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MAKING AN IMPACT THROUGH RESULTSBASED ACCOUNTABILITY
Institute for Youth, Education and Families
March 21, 2013
Today’s Speakers
Chris Kingsley
Senior Associate for Data initiatives
@emersonkingsley
Adam Luecking
Chief Executive Officer
Results Leadership Group
Erica Bromley
Director of Youth Services
Town of Manchester, Conn.
Join the conversation:
#GetResults
www.nlc.org
Two Key Principles for
Achieving Measurable
Community Results
1. Starting with ends,
working backwards to means
2. Data-driven,
transparent Decision Making
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
RBA in a Nutshell
2–3–7
2-
Kinds of Accountability
• Population accountability
• Performance accountability
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 (aka. Turn the Curve Thinking)
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Definitions
PERFORMANCE
ACCOUNTABILITY
POPULATION
ACCOUNTABILITY
(Language Discipline)
Result
A condition of well-being for children, adults, families or communities.
Children succeeding in school, Safe communities, Clean environment
INDICATOR
A measure which helps quantify the achievement of a result.
Rate of high school graduation, Crime rate, Air quality index
PERFORMANCE MEASURE
A measure of how well a program, agency or service system
is working.
Three types:
1. How much did we do?
2. How well did we do it?
3. Is anyone better off?
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Schematic for Connecting Grant/Budget
Submissions with Community Results
1. Result Area
2. Indicators
3. Story Behind the Baselines
4. City Strategy
• Funded Programs
Agency A
Agency B
Agency C
• Local __________
• Federal __________
• Businesses _________
• Civic __________
• Non-profits _________
Program A
Performance Measure
Story Behind the Baselines
Action Plan & Budget
Budget/Grant Proposal
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
END
All Children are Reading
on Grade Level
Indicator
1. Doing the
right things?
MEANS
Comprehensive Strategy/Partners
Program
A
Funded Programs
Agency/Program
Performance Measures
2. Doing those things right?
System
Performance Measures
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
7
Turn-the-Curve Thinking™: Talk to Action
Result or Program:
How are
we doing?
Data
Baseline
Why?
Story behind the baseline
Help?
Partners (with a role to play in turning the curve)
Options?
What Works
Propose
to do?
Strategy (w/ Budget)
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Management, Budgeting & Strategic Planning
Management
Budgeting
Monthly or quarterly
performance assessment
and action planning using
the framework./steps.
Use the Performance
Report format for
budget hearings and
budget submissions to
present current
performance and what
will be done next year to
improve.
Use framework / steps at
all levels of
implementation in
the agency.
RLG/FPSI
Budget priorities
informed by the
Strategic Plan
Strategic
Planning
Population Level Results &
Indicators, comprehensive
strategy among and all
stakeholders
Agency Level
Each department’s role in
comprehensive strategy.
Agency’s multi-year
priorities.
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Management, Budgeting & Strategic Planning
Management
Budgeting
Monthly or quarterly
performance assessment
and action planning using
the framework./steps.
Use the Performance
Report format for
budget hearings and
budget submissions to
present current
performance and what
will be done next year to
improve.
Use framework / steps at
all levels of
implementation in
the agency.
Budget priorities
informed by the
Strategic Plan
Strategic
Planning
Population Level Results &
Indicators, comprehensive
strategy among and all
stakeholders
Agency Level
Each department’s role in
comprehensive strategy.
Agency’s multi-year
priorities.
