1. RBA Results-Based Accountability TM The Fiscal Policy Studies Institute resultsaccountability.com raguide.org Book - DVD Orders amazon.com resultsleadership.org

2. SIMPLE COMMON SENSE PLAIN LANGUAGE MINIMUM PAPER USEFUL

3. 3 - kinds of performance measures. How much did we do? How well did we do it? Is anyone better off? RBA in a Nutshell 2 – 3 - 7 2 - kinds of accountability Population accountability Performance accountability 7 - questions from ends to means in less than an hour. plus language discipline Results & Indicators Performance measures Baselines & Turning the Curve

4. Results-Based Accountability is made up of two parts: Performance Accountability is about the well-being of CUSTOMER POPULATIONS for Programs – Agencies – Service Systems Population Accountability is about the well-being of WHOLE POPULATIONS for Communities – Cities – Counties – States - Nations Population Accountability Performance Accountability

5. Results-Based Accountability COMMON LANGUAGE COMMON SENSE COMMON GROUND

6. COMMON LANGUAGE

7. THE LANGUAGE TRAP Too many terms. Too few definitions. Too little discipline Benchmark Target IndicatorGoal Result Objective Outcome Measure Modifiers Measurable Core Urgent Qualitative Priority Programmatic Targeted Performance Incremental Strategic Systemic Lewis Carroll Center for Language Disorders Measurable urgent systemic indicators Core qualitative strategic objectives Make up your own jargon.

8. DEFINITIONS Children born healthy, Children ready for school Safe communities, A Healthy Green City, Prosperous Economy Rate of low-birthweight babies, Percent ready at K entry, crime rate, air quality index, unemployment rate 1. How much did we do? 2. How well did we do it? 3. Is anyone better off? RESULT or OUTCOME INDICATOR or BENCHMARK PERFORMANCE MEASURE A condition of well-being for children, adults, families or communities. A measure which helps quantify the achievement of a result. A measure of how well a program, agency or service system is working. Three types: Population Performance Children born healthy Rate of low-birthweight babiesPercent ready at K entry Children ready for school crime rate Safe communities air quality index A Healthy Green City unemployment rate Prosperous Economy INDICATOR RESULT PERFORMANCE MEASURE Population Performance = Customer Results 1. 2. 3.

9. From Ends to Means ENDS MEANS From Talk to Action Population Performance RESULT INDICATOR PERFORMANCE MEASURE Customer result = Ends Service delivery = Means From Talk to Action

10. 1. Safe Communities 2. Crime rate 3. Average police response time 4. People live in safe stable affordable housing 5. % spending >30% of income on housing 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 IS IT A RESULT, INDICATOR OR PERFORMANCE MEASURE? Pop. RESULT INDICATOR PERF. MEASURE Pop. RESULT INDICATOR Pop. RESULT INDICATOR PERF. MEASURE |.........

12. Translation Guide/Rosetta Stone Not the Language Police Ideas 1. A condition of well-being for children, adults, families & communities 2. 3. etc. Group 1Group 2Group 3 etc. RESULTOUTCOMEGOAL TRANSLATION Back to the Idea

13. Results – Indicators – Performance Measures in Amharic, Cambodian, Laotian, Somali, Spanish, Tigrigna, Vietnamese

14. The Three L’s of Success in any serious change effort 1. Leadership 2. Language Searching for the 3 rd L Leverage Latitude Levity Lithium Luggage

15. POPULATION ACCOUNTABILITY

16. Community Outcomes for 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

17. CARDIFF, WALES Community 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.

18. A prosperous city A city of inspiring neighborhoods A city that moves A healthy and green city

22. Getting from TALK TO ACTION

23. Leaking Roof (Results thinking in everyday life) Experience Measure Story behind the baseline (causes) Partners What Works Action Plan Cm of Water BASELINE ? Fixed Not OK Turning the Curve Action Plan # 2

24. Results / Outcomes Indicators Baseline & Story Experience

25. Criteria for Choosing Indicators as Primary vs. Secondary Measures Communication Power Proxy Power Data Power Does the indicator communicate to a broad range of audiences? Does the indicator say something of central importance about the result? Does the indicator bring along the data HERD ? Quality data available on a timely basis.

26. Choosing Indicators Worksheet Outcome or Result_______________________ Candidate Indicators Communication Power Proxy Power Data Power H M L H Measure 1 Measure 2 Measure 3 Measure 4 Measure 5 Measure 6 Measure 7 Measure 8 H D ata D evelopment A genda Safe Community H M L H M L H H H L

27. Three Part Indicator List for each Result Part 1: Primary Indicators Part 2: Secondary Indicators Part 3: Data Development Agenda ● 3 to 5 “Headline” Indicators ● What this result “means” to the community ● Meets the Public Square Test ● Everything else that’s any good (Nothing is wasted.) ● Used later in the Story behind the Curve ● New data ● Data in need of repair (quality,timeliness etc.)

