Transcript Results and Performance Accountabilty, Decision

Results
Accountability
The Fiscal Policy Studies Institute
Santa Fe, New Mexico
Websites
raguide.org
resultsaccountability.com
Book - DVD Orders
amazon.com
resultsleadership.org
SIMPLE
COMMON SENSE
PLAIN LANGUAGE
MINIMUM PAPER
USEFUL
Results Accountability
is made up of two parts:
Population Accountability
about the well-being of
WHOLE POPULATIONS
For Communities – Cities – Counties – States - Nations
Performance Accountability
about the well-being of
CLIENT POPULATIONS
For Programs – Agencies – and Service Systems
Results Accountability
COMMON LANGUAGE
COMMON SENSE
COMMON GROUND
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
CoreYour
qualitative
made
upsystemic
jargonobjectives
here
Measurable
urgentstrategic
indicators
Lewis Carroll Center for Language Disorders
DEFINITIONS
RESULT or OUTCOME
Population
A condition of well-being for
children, adults, families or communities.
Children born healthy
healthy, Children ready for school,
school
Safe communities,
Environment, Prosperous Economy
communities Clean Environment
INDICATOR or BENCHMARK
A measure which helps quantify the achievement
of a result.
Rate of low-birthweight babies
babies, Percent ready at K entry,
entry
rate air quality index,
index unemployment rate
crime rate,
Performance
PERFORMANCE MEASURE
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
From Ends to Means
From Talk to Action
Population
RESULT or OUTCOME
ENDS
Performance
INDICATOR or BENCHMARK
PERFORMANCE
MEASURE
Customer result = Ends
Service delivery = Means
MEANS
IS IT A RESULT, INDICATOR OR
PERFORMANCE MEASURE?
RESULT 1.
INDICATOR 2.
PERF. MEASURE 3.
RESULT 4.
INDICATOR 5.
RESULT 6.
INDICATOR 7.
Safe Community
Crime Rate
Average Police Dept response time
An educated workforce
Adult literacy rate
People have living wage jobs and income
% of people with living wage jobs and income
PERF. MEASURE 8. %
of participants in job training who get living
wage jobs
Results – Indicators – Performance Measures in
Amharic, Cambodian, Laotian, Somali, Spanish, Tigrigna, Vietnamese
Translation Guide/Rosetta Stone
Not the Language Police
Ideas
Group 1
Group 2
1. A condition
of well-being
for children,
adults, families
& communities
RESULT
OUTCOME
2.
3.
etc.
TRANSLATION
Back to the Idea
Group 3
etc.
GOAL
POPULATION
ACCOUNTABILITY
For Whole Populations
in a Geographic Area
Fiscal Policy Studies Institute
Santa Fe, New Mexico
www.resultsaccountability.com
www.raguide.org
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
Results for
Children, Families and Communities
A Working List
● Healthy Births
● Healthy Children and Adults
● Children Ready for School
● Children Succeeding in School
● Young People Staying Out of Trouble
● Stable Families
● Families with Adequate Income
● Safe and Supportive Communities
Every Child Matters – Children Act
Outcomes for Children and Young People
Being Healthy: enjoying good physical and mental health and living a
healthy lifestyle.
Staying Safe: being protected from harm and neglect and growing up able
to look after themselves.
Enjoying and Achieving: getting the most out of life and developing
broad skills for adulthood.
Making a Positive Contribution: to the community and to society
and not engaging in anti-social or offending behaviour.
Economic Well-being: overcoming socio-economic disadvantages to
achieve their full potential in life.
Georgia Policy Council
for Children and Families
RESULTS
● Healthy Children
● Children Ready for School
● Children Succeeding in School
● Strong Families
● Self Sufficient Families
REPORT CARDS
Georgia
Dayton, OH
Santa Cruz, CA
Lehigh Valley, PA
Country
New Zealand
Neighborhood
City
Portsmouth, UK
Kruidenbuurt
Tilburg, Netherlands
Placer County, California
OUTCOMES for CHILDREN
SAFE
HEALTHY
AT HOME
IN SCHOOL
OUT OF TROUBLE
MEANS
To Improving Results
not
ENDS
In Themselves
1. COLLABORATION
2. SYSTEMS REFORM
3. SERVICE INTEGRATION
4. DEVOLUTION
OI
5. FUNDING POOLS
Leaking Roof
(Results thinking in everyday life)
Experience:
Inches of Water
Measure:
Not OK
? Fixed
Turning the Curve
Story behind the baseline (causes):
Partners:
What Works:
Action Plan:
Criteria for
Choosing Indicators
as Primary vs. Secondary Measures
Communication Power
Does the indicator communicate to a broad range of audiences?
