Four: HOW WOULD YOU MEASURE IT? What key Indicators would change? What do those key Indicators look like now (what is the trend line)? What is the story behind the data?

11 Indicator or Benchmark A measure that helps quantify how you are doing on the RESULT (graduation rate, obesity rate, unemployment rate)

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

13 Definitions POPULATION MEASURE A measure of well being for a community Example: Number of people returning to incarceration PERFORMANCE MEASURE A measure of how well a program, agency, or service is working Example: Number/Percent of returning offenders who find and retain employment

14 Relationship Between Performance Measures and Indicators for Whole Population Classroom % of students reading at grade level School All students in community All Schools in District

15 Criteria for Choosing Indicators as 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.

16 Five: WHO ARE THE PARTNERS Who else cares about this issue? Who else benefits from achieving the result? What is their role in achieving the result? Are there non-traditional partners? Are they willing to move from Talk to Action?

17 Six: WHAT WORKS What does the research say? Are there Effective Best Practices? Are there Promising Practices? What are some low cost/no cost strategies?

18 What do we know about what contributes to the RESULT? What factors push line down? What factors push line up?

19 Seven: MOVING TO ACTION What are you going to do? Are the actions aligned? Do they leverage each other? Do they contribute to the target population being better off?

20 How Population & Performance Accountability FIT TOGETHER

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22 THE LINKAGE Between POPULATION and PERFORMANCE POPULATION ACCOUNTABILITY Healthy Births Rate of low birth-weight babies Children Ready for School Percent fully ready per K-entry assessment Self-sufficient Families Percent of parents earning a living wage PERFORMANCE ACCOUNTABILITY Job Training Program POPULATION RESULTS Contribution relationship Alignment of measures # persons receiving training Unit cost per person trained Appropriate responsibility # who get living wage jobs % who get living wage jobs CUSTOMER RESULTS

23 Population Accountability Result: to which you contribute to most directly. Indicators: Every time you look at your data, use a two-part approach Story: Partners: What would it take?: Your Role: as part of a larger strategy. Performance Accountability Program: Performance measures: Story: Partners: Action plan to get better:

24 Definitions Three Guiding Questions for Performance Measures How much are we doing? How well are we doing it? Is anyone better off?

25 Effect Effort Program Performance Measures Quantity Quality How much did we do? How well did we do it? Is anyone better off? # %

26 Not All Performance Measures Are Created Equal Effect Effort Quantity How much did we do? Quality How well did we do it? Least Important Also Very Important Is anyone better off? Most Important

27 Effect Effort The Matter of Control Quantity How much did we do? Quality How well did we do it? Most Control Is anyone better off? Least Control PARTNERSHIPS

28 RBA the Journey Analogy Present Location Means to get from here to there Destination Status Quo Results Indicators Performance measures Baselines Story behind the baselines Action Plans Clear language Partnerships What works No-cost / lowcost Charts on the wall Turning the Curve Turned Curves Measurable improvement in quality of life for children, adults, families and communities

29 IMPLEMENTATION STRATEGIES AND TOOLS Proposal Based Decision Making This is a collaborative process there is no hierarchy Make a Proposal Add to or propose new Show Thumbs Build Support Thumbs Up! Commit to Action I propose that Do you want to add to or make a new one? Where are you on the proposal? Up, Down, Sideways What will bring your thumb up? Proposal accepted! Who will do what when?

30 IMPLEMENTATION STRATEGIES AND TOOLS Aligned Contributions Actions are complementary and leverage each other High Action, Low Alignment High Action, High Alignment Working actively but independently Not building relationships Often acting on their own agenda Strong relationships Collaborative decisions Being accountable Low Action, Low Alignment Observing what is going on but not engaging Sitting on the fence Not connecting with others Low Action, High Alignment Joins and has relationships Does not use the relationships to contribute to the result Not in action to implement strategies

31 IMPLEMENTATION STRATEGIES AND TOOLS Action Commitment Form Documented commitments to ensure action Action(s) And steps needed to fully implement With Whom Who will partner with you? When When will the action be completed? Contribution to the Result How does it contribute to making a measurable difference? Progress To be completed at the following session

32 Questions?? Lena Hackett, MPH Community Solutions, Inc