Results and Performance Accountabilty, Decision-making and Budgeting

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RBA Results-Based Accountability
TM
The Fiscal Policy Studies Institutewww.raguide
.org www.resultsaccountability.com
Book - DVD Ordersamazon.comresultsleadership.org
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SIMPLE COMMON SENSE PLAIN LANGUAGE MINIMUM
PAPER USEFUL
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Results-Based Accountabilityis made up of two
parts
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Results-Based Accountability
COMMON LANGUAGE
COMMON SENSE
COMMON GROUND
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THE LANGUAGE TRAPToo many terms. Too few
definitions. Too little discipline
Benchmark
Result
Outcome
Modifiers Measurable Core
Urgent Qualitative Priority
Programmatic Targeted
Performance Incremental Strategic
Systemic
Indicator
Goal
Objective
Measure
Target
Core qualitative strategic objectives
Make up your own jargon.
Measurable urgent systemic indicators
Lewis Carroll Center for Language Disorders
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DEFINITIONS
RESULT
1.
Children born healthy, Children ready for school,
Safe communities, Clean Environment, Prosperous
Economy
Children born healthy
Children ready for school
Safe communities
Clean Environment
Prosperous Economy
INDICATOR
2.
Rate of low-birthweight babies, Percent ready at
K entry, crime rate, air quality index,
unemployment rate
Rate of low-birthweight babies
Percent ready at K entry
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
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From Ends to Means
From Talk to Action
From Talk to Action
RESULT
ENDS
INDICATOR
PERFORMANCEMEASURE
MEANS
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IS IT A RESULT, INDICATOR OR PERFORMANCE MEASURE?
1. Safe Communities 2. Crime rate 3. Average
police response time 4. Healthy people 5. Rate
of Obesity 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
INDICATOR
PERF. MEASURE
RESULT
.
.
INDICATOR
.
.
RESULT
.
.
INDICATOR
.
.
PERF. MEASURE
.

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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
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Results Indicators Performance Measures in
Amharic, Cambodian, Laotian, Somali, Spanish,
Tigrigna, Vietnamese
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POPULATION ACCOUNTABILITY
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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
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Every Child Matters Children ActOutcomes for
Children and Young People
Being Healthy enjoying good physical and mental
health and living a healthy lifestyle. Staying
Safe being protected from harm and neglect and
growing up able to look after themselves. Enjoying
and Achieving getting the most out of life and
developing broad skills for adulthood. Making a
Positive Contribution to the community and to
society and not engaging in anti-social or
offending behaviour. Economic Well-being
overcoming socio-economic disadvantages to
achieve their full potential in life.
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New Zealand
Coventry, UK
Kruidenbuurt Tilburg, Netherlands
Santa Cruz, CA
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CARDIFF, WALESCommunity Outcomes
1. People in Cardiff are healthy 2. Cardiff has a
clean attractive and sustainable
environment 3. People in Cardiff are safe and
feel safe 4. Cardiff has a thriving and
prosperous economy 5. People in Cardiff
achieve their full potential. 6. Cardiff is a
great place to live, work and play. 7. Cardiff
has a fair, just and inclusive society.
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Leaking Roof(Results thinking in everyday life)
Experience
Cm of WaterBASELINE
Not OK
Measure
Turning the Curve
Story behind the baseline (causes)
Partners
What Works
Action Plan 2
Action Plan
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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.
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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
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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 thats 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.)
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The Matter of Baselines
OK?
Point to Point
Turning the Curve
History
Forecast
Baselines have two parts history and forecast
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75 people per day
2010
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Rebound
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Newcastle, UK
Nov 08 Jan 09
8.5
Source Connexions Tyne and Wear, UK
Revised 9 Nov 2007
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Hull, UK"Woundings"
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If I include you,you will be my partner. If I
exclude you,you will be my judge.
- Rosell
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Results-Based Accountabilityis made up of two
parts
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PERFORMANCE ACCOUNTABILITY
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All performance measures that have ever
existed for any program in the history of the
universe involve answering two sets
of interlocking questions.
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Performance Measures
Quantity
Quality
HowMuch did we do? ( )
HowWell did we do it? ( )
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Performance Measures
Effort How hard did we try?
Effect Is anyone better off?
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Performance Measures
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Performance Measures
Quantity
Quality
How much service did we deliver?
How welldid we deliver it?
Effect Effort
Output Input
How much change / effect did we produce?
What quality of change / effect did we produce?
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Performance Measures
Quantity
Quality
How much did we do?
How welldid we do it?
Effect Effort
Is anyonebetter off?


