Resul sults ts Base sed d Accounta countability bility Are we really making a difference? www.resultsaccountability.com
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
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
Seven Steps of Results Based Accountability
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?
WHO IS THE RESULT TARGETED AT? Performance Accountability vs Population Accountability
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
Two: IDENTIFY THE TARGET POPULATION Who is the population that will be impacted? Who do you want to achieve this result for?
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?
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?
Indicator or Benchmark A measure that helps quantify how you are doing on the RESULT (graduation rate, obesity rate, unemployment rate)
The Matter of Baselines H OK? M L Point to Point Turning the Curve Forecast History Baselines have two parts: history and forecast
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
Relationship Between Performance Measures and Indicators for Whole Population All Schools Classroom School in District % of students reading at All students in community grade level
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.
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?
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?
What do we know about what contributes to the RESULT? What factors push line down? What factors push line up?
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”?
How Population & Performance Accountability FIT TOGETHER
THE LINKAGE Between POPULATION and PERFORMANCE POPULATION ACCOUNTABILITY Healthy Births POPULATION RESULTS Rate of low birth-weight babies Children Ready for School Percent fully ready per K-entry assessment Contribution Self-sufficient Families relationship Percent of parents earning a living wage Alignment PERFORMANCE ACCOUNTABILITY Job Training Program of measures Unit cost # persons per person receiving Appropriate trained training responsibility % who get # who get living wage jobs living wage jobs CUSTOMER RESULTS
Population Accountability Result: to which you contribute to most directly. Indicators: Story: Every time Partners: you look at What would it take?: your data, Your Role: as part of a larger strategy. Your Role use a Performance Accountability Program: two-part Performance measures: approach Story: Partners: Action plan to get better:
Definitions Three Guiding Questions for Performance Measures How much are we doing? How well are we doing it? Is anyone better off?
Program Performance Measures Quality Quantity How well How much Effect Effort did we do? did we do it? Is anyone better off? # %
Not All Performance Measures Are Created Equal Quantity Quality How much did we do? How well did we do it? Least Least Also Effect Effort Very Important Important Is anyone better off? Most Most Important
The Matter of Control Quantity Quality How well did we do it? How much did we do? Most Effect Effort Control Is anyone better off? Least Control PARTNERSHIPS
RBA – the Journey Analogy Means to Present get from Destination Location here to there Action Plans Status Quo Turned Curves Clear language Results Measurable Partnerships Indicators improvement in quality of life for What works Performance children, adults, measures No-cost / low- families and Baselines cost communities Story behind Charts on the wall the baselines Turning the Curve
IMPLEMENTATION STRATEGIES AND TOOLS Proposal Based Decision Making – This is a collaborative process – there is no hierarchy Make a Add to or Show Build Thumbs Commit Proposal propose Thumbs Support Up! to Action new I propose Do you Where are What will Proposal Who will do that… want to add you on the bring your accepted! what when? to or make proposal? thumb up? a new one? Up, Down, Sideways
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 • Strong relationships • Not building relationships • Collaborative decisions • Often acting on their own agenda • Being accountable Low Action, Low Alignment Low Action, High Alignment • Observing what is going on but not • Joins and has relationships engaging Does not use the relationships to • • Sitting on the fence contribute to the result • Not connecting with others • Not in action to implement strategies
IMPLEMENTATION STRATEGIES AND TOOLS Action Commitment Form – Documented commitments to ensure action Action(s) With Whom When Contribution Progress to the Result And steps Who will When will the To be needed to fully partner with action be How does it completed at implement you? completed? contribute to the following making a session measurable difference?
Questions?? Lena Hackett, MPH Community Solutions, Inc www.communitysolutionsinc.net lena@communitysolutionsinc.net 317.423.1770
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