Transcript Results and Performance Accountabilty, Decision

RBA
TM
Results-Based Accountability
The Fiscal Policy Studies Institute
www.raguide.org
www.resultsaccountability.com
Book - DVD Orders
amazon.com
resultsleadership.org
SIMPLE
COMMON SENSE
PLAIN LANGUAGE
MINIMUM PAPER
USEFUL
Results-Based Accountability
is made up of two parts:
Population Accountability
is about the well-being of
WHOLE POPULATIONS
for Communities – Cities – Counties – States - Nations
Performance Accountability
is about the well-being of
CUSTOMER POPULATIONS
for Programs – Agencies – Service Systems
COMMON
LANGUAGE
THE LANGUAGE TRAP
Too many terms. Too few definitions. Too little discipline
Benchmark
Outcome
Result
Modifiers
Indicator
Measurable Core
Urgent
Qualitative
Priority
Programmatic
Targeted
Performance
Incremental Strategic
Systemic
Measure
Goal
Objective
Target
Lewis Carroll Center for Language Disorders
CoreMake
qualitative
strategic
objectives
up your
own jargon.
Measurable
urgent
systemic
indicators
DEFINITIONS
RESULT or OUTCOME
1. A condition of well-being for
Population
children, adults, families or communities.
Prosperous Economy
Economy, A City that Moves
Safe communities,
communities A Healthy Green City
INDICATOR or BENCHMARK
2. A measure which helps quantify the achievement
of a result.
Performance
Rate of new business starts
starts, Transporation modal split
split,
rate, Rate of greenhouse gas emissions
Crime rate
PERFORMANCE MEASURE
3. A measure of how well a program, agency or service
system is working.
1. How much did we do?
Three types: 2. How well did we do it?
3. Is anyone better off? = 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
Cm of Water
BASELINE
Measure
Not OK
? Fixed
Turning the Curve
Story behind the baseline (causes)
Partners
What Works
Action Plan # 2
Results / Outcomes
Experience
Indicators
Baseline & Story
The Matter of Baselines
H
M OK?
L
Point to Point
History
Turning the Curve
Forecast
Baselines have two parts: history and forecast
Alcohol-Related Traffic Fatalities
United States 1975 to 2005
30
75 people
per day
25
45 people
per day
Th o u s a n d s
20
15
MADD
10
28 people
per day
5
2005
2000
1990
1982
1980
1975
0
2010
So u rc e 1 9 8 2 to 2 0 0 5 : Ac tu a l d a ta fro m th e NHTSA Fa ta l i ty An a l y s i s Re p o rti n g Sy s te m (FARS)
So u rc e 1 9 7 5 to 1 9 8 1 : Es ti m a te b a s e d o n NHTSA d a ta o n % o f fa ta l i ty d ri v e rs wi th BAC o f .1 0 o r g re a te r.
Newcastle, UK
Nov 08 –
Jan 09
8.5
Christchurch, New Zealand
Number of Graffiti Sites
FY 2002 to FY 2010
no. of Tagged Sites visited
2002/03
18000
16000
14000
12000
10000
8000
6000
4000
2000
0
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
20
01
/0
20 2
02
/0
20 3
03
/0
20 4
04
/0
20 5
05
/0
20 6
06
/0
20 7
07
/0
20 8
08
/0
20 9
09
/1
0
no. of sites
2001/02
year
2009/10
“If I include you,
you will be my partner.
If I exclude you,
you will be my judge.”
- Rosell
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.”
Performance Measures
Quantity
Quality
How
Much
How
Well
did we do?
did we do it?
(#)
(%)
Performance Measures
Effort
How hard did we try?
Effect
Is anyone better off?
Performance Measures
Effort
How
Much
How
Well
Effect
Quantity
Quality
Input
Effort
How much
service did
we deliver?
How well
did we
deliver it?
Output
Effect
Performance Measures
How much
change / effect
did we produce?
What quality of
change / effect
did we produce?
Effect
Effort
Performance Measures
Quantity
Quality
How much
did we do?