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Education
Quantity
Quality
How much did we do?
How well did we do it?
Student-teacherratio
Number ofstudents
Effect
Effort
Is anyone better off?
Number ofhigh schoolgraduates
Percent ofhigh schoolgraduates
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Education
Quantity
Quality
How much did we do?
How well did we do it?
Student-teacherratio
Number ofstudents
Effect
Effort
Is anyone better off?
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Pediatric Practice
Quantity
Quality
How much did we do?
How well did we do it?
Percent ofpatients waitingless than30 min in
thewaiting room
Number ofchildrentreated
Effect
Effort
Is anyone better off?
childrenfullyimmunized(in the practice)
childrenfullyimmunized(in the practice)
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Drug/Alcohol Treatment Program
Quantity
Quality
How much did we do?
How well did we do it?
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
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Fire Department
Quantity
Quality
How much did we do?
How well did we do it?
ResponseTime
Number ofresponses
Effect
Effort
Is anyone better off?
of fireskept toroom of origin
of fireskept toroom of origin
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General Motors
Quantity
Quality
How much did we do?
How well did we do it?
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
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Not All Performance Measures Are Created Equal
Quality
Quantity
Quality
How much did we do?
How well did we do it?
LeastImportant
Least
AlsoVery Important
Effect
Effort
Is anyone better off?
MostImportant
Most
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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
Efficiency
Admin overhead, Unit cost
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
Effectiveness
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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
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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
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OBA 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
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The Matter of Control
Quality
Quantity
How much did we do?
How well did we do it?
MostControl
Effect
Effort
Is anyone better off?
LeastControl
PARTNERSHIPS
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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
organizational environment. ? Start small. ?
Build bottom-up and top-down simultaneously.
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Select 3 to 5 Performance MeasuresACROSS THE
BOTTOM OF THE ORG CHART
3 - 5
3 - 5
3 - 5
3 - 5
3 - 5
3 - 5
3 - 5
3 - 5
20 60 20 Rule
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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.
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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.
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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.
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Advanced Baseline Display
Create targets only when they areFAIR USEFUL
AspirationNOTPunishment
Goal (line)
Target or Standard
Avoid publicly declaringtargets by year if
possible.
Your Baseline
InsteadCount anything better than baseline as
progress.
Comparison Baseline
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Performance AccountabilityTypes of Measures
found in each Quadrant
How much did we do?
How well did we do it?
Clients/customers served
Activities (by type of activity)
Is anyone better off?


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Service __________________________________
Hospital
Job Training
School
Fire Department
How much did we do?
How well did we do it?
Primary customers
Unit cost
students
patients
persons trained

Workload ratio
Primary activity
of ___x___ that happen on time
hours of instruction
diagnostic tests
job courses
alarms responded to

Is anyone better off?
If your service works really well,how are your
customer's better off?

students who graduate
patients who fully recover
fires kept to room of origin
persons who get jobs

