Results based accountability oba 101 new & revised slides
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This document provides an overview of results-based accountability (RBA) and the RBA 101-OBA 101 training. It includes slides on distinguishing between results, indicators, and performance measures. It outlines the "20-60-20 rule" and presents examples of population-level and program-level results, indicators, and performance measures. The document also describes the Turn the Curve exercise and provides templates for documenting its outcomes. Key aspects of the exercise are to establish a baseline, discuss causes and potential solutions, and identify low-cost action steps.
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Results based accountability oba 101 new & revised slides
- 1. RBA 101 – OBA 101 Some NEW AND REVISED SLIDES 30 AUG 2013 FPSI www.raguide.org www.resultsaccountability.com www.resultsleadership.org RBA OBA Facebook Group
- 3. RESULTS BASED BUDGETING Do we need it? Is it working? POPULATION ACCOUNTABILITY PERFORMANCE ACCOUNTABILITY
- 5. 1. Safe Communities 2. Crime rate 3. Average police response time 4. Healthy people 5. Rate of Type 2 Diabetes 6. People have living wage jobs and income 7. % of people with living wage jobs and income 8. % of participants in job training who get living wage jobs IS IT A RESULT, INDICATOR OR PERFORMANCE MEASURE? RESULT INDICATOR PERF. MEASURE RESULT INDICATOR RESULT INDICATOR PERF. MEASURE |
- 6. 1. Healthy people 2. Rate of drug resistant tuberculosis 3. % of kept appointments at health clinic 4. Safe children 5. Rate of confirmed child abuse and neglect 6. People have living wage jobs and income 7. % of people with living wage jobs and income 8. % of participants in job training who get living wage jobs IS IT A RESULT, INDICATOR OR PERFORMANCE MEASURE? RESULT INDICATOR PERF. MEASURE RESULT INDICATOR RESULT INDICATOR PERF. MEASURE |
- 8. 1. Ask each program to assign someone to become the in-house RBA expert. (Treat this like a technical support function like an in-house computer expert.) 2. Have these people practice and get good at selecting performance measures and running the Turn the Curve Exercises. 3. Create a network of in-house experts so they can support each other, learn how to do joint RBA training and coaching. 4. Ask the in-house experts to review the RBA Self- Assessment Questionnaire (and create a score if useful) on a regular basis. RBA expert in each unit
- 9. LR UR Primary v. Secondary Direct v. Indirect Internal v. External Baseline & Story
- 10. How much did we do? Service: __________________________________ How well did we do it? Is anyone better off? Primary customers # studentspatientspersons trained Primary activity # hours of instruction diagnostic testsjob coursesalarms responded to If your service works really well, how are your customer's better off? # students who graduate patients who fully recover fires 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
- 13. Next Generation Contracting Contract 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.
- 14. 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 Contracting Contract Provisions
- 15. Every time you present your program, Use a two-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
- 16. 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 time you present your program, Use a two-part approach.
- 17. Every time you present your program, Use a two-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
- 18. 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 – 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
- 19. Creating a Working Baseline from Group Knowledge Now Indicator or Performance Measure 65% Not OK? Backcasting Forecasting
- 20. 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 (to 2016) – 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
- 21. ONE PAGE Turn the Curve Report: Population Result: _______________ Indicator (Lay Definition) Indicator Baseline 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 Sharp Edges 4. --------- Off the Wall 4. --------- Off the Wall
- 22. 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 2016) – 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
- 23. Program: _______________ Performance Measure (Lay definition)Performance Measure Baseline 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 Sharp Edges 4. --------- Off the Wall 4. --------- Off the Wall
- 24. Turn the Curve Exercise – Lessons Talk 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)
- 25. 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 or some organization to do to support this work?
- 26. Resources Book - DVD Orders amazon.com resultsleadership.org www.raguide.org www.resultsaccountability.com RBA Facebook Group
Editor's Notes
- Ask the group, "Does anyone know what this is?" Chances are someone will recognize it as cross-sections of railroad rails. These are some of the many different types of rails used in the US in the 19th Century. Railroads didn't connect. You had to unload cargo and reload it every time you reached the intersection of two different rail types. This is how the current government and nonprofit systems work today. If we could get everyone to agree on the 8 core ideas of RBA, shown on the 2-3-7 slide, we could go a long way to fixing this problem.
- From the RBA/OBA Facebook Group: RESULTS BASED BUDGETING: "DO WE NEED IT?" "IS IT WORKING?" These two sentences, 7 words in all, address two of the most important questions that must be answered in budgeting. When applied to whole programs, the first question (Do we need it?) is a population level question. Do we need this particular program because it is necessary to the well-being of the people of our nation, state, county, council or city? The deliberations around this question necessarily include the subordinate questions: Can we afford it? And is it needed more than other possible uses of the same money? Can we afford not to do it? Question 2 (Is it working?) is a performance question. This question is asked after we have decided to fund a particular program or policy. Is the program being managed well? (How well did we do it? measures) and more importantly, is it producing the benefits we expect for the people it serves? (Is anyone better off? measures). This is why the formula approaches to "cutting programs that don't work so we can transfer the money to those that do" always fails. Whether a program exists or not is NOT a matter of its performance (question 2), it's a matter of whether it is "needed" (question 1). There is a long history of sometime well-meaning and just as often rapacious consulting companies coming in and creating elaborate constructs to rank programs by how well they are performing and it never works. If a program is not working well, then, more often than not, we need to fix it, not cancel it. Imagine if we determined that the fire department was not performing well. We wouldn't eliminate the fire department. We'd work to improve it. etc. etc. This is the same matter with just different language when we discuss "value for money."
