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 Accountabilityabout the well-being ofWHOLE POPULATIONS For Communities – Cities – Counties – States - Nations Performance Accountabilityabout the well-being ofCUSTOMER POPULATIONS For Programs – Agencies – and Service Systems Results Based Accountabilityis made up of two parts:

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 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 service, agency or service system is working.Three types: Performance Performance DEFINITIONS RESULT 1. Children born healthy, Children ready for school, Safe communities, Clean Environment, Prosperous Economy Children born healthy Children ready for school Clean Environment Safe communities Prosperous Economy INDICATOR 2. Rate of low-birthweight babies Rate of low-birthweight babies, Percent ready at K entry crime rate, air quality index, unemployment rate Percent ready at K entry AEDI 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. POPULATIONACCOUNTABILITY For Whole Populationsin a Geographic Area

8. Community Outcomesfor Christchurch, NZ ● A Safe City ● A City of Inclusive and Diverse Communities ● A City of People who Value and Protect the Natural Environment ● A Well-Governed City ● A Prosperous City ● A Healthy City ● A City for Recreation, Fun and Creativity ● A City of Lifelong Learning ● An Attractive and Well-Designed City

9. 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.

10. City of London Ontario, CanadaPriority 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

11. Luxembourg 2020 Population result: Smart Sustainable Inclusive Growth Headline Indicators(and targets): 1. % of GDP invested in R&D (interval of 2.3–2.6%) 2. Rate of school dropouts (sustainably llower than10%) 3. % of 30-34 year olds completing 3rd level of education (66%) 4.% reduction in greenhouse gas emissions (20%) 5. % of energy from renewables (11%) 6. % increase in energy efficiency (14,06% in 2016) 7. % of 20-64 year olds employed (73%) 8. Reduction in # of people in or at risk of poverty and social exclusion (6000)

12. Luxembourg 2020 Headline Indicators Scorecard

13. New Zealand Coventry, UK Kruidenbuurt Tilburg, Netherlands Santa Cruz, CA

16. 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 Action Plan

18. 75 people per day 45 people per day 28 people per day

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

21. Christchurch, New ZealandNumber of Graffiti SitesFY 2002 to FY 2010

23. Hull, UK HEALTH AND PUBLIC SAFETY: WOUNDINGS

24. Performance Accountability For Services, Agencies and Service Systems

25. “All Performance Measures that have ever existed for any service in the history of the universe involve answering two sets of interlocking questions.”

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

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

28. Effort HowWell HowMuch Effect Service Performance Measures

29. Program Performance Measures Quality Quantity How welldid we do it? How much did we do? Effect Effort Has something improved? Is anyonebetter off? # %

30. Education Quality Quantity How well did we do it? How much did we do? Student-teacherratio Number ofstudents Effect Effort Is anyone better off? Number of 16 olds with 5 A to CGCSE’s Number with goodschool attendance Percent of 16 yr olds with 5 A to CGCSE’s Percent with goodschool attendance

31. Drug/Alcohol Treatment Program How well did we do it? How much did we do? Number ofpersonstreated Unitcost oftreatment 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

32. Waste Management Services Quality Quantity How well did we do it? How much did we do? Unit costper tonnecollected # tonnes of residential waste Effect Effort Is anyone better off? % to land fill % diverted from landfill #/amt to land fill #/amt diverted from landfill

33. Commerce Tourism Quality Quantity How well did we do it? How much did we do? # ofinformation packages sent Unit cost perpackage Effect Effort Is anyone better off? Number oftourists Tourismmarket share

34. 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

35. 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

36. Not All Performance Measures Are Created Equal 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

37. 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

38. % 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?

39. Service: __________________________________ Hospital Job Training School Fire Department How well did we do it? How much did we do? 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 persons who get jobs fires kept to room of origin

40. LR UR Baseline & Story Primary v. Secondary Direct v. Indirect Internal v. External

45. Watermain Breaks per yearLondon Ontario

46. How Population &Performance AccountabilityFIT TOGETHER

47. THE LINKAGE Between POPULATION and PERFORMANCE POPULATION ACCOUNTABILITY Healthy BirthsRate of low birth-weight babiesStable FamiliesRate of child abuse and neglectChildren Ready for SchoolPercent fully ready per K-entry assessment PERFORMANCE ACCOUNTABILITY Child Protection Program POPULATIONRESULTS Contributionrelationship Alignmentof measures # ofinvestigationscompleted % initiatedwithin 24 hrsof report Appropriateresponsibility # repeatAbuse/Neglect % repeatAbuse/Neglect CUSTOMERRESULTS

48. 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:

49. Different Kinds of Progress 1. Data a. Population indicators Actual turned curves: movement for the better away from the baseline. b. Service 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. Anecdotes: Stories behind the statistics that show how individuals are better off.

50. 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