How well
did we do it?
Is anyone
better off?
#
%
Effort
Education
Quantity
Quality
How much did we do?
How well did we do it?
Number of
students
Student-teacher
ratio
Effect
Is anyone better off?
Number of
high school
graduates
Percent of
high school
graduates
Effort
Waste Management Services
Quantity
Quality
How much did we
do?
How well did we do
it?
# tonnes of
residential
waste
Unit cost
per tonne
collected
Effect
Is anyone better off?
# amt diverted
from landfill
% diverted
from landfill
Effort
Fire Department
Quantity
Quality
How much did we do?
How well did we do it?
Number of
responses
Response
Time
Effect
Is anyone better off?
# of fires
kept to
room of origin
% of fires
kept to
room of origin
Effort
General Motors
Quantity
Quality
How much did we do?
How well did we do it?
# of production hrs
Employees per
vehicle
produced
# tons of steel
Effect
Is anyone better off?
# of cars sold
% Market share
$ Amount of Profit
Profit per share
$ Car value after
2 years
% Car value after
2 years
Source: USA Today 9/28/98
Effort
Not All Performance Measures Are Created Equal
Quantity
Quality
Quality
How much did we do?
How well did we do it?
Least
Also
Very Important
Important
Effect
Is anyone better off?
Most
Important
Effort
The Matter of Control
Quantity
Quality
How much did we do?
How well did we do it?
Most
Control
Effect
Is anyone better off?
Least
Control
X
PARTNERSHIPS
Performance Accountability
Types of Measures found in each Quadrant
How much did we do?
How well did we do it?
# Clients/customers
served
% Common measures
# Activities (by type
of activity)
% Activity-specific
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
e.g. % timely, % clients completing activity,
% correct and complete, % meeting standard
Is anyone better off?
X
#
% Skills / Knowledge
#
% Attitude / Opinion
#
% Behavior
#
% Circumstance
(e.g. parenting skills)
(e.g. toward drugs)
(e.g.school attendance)
(e.g. working, in stable housing)
Primary v.
Secondary
Direct v.
Indirect
Internal v.
External
LR
UR
Baseline & Story
Watermain Breaks per year
London Ontario
Watermain Breaks per Year
300
35
30
250
25
200
150
100
Start of
Replacement
Program
Trend without
renewal
15
Trend of
Financial Plan
10
50
0
1970
5
1980
1990
Main Breaks
Pipe age (right axis)
Trend (Main Breaks without Renewal)
2000
2010
2020
2030
"Main Breaks without renewal
Trend (Financial Plan forecast)
0
2040
pipe age
20
Select 3 to 5 Performance Measures
ACROSS THE BOTTOM OF THE ORG
CHART
3-5
3-5
3-5
3-5
3-5
3-5
3-5
3-5
3-5
20 – 60 – 20 Rule
3-5
3-5
HOW
Population
and
Performance
FIT TOGETHER
THE LINKAGE Between POPULATION and PERFORMANCE
POPULATION ACCOUNTABILITY
POPULATION
RESULTS
Healthy People
Percent of residents who exercise regularly
A City that Moves
Transportation modal split
Prosperous Economy
Percent of employees earning a living wage
Alignment
of measures
PERFORMANCE ACCOUNTABILITY
Job Training Program
X
# persons
receiving
training
Unit cost
per person
trained
# who get
living wage
jobs
% who get
living wage
jobs
Contribution
relationship
Appropriate
responsibility
CUSTOMER
RESULTS
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
SUMMARY
RBA in a Nutshell
2–3-7
2 - kinds of accountability plus language discipline
Population accountability
Performance accountability
Results & Indicators
Performance measures
3 - kinds of performance measures.
How much did we do?
How well did we do it?
Is anyone better off?
7 - questions from ends to means in less than
an hour. Baselines & Turning the Curve
Resources
www.raguide.org
www.resultsaccountability.com
RBA Facebook Group
Book - DVD Orders
amazon.com
resultsleadership.org
“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