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

29. 45 people per day 75 people per day 2010 28 people per day MADD

30. Rebound

31. Newcastle, UK Nov 08 – Jan 09 8.5

32. Christchurch, New Zealand Number of Graffiti Sites FY 2002 to FY 2010

33. Hull, UK "Woundings"

34. - Rosell “If I include you, you will be my partner. If I exclude you, you will be my judge.”

35. PERFORMANCE ACCOUNTABILITY

36. “All performance measures that have ever existed for any program in the history of the universe involve answering two sets of interlocking questions.”

37. How Much did we do? ( # ) How Well did we do it? ( % ) Quantity Quality Performance Measures

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

39. Effort Effect How Much How Well Performance Measures

40. How much service did we deliver? Performance Measures How well did we deliver it? How much change / effect did we produce? What quality of change / effect did we produce? Quantity Quality Effect Effort Output Input

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

42. How much did we do? Education How well did we do it? Is anyone better off? Quantity Quality Effect Effort Number of students Student-teacher ratio Number of high school graduates Percent of high school graduates

43. How much did we do? Drug/Alcohol Treatment Program How well did we do it? Is anyone better off? Number of persons treated Percent of staff with training/ certification Number of clients off of alcohol & drugs - at exit - 12 months after exit Percent of clients off of alcohol & drugs - at exit - 12 months after exit Quantity Quality Effect Effort

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

45. How much did we do ? Transportation / Bridge Inspections How well did we do it? Is anyone better off? Quantity Quality Effect Effort Number of inspections Percent on schedule # of bridges rated good (7-9) # of bridge closings for non- scheduled maintenance % of bridges rated good (7-9) Rate of bridge closings for non- scheduled maintenance

46. How much did we do? Fire Department How well did we do it? Is anyone better off? Number of responses Response Time Quantity Quality Effect Effort # of fires kept to room of origin % of fires kept to room of origin

47. How much did we do? General Motors How well did we do it? Is anyone better off? # of production hrs # tons of steel Employees per vehicle produced # of cars sold $ Amount of Profit $ Car value after 2 years Quantity Quality Effect Effort Source: USA Today 9/28/98 % Market share Profit per share % Car value after 2 years

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

49. RBA Categories Account for All Performance Measures (in the history of the universe) Quantity Quality Efficiency, Admin overhead, Unit cost Staffing ratios, Staff turnover Staff morale, Access, Waiting time, Waiting lists, Worker safety Customer Satisfaction (quality service delivery & customer benefit) Cost / Benefit ratio Return on investment Client results or client outcomes Effectiveness Value added Productivity Benefit value Product Output Impact Process Input Effect Effort Cost Total Quality Mgmt (TQM) Effectiveness Efficiency Admin overhead, Unit cost

50. Quantity Quality Efficiency, Admin overhead, Unit cost Staffing ratios, Staff turnover Staff morale, Access, Waiting time, Waiting lists, Worker safety Customer Satisfaction (quality service delivery & customer benefit) Cost / Benefit ratio Return on investment Client results or client outcomes Effectiveness Value added Productivity Benefit value Process Input Effect Effort Cost Product Output Impact RBA Categories Account for All Performance Measures (in the history of the universe) Total Quality Mgmt (TQM)

51. Quantity Quality Efficiency, Admin overhead, Unit cost Staffing ratios, Staff turnover Staff morale, Access, Waiting time, Waiting lists, Worker safety Customer Satisfaction (quality service delivery & customer benefit) Cost / Benefit ratio Return on investment Client results or client outcomes Effectiveness Value added Productivity Benefit value Process Input Effect Effort Cost 1. Did we treat you well? 2. Did we help you with your problems? * Product Output Impact RBA Categories Account for All Performance Measures (in the history of the universe) * World’s simplest complete customer satisfaction survey Total Quality Mgmt (TQM)

52. Quantity Quality Efficiency, Admin overhead, Unit cost Staffing ratios, Staff turnover Staff morale, Access, Waiting time, Waiting lists, Worker safety Customer Satisfaction (quality service delivery & customer benefit) Cost / Benefit ratio Return on investment Client results or client outcomes Effectiveness Value added Productivity Benefit value Process Input Effect Effort Cost Product Output Impact OBA Categories Account for All Performance Measures (in the history of the universe) Total Quality Mgmt (TQM)

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

54. 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.