Proxy Power
Does the indicator say something of central importance about the result?
Does the indicator bring along the data HERD?
Data Power
Quality data available on a timely basis.
Choosing Indicators
Worksheet
Safe Community
Outcome or Result_______________________
Candidate Indicators
Communication
Power
Proxy
Power
Data
Power
Measure 1
H M L
H M L
H M L
H
H
H
H
H
L
Measure 2
Measure 3
Measure 4
Measure 5
Measure 6
Measure 7
Measure 8
Data
Development
Agenda
Three Part Indicator List for each Result
Part 1: Primary Indicators
● 3 to 5 “Headline” Indicators
● What this result “means” to the community
● Meets the Public Square Test
Part 2: Secondary Indicators
● Everything else that’s any good (Nothing is wasted.)
● Used later in the Story behind the Curve
Part 3: Data Development Agenda
● New data
● Data in need of repair (quality,timeliness etc.)
The Matter of Baselines
H
M OK?
L
Point to Point
History
Turning the Curve
Forecast
Baselines have two parts: history and forecast
The Cost of Bad Results
The costs of remediating problems after they occur
Convergence
of Cost & Revenue
Revenue
$300 billion
Cost
Investment
Track
Invest in prevention to reduce or avoid out-year costs.
The Business Case for Investment in Prevention
United States 1970 to 2010`
2008
MADD
Rebound
Newcastle, UK
20.00%
18.00%
16.00%
14.00%
12.00%
10.00%
8.00%
6.00%
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Ncle 14.5 14.5 16.8 14.5
Revised 9 Nov 2007
17
15
11.9 10.6
9.5
9.3
Source: Connexions Tyne and Wear, UK
NEET: Not in Education, Employment or Training
“If I include you,
you will be my partner.
If I exclude you,
you will be my judge.”
- Rosell
Performance
Accountability
For Programs, Agencies and
Service Systems
Fiscal Policy Studies Institute
Santa Fe, New Mexico
www.resultsaccountability.com
www.raguide.org
Results Accountability
is made up of two parts:
Population Accountability
about the well-being of
WHOLE POPULATIONS
For Communities – Cities – Counties – States - Nations
Performance Accountability
about the well-being of
CLIENT POPULATIONS
For Programs – Agencies – and Service Systems
“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?
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
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
9th graders who
graduate on time
and enter college or
employment after
graduation
Percent of
9th graders who
graduate on time
and enter college or
employment after
graduation
Effort
Pediatric Practice
Quantity
Quality
How much did we do?
How well did we do it?
Number of
patients
treated
Percent of
patients treated
in less than
1 hour
Effect
Is anyone better off?
#
children
fully
immunized
%
children
fully
immunized
(in the practice)
(in the practice)
Effort
Drug/Alcohol Treatment Program
Quantity
Quality
How much did we do?
How well did we do it?
Number of
persons
treated
Percent of
staff with
training/
certification
Effect
Is anyone better off?
Number of clients Percent of clients
off of alcohol &
off of alcohol &
drugs
drugs
- at exit
- 12 months after exit
- at exit
- 12 months after exit
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
How much did we do?
How well did we do it?
Least
Also
Very Important
Important
Effect
Is anyone better off?
Most
Important
RBA Categories Account for All Performance Measures
(in the history of the universe)
TQM
Cost
Process
Input
Quality
Effort
Quantity
Efficiency Admin overhead, Unit cost
Efficiency,
Staffing ratios, Staff turnover
Staff morale, Access, Waiting time,
Waiting lists, Worker safety
Customer Satisfaction
Product
Output
Impact
Effect
(quality service delivery
& customer benefit)
Benefit value
Cost / Benefit ratio
Return on investment
Client results or client outcomes
Effectiveness
Value added
Productivity
RBA Categories Account for All Performance Measures
(in the history of the universe)
TQM
Cost
Process
Input
Quality
Effort
Quantity
Efficiency, Admin overhead, Unit cost
Staffing ratios, Staff turnover
Staff morale, Access, Waiting time,
Waiting lists, Worker safety
Customer Satisfaction
Product
Output
Impact
Effect
(quality service delivery
& customer benefit)
Benefit value
Cost / Benefit ratio
Return on investment
Client results or client outcomes
Effectiveness
Value added
Productivity
RBA Categories Account for All Performance Measures
(in the history of the universe)
TQM
Cost
Process
Input
Quality
Effort
Quantity
Efficiency, Admin overhead, Unit cost
Staffing ratios, Staff turnover
Staff morale, Access, Waiting time,
Waiting lists, Worker safety
Customer Satisfaction
Product
Output
Impact
Effect
(quality service delivery
& customer benefit)
Benefit value
Cost / Benefit ratio
Return on investment
*
1. Did we treat
you well?
