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Results-Based Accountabilityis made up of two parts:
Performance Accountabilityis about the well-being of
CUSTOMER POPULATIONSfor Programs – Agencies – Service Systems
Population Accountabilityis about the well-being of
WHOLE POPULATIONSfor Communities – Cities – Counties – States - Nations
“All performance measures
that have ever existed
for any program
in the history of the universe
involve answering two sets of
interlocking questions.”
How much service did we deliver?
Performance Measures
How welldid we
deliver it?
How much change / effect
did we produce?
What quality of change / effect
did we produce?
Quantity Quality
Effe
ct
Effo
rt
O
utpu
t
In
put
How much did we do?
Performance Measures
How welldid we do it?
Is anyonebetter off?
Quantity Quality
Effe
ct
Effo
rt
# %
How much did we do?
Education
How well did we do it?
Is anyone better off?
Quantity Quality
Effe
ct
E
ffort Number of
studentsStudent-teacher
ratio
Number ofhigh schoolgraduates
Percent ofhigh schoolgraduates
How much did we do?
Education
How well did we do it?
Is anyone better off?
Quantity Quality
Effe
ct
E
ffort Number of
studentsStudent-teacher
ratio
Percent of 9th graders who
graduate on timeand enter college or
employment after graduation
Number of 9th graders who
graduate on timeand enter college or
employment after graduation
How much did we do?
Pediatric Practice
How well did we do it?
Is anyone better off?
Number ofchildrentreated
Percent ofpatients waiting
less than30 min in thewaiting room
Quantity Quality
Effe
ct
E
ffort
#children
fullyimmunized
(in the practice)
%children
fullyimmunized
(in the practice)
How much did we do?
Drug/Alcohol Treatment Program
How well did we do it?
Is anyone better off?
Number ofpersonstreated
Percent ofstaff withtraining/
certification
Number of clientsoff of alcohol & drugs - at exit - 12 months after exit
Percent of clientsoff of alcohol & drugs - at exit - 12 months after exit
Quantity Quality
Effe
ct
E
ffort
How much did we do?
Fire Department
How well did we do it?
Is anyone better off?
Number ofresponses
ResponseTime
Quantity Quality
Effe
ct
E
ffort
# of fireskept to
room of origin
% of fireskept to
room of origin
How much did we do?
General Motors
How well did we do it?
Is anyone better off?
# of production hrs
# tons of steel
Employees pervehicle
produced
# of cars sold
$ Amount of Profit
$ Car value after 2 years
Quantity Quality
Effe
ct
E
ffort
Source: USA Today 9/28/98
% Market share
Profit per share
% Car value after 2 years
How much did we do?
Not All Performance Measures Are Created Equal
How well did we do it?
Is anyone better off?
LeastImportant
Quantity Quality
Effe
ct
E
ffort
MostImportant
Least
Most
AlsoVery Important
Quality
RBA Categories Account for All Performance Measures(in the history of the universe)
Quantity Quality
Efficiency, Admin overhead, Unit costStaffing ratios, Staff turnoverStaff morale, Access, Waiting time, Waiting lists, Worker safety
Customer Satisfaction(quality service delivery& customer benefit)
Cost / Benefit ratioReturn on investment
Client results or client outcomes
EffectivenessValue addedProductivity
Benefit value
Product Output Impact
Process Input
Effe
ctEf
fort
Cost
Total Quality Mgmt (TQM)
Effectiveness
Efficiency Admin overhead, Unit cost
Quantity Quality
Efficiency, Admin overhead, Unit costStaffing ratios, Staff turnoverStaff morale, Access, Waiting time, Waiting lists, Worker safety
Customer Satisfaction(quality service delivery& customer benefit)
Cost / Benefit ratioReturn on investment
Client results or client outcomes
EffectivenessValue addedProductivity
Benefit value
Process Input
Effe
ctEf
fort
Cost
Product Output Impact
RBA Categories Account for All Performance Measures(in the history of the universe)
Total Quality Mgmt (TQM)
Quantity Quality
Efficiency, Admin overhead, Unit costStaffing ratios, Staff turnoverStaff morale, Access, Waiting time, Waiting lists, Worker safety
Customer Satisfaction(quality service delivery& customer benefit)
Cost / Benefit ratioReturn on investment
Client results or client outcomes
EffectivenessValue addedProductivity
Benefit value
Process Input
Effe
ctEf
fort
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 completecustomer satisfaction survey
Total Quality Mgmt (TQM)
Quantity Quality
Efficiency, Admin overhead, Unit costStaffing ratios, Staff turnoverStaff morale, Access, Waiting time, Waiting lists, Worker safety
Customer Satisfaction(quality service delivery& customer benefit)
Cost / Benefit ratioReturn on investment
Client results or client outcomes
EffectivenessValue addedProductivity
Benefit value
Process Input
Effe
ctEf
fort
Cost
Product Output Impact
OBA Categories Account for All Performance Measures(in the history of the universe)
Total Quality Mgmt (TQM)
How much did we do?
The Matter of Control
How well did we do it?
Is anyone better off?
Quantity Quality
Effe
ct
E
ffort
LeastControl
PARTNERSHIPS
MostControl
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.
1. To Ourselves 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.
Comparing Performance
2. To Others When it is a fair apples/apples comparison.
3. To Standards When we know what good performance is.
Comparing Performance
1. To Ourselves First
Can we do better than our own history?
Using a BaselineCHART ON THE
WALL
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.