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Choosing Headline Measures and the Data
Development Agenda
Quantity
Quality
How much did we do?
How well did we do it?
3 DDA
Measure 1 ----------------------------
Measure 2 ----------------------------
Measure 3 ----------------------------
Measure 4 ----------------------------
Measure 5 ----------------------------
Measure 6 ----------------------------
Measure 7 ----------------------------
Measure 8 ----------------------------
Measure 9 -----------------------------
Measure 10 ---------------------------
Measure 11 ---------------------------
Measure 12 ---------------------------
Measure 13 ---------------------------
Measure 14 ---------------------------
2 Headline
Effect
Effort
Is anyone better off?
2 DDA
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 ----------------------------
3 Headline
1 Headline
1 DDA
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Primary v. Secondary
Direct v. Indirect
Internal v. External
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Watermain Breaks per yearLondon Ontario
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Next Generation Contracting
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Next Generation ContractingContract Provisions
Provision 2. Specify that the contractor will
use a continuous improvement process (the
RBA 7 Questions).
Provision 3. Specify how the funder and
contractor will work in partnership to
maximize LR customer results (quarterly
meetings using the 7 questions as the agenda).
Provision 4. Specify that the funder will work
with the funding community to simplify and
standardize contracting and performance
reporting.
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Next Generation ContractingContract Provisions
Provision 5 Clear articulation of role in
population/community
well-being using the language of contribution not
attribution. Provision
6 10 for quality management and
administration.Provision 7 Multi-year funding
using 3 year rolling contracts Provision 8 Use
of targets that are fair and useful. Provision
9 Fund flexibility and virtual funding pool
transfer of up to 10
across line items and program lines. Provision
10 Request for Results Getting past the
sometimes negative
effects of competitive RFP contracting
or tendering.
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HOW Population andPerformanceFIT TOGETHER
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THE LINKAGE Between POPULATION and PERFORMANCE
POPULATIONRESULTS
Contributionrelationship
Alignmentof measures
Pre-natal Nutrition Program
attendance Unit cost
ofwomenserved
Appropriateresponsibility
low birth-weight births (for participating
women)
low birth-weight births (for participating
women)
CUSTOMERRESULTS
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Performancemeasure
PopulationIndicator
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Population Accountability
Result to which you contribute to most directly.
Indicators
Story
Every timeyou presentyour program, Use
atwo-partapproach.
Partners
What would it take?
Your Role as part of a larger strategy.
Your Role
Performance Accountability
Program
Performance measures
Story
Partners
Action plan to get better
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Population Accountability
Result to which you contribute to most directly.
Indicators
Story
Every timeyou presentyour program, Use
atwo-partapproach.
Partners
What would it take?
Your Role within the larger strategy.
Your Role
Performance Accountability
Program
Performance measures
Story
Partners
Action plan to get better
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Population Accountability
Result to which you contribute to most directly.
Indicators
Shortcut
Story
Every timeyou presentyour program, Use
atwo-partapproach.
Partners
What would it take?
Your Role as part of a larger strategy.
Your Role
Performance Accountability
Program
Performance measures
Story
Partners
Action plan to get better
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Different Kinds of Progress
1. Data a. Population indicators Actual
turned curves movement for the
better away from the baseline.
b. Program performance measures
customer progress and better service
How much did we do?
How well did we do it? Is
anyone better off?
2. Accomplishments Positive activities, not
included above.
3. Stories behind the statistics that show how
individuals are better off.
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Board of Directors MeetingAGENDA
1. New data
1. New data
2. New story behind the curves
2. New story behind the curves
3. New partners
3. New partners
4. New information on what works.
4. New information on what works.
5. New information on financing
5. New information on financing
6. Changes to action plan and budget
6. Changes to action plan and budget
7. Adjourn
7. Adjourn
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SUMMARY
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RBA in a Nutshell2 3 - 7
plus language discipline      Results
Indicators      Performance measures
2 - kinds of accountability      Population
accountability      Performance accountability
 3 - kinds of performance measures.     
How much did we do?      How well did we
do it?      Is anyone better off?
7 - questions from ends to means in less than
an hour.
Baselines Turning the Curve
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EXERCISES
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Creating a Working Baselinefrom Group Knowledge
Indicator or Performance Measure
Not OK?
Forecasting
Backcasting
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Turn the Curve Exercise Population Well-being
5 min Starting Points - timekeeper and
reporter - geographic area - two hats (yours
plus partners)
10 min Baseline - pick a result and a curve to
turn - forecast (to 2016) OK or not OK?
15 min Story behind the baseline -
causes/forces at work - information research
agenda part 1 - causes
Two pointers to action
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
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4. --------- Off the Wall
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
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Turn the Curve Exercise LessonsTalk to Action
in an hour
1. How was this different from other processes?
What worked and what didnt work?
2. Why did we ask for a. Results before
indicators? b. Forecast? c. Story? d. No cost
/ low cost? e. Two hats? f. Crazy idea? g.
Only 3 best ideas?
3. Do you think a lay audience could understand
the reports?
4. How many think you could lead this exercise
with a small group? (2 curves at the same
time)
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Turn the Curve Exercise Program Performance
5 min Starting Points - timekeeper and
reporter - identify a program to work on -
two hats (yours plus partners)
10 min Performance measure baseline - choose 1
measure to work on from the lower right
quadrant - forecast (to 2016) OK or not OK?
15 min Story behind the baseline -
causes/forces at work - information research
agenda part 1 - causes
Two pointers to action
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
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4. --------- Off the Wall
ONE PAGE Turn the Curve Report Performance
Program _______________
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
SharpEdges
4. --------- Off the Wall
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Next Steps
1. Whats one thing I can personally do with
what I learned today?
2. Whats one thing I would like to ask
someone else to do?
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Resources
www.raguide.org www.resultsaccountability.com RBA
Facebook Group
Book - DVD Ordersamazon.comresultsleadership.org
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THANK YOU !
Book - DVD Ordersamazon.comresultsleadership.org