55. Advanced Baseline Display Your Baseline Comparison Baseline Goal (line) Target or Standard Instead: Count anything better than baseline as progress. Avoid publicly declaring targets by year if possible. ● Create targets only when they are: FAIR & USEFUL x Aspiration NOT Punishment

56. How much did we do? Performance Accountability Types of Measures found in each Quadrant How well did we do it? Is anyone better off? # Clients/customers served # Activities (by type of activity) % Common measures e.g. client staff ratio, workload ratio, staff turnover rate, staff morale, % staff fully trained, % clients seen in their own language, worker safety, unit cost % Skills / Knowledge (e.g. parenting skills) # % Attitude / Opinion (e.g. toward drugs) # % Behavior (e.g.school attendance) # % Circumstance (e.g. working, in stable housing) # % Activity-specific measures e.g. % timely, % clients completing activity, % correct and complete, % meeting standard Point in Time vs. 2 Point Comparison # %

57. How much did we do? Service: __________________________________ How well did we do it? Is anyone better off? Primary customers # studentspatients persons trained Primary activity # hours of instruction diagnostic testsjob coursesalarms responded to 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 % Unit cost Workload ratio % of ___x___ that happen on time persons who get jobs School HospitalJob Training Fire Department

58. How much did we do? Choosing Headline Measures and the Data Development Agenda How well did we do it? Is anyone better off? Quantity Quality Effect Effort # Measure 1 ---------------------------- # Measure 2 ---------------------------- # Measure 3 ---------------------------- # Measure 4 ---------------------------- # Measure 5 ---------------------------- # Measure 6 ---------------------------- # Measure 7 ---------------------------- #1 Headline #2 Headline #3 Headline #1 DDA #2 DDA #3 DDA % Measure 8 ---------------------------- % Measure 9 ----------------------------- % Measure 10 --------------------------- % Measure 11 --------------------------- % Measure 12 --------------------------- % Measure 13 --------------------------- % Measure 14 --------------------------- # 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 ----------------------------

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

64. Watermain Breaks per year London Ontario

65. Select 3 to 5 Performance Measures ACROSS THE BOTTOM OF THE ORG CHART 3 - 5 20 – 60 – 20 Rule

66. HOW Population and Performance FIT TOGETHER

67. Contribution relationship Alignment of measures Appropriate responsibility 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 CUSTOMER RESULTS # persons receiving training Unit cost per person trained # who get living wage jobs % who get living wage jobs PERFORMANCE ACCOUNTABILITY POPULATION RESULTS Job Training Program

68. Performance measure Population Indicator

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

70. Result: to which you contribute to most directly. Indicators: Story: Partners: What would it take?: Your Role: within the larger strategy. Population Accountability Program: Performance measures: Story: Partners: Action plan to get better: Performance Accountability Your Role Every time you present your program, Use a two-part approach.

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

72. 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.

73. Board of Directors Meeting AGENDA 1. New data 2. New story behind the curves 3. New partners 4. New information on what works. 5. New information on financing 6. Changes to action plan and budget 7. Adjourn 1. New data 2. New story behind the curves 3. New partners 4. New information on what works. 5. New information on financing 6. Changes to action plan and budget 7. Adjourn

74. SUMMARY

76. 3 - kinds of performance measures. How much did we do? How well did we do it? Is anyone better off? RBA in a Nutshell 2 – 3 - 7 2 - kinds of accountability Population accountability Performance accountability 7 - questions from ends to means in less than an hour. plus language discipline Results & Indicators Performance measures Baselines & Turning the Curve

77. EXERCISES

78. Creating a Working Baseline from Group Knowledge Now Indicator or Performance Measure 65% Not OK? Backcasting Forecasting

79. Turn the Curve Exercise: Program Performance 5 min:Starting Points - timekeeper and reporter - identify a program to work on - two hats (yours plus partner’s) 10 min:Performance measure baseline - choose 1 measure to work on – from the lower right quadrant - forecast (to 2017 ) – OK or not OK? 15 min:Story behind the baseline - causes/forces at work - information & research agenda part 1 - causes 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 Two pointers to action

80. Program: _______________ Performance Measure (Lay definition) Performance Measure Baseline 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 ONE PAGE Turn the Curve Report: Performance Sharp Edges 4. --------- Off the Wall

81. Turn the Curve Exercise – Lessons Talk to Action in an hour 1. How was this different from other processes? What worked and what didn’t 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)

82. The Simplest Way TO IMPLEMENT RBA POPULATION ACCOUNTABILITY 1. Pick an important indicator curve 2. Run the Population Turn the Curve Exercise 3. Take action Repeat PERFORMANCE ACCOUNTABILITY 1. Pick an important performance measure curve 2. Run the Performance Turn the Curve Exercise 3. Take action Repeat

83. Resources Book - DVD Orders amazon.com resultsleadership.org www.raguide.org www.resultsaccountability.com RBA Facebook Group

84. THANK YOU ! Book - DVD Orders amazon.com resultsleadership.org