10
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Agency/Division/Program
AGENDA
1. New data
2. New story behind the curve
3. New partners
4. New information on what works.
5. Changes to action plan/ budget
6. Adjourn
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Acknowledgement
Portions of these materials draw upon the work of:
Mark Friedman, Founder of the Fiscal Policy Studies Institute and author of:
Trying Hard Is Not Good Enough (Trafford, 2005)
www.resultsaccountability.com; www.raguide.org
2. Peter Senge, The Fifth Discipline: The Art and Practice of the Learning
Organization (Doubleday 1990); Fifth Discipline Fieldbook (Doubleday)
3. Doug Krug and Ed Oakley, Leadership Made Simple (Enlightened
Leadership Publications, ) and Enlightened Leadership: Getting to the Heart of
Change (Simon and Schuster Canada, 1994)
4. Roger Fisher and William Ury, Getting to Yes (Penguin, 1981, 1991;
Random House Business Books, 2003)
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Additional Readings on
Accountability and Leadership
 Rethinking Democratic Accountability, Robert D. Behn (Brookings,
2001)
 Leadership on the Line: Staying Alive through the Dangers of
Leading, Ronald A. Heifetz and Marty Linsky (Harvard Business
School Press, 2002)
 Common Purpose: Strengthening Families and Neighborhoods to
Rebuild America, Lisbeth B. Schorr (Doubleday, 1997)
MEASURABLE RESULTS FOR CLIENTS AND COMMUNITIES
Today’s Speakers
Chris Kingsley
Senior Associate for Data initiatives
@emersonkingsley
Adam Luecking
Chief Executive Officer
Results Leadership Group
Erica Bromley
Director of Youth Services
Town of Manchester, Conn.
Join the conversation:
#GetResults
www.nlc.org
Results-Based Accountability in
the Municipal Sector
How it works in Manchester, CT……
Why RBA?
• Increased accountability
• Allows us to look at data on multiple levels
• Better results…gives us the ability to track
progress and outcomes
• The focus is on EFFECTIVENESS
www.nlc.org
Why RBA?
• Focuses on whole populations AND on
program performance
• Targets spending to programs that work
• Helps us to jointly turn the curve in underperforming systems and manage how we
are doing
www.nlc.org
Why not something else?
• Many other models are not fluid
• Goals and objectives are often not measured
by their impact
• Many are not linked to shared accountability
• Some models just show how something is
“supposed” to work, not if it really does work!
www.nlc.org
How can it work in a city or town?
• Get buy-in first:
– You need to have a champion, a partner;
someone people will listen to
– Explain the most important concepts
– Don’t overwhelm your stakeholders with too
much technical RBA talk
www.nlc.org
What is important to remember?
• Take it one step at a time
• Start where the group is: you don’t
need to start from page one
www.nlc.org
RBA Initiatives in Manchester
• Currently, there are 4 active RBA-based
plans in this small city:
– Youth Service Bureau Plan
– Early Childhood Community Plan
– Manchester Agencies, Police and Schools
Collaborative (MAPS)
– Coalition to Connect Youth
www.nlc.org
How do we work together?
• All the plans have their own Results
Statements; each is connected in some
way and works towards collective impact
for our children and youth
– Manchester YSB: “All Manchester children and youth will become
resilient, empowered, productive, and engaged citizens”
– Manchester Early Childhood Community Plan: “All Manchester children
birth through eight develop fully and are successful in school”
– Coalition to Connect Youth: “All Manchester youth ages 16-24 will thrive
through positive connections, successfully transition to adulthood, and
become productive members of their community”
www.nlc.org
Piecing all the work together…..
• Manchester is one of 169 towns in CT,
each with their own local government
• Communities are beginning to understand
and accept the critical role of RBA
• State’s Legislature has adopted RBA;
Legislative Children’s Committee has
created a Children’s Report Card
• All of us play a role in impacting the lives
of CT’s children: agencies & programs
www.nlc.org
CT KIDS Report Card
Connecticut General Assembly Select
Committee On Children
RESULTS STATEMENT:
All Connecticut children grow up in
stable environments, safe, healthy and
ready to succeed
www.nlc.org
CT KIDS Report Card: 4 Domains
www.nlc.org
Achieving Impact Together
“Safe”
“Healthy”
“Stable”
CT KIDS
REPORT
CARD
STATE
AGENCY
INITIATIVES
“Future
Success
”
COMMUNITY
and
MUNICIPAL
INITIATIVES
www.nlc.org
Are the “all created equal?” NOPE!