- This is a slide from the book (page 107). It is a schematic of what a Results Based Budget might look like. If you are interested in applying RBA to budgeting, read Chapter 6 of the book "Management, Budgeting and Strategic Planning as a Single System." Check out exemplary practice by the State of Connecticut http://www.cga.ct.gov/app/rba/
- This and the next slide are two versions of the language "test." I vary the first 5 questions depending on the audience. The last three I keep the same. Here's the exact script I use in describing these last three, "Notice how 6, 7 and 8 sound the same, but they are very different. 6 is about population quality of life. We want all people to have living wage jobs and income. 7 is exactly like 6 but it has a % sign in front, which makes it a piece of data that tells us the extent to which we are getting 6. And 8 is exactly like 7 but 8 only has to do with the people in this little job training program, whereas 7 has to do with everyone."
- From the RBA/OBA FB Group THE 20-60-20 RULE: In any organizational change process, 20% of the people will go along and give it a try. 60% will eventually follow along behind. And the other 20% will never do it no matter what you do. (You have to wait for these people to retire or die.) You can spend all of your time on the 20% who will never do it. You can even spend all of your time on the 60% who will eventually follow behind. But where you ought to be spending your time and energy is on the 20% who will lead.
- Here is a slide that addresses how to build a community of practice inside an organization.
- Here is the thinking process in the form of 7 plain language common sense questions. These questions should be asked an answered periodically (monthly, quarterly) at every intersection of supervision from the top to the bottom of the organization. This is the most important take-away page for performance measurement. It can be used immediately without any further training. This slide lists "Primary vs. Secondary" "Direct vs. Indirect" and "Internal vs. External" as various distinctions between groups of customers that may be useful.
- This is a short (about 10 minute) exercise that I use after teaching the four quadrants. For each step (e.g. primary customers) show the examples on this slide and then have each person in the audience think of a program or service they know well and identify just one measure for that category (e.g. # of children served). Ask if anyone has had trouble identifying at least one customer group. Then go on to the next category "Primary Activity" and so forth. This very quick experiential learning can help cement understanding the How much How well and Better off categories.
- This is an amazing example of exemplary performance reporting by the Welsh Epilepsy Unit in Cardiff, Wales. Notice all this information on ONE PAGE! Check out the two turned curves on the next slide.
- Welsh Epilepsy Unit case study was also posted on the same page and that's the one showing benefits such as:" • The average length of time from seizure to a confirmed diagnosis has decreased by 81 days from 111 days to 30 days • The number of patients who have been seen by a specialist within the NICE guideline of two weeks has increased from 35% to 61% • The average waiting time to see a specialist has decreased from 22 days to 11 days • The number of admissions following a seizure have decreased from 5 a month to 2 a month on average"
- Here is the current version of my Next Generation Contracting slides. This is an agenda for contract reform between funders and contractors or grantees. It has particular relevance to the way government contracts with nonprofit organizations. There will eventually be a paper written about this……
- Use this two part structure EVERY TIME you make a report about your program or service.
- What happens when the population perspective is missing? Any questions about population quality of life get loaded onto the performance discussion. And the program is held unfairly responsible for producing population / community level change that it can not possibly deliver by itself. Both perspectives are needed to respond to the combination of population and performance questions you will inevitably get. Volume I will present a picture of quality of life results and indicators and what is being done by government and its partners to improve. Volume II will present performance measures for departments and programs. Both will use the Baseline, Story, What Works and Strategy format shown above. This is a fractal… the same pattern at every level of magnification.
- At a minimum, any program or agency ought to be able to articulate the role it plays in contributing to quality of life Budgets of the future will have two parts: Volume I will present a picture of quality of life results and indicators and what is being done by government and its partners to improve. Volume II will present performance measures for departments and programs. Both will use the Baseline, Story, What Works and Strategy format shown above. This is a fractal… the same pattern at every level of magnification.
- All the basic ideas of RBA/OBA on one page. I use this slide at the end of every 101 presentation and when I have time for only one slide. If we could get everyone to agree on just the 8 or 10 ideas in white, we could break down the barriers that now separate people and programs across the silos in the public sector.
- Use this method to create a working baseline when only one point of data is available or no data is available. Step 1: Estimate where you are now. Step 2: Backcasting: Where have we been over the last few years – getting better worse or about the same. Draw an increasing, decreasing or flat history. Step 3: Forecasting: Where are we headed if we don't do something more or different? Not where we want to go, where we are going. Step 4. Ask yourself I this is OK or not. If it's not OK then you can talk about turning the curve. NOTE: If you draw the improvement line make sure people don't interpret that as a promise.
- Current participant instructions for the population turn the curve exercise.
- Group report out format for the population turn the curve exercise.
- Current participant instructions for the performance turn the curve exercise.
- Group report out format for the performance turn the curve exercise.
- This is the slide I use to debrief the Turn the Curve Exercise.
- At the end of the 101 workshop ask each person to think about their personal answers to these two questions and share their answers with the person next to them. (2 to 3 minutes total for this) Then ask "Who would like to share their answer to question 1?" then "Who would like to share their answer to question 2?"
- The RBA/OBA websites. The book the DVD and the Results Scorecard. Check out the Results Scorecard 3.0 http://resultsscorecard.com/