2. Did we help
you with your
problems?
Client results or client outcomes
Effectiveness
Value added
Productivity
* World’s simplest complete
customer satisfaction survey
Not All Performance Measures Are Created Equal
TQM
Cost
Process
Input
Quality
Effort
Quantity
Efficiency, Admin overhead, Unit cost
Staffing ratios, Staff turnover
Staff morale, Access, Waiting time,
Waiting lists, Worker safety
Customer Satisfaction
Product
Output
Impact
Effect
(quality service delivery
& customer benefit)
Benefit value
Cost / Benefit ratio
Return on investment
Client results or client outcomes
Effectiveness
Value added
Productivity
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
PARTNERSHIPS
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.
Comparing Performance
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
1. To Ourselves First
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.
Using a Baseline
CHART ON THE
WALL
Comparing Performance
1. To Ourselves First
Can we do better than our
own history?
Reward?
2. To Others
When it is a fair apples/apples
comparison.
3. To Standards
When we know
what good performance is.
Punish?
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.
3. To Standards
When we know
what good performance is.
The Matter of Standards
1. Quality of Effort Standards are
sometimes WELL ESTABLISHED
● Child care staffing ratios
● Application processing time
● Handicap accessibility
● Child abuse response time
Effort
Quantity
Effect
BUT
2. Quality of Effect Standards are
almost always EXPERIMENTAL
AND
3. Both require a
LEVEL PLAYING FIELD
and an ESTABLISHED RECORD
of what good performance is.
● Hospital recovery rates
● Employment placement
and retention rates
● Recidivism rates
Advanced Baseline Display
Create targets
only when they are:
FAIR & USEFUL
Goal (line)
Target or Standard
●
Avoid publicly declaring
targets by year if possible.
Your Baseline
Comparison Baseline
Instead:
Count anything better
than baseline as progress.
Effect
Effort
Program Performance Measures
Quantity
Quality
How much
did we do?
How well
did we do it?
Is anyone
better off?
#
%
All Data have two Incarnations
Lay
Technical
Definition
Definition
HS Graduation Rate
% enrolled June 1 who graduate June 15
% enrolled Sept 30 who graduate June 15
% enrolled 9th grade who graduate in 12th grade
Separating the Wheat from the Chaff
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?
% Skills / Knowledge
#
#
#
#
(e.g. parenting skills)
Point in Time
vs. Point to Point
Improvement
% Attitude / Opinion
(e.g. toward drugs)
% Behavior
(e.g.school attendance)
% Circumstance
(e.g. working, in stable housing)
Effort
Choosing Headline Measures and the Data Development Agenda
Quantity
Quality
How much did we do?
How well did we do it?
# Measure 1 ----------------------------
% Measure 8 ----------------------------
# Measure 2 ----------------------------
% Measure 9 -----------------------------
# Measure 3 ----------------------------
% Measure 10 ---------------------------
# Measure 4 ----------------------------
% Measure 11 ---------------------------
# Measure 5 ----------------------------
% Measure 12 ---------------------------
# Measure 6 ----------------------------
% Measure 13 ---------------------------
# Measure 7 ----------------------------
% Measure 14 ---------------------------
#3 DDA
#2 Headline
Effect
Is anyone better off?
# Measure 15 ----------------------------
% Measure 15 ----------------------------
# Measure 16 ----------------------------
% Measure 16 ----------------------------
# Measure 17 ----------------------------
% Measure 17 ----------------------------
# Measure 18 ----------------------------
% Measure 18 ----------------------------
# Measure 19 ----------------------------
% Measure 19 ----------------------------
# Measure 20 ----------------------------
% Measure 20 ----------------------------
# Measure 21 ----------------------------
% Measure 21 ----------------------------
#2 DDA
#3 Headline
#1 Headline
#1 DDA
Select 3 to 5 Performance Measures
at each level of the organization
3-5
3-5
3-5
3-5
?
. .
3-5
3-5
3-5
Be disciplined about what’s most
important.
“Get
over Don’t
it!” get distracted.
Pick the 3 – 5 most important
of the 9 – 15 measures
or create composites.