• Manchester “MAPS Collaborative” is
taking a much less formal approach:
– Data was used to identify negative trend the rate of
school-based arrests; discovering this data led to
action
– Now, after implementation of this initiative, data is
being used to track which students are “better off”
www.nlc.org
What happened?
• December 2010: Manchester High School
listed among worst five schools in CT,
arrests / student population
• Formal agreement was created with key
stakeholders
• Existing data was analyzed
• Multiple agencies came to the table for a
collaborative effort, joint-implementation.
www.nlc.org
Manchester is TURNING THE CURVE
MAPS Collaborative
convened February 2011
50
45
40
35
30
25
20
15
10
5
0
2010-11
arrests
2011-12
arrests
2012-13
arrests
Sept Oct Nov Dec Jan Feb Mar April May June
Sept
Oct
Nov
Dec
Jan
Feb
Mar
April
May
June
2010-11 arrests
16
14
14
38
2
9
18
21
5
1
2011-12 arrests
3
2
2
2
3
7
5
3
2
1
2012-13 arrests
3
6
4
8
4
2
www.nlc.org
Manchester is TURNING THE CURVE
Full implementation
began September 2011
50
45
40
35
30
25
20
15
10
5
0
2010-11
arrests
2011-12
arrests
2012-13
arrests
Sept Oct Nov Dec Jan Feb Mar April May June
Sept
Oct
Nov
Dec
Jan
Feb
Mar
April
May
June
2010-11 arrests
16
14
14
38
2
9
18
21
5
1
2011-12 arrests
3
2
2
2
3
7
5
3
2
1
2012-13 arrests
3
6
4
8
4
2
www.nlc.org
Manchester is TURNING THE CURVE
Presently creating new
“better off” measures to
evaluate specific
interventions; measures
that impact The CT
Children’s Report Card as
well as our local plans.
50
45
40
35
30
25
20
15
10
5
0
2010-11
arrests
2011-12
arrests
2012-13
arrests
Sept Oct Nov Dec Jan Feb Mar April May June
Sept
Oct
Nov
Dec
Jan
Feb
Mar
April
May
June
2010-11 arrests
16
14
14
38
2
9
18
21
5
1
2011-12 arrests
3
2
2
2
3
7
5
3
2
1
2012-13 arrests
3
6
4
8
4
2
www.nlc.org
Obstacles
Difficulty integrating multiple plans and
limiting the “silo” effect
www.nlc.org
Concerns
• Working together, yet separately…
• Same stakeholders at multiple tables
• How do we make sure we are working
towards collective impact?
www.nlc.org
Don’t be scared!
Don’t let fear of RBA and the unknown keep
you from turning talk into action!
www.nlc.org
What about the data?
• It’s okay if you don’t have all the data
– Look at what you have and keep track of what
you want
www.nlc.org
What about the data?
• Use “enlightened ignorance” to get the
data we need
– We don’t know what we don’t know
– Keep asking until we get answers that make
sense
www.nlc.org
What about the data?
• Focus on data that will tell us how kids are
doing and whether anyone is better off
– Data for the sake of data is interesting but...
stay on track and get what we can use
www.nlc.org
What we are learning…
• RBA is simple but not easy
• State and local agencies can play a role in
helping us understand:
– How our kids are doing
– What works to get desired results
– What we can do better
www.nlc.org
TIME TO GET MOVING!
www.nlc.org
Great Ideas
Nothing will ever be
attempted if all
possible objections
must first be overcome
Samuel Johnson
1709 – 1784, British Author
www.nlc.org
Q&A
Chris Kingsley
Senior Associate for Data initiatives
@emersonkingsley
Adam Luecking
Chief Executive Officer
Results Leadership Group
Erica Bromley
Director of Youth Services
Town of Manchester, Conn.
Join the conversation:
#GetResults
www.nlc.org
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