Reward?
Punish?
3. To Standards When we know what good performance is.
1. To Ourselves First Can we do better than our own history?
2. To Others When it is a fair apples/apples comparison.
Comparing Performance
3. To Standards When we know what good performance is.
Advanced Baseline Display
Your Baseline
Comparison Baseline
Goal (line)
Target or Standard
Instead:Count anything better than baseline as progress.
Avoid publicly declaringtargets by year if possible.
●
Create targets only when they are:
FAIR & USEFUL
x
AspirationNOT
Punishment
How much did we do?
Program Performance Measures
How welldid we do it?
Is anyonebetter off?
Quantity Quality
Effe
ct
Effo
rt
# %
How much did we do?
Performance AccountabilityTypes 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 measurese.g. client staff ratio, workload ratio, staffturnover 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 Timevs.
2 Point Comparison
# %
How much did we do?
HR / Personnel
How well did we do it?
Is anyone better off?
Quantity Quality
E
ffec
t
E
ffo
rtNumber ofApplicantsProcessed
AverageRecruitment
Period
WorkforceNew Hires
WorkforceTurnover Rate
(non-promotions)
CustomerSatisfaction
*
* Percent of supervisory staff who report that personnel provides the support they need to do their jobs.
How much did we do?
Audit
How well did we do it?
Is anyone better off?
Quantity Quality
E
ffec
t
E
ffo
rt
Number ofaudits completed
Percent of audits
on schedule
Rate of repeat findings
$ value of corrected audit findings as percent of total agency budget
#
#
How much did we do?
Service: __________________________________
How well did we do it?
Is anyone better off?
Primary customers# studentspatientspersons trained
Primary activity# hours of
instructiondiagnostic testsjob coursesalarms responded to
If your service works really well,how are your customer's better off?
# students who graduatepatients who fully recoverfires kept to room of origin
%
Unit cost
Workload ratio
% of ___x___ that happen on time
persons who get jobs
School Hospital Job Training Fire Department
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
E
ffect
Effo
rt
# 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 ----------------------------
Select 3 to 5 Performance MeasuresACROSS THE BOTTOM OF THE ORG CHART
3 - 5 3 - 5 3 - 5 3 - 5 3 - 5 3 - 53 - 5
3 - 5 3 - 5 3 - 5
3 - 5
20 – 60 – 20 Rule
Next Generation ContractingContract Provisions
Provision 1. Specify the 3 to 5 most important performance measures (from the How well did we do it? and Is anyone better off? categories).
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.
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.
Next Generation ContractingContract Provisions
Contributionrelationship
Alignmentof measures
Appropriateresponsibility
THE LINKAGE Between POPULATION and PERFORMANCE
POPULATION ACCOUNTABILITY
Healthy Births Rate of low birth-weight babiesStable Families Rate of child abuse and neglect Children Ready for School Percent fully ready per K-entry assessment
CUSTOMERRESULTS
# ofwomenserved
%attendance
Unit cost
# low birth-weight births (for
participating women)
PERFORMANCE ACCOUNTABILITY
POPULATIONRESULTS
Pre-natal Nutrition Program
% low birth-weight births (for
participating women)
Every timeyou present
your program,
Use atwo-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
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 timeyou present
your program,
Use atwo-part
approach.
Every timeyou present
your program,
Use atwo-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
Adult Cigarette Smoking New Mexico and United States, 2001-2010
0
5
10
15
20
25
30
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Sm
oki
ng P
reva
lence
New Mexico United States
Result: HEALTHY PEOPLE.
Indicator:
Story:
Partners:
What would it take to significantly reduce this rate?
Your Role = Smoking Prevention Program +
Population Accountability
Program:Performance measures:
Story:
Partners:
Action plan to get better:
Smoking Prevention Program
Your Role
Adult Cigarette Smoking New Mexico and United States, 2001-2010
0
5
10
15
20
25
30
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Sm
oki
ng P
reva
lence
New Mexico United States
- % youth in HS assembly who change attitudes about tobacco
- Ad campaign effectiveness in hitting target audience (# reached by % target demographic)
Performance AccountabilityContribution
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.
Board of Directors MeetingAGENDA
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
3 - kinds of performance measures. How much did we do? How well did we do it? Is anyone better off?
RBA in a Nutshell2 – 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
“If you do what you always did,
you will get what you always got.”
Kenneth W. JenkinsPresident, Yonkers NY NAACP
Creating a Working Baselinefrom Group Knowledge
Now
Indicator or Performance Measure
65% Not OK?
BackcastingForecasting
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
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
ONE PAGE Turn the Curve Report: Performance
SharpEdges
4. --------- Off the Wall
4. --------- Off the Wall
Turn the Curve Exercise – LessonsTalk 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)
Next Steps:
1. What’s one thing I could personally do with what I learned today?
2. What’s one thing I would like to ask someone else to do to support this work?
Resources
Book - DVD Ordersamazon.com
resultsleadership.org
www.raguide.org
www.resultsaccountability.com
RBA Facebook Group
- Dave Barry
Never be afraid to try something new. Remember that a lone amateur
built the Ark.
A large group of professionals built the Titanic.
Alternative to Traditional Evaluation Methods:DEMONSTRATING a CONTRIBUTION
to complex change efforts… requires 3 elements:
A Curve to Turn
1 We tried a bunch of stuff that had a credible
chance of making a difference …
2 …and it had a timely relationship to….
3 …. a turn in the curve.
c FPSI