1. STOP SPINNING YOUR WHEELS: USING RBA TO STEER YOUR AGENCY TO SUCCESS! Anne McIntyre-Lahner Director of Performance Management Connecticut Department of Children and Families October 1, 2015 A RECIPE FOR AGENCIES ON THE MOVE

2. Connecticut is the third smallest state by area, It is known the Land of Steady Habits Population3,596,677 (2014 est) The income gap between its urban and suburban areas is unusually wide Executive Branch and Judicial Branch agencies are all administered at the state level The State of Connecticut

3. Connecticut’s Population Accountability Work for Children The CT Kids Report Card Mandated by Law (Public Act 11-109) Data-based guide for policy and program decisions to improve the quality of life of all Connecticut children Accessible, central source of information available now and in the future on Connecticut children’s well-being Stronger public accountability Juvenile Justice Reform Effort Mandated by Law (Public Act 14-217) Evaluate policies related to the juvenile justice system and the expansion of juvenile jurisdiction to include persons sixteen and seventeen years of age. Use of RBA to plan and evaluate public and private services

4. Why RBA Increased accountability Better results Focuses on whole populations AND on program performance Targets spending to programs that work Helps us turn the curve in under-performing systems Helps legislators understand state agency performance Objective, clear, process that helps legislators determine which programs to fund

5. Building the CT Kids Report Card Ingredients for Success: Wide Array of Partners Agreement on Collecting and Reporting Data Use of The Results Score Card Understanding the Implications for Public and Private Agencies

6. CT Kids Report Card Result: All Connecticut’s children live in stable environments, safe, healthy, and ready for success http://www.cga.ct.gov/KID

7. CT Kids Report Card: Safe Children Scorecard

8. Story Behind the Curve.

9. Five mandated areas: child protective services, children's behavioral health, education for children in its care, prevention, and shared responsibility for state juvenile justice system Four facilities Central Office and fourteen Area Offices, organized into six regions over 3,200 employees approximately 100 types of contracted services serves approximately 36,000 children and 16,000 families each year.

10. Four things that brought RBA to DCF Public Commitment by Commissioner Katz to use RBA Representative Urban’ leadership, and the CTKids Report card Legislative Program Review and Investigation RBA studies Legislative Appropriations committee RBA report card requirement

11. Implementing RBA at DCF Main Ingredients for Success: 1.Staff, Provider and Community Training and Support 2. Strategic Plan with Annual Performance Expectations 3.Performance Measures for Contracted Services 4. Creating a Culture of Performance Management

12. 1. Staff, Provider and Community Training and Support Training management teams Training program leads, provider partners, and others DCF RBA affinity group Connecticut RBA Practitioner Network

13. 2. Development of DCF Strategic Plan and Management of Agency Performance 2012 – 2015 Strategic plan developed using RBA and aligned with population level results statement Annual Performance expectations with agency-wide performance measures All regional, divisional, and facility management teams develop and implement strategies with performance measures

14. 3. Developing Performance Measures for Contracted Services Contract review and cataloging of outcomes Programs prioritized and scored based on: importance funding number of locations amount of work required Joint work with provider partners to develop RBA performance measures Cataloging of new measures by general program type

16. Performance Measure Development for Contracted Services Develop proposed performance measures: How much did we do? How well did we do it? Is anyone better off? Develop items for exclusion: What can providers stop reporting? Model components or contract compliance items that should not be confused with outcomes Identification of data sources Who will collect the data, and how? Who will report the data; how and how often? Who will analyze the data, and how will it be used?

17. Performance Measure Development for Contracted Services: Ensuring the right level of Accountability Make sure the desired “Better Off” measure can be directly connected to the program elements Make sure performance measures are appropriately aligned to the actual service Make sure the identified performance is within the provider’s control

18. Summary Start with the end in mind: why are you funding/delivering this service? Know how you will utilize performance measures and outcome data Use of performance measures and outcomes to manage performance Make sure you are measuring the right things use data to understand program performance don’t be surprised by your RBA Report Card Program Leads Program leads have been trained in order to support provider partners and to manage contracts

19. 4. Creating a Culture of Performance Management Within DCF All regional, divisional, and facility management teams develop strategies and performance measures Quarterly meetings with Commissioner’s team to review performance and identify additional actions to turn the curve Contracted Services Quarterly RBA report cards Internal management group analyzes performance data and gives feedback Program leads and providers work together to turn the curve Ongoing training and support

20. Lessons Learned

21. Change……… Is great when you are imposing it; But not so great when someone else imposes it on you

22. Help Your Colleagues Deal with Change

23. Find Partners to Support Your Work

24. Play nice with your partners http://rhymeswithorange.com/comics/march-3-2015/

25. Help Your Colleagues to Change Their Perspective

26. Rule #1 Start with the end in mind. The End. (Just Kidding…but not really)

27. “ Don't mistake activity with achievement.” John Wooden

28. Changing Perspective RBA is not just one more thing to do RBA is the one thing to do to achieve more

29. Help people understand where their effort fits in the big picture

30. USE DATA

31. Using data Do you “do” data? To be a good “program person”, you need to get comfortable with data Use your “enlightened ignorance” to get the data you need Understanding that there are things you need to know and that you don’t know Keep asking until you get answers that make sense

32. Make sure you are telling the correct story…..and telling the story correctly http://thesocietypages.org/socimages/2015/03/01/just-for-fun-is-truncating-the-y-axis-dishonest/ REALLY???

33. …using data… Focus on data that will tell you how kids are doing and whether anyone is better off Disaggregate, disaggregate, disaggregate! What else do you need to know?

34. Great Ideas Nothing will ever be attempted if all possible objections must first be overcome Samuel Johnson 1709 – 1784, British Author

35. For more information on Connecticut DCF’s experience Stop Spinning Your Wheels Using RBA to Steer Your Agency to Success! Anne McIntyre-Lahner, 2015 Fourth Quadrant Publishing, Rockville, MD Anne McIntyre-Lahner Director of Performance Management Connecticut Department of Children and Families anne.mcintyre-lahner@ct.gov