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

SIMPLE COMMON SENSE PLAIN LANGUAGE MINIMUM PAPER USEFUL

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

COMMON LANGUAGE

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.

DEFINITIONS Prosperous Economy, A City that Moves Safe communities, A Healthy Green City Rate of new business starts, Transporation modal split, Crime rate, Rate of greenhouse gas emissions 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 Prosperous Economy Rate of new business startsTransporation modal split A City that Moves Crime rate Safe communities Rate of greenhouse gas emissions A Healthy Green City INDICATOR RESULT PERFORMANCE MEASURE Population Performance = Customer Results

POPULATION ACCOUNTABILITY

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

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

Getting from TALK TO ACTION

Leaking Roof (RBA 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

Results / Outcomes Indicators Baseline & Story Experience

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

45 people per day 75 people per day people per day MADD

Newcastle, UK Nov 08 – Jan

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

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

PERFORMANCE ACCOUNTABILITY

“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 did we do? ( # ) How Well did we do it? ( % ) Quantity Quality Performance Measures

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

Effort Effect How Much How Well Performance Measures

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

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

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

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 % diverted from landfill # amt diverted from landfill

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

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

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

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 X

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 X

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

Watermain Breaks per year London Ontario

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

HOW Population and Performance FIT TOGETHER

Contribution relationship Alignment of measures Appropriate responsibility THE LINKAGE Between POPULATION and PERFORMANCE POPULATION ACCOUNTABILITY Healthy People Percent of residents who exercise regularly A City that Moves Transportation modal split Prosperous Economy Percent of employees 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 X

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 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

SUMMARY

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 – 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

Resources Book - DVD Orders amazon.com resultsleadership.org RBA Facebook Group

“If you do what you always did, you will get what you always got.” Kenneth W. Jenkins President, Yonkers NY NAACP

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