LR
UR
How
Population
&
Performance
Accountability
FIT TOGETHER
THE LINKAGE Between POPULATION and PERFORMANCE
POPULATION ACCOUNTABILITY
Healthy Births
Rate of low birth-weight babies
POPULATION
RESULTS
Stable Families
Rate of child abuse and neglect
Children Succeeding in School
Percent graduating from high school on time
PERFORMANCE ACCOUNTABILITY
Child Welfare Program
# of
investigations
completed
% completed
within 24 hrs
of report
# repeat
Abuse/Neglect
% repeat
Abuse/Neglect
CUSTOMER
RESULTS
Contribution
relationship
Alignment
of measures
Appropriate
responsibility
THE LINKAGE Between POPULATION and PERFORMANCE
POPULATION ACCOUNTABILITY
Healthy Births
Rate of low birth-weight babies
POPULATION
RESULTS
Children Ready for School
Percent fully ready per K-entry assessment
Self-sufficient Families
Percent of parents earning a living wage
PERFORMANCE ACCOUNTABILITY
Job Training Program
# persons
receiving
training
Unit cost
per person
trained
# who get
living wage jobs
% who get
living wage jobs
CUSTOMER
RESULTS
Contribution
relationship
Alignment
of measures
Appropriate
responsibility
Population Accountability
to which you contribute to most directly.
Result:
Indicators:
Every time
you make a
presentation,
use a
two-part
approach
Story:
Partners:
What would it take?:
Role: as part of a larger strategy.
Your Role
Performance Accountability
Program:
Performance measures:
Story:
Partners:
Action plan to get better:
Population Accountability
to which you contribute to most directly.
Result:
Indicators:
Every time
you make a
presentation,
use a
two-part
format
Story:
Partners:
What would it take?:
Role: within the larger strategy.
Your Role
Performance Accountability
Program:
Performance measures:
Story:
Partners:
Action plan to get better:
Division #1
Program #1
Framework Crosswalk Analysis
Population Results
(For Population Well-being, Across Communities,
Across Systems)
1. Population
2. Results (Outcomes, Goals)
3. Indicators (Benchmarks)
Data Development Agenda
Report Card
4. Baseline
5. Story behind the baseline
Cost of Bad Results
Research Agenda Part 1
6. Partners
7. What works
Research Agenda Part 2
8. Action Plan (strategy)
9. Funding Plan (budget)
Example
Framework:
Logic
Model
__________
Goal
Program Performance
(For Programs, Agencies and Service Systems)
1. Customers (Clients)
2. Performance measures
Customer results
Quality of Effort
Quantity of Effort
Data Development Agenda
3. Baseline
4. Story behind the baseline
Research Agenda Part 1
5. Partners
6. What works
Agency/program actions
Partner's actions
Research Agenda Part 2
7. Action Plan (strategy)
8. Funding Plan
Outcome
Output
Activity
Input
’
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
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.
What’s Next?
A Basic Action Plan for Results Accountability
TRACK 1: POPULATION ACCOUNTABILITY
●
●
●
●
Establish results
Establish indicators, baselines and charts on the wall
Create an indicators report card
Set tables (action groups) to turn curves
TRACK 2: PERFORMANCE ACCOUNTABILITY
● Performance measures, and charts on the wall
for programs, agencies and service systems
● Use 7 Questions supervisor by supervisor and program
by
program in management, budgeting and strategic planning
IN CLOSING
“If you do what you
always did,
you will get what
you always got.”
Kenneth W. Jenkins
President, Yonkers NY NAACP
THANK YOU !
WEBSITES:
www.raguide.org
www.resultsaccountability.com
BOOK ORDERS:
www.trafford.com
www.amazon.com
EXERCISES
Fiscal Policy Studies Institute
Santa Fe, New Mexico
www.resultsaccountability.com
www.raguide.org
Turn the Curve Exercise: Population Well-being
5 min: Starting Points
- timekeeper and reporter
- geographic area
- two hats (yours plus partner’s)
10 min: Baseline
- pick a result and a curve to turn
- forecast – 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
4. --------- Off the Wall
ONE PAGE Turn the Curve Report: Population
Result: _______________
Indicator
Baseline
Indicator
(Lay Definition)
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
4. --------- Off the Wall
Sharp
Edges
The first step in performance accountability is to
DRAW A FENCE
Around something that has
ORGANIZATIONAL OR FUNCTIONAL IDENTITY
The Whole
Organization
Division A
Division B
Unit
Unit
1
Division C
What Kind of PERFORMANCE MEASURE?
Upper Left
● # of people served
Lower Right
● % participants who got jobs
Upper Right
● staff turnover rate
Lower Left
● # participants who got jobs
Lower Right
● % of children reading at grade level
Upper Right
● cost per unit of service
Upper Left
Lower Right
● # applications processed
● % patients who fully recover
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 – 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
4. --------- Off the Wall
ONE PAGE Turn the Curve Report: Performance
Program: _______________
Performance
Measure
Baseline
Performance Measure
(Lay definition)
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
4. --------- Off the Wall
Sharp
Edges